Eh&I Sip 25-28
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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2 __________________________________________________________________ To: Finance, Resources and Customer Services Policy Board On: 12 June 2025 ___________________________________________________________________ Report by: Director of Environment, Housing and Infrastructure ___________________________________________________________________ Heading: Environment, Housing and Infrastructure - 2025-2028 Service Improvement Plan ___________________________________________________________________ 1. Summary 1.1 The Service Improvement Plan for Environment, Housing and Infrastructure 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, Risk Management Plan, and the Workforce Plan. The new, more accessible, format of Service Improvement Plans, introduced in 2023-2024, has been retained. 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
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3 It is recommended that the Finance, Resources and Customer Services Policy Board: 2.1 Approves the attached Service Improvement Plan; and 2.2 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 Environment, Housing & Infrastructure delivers a wide range of vital services to the people, communities and businesses of Renfrewshire. Within the remit of the Finance, Resources and Customer Services Policy Board, this includes Corporate Asset Management including Hard and Soft FM, Property Services and Building Services. 4. Service Improvement Plan 2025-2028: What do we want to achieve? 4.1. Council services continue to operate in a challenging context. However, the Council and services remain ambitious for our people and our place, and the Service Improvement Plan process ensures a clear focus on delivering our priorities. The Service Improvement Plans process allows us to describe where activity is targeted, and through the 6-monthly updates provide a balanced view on progress. 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. 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. Climate Risk – The Service Improvement Plan includes actions and indicators under the theme “Green” demonstrating how it will contribute to Renfrewshire’s Plan for Net Zero. 13. Children’s Rights - None 14. Cosla Policy Position – None ___________________________________________________________________ List of Background Papers: None ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk
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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 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 Welcome to our Service Improvement Plan As Director of Environment, Housing & Infrastructure,I’mdelighted to introduceour new Service Improvement Plan which covers the period 2025 to 2028. This plan describes how our team will focus our efforts to deliver thestrategic outcomes described in the Council Plan of Place, Economy, Fair,Green and LivingOur Values. Environment, Housing & Infrastructure delivers a wide range of vital services to the people, communities and businesses of Renfrewshire. This includes universal provision such as waste collection, road maintenance, environmental health services and facility management across our housing stock and public buildings. We manage 12,078 Council houses and support vulnerable people experiencing homelessness and those threatened by homelessness. Our service has also played a critical role in supporting the Council’s response to the asylum and refugee programmes over the last three years. This is a challenging time for local government and we are committed to delivering the Reshaping Renfrewshire transformation programme and financial savings required to support the Council achieve to maintain financial sustainability. However, we are still ambitious for Renfrewshire and our service lead on the over £100m Housing led regeneration programme, which forms part of our £400m investment in our housing stock across all of Renfrewshire over the next 30 years. We will also invest £90m in our roads infrastructure over the next ten years and we lead on the council’s Plan for Net Zero, which sets out how the area will work towards net zero by 2030. Environment, Housing & Infrastructure also supports strategic Council projects such as the City Deal programme, the refurbishment and new school build programmes and town centre projects including the new museum. We will have a particular focus on Workforce development during 2025/26, and I know the dedication of our colleagues across all areas of the service will ensure the ambitious agenda outlined within the Service Improvement Plan is delivered to support individuals, communities and businesses across Renfrewshire to flourish.
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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, support services and property services. Soft facilities cover janitorial, cleaning, catering, housekeeping and school crossing patrollers. Hard services cover building services operations, repairs and maintenance for housing and public buildings and streetlighting maintenance. Support services is responsible for compliance in schools and public buildings, life cycle maintenance in schools & public buildings, PPP contract management. Property 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 12,078 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 2025/26 is approximately £61.925m (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 27 February 2025 with total rental and other income for 2025/26 of£65.492m. The gross value of the Housing Capital Investment Plan for the 5-year period from 2025/26 to 2029/30 is £292.432m. We provide Waste and Recycling collection to over 92,000 households and businesses. Supporting more than 862km of roads and transport infrastructure across the whole of Renfrewshire – and we will be investing £90m in this infrastructure over the next ten years. Environment, Housing and Infrastructure Services deliver universal services for over 186,000 Renfrewshire residents, helping to run our schools and care homes, providing 12,078 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. *Please note this doesn’t include casual/sessional staff
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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 Our workforce – We will build on the work already done across the service to date and use the outputs from Workforce Survey and the Cultural Assurance Model to inform further improvements during 2025/26. Data Strategy - Local data strategies will be developed and aligned with the development of the new Digital Strategy in 2025. 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 Review 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. • 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 Our Workforce 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 Environment, Housing and Infrastructure (EHI), our focus will be to roll out Personal Development Plan (PDP) for all EHI employees, to widen our Employee Engagement Forum to provide opportunities for all employee groups to participate and to improve visibility of Senior Management and Leadership across the Department.
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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. 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 are being developed across Environment, Housing and Infrastructure to address gaps and improve the management and exploitation of business-critical data. • Action plans will be 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 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 2025. 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, 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 2025/26 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 Deliver the improvement actions resulting from the Improving our Workplace Employee Survey and the Cultural Assurance Model 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 • We will focus on delivering the improvement actions arising from the Employee Survey Results and the Cultural Assurance Model, ensuring mandatory training for frontline employees is delivered and working with Soft FM around “job characteristics”. • Provide a focus on training, absence management, PDP’s/appraisals and workforce planning across EHI. • Continue to deliver a “right first time” approach across all services, delivering key capital projects and delivering on investment made as part of the 2025/26 Council budget. • We will continue to deliver investment in schools and public buildings across Renfrewshire including the new Paisley Grammer School. • Continuing with housing-led regeneration and housing investment programmes • Continuing implementation of replacement housing management systems • We will finalise and implement our new Local Transport Strategy. • New Sustainability team in place – will drive the focus of “Fleet and Heat” across all areas of the Council. • Deliver year 1 of the £90m 10 year roads investment strategy. • We will review and implement a revised waste collection rerouting programme aiming to have full implementation by autumn 2025. • Expand our workforce training and development and improve our customer correspondence response times to meet targets. • EHI & Council -We will shape the delivery of our services, in line with the council Net Zero aspirations. Our focus 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 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? Work with colleagues to advise on facilities management requirements at new developments e.g. Paisley Grammar and the handover of upgraded properties e.g. Paisley Town Hall This will allow for clear financial planning and appropriate levels of funding. This will ensure lifecycle maintenance, appropriate public building repairs & maintenance, as well as full compliance with Planned Preventative Maintenance. In the case of Paisley Grammar, this will provide appropriate Passivhaus standards and financial provision. 31 December 2025 As part of the new Department, Officers will work together to review the delivery and turnaround of void properties across Renfrewshire to minimise times, wherever possible, to allow properties to be re-let. Housing properties within Renfrewshire that have become void and re-let, will be turned around as quickly as possible to ensure an adequate stock of Council properties and maximise rental income. 31 March 2026 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. New tender for fire damper maintenance to be finalised. 31 March 2026 Continue to review and deliver an electronic job management and stores system. Ensure that the service has robust job management information and an effective stores management process 31 December 2025
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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 Review across Renfrewshire Council’s estate. The review will identify key parts of the estate that may not be financially viable for the Council and lead to planning with communities for the building to be used in different ways e.g. Community Asset Transfer 31 March 2026 Work with Savills to produce a robust business plan that looks at the short medium and long term for Building Services. Building Services has not had a Business Plan since 2013 – 2016. By devising and delivering a Business Plan, this will detail the current staffing and work undertaken by Building Services but also look to the next 3 years and set out plans including budgets and workforce planning. 31 March 2026 Develop and focus on repairs and compliance - short-, medium- and long-term plan on property portfolio. 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. 31 March 2026 Continue to develop large capital projects, including schools for Renfrewshire Council. Facilities and Property Services deliver many of the Council’s large capital projects having recently completed the Paisley Town Hall, Paisley Learning and Cultural Hub and the Paisley Arts Centre and presently involved in major CS projects; Paisley Grammar, New Thistle Primary School in Dargavel and Park Mains High School Extension amongst others. By project managing and delivering these projects, this will allow Officers to have oversight of delivery and report them to appropriate Boards. 31 March 2026
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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? We will deliver an additional funding of 1 million on repairs and compliance within council buildings. Help to improve condition of buildings, making them safer etc. 31 March 2026 We will deliver a programme of pitch upgrades. Investment on parks to improve sports and health. 31 March 2026 We will provide support for organisations to assist with community asset transfers. Enabler for increased community ownership of assets. 31 March 2026
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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 Frequency % of Council Housing Emergency repairs completed 99% Quarterly % of Overall repairs completed within time by building services 94% Quarterly % of compliance tasks undertaken per year – Statutory compliance for public buildings 90% Quarterly * KPI’s for Building Services are currently under review as part of the Business Plan development.
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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 31 March 2026
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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 31 March 2026 Work with Children’s Services to provide a healthy breakfast to school pupils where possible. Help to enhance the learning experience for pupils. 31 March 2026 £1.273m capital investment from Scottish Government to continue to enhance the dining experience in schools for delivery of SCP for P6/7 pupils. Increasing the number of production cooking kitchens, improving the quality of food, providing the opportunity to engage with pupils to increase uptake. 31 August 2025 Continue to collaborate with Property and Technical to implement kitchen refurbishment in 4 schools £700k one off revenue funding to improve the dining rooms across the school estate. Increase capacity in dining rooms to improve lunch time experience for pupils. 31 March 2026
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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? Continue with Annual Survey to parents and pupils through Learning Platform and Community Groups (Fairer Renfrewshire) and Social Media. FAIR School meal uptake will increase, resulting in more children and young people taking healthy meals. March 2026 Purchase Cobotics and implement a new robotics cleaning system in selected schools to improve the service provided FAIR Reduce overheads and minimise the impact of staff absence March 2026
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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? Implement full recycling facilities within Renfrewshire House Increased recycling tonnages leading to reduction in emissions and cost savings for the Council as well as behaviour change and leading by example in the workplace. March 2026 Exploring expansion of solar PV and other renewables on council buildings including schools. A strategic review of building assets to optimise and expand renewables opportunities where technically feasible will deliver reduction in the Councils emissions as well as energy cost savings. March 2026 Development of investment grade business cases for 2 potential district heating networks. 1 Paisley central, 1 expansion of AMIDS. Investment Grade Business Cases will identify the optimum technical solution to deliver low carbon heat, as well as the preferred delivery model, including collaboration and partnership working opportunities to deliver large-scale heat networks to provide low carbon heat and cost saving and revenue generation opportunities for the Council. Summer 2025 Look to expand Building Management Systems to reduce energy use and water use. Drive efficiencies within energy and water usage, reducing waste and lowering utility costs as well as a positive impact on the Council’s carbon emissions. March 2026 Develop Climate Change Impact Assessments process across appropriate projects. A support tool to provide value in determining how decision making will impact emissions, the main climate impacts and benefits of any given decision and measure how these decisions align with our net zero commitment principles in practice and the impact on our targets and progress. March 2026
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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 the following strategies and plans - • Renfrewshire’s Adaptation Plan • Renfrewshire’s Circular Economy Strategy • Renfrewshire Council’s Carbon Management Plan Adaptation Plan - will help to respond to and address the local impacts of climate change and prepare for future climate risks across Renfrewshire area Circular Economy Strategy – will set out a transformational approach to accelerate more sustainable use of resources across the waste hierarchy to reduce emissions associated with resources and waste, and identifying and optimising associated opportunities. Carbon Management Plan - a strategic document outlining RCs approach to reducing carbon emissions. The decisions within the plan will have a significant impact on our ability to meet stated reduction targets and working towards net zero. March 2026
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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? We will continue to develop and support our workforce through training and development demonstrating our value as a learning organisation. The Service Development Team will support EHI services through: • A focus on mandatory training for frontline employees through “toolbox talks” • A focus on mandatory training for those accessing the network learning platform i-learning • Working with Soft FM to develop the pilot project around “job characteristics” to identify training needs within the service March 2026 We will support wider employee health and wellbeing across Environment, Housing & Infrastructure. • Work, as directed by the Director and Heads of Service, to deliver the improvement actions resulting from the Employee Survey 2024. • Lead wider work and promote health and wellbeing across EHI though the Health & Wellbeing Group March 2026 We recognise that Health & Safety is an integral part of our business. We will deliver our actions outlined in the Environment, Housing & Infrastructure (EHI) Health & Safety Plan 2025 – 2028. • Conduct a thorough review and revision of the EHI Quality, Health and Safety manual and all related documentation to ensure continued alignment with current standards. • Roll out a training programme for IOSH Managing Safely to key managers, supervisors and employees across EHI. • Conduct six quality, health and safety Internal Audits across Operations and Service Development. March 2026
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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? Develop and undertake a Strategic Property Review of Council operational, non-operational and surplus assets (Council Plan) This will ensure our properties are demand led, efficient and financially sustainable 31 March 2026 Continue to develop Technical Unit officers' skills, and knowledge in any statutory, legislative or technical standards relevant to the industry. Ensure TU officers are trained in relevant legislation (CSCS/CDM) and other appropriate technical areas (BIM/Revit/Passivhaus/Enerphit). An ongoing action dependent on changes to industry standards Implement an annual workplace training programme for relevant construction related graduate courses. Develop potential trainees and graduates for future roles within the Technical Unit. January 2026 Develop an internal alternative to REHIS for corporate use on I Learn. Working in collaboration with EHOs and other relevant service users. Consistency across all Services. Reduce impact of service delivery due to online learning and remove cost to external provider March 2026
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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 100% Quarterly % of corporate induction completed within 30 days of starting employment with the Council* *see note below Annual % of mandatory training courses for frontline employees completed* *see note below Annual % of mandatory training courses for employees with access to the Council's network completed* *see note below Annual % of Personal Development Plans completed* *see note below Annual * These are four new indicators. Evaluation of progress will take place midway through 2025/26 and this will help inform the creation of targets/ timescales across the whole service. Progress will be reported annually.
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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. Ensure visibility of data activities at Directorate (Director & Head of Service Level) Senior Management visibility ensures data activities will be prioritised. March 2026 Skills: We will identify skills gaps (eg data input, data analysis) and training needs across EHI 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 2026 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. December 2025 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. December 2025 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 2026 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. Ensure consistency of approach to data improvement activities. March 2026
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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? EHI will work towards Keeping The Promise and support our Care Experienced Community. • We along with our partners will continue to work towards Housing pathways for Care Experienced young people that will include a range of affordable options that are specifically tailored to their needs and preferences. Our overall aim is that all youth homelessness will be eradicated. • As a service we will continue to support the work of Renfrewshire’s Promise, the work of Renfrewshire’s Promise Team, Renfrewshire’s Promise Oversight Group and provide active representation on appropriate groups and workstreams. • We are committed to raise awareness of ‘The Promise’ within the homeless service and across our teams. • Across EHI we will raise awareness and promote Renfrewshire’s “Promise Keeper Network”, “Renfrewshire’s Language Policy”, and encourage our team members to complete “The Promise i-learn” module. • As part of our ongoing commitment to continuous improvement we will review our arrangements and practices to ensure we are informed by the needs of our Care Experienced Community • We will create opportunities to obtain feedback on our services from existing service users who are Care Experienced. • We will support, where applicable, council initiatives around the recruitment of Care Experienced young people into our service. March 2026 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 2025 – 28 For more information, please contact: douglas.morrison@renfrewshire.gov.uk