Review of OneRen’s Annual Business Plan for 2025-2026
Renfrewshire Council · 23 April 2025
Back to Leadership Board — 23 April 2025 and its agenda
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___________________________________________________________________ To: Leadership Board On: 23rd April 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Review of OneRen’s Annual Business Plan for 2025-2026 ___________________________________________________________________ 1. Summary 1.1 OneRen submits an annual Business Plan to the Council which sets out the charity’s priorities for the year ahead and outlines how it will deliver the services specified in the Service Agreement. The business planning process provides the opportunity to assess the context in which the charity is operating and to identify and consider how to meet changes in community and customer needs. 1.2 OneRen’s five-year business strategy (2021-2026) is the charity’s roadmap and forms the basis of the business plan. It reflects the goals of key stakeholders and aims to help support delivery of Council and Community Planning Partnership objectives. 1.3 In preparing the Business Plan for 2025-26, OneRen recognises the uncertain economic environment in which the public sector is operating and identifies the activities and actions that will be undertaken during 2025-26 to achieve OneRen’s vision: of everyone locally living lives that are healthy, happy and fulfilled. 1.4 The business planning process has shaped priorities for the year ahead which focus on strengthening communications and brand profiles, increasing participation opportunities through an integrated approach to programming, strengthening income generation, continuing organisational development, supported by enhanced data, delivering quality visitor experience and supporting Renfrewshire’s priorities for children and young people.
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1.5 Officers have assessed the business plan and agree that it is fully compliant with the conditions of the service agreement. The implementation of Business Plan actions and achievement of key priorities will be reviewed on a quarterly basis by Council’s monitoring officer to assess compliance with the service agreement and funding arrangement, with six-monthly updates on OneRen activities provided to Leadership Board. It is recognised that additional activities are delivered by OneRen as a core strategic partner, over and above those which are set out in the current Service Agreement. 1.6 Work will be progressed during 2025 on a review of the services provided by OneRen, as part of the wider Reshaping Renfrewshire programme, with updates being provided to the Leadership Board on this programme on a regular basis. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • agrees OneRen’s annual Business Plan for 2025-26 attached at Appendix 1. • notes the monitoring arrangements in place for the Head of Policy and Partnerships (the nominated monitoring officer for OneRen) to undertake quarterly performance monitoring meetings with OneRen and to provide six monthly progress reports to the Leadership Board. ___________________________________________________________________ 3. Background 3.1 OneRen is responsible for the strategic management, operation and development of cultural, leisure and sport services in Renfrewshire. The charity is commissioned to provide indoor and outdoor sport and leisure, town halls, community venues, libraries, heritage, arts, museums, sports and health development services for the public of Renfrewshire. It provides a range of services that are open to all and designed to improve personal, social and economic outcomes. 3.3 OneRen develops a Business Plan each year which sets out the charity’s main priorities and actions for the year ahead. The Business Plan is submitted to the Council in line with the terms of the Service Agreement and reflects the priorities set out in the Council Plan where they relate specifically to the role and remit of OneRen.
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4 OneRen Business Plan 25/26 4.1 OneRen have developed an updated business plan for 25/26, which was approved by its Board of Directors on 20th March 2025, and submitted to the Council for approval. OneRen have indicated that this year’s business plan builds on the approach taken over the past few years, providing continuity for staff, directors and stakeholders. It has been based on the charity’s updated business strategy and present operating conditions, and to ensure links are made to its strategic objectives within the national and local strategic contexts. A copy of the annual Business Plan is attached in an appendix to this report. 4.2 The Plan recognises the main factors which will influence OneRen over the next few years; particularly, the uncertain economic environment and increasing operating cost pressures; the impact of the cost-of-living crisis on local communities, customers and employees; investment programmes in key cultural and leisure venues; and working closely with the Council to review the services currently provided as part of its service agreement as part of the Reshaping Renfrewshire programme. 4.3 The Plan highlights the following key areas of focus for 2025/26: • OneRen will strengthen its communications framework and brand profiles, building on the early work of its internal communications review. It will continue to build strong brand profiles for key venues and OneRen delivery across Paisley and Renfrewshire. • OneRen will increase participation opportunities for locals and visitors by taking an integrated approach to programming across the region, making effective use of resources across culture, leisure and sport. It will continue to develop its cultural programme as it expands its portfolio of festivals. • OneRen will work to strengthen its income generation, through a targeted, evidence-based approach. OneRen will continually benchmark its performance, and pricing strategy, to ensure it provides services that deliver best value for communities. • OneRen will continue to focus on ongoing organisational development, in response to operational and external socio-economic contexts, supported by enhanced data to enable effective prioritisation of resources. • OneRen will focus on providing a consistent quality of visitor experience, understanding the customer journeys taking place across all services in person and digitally and working to clear audience profiles. • OneRen will continue to support the work of Renfrewshire’s Strategic Children’s Partnership Plan and the priorities for children and young people within the Fairer Renfrewshire strategy as well as embedding learning from, and building, our role as Promise Keepers. 4.3 The Business Plan has been reviewed by senior officers and assessed as meeting the requirements of the service agreement. Overall, the Business Plan takes account of Council Plan priorities and is clearly linked to local and national strategies and references the role OneRen plays in their delivery. It
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reflects the dynamic environment in which the organisation is operating and what will be delivered through the resources available to the organisation. 4.4 OneRen’s business plan is updated annually to reflect emerging changes and any new priorities which may impact on the delivery of its long-term objectives. Quarterly performance reports are provided to the Council’s monitoring officer for OneRen. Regular reports are also provided to OneRen’s Board of Directors and the Council’s Leadership Board which gives an update on the delivery of the plan and performance indicators for the services commissioned. It is recognised that future business plans will require to reflect the outcome of the review of the services that the Council funds One Ren to provide. 5. Annual Business Plan – financial arrangements 5.1 OneRen sets an annual budget based on the estimated resources it has available to meet its contractual obligations under the service agreement. Over the last few years, the charity has continued to develop and adapt services and take appropriate actions to remain financially stable, building up reserves in line with audit recommendations, for a steadier financial position than many others in the cultural and leisure sector. 5.2 Balancing increased community need with inflationary and budget pressures faced by all public sector organisations remains an ongoing challenge. Over the last few years, OneRen has absorbed significant cost pressures in the region of £3million relating to pay related costs, energy supplies, pool chemicals, insurance and general supplies. The business model requires OneRen to earn a proportion of income from its activities and with the reopening of iconic cultural venues and recent investment in sporting facilities, the focus for 2025/26 is very much on building the operating model to grow income and attendance levels in these venues. 5.3 In the short to medium term, OneRen will need to manage ongoing cost pressures, alongside supressed income streams, whilst the cost-of-living crisis continues to affect customers, local communities and its employees. 5.4 In this context, a range of assumptions were built into OneRen’s financial strategy for 2025/26 to set a budget of £23.186 million. The service payment for 2025-26 has been budgeted at £13.925 million plus funding set aside for museum service costs and estimated funding for Employers National Insurance Contribution changes. The assumptions in the financial strategy will be regularly reviewed and revised on a quarterly basis to reflect any further changes in the operating environment. ___________________________________________________________________ Implications of the Report 1. Financial – The annual Business Plan for OneRen covers the financial year 2025-26. The budget for the provision of cultural and leisure services
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delivered by OneRen in 2025-26 is £23.186 million. The provisional service payment for services is £13.925 million plus funding set aside for Museum service costs and estimated funding for Employers National Insurance Contribution changes. 2. HR & Organisational Development – An organisational redesign is in progress to realign staffing resources to achieve delivery of business plan priorities. 3. Community/Council Planning – Senior officers in OneRen were involved in the development of the Council Plan and Community Plan and the key strategic priorities in OneRen’s Business Plan are closely aligned to both of these plans, specifically in relation to Council Plan priorities relating to tackling inequality, health and wellbeing and cultural and economic regeneration amongst others. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 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 for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk - None 13. Children’s Rights – None 14. Cosla Policy Position – None. List of Background Papers None. Author: Laura McIntyre, Head of Policy and Partnerships, Telephone: 0141 618 6807 - laura.mcintyre@renfrewshire.gov.uk
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Business Plan 2025-2026
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1 Introduction: Our Shared Ambition 2 OneRen: Delivering for Renfrewshire 5 Business Planning 2025-26 12 Business Strategy 15 National Policy Context 17 Renfrewshire Strategic Context 18 Delivering Change: Museum Transformers 21 Activity Plan: 2025-26 Contents 32
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OneRen delivers positive outcomes for the people and communities we serve. OneRen is the local charity established by Renfrewshire Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. We are passionate about the part we play in improving life-long physical and mental health in every one of our communities. Our charity provides a range of affordable, accessible and ambitious services that are open to all and designed to improve personal, social and economic outcomes. We are committed to our vision to ensure that everyone locally can live lives that are healthy, happy and fulfilled. Our mission is to improve our community’s health and wellbeing by working in partnership to design and deliver a range of life-enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population. These are framed around our four strategic objectives: A Sustainable Local Economy, A Great Place to Live , Play and Visit, A Healthy Community and A Sustainable, High-Performing Charity. Introduction: Our Shared Ambition Our objectives are closely aligned to those of Renfrewshire Council. Our progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. Quarterly performance reports to the Council’s chief executive office are made through the Council’s monitoring officer for OneRen. We measure and report on progress through performance indicators. As a charitable trust, we have been able to achieve significant savings, such as relief on non-domestic rate charges, and successfully apply for grant funding, both of which mean greater investment into frontline services. As a charity, every pound spent with OneRen services, or in our venues, is for the benefit of supporting communities across Renfrewshire to be healthy and active and to lead fulfilling lives. #WeAreOneRen Try something new. 1
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We are passionate about the part we play in improving life-long physical and mental health in every one of our communities, supporting their capacity to make a social and economic contribution to Renfrewshire, whilst generating a sense of pride and belonging. Our services are designed to be inclusive, accessible, and adaptable to benefit as many people as possible through 1) the range of opportunities available through the week; 2) targeted services for those with health conditions, recovery needs, or who have been long-term physically or socially inactive and 3) providing additional pathways to partners and specialist services to ensure individuals’ particular cultural or sporting needs and talent can be appropriately identified and supported. Across these three strands, we are building our strength in relevant methodologies such as social prescribing and co- production, which enables us to identify with communities how we can best support their current health and wellbeing priorities. Renfrewshire Council provides an annual management fee towards the cost of delivery - approximately 55% of our operating costs. The rest of OneRen’s costs have to be met through a combination of commercial income and fundraising activities to deliver our full range of important community services. We do this by offering a range of paid-for services such as leisure memberships, charged for events, and external hires. OneRen recognises the impact of the cost-of-living crisis and while the charity needs to charge for some services, we have introduced ‘pay what you can’ models to ensure low, or no cost access, to programmes such as the OneRen: Delivering for Renfrewshire annual Paisley Book Festival. As a charity, we are accountable to Renfrewshire Council and the residents of Renfrewshire, and to the Office of the Scottish Charity Regulator (OSCR) and Companies House (UK Company Act). OneRen is the trading name of Renfrewshire Leisure Limited, a Company Limited by Guarantee (490998), with Charitable Status (SCO 33898). OneRen has a Board of eleven directors providing a wealth of experience in business, community, cultural, leisure and sport matters. The Board comprises of six independent directors, two staff directors, and three elected member Directors appointed by Renfrewshire Council. OneRen employs over 500 people who deliver a year-round programme of cultural and leisure activities and services, supported by seasonal and casual workforce to meet customer demand. We also provide volunteering opportunities for hundreds of local people each year. We provide services across our libraries, museums, pools, leisure centres and outdoor pitches accessed in person or digitally. OneRen is also responsible for the stewardship and care of objects and archives in Renfrewshire Council’s Museum Collections and for Renfrewshire’s Heritage Archives, through the provision of Renfrewshire Museums Service. The charity plays a key role in supporting the economic regeneration and civic renewal of Renfrewshire through the development, promotion and delivery of cultural, leisure and sporting activity and provision. In addition to supporting and serving local communities, OneRen’s developing cultural portfolio is intended to support the profile of Paisley and wider Renfrewshire as a national and international cultural and tourism destination. The venues, sites and services we manage include a network of local, cultural heritage, leisure and sports facilities, a range of community development and learning services and some of the most historic buildings in the area. We work in every community across Renfrewshire and provide leadership for the region’s cultural and sports strategies. The Council continues to address the ongoing financial challenge that is expected to persist over the medium term. The next phase of the Council’s transformation, ‘Reshaping Renfrewshire’, will include a strategic commissioning review of the cultural and leisure services that are currently delivered by OneRen on the Council’s behalf and funded through a related service payment. The review will reassess whether the current service outcomes set out by the Council remain appropriate. 32
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OneRen’s business plan is updated annually to reflect emerging changes for the region and any new priorities which may impact on the delivery of our long-term objectives. Progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. Quarterly performance reports to the Council’s chief executive office are made through the Council’s monitoring officer for OneRen. We measure and report on progress through performance indicators. The strategic focus for 2025-26 will continue to see OneRen evolve and change, driven by our commitment to deliver effectively for the people of Renfrewshire. That will be driven forward in the following key areas: #WeAreOneRen Business Planning 2025-26 Strengthen our communications framework and brand profiles: We will build on the early work of our internal communications review. We will continue to build strong brand profiles for key venues and OneRen delivery across Paisley and Renfrewshire. Increase participation opportunities through an integrated approach to programming: We will increase participation opportunities for locals and visitors by taking an integrated approach to programming across the region, making effective use of resources across culture, leisure and sport. Strengthen earned income to ensure service running costs are covered: We will strengthen our earned income through a targeted, evidence-based approach. We will continually benchmark performance and pricing to ensure services deliver best value for our communities. Ongoing organisational development, supported by enhanced data: We will continue to develop the organisation in response to operational and socio-economic contexts and data enabling us to effectively prioritise resources. Provide quality visitor experience and consistent audience profiles: We will focus on providing a consistent visitor experience, understanding the customer journeys taking place across all service in person and digitally, working to clear audience profiles. Support Renfrewshire’s priorities for children and young people: We will continue to support the work of Renfrewshire’s Strategic Children’s Partnership Plan and the Fairer Renfrewshire strategy. We will embed learning from, and build, our role as Promise Keepers. Reach your goals. 54
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The business plan for 2025-26 is set within the context of ongoing financial challenges faced across the public sector and the role OneRen plays in the Council’s strategic priorities. It recognises our continuing role in taking forward the region’s regeneration ambition through the return to operation of iconic cultural venues following a once-in- a-lifetime investment in their renewal. The performance programme across Paisley Town Hall, Paisley Arts Centre and Johnstone Town Hall continues to thrive with a diverse programme of events and experiences for a wide range of audiences over the coming year. A key highlight for 2025/2026 is the development and launch of OneRen’s four festivals; Paisley Comedy Festival, Paisley Book Festival, Paisley Arts Festival and OneRen Winter Festival along with associated satellite programming with the aim of raising the profile of Paisley, and wider Renfrewshire, as a cultural hub in Scotland. The development of OneRen’s festival portfolio over the next 3 years will be supported by a successful bid to Creative Scotland’s Multi-Year Funding for £300k. This support will allow OneRen to build the festival profiles and develop further funding and sponsorship opportunities for a festivals programme that is financially sustainable, supports local and national talent and, crucially, is rooted in place. 2025 marks the sixth year of the Paisley Book Festival, which has gained a reputation as a festival that foregrounds bold ideas and radical thinking, showcasing the best in Scottish writing, platforming the voices and stories of everyday people, and supporting a burgeoning community of book enthusiasts in Paisley. Underpinned by the theme of The Lives We Live, this year’s festival will celebrate the very best of Scottish writing and storytelling, celebrating so many genres of writing, diversity and culture. Joining us will be Trainspotting author Irvine Welsh, Belle and Sebastian frontman Stuart Murdoch with his debut novel, Nobody’s Empire, Chris McQueer with his debut novel, Hermit, alongside other big names including The Hebridean Baker, Julie Lin, A L Kennedy and Ewan Morrison, and champion Renfrewshire talent including Kirstin Innes and Karen Campbell. We continue to work with partners and stakeholders to shape how we best promote and advertise Paisley as a key destination from which the wider Renfrewshire region can benefit. We work with the University of the West of Scotland (UWS), Renfrewshire Tourism Network, Visit Scotland and Paisley First to build and develop the region’s profile as well as travel trade requirements. In Leisure, we will be actively progressing on refreshing our fitness gym offer to enhance existing and prospective members experience within a number of our sites. We will also install a new virtual exercise offer within the Lagoon and On-X sites during 2025/26 to enhance the existing instructor led programme. Benefits include a greater workout flexibility; confidence boosting for those new to exercise; and a greater variety of programme styles such as wellbeing. We will also create our first indoor 3G offer at the On-X to support small-side games, for example fun 4s and children’s football training. Across our outdoor sporting opportunities, this year we are hosting the Scottish Disability Sports National Cross Country Championships at the newly refurbished St James playing fields; the Paisley, Johnstone and District Youth Football Championships at the KGV playing fields Renfrew. Ferguslie Sports Centre will again host the No Substitute for Life football tournament, which highlights the high number of young male suicides and the support network which is available to anyone who needs help. The tournament will start with a poem written by Shaun Moore, the Tannahill Makar for Renfrewshire. Seedhill Community Sports Complex will host the St Mirren Charitable Foundation footballing camps this year. 76
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We continue to develop our four Community Sport Hubs where a collective of progressive sport clubs work together for the local community. Hub membership is available to sport clubs, physical activity groups and non-sporting organisations who wish to contribute towards making sport ‘a way of life’ in Renfrewshire. This year each of our four sport hubs will receive £1,250 to support local clubs. Across the hubs we have 68 Hub Clubs as current members, representing the sports such as Athletics, Basketball, Bowls, Badminton, Cricket, Football, Golf, Gymnastics, Hockey, Judo, Karate, Rugby, Swimming, Sailing, Taekwondo, Tennis, Walking and Weightlifting. Hub Clubs also benefit from direct contact with OneRen’s Active Schools Team. This year our Active Schools programmes have been designed to offer a 50% increase in family club opportunities, as well as sharing more that OneRen can offer to children with a disability, or who come from a care experienced background or have other protected characteristics. Within our sports development work, we are looking forward to the 2025 Renfrewshire School of Sport Education graduation, where all 58 young coaches are on track to celebrate completing the year-long programme. Between them they have worked through more than 3,500 volunteering hours with each pupil achieving a mix of 15 National Governing Body awards. Across all our sports development programmes, we are on track to have the highest number of volunteers since the pandemic. Our OneRen Bikeability programme continues this year thanks to Cycling Scotland’s Support Plus grant funding, which enables us to employ a Bikeability Coordinator to support all our schools with training opportunities. Since its inception, over 300 teaching staff, school staff, parent volunteers and Active Schools’ staff have been trained as Bikeability Instructors as part of the programme roll out in each school setting. Renfrewshire Aspiring Athlete Support Programme (RAASP) continues this year to help talented Renfrewshire athletes access OneRen training facilities and partner benefits. We currently support 50 athletes through RAASP representing 24 Sports covering American Football, Athletics, Badminton, Basketball, BMX Racing, Cricket, Curling, Cycling, Disability Athletics, Football, Golf, Hockey, Indoor Climbing, Ice Hockey, Judo, Karate, Kickboxing, Netball, Powerlifting, Rugby, Swimming, Transplant Games, Wheelchair Basketball and Volleyball. This year we are establishing a OneRen Health and Wellbeing working group to create a more comprehensive health and wellbeing pathway for the public through greater cross service integration. We will support this with health and wellbeing volunteering opportunities to provide additional support to referrals who require a little more help and would benefit from a health and wellbeing buddy. Our Live Active Referral Team will continue to be responsive to new ways of working as referrals remain high across NHS Greater Glasgow & Clyde. OneRen’s Health and Wellbeing Referral Assistant will provide additional support to the programme in 2025. In the coming year our walking funding will also allow us to focus on providing entry level opportunities for frailer participants, providing them with the confidence and ability to progress onto further activities over time. Across our libraries network we are working with Community Learning and Development on an adult version of the Summer Reading Challenge as a new staple in our annual programming that supports literacy and a love of reading, both for individuals but in family groups too. We are delighted for our libraries to support Renfrewshire Council’s DigiZones initiative, making it easier for everyone to access free WiFi, devices or digital skills support. Our libraries have been providing free access to 98
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the Internet, PCs, and digital skills support for many years, but as part of the DigiZones network we have seen an increase in PC reservations (+38%), Digital skills support (+111%), and footfall (+44%) and will develop our role further throughout the coming year. Our major grant of £100,000 from the Esmée Fairbairn Collection Fund is supporting work with Jambo Radio, Scotland’s only radio station for people of African and Caribbean heritage, and Pachedu, a charity which promotes diversity and dignity for diverse communities. The groups will consider Renfrewshire’s museum collections from across African countries to provide positive narratives that challenge some of the often stigmatising perceptions of the African continent. Our Promise Keepers continue to support developments within OneRen to deliver on The Promise, including adapting recruitment processes and working with the Renfrewshire Language Policy around display interpretation for the Paisley Museum Re-Imagined Project. As last year, we plan to continue to advocate for care experienced people through further changes to HR processes, as well as evolving our public programme to provide more support for care experienced young people in Renfrewshire. 1110
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Business Strategy Our Vision Everyone locally living lives that are healthy, happy, and fulfilled. Our Mission To improve our community’s health and wellbeing by working in partnership to design and deliver a range of life-enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population. Our Values Integrity We value honesty and high ethical standards in how we work within and outwith our organisation; we are passionate in our determination to always do the right thing. Excellence We will work collaboratively in pursuit of our community’s shared goals; in everything we do, we aim to deliver a quality experience and actively champion high standards. Creativity We are innovative and flexible in responding to local needs; in meeting challenges, we are creative thinkers, with a consistent focus on outcomes. Fairness We focus on inclusion to ensure we deliver for everyone across our community; we are caring and kind to each other and in the way we support the community. Our 5-year business strategy is our roadmap and reflects the goals of key stakeholders including Council and Community Planning Partnership objectives. A healthy community We aim to help everyone lead healthier, happier and more fulfilled lives. We want to play an active role in improving health and well-being outcomes, addressing inequalities and improving life chances amongst the people of Renfrewshire. We will work collaboratively to deploy a range of interventions to tackle poor mental and physical health in our community. A sustainable local economy We aim to play a positive role in developing the local Renfrewshire economy. We want to create opportunities for high quality and sustainable jobs as well as build wider local employability through providing positive development pathways. We will contribute to the local partnership effort to build inclusive economic growth that benefits everyone. A great place to live, play and visit We aim to keep building a positive reputation for Renfrewshire as a place for a wide range of exceptional leisure and cultural experiences. We want a growing recognition for our regional leisure opportunities, rich local heritage and diverse cultural programme. We will help provide a high profile platform for local economic and civic opportunities. A high-performing, sustainable charity We aim to build a sustainable business founded on fairness, providing flexible services which enable everyone locally to live lives which are healthy, happy and fulfilled. We want to build on our charitable credentials, allowing diverse funding streams to be used to challenge inequality. We will provide modern services based on deep rooted values. Strategic Objectives: 1312
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National Policy Context Public services in Scotland continue to operate in a challenging environment, due to the impacts of the pandemic, the global energy crisis, inflationary pressures and more complex needs across communities. Prior to Covid-19, the dominant trend was one of increasing demand with diminishing resources with leisure and culture sectors seeing significant reductions in funding nationally and this is expected to continue in real terms. At the same time, there is greater recognition of the complementary and prevention role that culture, leisure and sport can play in terms of health and wellbeing and reducing demand for acute services. OneRen’s commissioned services for culture, leisure and sport touch on a wide variety of national and local policy contexts. These include: • National Performance Framework • Physical Activity and Health Framework • National Tourism Strategy • A Cultural Strategy for Scotland • Creative Industries • Climate Change • Heritage • Learning • Communities • Equalities Each of these contexts are influenced by some, or all, of the following key policy drivers: • A focus on outcomes and prevention • Co-design of services with people using or affected by these services • Increased efficiency, coordination and integration • Partnership across sectors • Increased and improved access to services • Growing a digital capability • Audience development The main challenges influencing these drivers are: • Demographic shifts including an ageing population • Increasing social care and health demands • Funding pressures • Poverty and inequality • Improving public sector outcomes and transformation • Enabling sustainable economic growth • Economic and political issues linked to Brexit and Covid-19 1514
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Renfrewshire Strategic Context OneRen’s objectives are aligned to Community Planning Partnership and Council outcomes to ensure that, through the contract for services we have with the council and as a community planning partner, we demonstrate how we deliver for both residents and visitors to Renfrewshire. In particular, as a community planning partner, we have sought to acknowledge the partnership’s current priorities to support low-income families, tackle inequalities, and address the climate emergency, which will influence the design of our programmes and services. working collaboratively in a financially challenging environment. A cross-cutting theme of ‘improving outcomes for children and families’ runs through all five of the Council’s five strategic outcomes. Renfrewshire Community Planning Partnership published a 10-year plan (2017- 27, refreshed 2023) with four community plan themes: • Our Renfrewshire is thriving: maximising economic growth that is inclusive and sustainable. • Our Renfrewshire is well: supporting the wellness and resilience of our citizens and communities. • Our Renfrewshire is fair: addressing the inequalities that limit life chances. • Our Renfrewshire is safe: protecting vulnerable people, and working together to manage the risk of harm. The Council’s plan (2023-28) outlines five strategic outcomes: • Place: working together to enhance wellbeing across communities • Economy: building an inclusive, green and resilient economy • Fair: nurturing bright, happy and healthy futures for all • Green: leading Renfrewshire to Net Zero • Living our values: making a difference together 1716
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Delivering Change: Museum Transformers is an anti-oppression programme that aims to empower the museum workforce to make changes to help all people to access culture. It has been developed by Museums Galleries Scotland and an Expert Advisory Group. It’s funded by The National Lottery Heritage Fund, thanks to National Lottery players, and the Scottish Government. The programme is about putting into action organisation’s ideas on improving access to culture. It will give the organisation and their workforce the capacity, training, and support to sustainably action and embed these ideas into their museum. During the programme of coaching, reflection, and peer-to-peer support the participating heritage organisations will: • Become one of the Museum Transformers, who are 19 organisations leading in anti-oppression and human rights in museums. • Deepen community impact through authentic relationships. • Diversify audiences, partners and workforce. • Maximise the momentum of previous diversity, equity, and inclusion work. • Have space to make mistakes in a supportive environment. The programme is designed to support participating organisations in the following ways: • To make decisions about their priorities and how they use resources in partnership with their communities. • To take a Human Rights based approach across all areas of their organisation. • To have an organisational culture that is based on anti-oppression principles. This will support it to be more welcoming and inclusive for a diverse workforce and audience, in particular, those who have been systemically excluded. • Better understanding of what matters to their community/audience, in particular, those who have been systemically excluded. • To be more resilient by developing relationships with a community who will advocate for them and further demonstrate their value to society. • To be better able to research, interpret, and share the histories of those who have been systemically excluded. Although the route to this programme has been through the work to create a new Paisley Museum, OneRen is committed to take the learning and frameworks across the wider organisation. Staff from across our organisation and structure, from frontline colleagues to Board members, are participating, and the first tranche of training and development specifically focuses on anti-racism and the legacy of historic slavery. We do not consider this work as an additional activity for our business plan, but as an underlying principle and commitment throughout it. Delivering Change: Museum Transformers 1918
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A Sustainable, High Performing Charity We are financially sustainable and make effective use of resources: • We work to full cost recovery and optimise income generating opportunities. • We will work to an integrated programming strategy. • We will progress our digital and technology programme. • We continue to act to reduce our impact on the climate. We have effective, consistent, and transparent governance: • We will continue to review and update governance arrangements. • We will review decision making forums across the organisation. • We will develop a strategy for internal and external communication. We have a clear and consistent people strategy: • We will continue to develop our staff and volunteers to deliver excellent customer service. • We will encourage workforce agility and promote a culture of supportive cooperation. • We will update recruitment processes and pathways for service and community needs. • We will continue to review and update policies. • We will be clear about learning and development, values, actions and behaviours. We will evolve the organisation to align with operational contexts: • We will centralise data sets to inform targets and business decisions. • We will work to a consistent set of audience profiles. • We will continue with organisational development. Activity Plan: 2025-26 2120
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A Healthy Community We communicate how we can support whole person wellbeing: • We clearly communicate how we support physical, mental and emotional health. • We will enhance social wellbeing through greater complimentary programming between services. • We utilise co-production methodologies to ensure services are user-designed. • We create environments to support children and young people. • We will develop a clear EDI framework and relevant policies and training to inform our practice. We build effective partner engagement: • We will communicate the breadth of what we do to enhance what we deliver in partnership. • We will build effective partnerships tailored to audience or user needs. • We will develop our strategic partnership with University West of Scotland. • We will build on sector strategies including the Scottish Libraries and Information Council, Museums Galleries Scotland and Sportscotland. We deliver targeted interventions: • We will continue to contribute to Renfrewshire Strategic Children’s Partnership and Whole Family Wellbeing. • We will continue to contribute to Fairer Renfrewshire. • We will continue to contribute to the Local Employability Partnership. • We will build on our work as Promise Keepers. 2322
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A Great Place to Live, Play and Visit We have a strong and confident business profile: • We clearly communicate our charity status, USP and community benefits. • We continue to build brand identity and awareness for OneRen services and key venues, festivals and national events. • We will review our offer and products to align with our strategic objectives. • We clearly market and communicate our products and services. • We will improve bookings and sales enquiries for improved customer experience. We build local pride and national and international visitor markets: • We will develop and implement plans to ensure operational readiness for the reopening of the Museum. • We will work to a consistent set of audience profiles. • We will leverage the cultural proposition for Paisley and Renfrewshire for visitors. • We will develop a calendar of organisational events and priorities. • We will create and adopt a OneRen Visitor Experience strategy. • We communicate our achievements to relevant markets and stakeholders. We support local talent and sector ecologies: • We build beneficial corporate and community partnerships. • We support local artistic talent and pathways. • We support local literary talent and pathways. • We support local sporting talent and pathways. • We provide a range of volunteering and placement opportunities. We make effective use of our products and assets: • We will prioritise sport and leisure facility investment to improve customer experience and customer base. • We will take a collective approach to external funding across all teams. • We will develop our retail strategy and catering model. • We will continue to develop our commercial programming. • We will work in partnership with the Council on Renfrewshire strategies including Physical Activity and Sport, Pitches, Aquatics and Culture. 2524
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A Sustainable, Local Economy We provide skills development and lifelong learning: • We provide literacy and digital skills development opportunities. • We provide an integrated offer of both school-based learning and public programmes. • We have clear volunteer and placement policies and action plan. • We provide coaching, and vocational skills that promote personal self- confidence and other life skills. • We will offer employability pathways and training. We support people with their productivity: • We help people support their whole person wellbeing through a range of universal and targeted programmes. • We will lead the approach to deliver a Physical Activity and Sports Strategy. • We provide volunteering and placement opportunities. We are a proud local employer: • We provide positive employment pathways linking to local schools, colleges and UWS. • We celebrate success and recognise staff and volunteers in delivering excellence. • We support staff and volunteers with training and development. • We will continue to work in partnership with the Swimming Teachers Association. We support local businesses and sector development: • We create an environment to support a local supply chain as far as possible. • We work to attract and retain creative, sports and events activity across the region. • We leverage the cultural proposition for Paisley and Renfrewshire as a visitor destination. For more information visit www.oneren.org 2726
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Community A Sustainable, A Sustainable, Live, Play and VisitA Healthy High Performing Charity Local Economy A Great Place to Everyone locally living lives that are healthy, happy, and fulfilled. Strengthen our Provide quality visitor and young people integrated approach to program ming running costs are covered by enhanced data communications frameworkexperience and consistent priorities for children opportunities through an to ensure service development supported and brand profiles audience profiles Support Renfrewshire’s Increase participation Strengthen earned income Ongoing organisational A Sustainable, High Performing Charity We are financially sustainable and make effective use of resources We have effective, consistent, and transparent governance We have a clear and consistent people strategy We will evolve the organisation to align with operational contexts A Healthy Community We communicate how we can support whole person wellbeing We build effective partner engagement We deliver targeted interventions A Sustainable, Local Economy We provide skills development and lifelong learning We support people with their productivity We are a proud local employer We support local businesses and sector development A Great Place to Live, Play and Visit We have a strong and confident business profile We build local pride and national and international visitor markets We support local talent and sector ecologies We make effective use of our products and assets 2928
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Budget for 2025/26 The financial resources identified for 2025/26 are summarised in the table below: 2023/24 2024/25 2025/26 Budget Heading Actual £000 Budget £000 Projection £000 Budget £000 Fees & Sales -6,387,966 -6,929,685 -5,925,976 -5,816,230 Grants & Donations -681,584 -404,008 -410,047 -296,139 Memberships -2,142,754 -2,364,396 -2,289,557 -2,596,969 Other income -5,194 0 -2,382 0 Service Level Agreement -13,125,600 -13,571,600 -13,582,584 -14,476,844 Income -22,343,098 -23,295,680 -22,210,546 -23,186,183 Employee costs 15,072,017 14,434,075 13,733,996 15,189,498 Supplies and services 4,045,672 4,070,640 4,098,703 4,518,906 Transport costs 2,224,943 3,234,825 2,588,028 2,455,293 Support costs 773,161 809,115 890,675 965,631 Property & Estate Costs 53,141 41,855 50,658 56,855 Total Expenditure 22,168,934 22,616,501 21,362,061 23,186,183 (Surplus)/Deficit -174,164 -679,179 -848,485 0 Restricted Funds -140,255 140,828 -41,026 0 Unrestricted Funds -33,909 -820,007 -807,459 0 3130
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For further information about OneRen, please visit our website at: oneren.org You can contact us: Lagoon Leisure Centre 11 Christie Street Paisley PA1 1NB Telephone: 0141 618 6351 OneRen, a trading name of Renfrewshire Leisure Limited Company limited by guarantee no: 490998 Registered Charity in Scotland: SCO33898 OneRen, a trading name of Renfrewshire Leisure Trading Limited Company limited by guarantee no: 241310 VAT Registered Company: 210 0336 83 oneren.org #WeAreOneRen 32