Agenda Document Pack - Leadership Board - 23/04/2025
Renfrewshire Council · 23 April 2025
Back to Leadership Board — 23 April 2025 and its agenda
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16/04/2025 Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 23 April 2025 13:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Iain Nicolson (Convener): Councillor Jacqueline Cameron (Depute Convener): Councillor Alison Ann-Dowling: Councillor Michelle Campbell: Councillor Graeme Clark: Councillor Audrey Doig: Councillor Neill Graham: Councillor Anne Hannigan: Councillor Marie McGurk: Councillor Iain McMillan: Councillor Kevin Montgomery: Councillor Emma Rodden: Councillor John Shaw: Councillor Andy Steel: Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk MARK CONAGHAN Head of Corporate Governance
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16/04/2025 Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home
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16/04/2025 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Revenue and Capital Budget Monitoring Report Joint report by Chief Executive, Director of Finance & Resources and Chief Financial Officer, Renfrewshire Health & Social Care Partnership 1 - 14 2 Fairer Renfrewshire Sub-committee Minute of meeting of the Fairer Renfrewshire Sub-committee held on 26 March 2025 15 - 18 3 Fairer Renfrewshire Update Report by Chief Executive 19 - 28 4 Community Planning – Six-monthly update Report by Chief Executive 29 - 34 5 Renfrewshire Integration Joint Board – Development of Refreshed Strategic Plan Report by Chief Executive 35 - 42 6 Review of OneRen's Annual Business Plan for 2025/26 Report by Chief Executive 43 - 68 7 Funding for Engage Renfrewshire 2025/26 Report by Chief Executive 69 - 78 EXCLUSION OF PRESS AND PUBLIC The Board may by resolution exclude the press and public from the meeting during consideration of the following items of business as it is likely, in view of the nature of the business to be transacted, that if members of the press and public are present, there could be disclosure to them of exempt information as defined in paragraph 14 of Part I of Schedule 7A of the Local Government (Scotland) Act, 1973.
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16/04/2025 Exempt Item Exempt documents are no longer available in print format. You will require to log in to the Leadership Board Exempt Items area on CMIS to access documents. Please note that access to exempt documents is now restricted. 8 Afghan Resettlement Programme Report by Chief Executive
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___________________________________________________________________ To: Leadership Board On: 23 April 2025 ___________________________________________________________________ Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring as at 7 January 2025 ___________________________________________________________________ 1. Summary 1.1. At the close of reporting Period 10 on 7 January 2025, the projected revenue outturn at 31 March 2025 for those services reporting to the Leadership Board was an overspend position of £3.618m (2.8%) against the revised budget for the year. 1.2. The projected capital outturn at 7 January 2025 for projects reporting to the Leadership Board is a break even position against the revised budget for the year. 1.3. This is summarised in the tables below and further analysis is provided in the Appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Adult Services 106,810 110,476 (3,666) (3.4%) Chief Executive’s Service 20,487 20,439 48 0.2% Total 127,297 130,915 (3,618) (2.8%) Capital 24,643 24,643 0 0% Item 1 Page 1 of 78
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2. Recommendations 2.1. Members are requested to: a) Note the projected Revenue outturn overspend position of £3.618m; b) Note the projected Capital outturn break-even position; c) Note the budget adjustments detailed at section 6.2. _________________________________________________________ 3. Revenue Budget Projection – overspend of £3.618m by 31 March 2025 3.1. The tables in Appendix 1 present the projected year-end position for all services reporting to this board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2. It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. This is the last Budget monitoring report until the outturn position is presented to the Council in June. Budget holders are obliged to seek mitigating action to minimise significant budget variances. _________________________________________________________ 4. Objective Analysis – Significant Variances 4.1. Adult Services - £3.666m overspend The overspend is mainly due to external care at home packages for both Older People and those with Physical or Sensory Difficulties. This results from increased acuity of patients with more complex needs discharged from hospital, meaning more intensive Care at Home packages are required to support people to remain in their own homes. The overspend is further impacted by inflationary increases as a result of the adult supported living framework renewal in November 2024. Since the last report the overspend has reduced by £0.977m mainly due to vacancy management controls now in place, and further recovery of payments relating to changes in package costs. This forecast position now includes costs associated with the care at home staff regrade. 4.2. Chief Executive’s Services - £0.048m underspend There are no significant variances to report for those divisions of the Chief Executives Service reporting to this Policy Board. _________________________________________________________ Page 2 of 78
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5. Subjective Analysis – Significant Variances 5.1. Employee Costs - £1.559m underspend This forecast underspend predominantly arises within Adult Services (£1.512m) due to the ongoing recruitment challenges and retention issues across all service areas due to the limited availability of the required skills mix. 5.2. Premises Related - £0.136m overspend This forecast overspend within Adult Services relates to increased cleaning costs and repairs, including the purchase of track hoists. 5.3. Transport Related - £0.050m underspend This forecast underspend relates fully to Adult Services and reflects current vehicle demand for the service and a reduction in employee travel costs. 5.4. Third Party Payments - £4.829m overspend This forecast overspend relates fully to Adult Services and is mainly due to external care at home packages. This results from increased acuity of patients discharged from hospital, with more complex needs, meaning more intensive Care at Home packages are required to support people to remain in their own homes. Further overspends are forecast within adult supported living packages and carer's respite, reflective of client needs and demand for these services. The position is further impacted by anticipated inflationary increases as a result of the adult supported living framework renewal in November 2024 and the agenda for change increase on the Nursing National Care Home Contract rate. Since the last report the overspend has reduced by £1.292m mainly due to the ongoing review and scrutiny of third party payments. 5.5. Transfer Payments - £0.325m overspend This forecast overspend arises within Adult Services due to a projected increase to the provision for bad debts, based on current outstanding debt levels. 5.6. Income - £0.085m over-recovery Adult Services is currently reporting an expected over-recovery on income from community alarms due to an increase in the number of service users; this offsets community alarm contractual increases. The projected over- recovery also relates to funds received for new charging orders registered so far during 2024/25, and also new out-of-area placements within our care homes allowing us to recover additional income. _________________________________________________________ Page 3 of 78
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6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. 6.2. The following budget adjustments are the allocation of centrally-held and reserve budgets, and are therefore for noting only: Objective Heading Subjective Heading Amount (£m) Reason Adult Services Employees 0.350 Pay award inflation 24/25 transferred from centrally- held budgets Chief Executive’s Service Employees 0.155 Chief Executive’s Service Supplies and Services 0.139 Pay award inflation 24/25 for OneRen transferred from centrally-held budgets Chief Executive’s Service Transfer Payments 0.066 Fairer Renfrewshire project transferred from ringfenced reserves _________________________________________________________ 7. Capital Budget Projection - break even position by 31 March 2025 7.1. The Capital Investment Programme 2024/25 to 2028/29 was approved by the Council on 29 February 2024. The Leadership Board approved capital spend for 2024/25 was £28.034m. 7.2. The in-year Capital budget is forecast to break even by 31 March 2025 however, this will be monitored as the projects progress. Further details of the programme can be found in the Capital Monitoring report at Appendix 2. 7.3. Budget adjustments totalling £3.391m since Period 8 have taken place between years to reflect revised programming of capital projects. The revised capital spend for 2024/25 is £24.643m, and details of these adjustments are as follows: Page 4 of 78
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Capital Budget Adjustments Project Amount (£m) Reason GAIA Regeneration (3.391) Reprofiled from 2024/25 to 2025/26 to reflect expected cash flow timings. Total (3.391) Implications of the Report 1. Financial The projected budget outturn position for the Leadership Revenue budget is an overspend of £3.618m (2.8%) at 31 March 2025. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken by services to mitigate any overspend. The projected outturn position for the Leadership Capital budget is break even, after the adjustments outlined at section 7. 2. HR & Organisational Development None directly arising from this report. 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes Page 5 of 78
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4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in new assets (City Deal), regeneration (GAIA and AMIDS) and refurbishment and improvement of leisure and culture assets. 6. Information Technology While ICT assets and revenue costs are included within these reported budgets, there are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While certain areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases rectify health and safety issues. 9. Procurement While Procurement is a key consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report 12. Cosla Policy Position There are no direct implications arising from the recommendations in this report. Page 6 of 78
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13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. _________________________________________________________ List of Background Papers Revenue Budget and Council Tax 2024/25, Council, 29 February 2024. 2024-25 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board, 22 March 2024 Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2024/25 – 2028/29, Council, 29 February 2024. ___________________________________________________________________ Authors: Revenue - Valerie Howie, Finance Business Partner / Alison Burns, Corporate Finance Manager Capital – Geoff Borland, Finance Manager Page 7 of 78
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 7 January 2025 POLICY BOARD : LEADERSHIP BOARD Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Adult Services 106,460 350 106,810 110,476 (3,666) (3.4%) (4,643) 977 Chief Executive's Service 20,127 360 20,487 20,439 48 0.2% 35 13 NET EXPENDITURE 126,587 710 127,297 130,915 (3,618) (2.8%) (4,608) 990 Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 41,672 2,294 43,966 42,407 1,559 3.5% 1,712 (153) Premises Related 839 1 840 976 (136) (16.2%) (71) (65) Transport Related 814 0 814 764 50 6.1% 51 (1) Supplies and Services 18,395 140 18,535 18,556 (21) (0.1%) (122) 101 Third Party Payments 68,585 350 68,935 73,764 (4,829) (7.0%) (6,121) 1,292 Transfer Payments 26,354 364 26,718 27,043 (325) (1.2%) (103) (222) Support Services 106 1 107 108 (1) (0.9%) 0 (1) GROSS EXPENDITURE 156,765 3,150 159,915 163,618 (3,703) (2.3%) (4,654) 951 Income (30,178) (2,440) (32,618) (32,703) 85 0.3% 46 39 NET EXPENDITURE 126,587 710 127,297 130,915 (3,618) (2.8%) (4,608) 990 Page 9 of 78
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Appendix 1 Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Older People 59,444 223 59,667 61,965 (2,298) (3.9%) (2,636) 338 Physical or Sensory Difficulties 14,347 13 14,360 15,086 (726) (5.1%) (824) 98 Learning Difficulties 27,255 98 27,353 27,181 172 0.6% (294) 466 Mental Health Needs 4,697 12 4,709 5,548 (839) (17.8%) (1,020) 181 Addiction Services 717 3 720 694 26 3.6% 131 (105) NET EXPENDITURE 106,460 350 106,810 110,476 (3,666) (3.4%) (4,643) 977 Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 38,007 2,140 40,147 38,635 1,512 3.8% 1,673 (161) Premises Related 456 1 457 593 (136) (29.8%) (70) (66) Transport Related 813 0 813 763 50 6.2% 51 (1) Supplies and Services 3,671 1 3,672 3,688 (16) (0.4%) (97) 81 Third Party Payments 68,585 350 68,935 73,764 (4,829) (7.0%) (6,121) 1,292 Transfer Payments 24,389 298 24,687 25,033 (346) (1.4%) (126) (220) Support Services 74 0 74 75 (1) (1.4%) 1 (2) GROSS EXPENDITURE 135,995 2,790 138,785 142,551 (3,766) (2.7%) (4,689) 923 Income (29,535) (2,440) (31,975) (32,075) 100 0.3% 46 54 NET EXPENDITURE 106,460 350 106,810 110,476 (3,666) (3.4%) (4,643) 977 Budget Variance (Adverse) or Favourable RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 7 January 2025 Budget Variance (Adverse) or Favourable POLICY BOARD: LEADERSHIP BOARD - ADULT SERVICES Page 10 of 78
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 7 January 2025 POLICY BOARD: LEADERSHIP BOARD - CHIEF EXECUTIVE'S SERVICE Objective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Chief Executive and Management 268 12 280 278 2 0.7% (1) 3 Policy and Commissioning 3,705 147 3,852 3,822 30 0.8% 9 21 Marketing and Communications 2,719 61 2,780 2,764 16 0.6% 27 (11) City Deal & Infrastructure 29 0 29 29 0 0.0% 0 0 Leisure Services (incl Renfrewshire Leisure) 13,406 140 13,546 13,546 0 0.0% 0 0 NET EXPENDITURE 20,127 360 20,487 20,439 48 0.2% 35 13 Subjective Summary Annual Budget at Period 8 Budget Adjustments Revised Annual Budget at Period 10 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 3,665 154 3,819 3,772 47 1.2% 39 8 Premises Related 383 0 383 383 0 0.0% (1) 1 Transport Related 1 0 1 1 0 0.0% 0 0 Supplies and Services 14,724 139 14,863 14,868 (5) 0.0% (25) 20 Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 1,965 66 2,031 2,010 21 1.0% 23 (2) Support Services 32 1 33 33 0 0.0% (1) 1 GROSS EXPENDITURE 20,770 360 21,130 21,067 63 0.3% 35 28 Income (643) 0 (643) (628) (15) (2.3%) 0 (15) NET EXPENDITURE 20,127 360 20,487 20,439 48 0.2% 35 13 Page 11 of 78
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Appendix 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2024 2024-25 since previous 2024-25 2024-25 Budget Outurn Project Title Board report to 31-Mar-29 to 31-Mar-29 £000 £000 £000 £000 £000 £000 £000 LEISURE SERVICES Artificial Pitches Fund 0 800 0 800 800 0 0% 800 800 0 0% Community Halls Refurbishment 24,920 162 0 162 162 0 0% 25,751 25,751 0 0% Linwood Running Track at On-X 4 450 0 450 450 0 0% 454 454 0 0% Lagoon Internal Play Centre 0 0 0 0 0 0 0% 1,000 1,000 0 0% Total Leisure Services 24,924 1,412 0 1,412 1,412 0 0% 28,005 28,005 0 0% CHIEF EXECUTIVES City Deal Projects Glasgow Airport Investment Area 40,849 2,215 0 2,215 2,215 0 0% 43,064 43,064 0 0% Clyde Waterfront & Renfrew Riverside 98,513 19,261 0 19,261 19,261 0 0% 117,824 117,824 0 0% Airport Access 2,934 0 0 0 0 0 0% 141,992 141,992 0 0% Economic Development GAIA Regeneration 0 3,391 (3,391) 0 0 0 0% 3,391 3,391 0 0% AMIDS: Public Realm Phase 1 Netheron Square 3,808 126 0 126 126 0 0% 3,933 3,933 0 0% AMIDS: District Heating Network 6,783 311 0 311 311 0 0% 7,093 7,093 0 0% AMIDS: South 5,432 1,318 0 1,318 1,318 0 0% 43,098 43,098 0 0% Total Chief Executives 158,319 26,622 (3,391) 23,231 23,231 0 0% 360,395 360,395 0 0% TOTAL LEADERSHIP BOARD 183,243 28,034 (3,391) 24,643 24,643 0 0% 388,400 388,400 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 7th January 2025 POLICY BOARD: LEADERSHIP Current Year 2024-25 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 13 of 78
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Minute of Meeting Fairer Renfrewshire Sub-committee Date Time Venue Wednesday, 26 March 2025 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present: Councillor Jacqueline Cameron, Councillor Graeme Clark, Councillor Anne Hannigan, Councillor Marie McGurk, Councillor Iain Nicolson, Councillor Andy Steel Chair Councillor J Cameron, Convener, presided. In Attendance L McIntyre, Head of Policy & Partnerships, A Walter, Connected Communities Manager, D Dunn, Social Renewal Lead Officer and B Jardine, Senior Planning & Policy Development Officer (Poverty & Equalities) (all Chief Executive’s); and E Gray, Senior Committee Services Officer and D Cunningham, Committee Services and Licensing Officer (both Finance & Resources). Transparency Statement Councillor Clark declared a connection to items 1(a) – Cost of Living Update and 1(b) - Cost of Living Dashboard by reason that a family member was employed by Active Communities. However, he indicated that he had applied the objective test and did not consider he had an interest to declare and intimated that it was his intention to remain in the meeting and to take part in any discussion or voting thereon. Declarations of Interest There were no declarations of interest intimated prior to the commencement of the meeting. Item 2 Page 15 of 78
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Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast via the Council's internet site. 1(a) Cost of Living Update There was submitted a report by the Chief Executive relative to an overview of the key context and evidence around current pressures on household finances, both in terms of household income and expenditure. The report highlighted a number of changes in economic factors which included inflation, national living wage and tax credits. DECIDED: That the report be noted. 1(b) Cost of Living Dashboard There was submitted a report by the Chief Executive relative to an overview of key indicators and their movement from the last reporting period, supported by additional statistical information, analysis and graphs which illustrated longer-term trends. DECIDED: That the report be noted. 2 Fairer Renfrewshire Programme Update There was submitted a report by the Chief Executive relative to key projects being progressed through the Fairer Renfrewshire Programme. The report provided updates on current projects, highlighted future key priorities and gave an overview of the proposals, priorities and next steps for 2025. DECIDED: That the report be noted. 3 Fairer Renfrewshire Programme - Priorities for 25/26 There was submitted a report by the Chief Executive relative to an overview of the proposed 2025/26 Fairer Renfrewshire programme which would be submitted to the Leadership Board in April 2025. Key priorities for officer/partnership focus during 2025/26 and funding were outlined within the report. DECIDED: That the report be noted. Page 16 of 78
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4 Good Food Nation The Senior Planning & Policy Development Officer (Poverty & Equalities) gave a presentation relative to the Good Food Nation. The presentation provided an overview on the legislative framework which governed the Good Food Nation, statutory oversights which included the commencement of the Scottish Food Commission in June 2025 and a summary of the duties placed upon Scottish Ministers and relevant authorities. The presentation also outlined the key priorities, stakeholder engagement consultations, a progress update on the work so far and a draft timeline to the submission of the first Good Food Nation Plan. DECIDED: That the presentation be noted. Page 17 of 78
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_____________________________________________________________________________________ To: Leadership Board On: 23 April 2025 _____________________________________________________________________________________ Report by: Chief Executive _____________________________________________________________________________________ Heading: Fairer Renfrewshire Update _______________________________________________________________________________________ 1. Summary 1.1 The Council and its partners continue to work together to progress the Fairer Renfrewshire Programme, with a strong shared focus on the local response to the cost-of-living crisis and on tackling poverty and inequality across local communities. 1.2 This paper provides: • A summary of the key issues reported to the Fairer Renfrewshire sub-committee on 26 March 2025 including the cost of living update and general programme updates. • An overview of the planned programme for 25/26, including recommendations relating to the award of funding to partner organisations to deliver the programme. 1.3 The programme will continue to be progressed flexibly in order to respond to emerging needs and opportunities as these arise. Priorities for delivery over the next quarter are set out in Section 7 of this report. _______________________________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members: • Note the content of the report • Agree to allocate £0.585m of Fairer Renfrewshire funding to support the delivery of the 25/26 programme of work outlined at Section 6 of this report. • Agree that in line with section 6 of this report, grant funding is awarded as follows to support the delivery of the 25/26 programme: o £49,000 to Active Communities to deliver a programme of health and wellbeing support across Renfrewshire’s high schools o £50,000 to Renfrewshire Citizens Advice Bureau to support the delivery of the Schools Advice Service for a further year. o £45,000 to Renfrewshire Citizens Advice Bureau to support the delivery of the Welfare Rights Service for a further year Item 3 Page 19 of 78
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• Agree that delegated authority to award grant funding in relation to the Summer of Fun programme be provided to the Head of Policy and Partnerships in consultation with the Council Leader, as outlined in section 7 of this report. ______________________________________________________________________________________ 3. Background 3.1 The Fairer Renfrewshire Programme was developed in order to bring together targeted programmes of work being progressed by the Council and its partners to tackle poverty and inequality in Renfrewshire. As the cost of living crisis has developed, the programme has continued to evolve in response, with activities being progressed across the 4 core themes: • Improving financial security • Advancing equality of opportunity • Building community capacity and resilience • Listening to lived experience 3.2 Regular updates on the programme are provided to the Fairer Renfrewshire sub-committee and subsequently to the Leadership Board. 4 Update from the Fairer Renfrewshire sub-committee 4.1 At its meeting on 5 February 2025, the sub-committee considered: • The most recent programme update which provided information on recent statistics and research in relation to the cost-of-living crisis, including the cost of living dashboard developed locally. • Progress updates in relation to advice provision, Winter Connections, Pension Credit take up work, and the Gallowhill Community Needs Assessment. • A presentation on the upcoming requirement for all local authorities to produce Good Food Plans and an update on the work of the local Fair Food Partnership. • A paper outlining proposed priorities for the 25/26 Fairer Renfrewshire work programme. 4.2 Officers gather information from a variety of sources at both a local and national level to inform discussion at the sub-committee. Key statistics and information discussed at its most recent meeting are provided in table 1 below. Table 1 Key national statistics • The rate of inflation in February 2025 is now 2.8% but remains above the target rate of 2% set by the UK Government for the Bank of England. • The Bank of England interest rate was reduced in February to 4.5% from 4.75% in December and the Bank expects to be able to cut rates further. • The Energy Price Cap, originally introduced by Ofgem in January 2019 to set limits on the underlying rates energy suppliers, is currently at £1,738 from the 1 January until 31 March, but will rise by 6.4% to £1,849 in April 25. Page 20 of 78
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Cost of living research (national) The latest insights into the cost of living from the Office of National Statistics for the period 8 January to 2 February 2024 found: • 21% of adults said they had had to borrow more money or use more credit in the last month compared to a year ago. This is the same as the previously reported figure for December 2024, which was 25%. • 56% reported that costs of living had increased compared with one month ago, while 42% stated it had stayed the same and 2% said it had decreased. This again was consistent with the previously reported figure. • For those who reported an increase, costs of food shopping at 89%, (3% less than December) energy bills at 79% (a 7% increase on December figures) and fuel at 48% (a 7% increase) were the most commonly reported reasons. 16% also reported an increase in rent or mortgage costs and 19% a public transport cost increase. • Almost 4 in 10 people are spending less on food and essentials and 61% are spending less on non-essentials. 39% report using less fuel such as gas or electricity at home. • 28% have seen an increase in rent or mortgage costs in the last 6 months, and 34% are having difficulty meeting these costs. Employment and income • According to the ONS, the Claimant Count in January 2025 (which is taken from JobcentrePlus administration systems) for those claiming unemployment-related benefits in Renfrewshire is 3395 people – 2060 men and 1330 women aged between 16 and 64. This is a reduction from 3,670 in November 2024 and equals 2.9% of the population aged 16-64, a slight reduction on the previous 3% figure. The Scottish figure remains at 3.1% as in November. The Universal Credit rollout, however, affects this figure, which is expected to rise as individuals migrate to Universal Credit. • Information relating to increases in the national minimum wage and national living wage (for those aged 21 and over) from April 2025 was provided to the sub-committee. Food costs / insecurity • At the end of January, the Food Foundation published its ‘Broken Plate’ report, which looks at the trends impacting the UK's food system and the actions needed from policymakers in order to ensure everyone can afford healthy and sustainable food. This year's publication highlights that on average healthier foods are more than twice as expensive per calorie as less healthy foods, as defined by the government’s Nutrient Profile Model, averaging £8.80 per 1,000 kcal compared to £4.30 for less healthy foods with healthier food increasing in price at twice the rate in the past two years. • Furthermore, the report shows that a healthy diet is unaffordable for many people with low incomes. To afford the government-recommended healthy diet, the most deprived fifth of the population would need to spend 45% of their disposable income on food, rising to 70% for those households with children, while with the least deprived fifth of households only need to spend 11%. Housing • According to the ONS, private rental prices in Renfrewshire rose to an average of £793 in January 2025, an increase of £16 per month on the last reported figure of £777 in November 2024 and an annual increase of 8.3% from £733 in January 2024. Page 21 of 78
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5. Fairer Renfrewshire Programme Update 5.1 Since the last update to Leadership Board in February 2025, a range of activities have continued to be progressed by officers and partners. A summary is provided in the sections below. Fair Food Renfrewshire 5.2 The Fair Food Renfrewshire Steering Group, which met initially in September 2023, has continued to meet on a quarterly basis with the most recent meeting taking place in late March, which covered an update on the Good Food Nation Act and Plan, the work of the Food Support Forum and updates from key partner projects such as the Community Food Framework and Food for Thought. A six-month plan was approved in August by the Steering Group. The focus of the plan is on communications and marketing, re-establishing a Food Support network forum to discuss emergency and community food, and investigating the possibility of increasing access by local food producers to procurement frameworks. 5.3 Further to the establishment of the reformed Food Support Forum, a further meeting took place on 13 February 2025. The meeting was attended by a number of organisations who run pantries and food larders as well as Renfrewshire Foodbank. Topics discussed included how the group can work together to avoid gaps and duplication in provision, ensuring culturally appropriate food is available, and creating meals with emergency mainly tinned provision from the Foodbank. 5.4 An update was provided to the Fairer Renfrewshire Sub-Committee at its recent meeting on Good Food Nation legislation which is being progressed by the Scottish Government. A key aim of the legislation is to provide the foundations for Scotland to be a Good Food Nation, where “people from every walk of life take pride and pleasure in, and benefit from, the food they produce, buy, cook, serve, and eat each day.” 5.5 It is anticipated that the Council will require to have a local Good Food Plan in place by 2027, with the local partnership work in this area leaving the organisation well placed to deliver on this legislative requirement. Community Needs Assessment in Gallowhill 5.6 As previously reported, late in 2023, Renfrewshire HSCP was successful in a funding bid to NHSGGC Public Health to carry out a Community Needs Assessment (CNA) in Gallowhill, recognising the concerning increase in Child Poverty rates in the Gallowhill and Renfrew South Ward. The CNA, being carried out by Active Communities, commenced at the start of July 2024 using the Place Standard Tool and 1,033 responses were submitted as part of this consultation. 5.7 Some of the initial findings from this stage of the process have been discussed across partner organisations, with consideration of how to engage and communicate with local people on the findings, and the opportunities for developing the next phase of this work in Gallowhill. This will be supported by Active Communities through £50,000 of funding previously allocated by the Leadership Board in December 2024. A dedicated community development worker has been appointed to specifically support the development and implementation of actions emerging from the community needs assessment and continue to improve and expand community led activity and infrastructure in the area. Wider work will also be undertaken to develop a place-based approach based on the learning from the CNA. Page 22 of 78
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School and Family Advice Provision 5.8 Between the 1st of August 2024 and the 5th of March 2025, the School Support Service provided by Renfrewshire Citizen’s Advice Bureau assisted 92 clients. The most popular advice area was benefits, with the most common issues being Universal Credit and Adult Disability Payment. The second most popular advice area was housing, with clients seeking support regarding access to and provision of accommodation, including private sector rented properties. 5.9 Over this period, the School Support Service recorded financial gains totalling £195,403.34 for 54 clients. Most financial gains were achieved from benefit entitlements including Adult Disability Payment, Child Disability Payment, and Universal Credit. A notable trend in service use is that 25 of the 92 clients (over a quarter) identified as having caring responsibilities for a disabled child. By comparison, the Bureau’s overall figure for clients with disabled children during this period was 4.5% 5.10 Up until 7th of March 2025, for quarter 4 of 24/25, Advice Works received 48 referrals for their Family Advice Service and completed 80 cases. For the year, this is a total of 299 referrals and 372 cases closed. The majority of these clients have received a benefit check, with some adult disability payments applications, Scottish Child Payment and Free School Meals and School Clothing Grant applications. The majority of these referrals came from Health Visitor teams, with a number too from Social Work, Education and through self- referral. 5.11 Client Financial Gain for the year to date for Family Advice is £59,428.64, however even in cases where a client speaks to an adviser and there is no financial gain made, the client benefits from the reassurance of a benefit check and meeting with Advice Works opens discussion on all financial matters that may be worrying the client, such as debts and budgeting. Pension credit 5.12 As previously reported to the board, officers have undertaken a programme of work alongside partners to increase uptake of Pension Credit, alongside any other eligible benefits specifically for older people. DWP data on Pension Credit applications and awards was released in late February, but this data is only available nationally and not at a local level. From this data, we can see there has been an 81% increase in applications and 64% increase in awards between July 2024 and February 2025. There are still a number of outstanding Pension Credit claims from this period, which means this is not the final position for this period. 5.13 Locally, between Advice Works and RCAB, 613 pension age households have been assisted with queries, income maximisation, benefit applications and debt/housing advice within Q3 of 2024/25. The client financial gain is over £1.1m from the advice and support provided, and this figure will be expected to rise as and when decisions are made on benefit claims. Further pop-up benefit take-up events are being arranged for April to be held in various locations across Renfrewshire. Page 23 of 78
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Lived Experience Panel 5.14 Elected Members have been given a number of updates relating to work of the Fairer Renfrewshire Panel. From the end of October, for 5 weeks, the Fairer Renfrewshire Panel worked on a piece of commissioned work for Renfrewshire HSCP, where they considered the outcomes of the NHSGGC Public Health and Wellbeing Survey. The Panel are due to present their findings to a special meeting of Renfrewshire’s Community Planning Partnership Executive Group on 28th April 2025. 5.15 As previously reported in December, the Panel heard from the HSCP around their planned work on Cost of the Nursery day, and agreed to be involved in developing and supporting this training which will take place in Early Learning Centres in February/March. A further session took place with HSCP in February around this topic. The Panel are also user testing aspects of the new Council Website on 5 March and held a meeting with the Digital Strategy Delivery Manager on the 12th March. 5.16 STAR Project and a member of the Panel presented to the Child Poverty Peer Support Network in Dundee on 18 March 2025. This meeting had a focus on Lived Experience, and Renfrewshire is one of the 4 local authorities reporting on their work in the area. In addition to the organised sessions to gather Panel input, the Panel took time in February to review their priorities and evaluate their work over the year and will report back to Council officers on these. 6. Fairer Renfrewshire Programme – 25/26 6.1 Officers have been developing a Fairer Renfrewshire programme for 2025/26, reviewing existing programmes of activity across 2024/25, and informed by discussions at the Fairer Renfrewshire Sub-Committee and relevant partnership groups. The proposed programme also reflects the specific commitments agreed as part of the approval of the Council’s budget on 27 March. 6.2 At this meeting it was agreed that £0.450m of additional funding would be allocated to the Fairer Renfrewshire programme to support the following targeted interventions: • A targeted programme of summer activities for children and young people from low- income families, working across Council services and with community groups and third sector organisations across Renfrewshire to ensure that our most vulnerable families are able to access a range of activities and healthy food over the summer period • Continuation of the £50 winter school clothing payment to each school child eligible for school clothing grant • Continuation of the successful Winter Connections Programme. 6.3 It was also agreed that £0.095m would be allocated from existing Fairer Renfrewshire funding to support the Welfare Rights Advocacy service and schools advice support delivered by Renfrewshire Citizens Advice Bureau. 6.4 It is proposed that an additional £0.585m of Fairer Renfrewshire programme funding is allocated to support the delivery of the programme in 2025/26, in addition to the £0.45m allocated by Council. This includes provision for officer resource to deliver the programme and will allow the programme to continue to deliver targeted support across communities in Renfrewshire in line with agreed priorities. Page 24 of 78
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6.5 Specifically, this additional funding will support the: • Continued provision of a free universal breakfast service in targeted primary schools. The project relieves financial pressure on low-income families, but most importantly, makes sure that children start the school day ready to learn. • Ongoing provision of the Cost of the School Day fund, operating across all primary and secondary schools in Renfrewshire, directly supporting families in a variety of ways including uniforms, food, transport, extra-curricular activities and curricular expenses. • Ongoing delivery of the Peer Health education project in partnership with Active Communities, working with young people in secondary schools across Renfrewshire to identify key health priorities in their school and developing young people to lead their own activities to improve health and wellbeing, with a focus on mental health. • Continued provision of the Skoobmobile, One Ren’s mobile public library service directly to children and families in communities. The programme continues to support the delivery of the Skoobmobile which introduces children to the benefit of reading and play and supports the Council’s ambitions to narrow the literacy attainment gap. • Delivery of the Digital Champions initiative in Renfrewshire, lead by One Ren and supporting wider partnership activities to tackle digital exclusion, which was recognised by Audit Scotland in a national review of digital exclusion. • Contribution of funding to support the Council’s Energy Management Unit, helping people who need support to reduce their energy bills, manage fuel debt and improve the energy efficiency in their homes. • Ongoing delivery of the Family Advice service provided by Advice Works • Provide additional funding to RCAB to supplement core contract funding provided to RCAB in its final year of delivery, in line with the previous decision by Council as part of the budget in February 2024. • Continue to support the Fairer Renfrewshire Lived Experience Panel to provide the voice of local residents with experience of low income on Council policy and service development The funding will also support wider programme and staffing costs required to co-ordinate this programme and to progress the following priorities for 25/26: • Continuing to explore place based approaches to supporting low income households informed by the learning from the community needs assessment in Gallowhill • Mapping the provision of money advice across Renfrewshire and linked forms of support such as energy advice in light of the cost of living crisis. It is proposed that this is further informed by survey and engagement work to assess the ongoing impacts of the cost of living crisis on local households. • Exploration of opportunities and new developments relating to the provision of breakfast club supports across Renfrewshire and nationally to identify best practice and learning • Developing our local Fair Food Renfrewshire Partnership and co-ordinating our first Good Food Plan for Renfrewshire based on anticipated national guidance being launched in 2025. • Undertaking further analysis in relation to the increasing levels of diversity across Renfrewshire’s communities, with a particular focus on considering the supports available to New Scots in Renfrewshire such as ESOL. Renfrewshire Council is also due to develop and set new Equalities Outcomes in 2025, and an action plan in place to support the delivery of these outcomes. • Working with partners to publish our Local Child Poverty Action Report by end of June 2025. 6.7 These priorities were discussed at the Fairer Renfrewshire Sub-Committee on 26 March 2025. Page 25 of 78
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7 Priorities for the next quarter to June 2025 7.1 Subject to the approval of the 25/26 programme set out in Section 6, officers will work to progress these activities during the next quarter, including establishing necessary contractual or grant agreements with partner organisations. 7.2 A core priority during the next quarter will also be the implementation of arrangements with partners to deliver the Summer of Fun programme, following the allocation of £100,000 of funding to deliver this year’s activities within the Council’s budget. 7.3 It is proposed that the Summer of Fun programme is delivered through the same model utilised in 2024, with 50% of the funding to be directed to deliver holiday camp provision, and the remaining 50% being allocated to support the establishment of a small grants programme which would allow third and community sector partners to deliver local, targeted provision to low-income families across Renfrewshire. 7.4 In order to ensure that local organisations are able to access this funding within the necessary timescales before the summer period, it is proposed that the grants funding programme opens in April 2025, with funding applications being reviewed by a partnership panel. It is proposed that delegated authority is provided to the Head of Policy and Partnerships to consider and award grant funding of up to £3,000 per application, in consultation with the Council Leader. A full report detailing all funding applications and award outcomes will be provided to the Leadership Board. 7.5 In addition to the Summer of Fun programme, officers will also be working with partners over the next quarter to: • Develop and finalised Renfrewshire’s Local Child Poverty Action report • Work with the Lived Experience Panel to review their feedback on the work that is being undertaken with the Council and • Progress the next phase of the Community Needs Assessment process with the community and partners in Gallowhill. 7.6 Updates on these areas of activity will be presented to future meetings of the Leadership Board. Implications of the Report 1. Financial – as outlined in the report it is proposed that £0.585m is allocated from Fairer Renfrewshire to deliver the 25/25 programme. This is additional to the £0.45m agreed by Council as part of its Budget in February 2025. 2. HR & Organisational Development – none 3. Community/Council Planning – This report provides a summary of current partnership activities being progressed through the Fairer Renfrewshire programme, with a key focus on tackling the inequalities that exist in Renfrewshire. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none Page 26 of 78
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7. Equality and Human Rights – The report provides an overview of key activities undertaken as part of the Fairer Renfrewshire programme, and as such there continues to be a high level of equalities and human rights consideration across this programme – the activities detailed in this report are targeted specifically at advancing equality of opportunity for a number of groups across the Renfrewshire area. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. Climate risk – none 13. Children’s rights - the articles within UNCRC underpin the work that is being progressed in Renfrewshire through the Fairer Renfrewshire programme, particularly in relation to rights in relation to aspects such as life, survival and development, food, clothing and a safe home and supporting the best interests of the child and their families. Child poverty and family wellbeing are key local partnership priorities. 14. COSLA Policy Position – none Author: Laura McIntyre, Head of Policy and Partnerships Page 27 of 78
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___________________________________________________________________ To: Leadership Board On: 23 April 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Planning Six-Monthly Update ___________________________________________________________________ 1. Summary 1.1 This report is the six-monthly update of recent activity of Renfrewshire Community Planning Partnership, covering the period from October 2024 to March 2025. It was agreed at Leadership Board in September 2022 that update reports would be provided every six months and would also include an update on progress being made in developing the seven Local Partnerships. The previous update report was approved at the meeting of the Leadership Board held on 18 September 2024. 1.2 Two meetings of the Renfrewshire Community Planning Partnership Executive Group have taken place during the period October 2024-March 2025, on 18 November 2024 and 27 January 2025. These meetings have focused on reviewing the performance of community planning partners in improving outcomes and reducing inequalities on the agreed priorities and identifying action to progress this further. Section 4 provides further information on issues addressed by the Community Planning Partnership Executive Group over the last six months. 1.3 Local Partnerships are an integral part of the structure of Renfrewshire Community Planning Partnership. Since the last six-monthly report on development of the Local Partnerships to the Leadership Board, there have been two rounds of Local Partnership meetings. These took place in November/December 2024 and February 2025. The meetings focused on finalising and agreeing the local priorities for each of the Local Partnerships and receiving presentations on issues that Local Partnerships can become involved in. 1.4 A key development in Local Partnership working was the appointment of a Local Partnerships Development Officer, who took up post in October 2024. This post will provide additional capacity to develop the work of Local Partnerships, such as Item 4 Page 29 of 78
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developing the agreed local priorities into action plans and supporting community groups to work together towards these priorities. 1.5 Applications from community groups for Local Partnership funding for 2025/26 were invited from 10 February to 13 March 2025 and will be considered at meetings of the seven Local Partnerships between 22 April and 7 May 2025. Guidance for community groups was revised to incorporate the revised local priorities agreed by the Local Partnerships during 2024. 2. Recommendations 2.1 It is recommended that members of the Board: • note progress being made to improve outcomes and reduce inequalities across the priorities of Renfrewshire Community Planning Partnership • note steps taken to develop Local Partnership working 3. Background 3.1 This paper represents the regular 6 monthly update submitted to the Leadership Board for consideration on wider community partnership developments. This includes both the work of Renfrewshire Community Planning Partnership Executive Group and the development of the Local Partnerships, which are part of the community planning structure. 3.2 Community planning is a statutory duty placed on Councils in Scotland and defined community planning partners under the Community Empowerment (Scotland) Act 2015. These public, private and third sector bodies are required to collaborate in Community Planning Partnerships. There are 32 Community Planning Partnerships in Scotland, one for each Council area. The broad aims of community planning activity are to improve outcomes for people and communities and to reduce inequalities in those outcomes. 3.3 Partners are also required to develop and jointly progress a Local Outcomes Improvement Plan. In Renfrewshire this is referred to as our local Community Plan, a ten year plan spanning 2017-2027. At the mid term point of the plan in 2022, partners agreed that a refresh exercise should be undertaken. This was felt to be timely due to the impact of the COVID pandemic and also the cost of living crisis emerging at that time. 3.4 The vision set out within the Community Plan has remained: Working together to make Renfrewshire a fairer, more inclusive place where all our people, communities and businesses thrive. 3.5 The four priorities of the Community Plan have also been retained - that Renfrewshire is Thriving, Well, Safe and Fair. The refresh carried out in 2022 identified three main areas of focus for collaborative working through the Community Planning Partnership. These are: • Supporting low income families • Tackling health inequalities • Addressing the climate emergency Page 30 of 78
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3.6 Within each area of focus, three or four action areas have been identified to drive improvement. 3.7 Community Planning Partnerships are required to produce and publish each year an Annual Report. The Annual Report sets out performance against priorities identified by each Community Planning Partnership and reports on action taken to improve outcomes. 4. Community Planning Partnership Executive Group 4.1 Renfrewshire Community Planning Partnership Executive Group met on 18 November 2024 and 27 January 2025. The key issues discussed were as follows: • Renfrewshire Community Planning Partnership Annual Report 2023/24 – The Annual Report set out highlights of activity during 2023/24 that address the three areas of focus of Supporting Low-Income Families, Tackling Health Inequalities and Addressing The Climate Emergency. The Annual Report also contained a new performance framework reporting performance against a set of core indicators. • Annual Horizon Scanning Workshop – The Executive Group held a horizon scanning workshop, based on a presentation of the latest demographic data for Renfrewshire, followed by a discussion of the implications of this. The workshop focused on population change, migration, demographic structure of Renfrewshire’s population, household size and tenure and economic activity/non-activity. • Renfrewshire Community Learning and Development Partnership Plan 2024- 27 – The Executive Group considered the Community Learning and Development Plan, setting out a partnership approach to delivering lifelong learning in Renfrewshire during 2024-27. The Plan sets out an action plan with four priorities, which in turn support the Renfrewshire Community Planning Partnership priorities. The four Community Learning and Development priorities are to provide a programme of high-quality lifelong learning, build strong and connected communities, deliver opportunities to reduce barriers and tackle inequalities and strengthen the Community Learning and Development Partnership. Renfrewshire’s newly established partnership governance arrangements for Community Learning and Development will report into the CPP Executive Group, as well as the Council’s Communities and Housing Policy Board. • Physical Activity For Health Framework – The Executive Group considered Scotland’s National Framework For Physical Activity, which includes everyday activity, active recreation and sport. The strategic outcomes of the strategy cover provision of physical activity opportunities in health and social care, communications to encourage activity, opportunities for sport targeted at people and communities with low participation rates and provision of physical activity in the workplace. Renfrewshire’s Sports Strategy is being reviewed by One Ren in response to the National Framework For Physical Activity. Page 31 of 78
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• Specialist Public Health System Offer – a presentation was made to the Executive Group regarding data and analytical support being offered to Community Planning Partnerships by Public Health Scotland. 4.2 A special meeting of the Community Planning Partnership Executive Group is currently being scheduled for late April, to facilitate a discussion with the Fairer Renfrewshire Lived Experience Panel. The Panel have been commissioned by Renfrewshire HSCP to explore the findings of the local health and wellbeing survey and to make recommendations to partners on what their priorities should be in response. 4.3 At its next scheduled meeting, partners will also be asked to consider Renfrewshire’s Local Child Poverty Action report and some of the initial findings of the community needs assessment work which is being undertaken in Gallowhill. 5. Local Partnership Review – 2024 Development Programme 5.1 A key element in delivering the objective of strengthening Local Partnerships has been achieved by the appointment of a Local Partnership Development Officer, who took up post in October 2024. The new postholder provides the capacity for closer engagement with community groups to discuss funding applications and track progress of funded activity and also develop actions plans based around priorities. This was a key element of the Local Plans, Local Priorities and Local Voices programme to be progressed. 5.2 Each of the seven Local Partnerships have now reviewed and agreed revised local priorities during the October 2024- March 2025 period. The revised set of priorities for the Local Partnerships are set out here What the priorities are for each Local Partnership - Renfrewshire Website. 5.3 In response to requests to move forward the dates of the meetings to decide initial Local Partnership grant awards, which in 2024 were held in May/June, the equivalent meetings in 2025 have been scheduled to take place between 22 April and 7 May 2025. This will enable earlier consideration of grants relating to activity taking place during summer 2025. 5.4 Following agreement of the revised priorities, new guidance has been developed for applicants to the 2025/26 Local Partnership funding round and communicated across a range of media. Applications for Local Partnership funding for 2025/26 was opened on 10 February 2025 with a deadline for consideration at the April/May 2025 meetings of Local Partnerships. 5.5 The Local Partnership Development Officer has provided additional capacity to work more closely with applicants for funding, both during the application process itself and after award decisions are made. This should result in stronger relationships developing between officers and community groups involved in the process and Page 32 of 78
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greater awareness of the outcomes that Local Partnerships are delivering for communities. Implications of the Report 1. Financial – no direct financial implications 2. HR & Organisational Development – none. 3. Community/Council Planning – set out in the content of this report 4. Legal - none. 5. Property/Assets – none. 6. Information Technology – none. 7. Equality and Human Rights – community planning and Local Partnership work contributes towards the community planning outcomes for people and reducing inequalities 8. Health and Safety – none. 9. Procurement – none. 10. Risk – progressing community planning working contributes to mitigating against the risk of poorer outcomes and increasing inequalities for people within Renfrewshire. 11. Privacy Impact – none. 12. COSLA Policy Position – COSLA is supportive of community planning as an approach to delivering outcome improvement and narrowing of inequalities in Scotland . 13. Children’s Rights – the three areas of focus identified in the refreshed community plan – Supporting Low Income Families; Tackling Health Inequalities; and Addressing The Climate Emergency – contribute to setting policy direction that supports progress in delivering Children’s Rights. 14. Climate Risk – the Renfrewshire Community Plan was refreshed in 2022 and one of its three areas of focus is Addressing The Climate Emergency. The Annual Report sets out actions being taken and tracks performance against outcomes. Author: Stuart Graham, Community Partnerships Manager, Chief Executive’s Service, 0141 487 1509 Page 33 of 78
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_____________________________________________________________________________________ To: Leadership Board On: 23 April 2025 _____________________________________________________________________________________ Report by: Chief Executive _____________________________________________________________________________________ Heading: Renfrewshire Integration Joint Board – Development of Refreshed Strategic Plan _____________________________________________________________________________________ 1. Summary 1.1 In line with legislative requirements, Renfrewshire Integration Joint Board is currently refreshing its Strategic Plan, with the current version running from 2022-2025. The refreshed Plan is currently subject to formal public consultation and a draft response is required from the Council as part of this process before 30 April 2025. 1.2 This paper provides an overview of the work that has been undertaken to refresh the Strategic Plan, and provides an assessment of this following a review internally by officers. Overall the refreshed document is viewed as being a comprehensive document which sets out clear priorities for progression by the IJB, and is closely aligned to both the Community Plan and the Council Plan. 1.3 An overview of the Plan and its content is provided within Section 4 of this report. Subject to the approval of this report, it is proposed that this is submitted as feedback to Renfrewshire Health and Social Care Partnership as the Council’s formal response to the draft Strategic Plan. It is anticipated the finalised refreshed Plan will be submitted for approval to the Integration Joint Board in June 2025. _______________________________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • Agree the content of the report which will be submitted to Renfrewshire Health and Social Care Partnership, as the Council’s formal response to the draft Strategic Plan. _______________________________________________________________________________________ Item 5 Page 35 of 78
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3. Background 3.1 Renfrewshire’s Integration Joint Board (IJB) is required by the Public Bodies (Joint Working) (Scotland) Act 2014 (the ‘Act’) to produce a Strategic Plan on how community health and social care functions delegated to it by Renfrewshire Council and NHS Greater Glasgow and Clyde will be planned and delivered over the medium term. The current plan was agreed in 2021 and runs from 2022-2025. 3.2 In line with this legislative requirement, the Scottish Government’s guidance (updated in 2024) on the development of Strategic Plans states that ‘an Integration Authority is required to review its strategic commissioning plan at least every three years’. This means that it is not necessary to develop a new plan for every three-year period where this is not required, subject to the completion of the required review process. 3.3 At its meeting in June 2024, the IJB agreed that the Strategic Plan 2022-2025 should be refreshed and extended for a further two years, in line with this national guidance and its requirements. It was noted that the themes previously identified within the Plan remained valid, were aligned with national policy and that many work programmes remained ongoing beyond 2025. It was also recognised that the HSCP had limited capacity to develop a full new Plan, whilst managing a range of financial and service based pressures including a forthcoming strategic inspection at that time. 3.4 A consultation draft was prepared by the HSCP through informal consultation with a range of stakeholders and partners, and was presented to the IJB on 24 January 2025. The consultation draft was also informed by a process of reviewing local data and intelligence through for example the Census and Health and Wellbeing survey outputs. The Housing Contribution statement was also specifically reviewed with input from across Council services and by officers. 3.5 A comprehensive consultation and engagement strategy was agreed by the IJB, with the draft Plan now being subject to public consultation until 30 April 2025. 4 Overview of the Refreshed Strategic Plan 4.1 The Refreshed Strategic Plan has been reviewed by officers and has been assessed as being a comprehensive and well written document. It is recognised that in refreshing the Strategic Plan, there has been a strong focus on sharpening its content and its priorities, to ensure that these are deliverable within the resources likely to be available. 4.2 The draft Plan was presented to the Council’s Corporate Management Team in February 2025, and the strengthened linkages to the Council and Community Plan were identified at that time. Key amendments made to the refreshed Plan which were noted by Council officers include: • An increased focus on the financial position • Updating the Strategic Context section, including demographic & population data • Revising themes from five to four - Healthier and Connected combined. • The identification of seven supporting principles for the Plan. Page 36 of 78
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• Refinement of objectives to a smaller number with simplified language. • Refinement and refocus of the Housing Contribution Statement • An update to the Plan on a Page to reflect the wider changes. 4.3 The four updated themes highlighted within the refreshed Plan are as follows: 4.4 These themes are supported by officers, however as was the case when the Strategic Plan was initially being developed, it is recommended that adult protection and keeping people safe who are at risk of harm, are more strongly referenced within the overarching themes. Strategic context 4.5 The Plan communicates the challenges faced by the IJB in terms of planning and subsequently delivering services. These are strongly influenced by the demographic and financial pressures faced by local services who support vulnerable people living locally. The critical role that health and social care workers play in terms of delivering services, including in relation to their health and wellbeing, is strongly referenced within the Plan. 4.6 Our local assessment and review of the refreshed Plan has also strongly welcomed the proposed introduction of 7 overarching principles which will guide the way in which the Updated Themes Our available resources are prioritised effectively, and we deliver integrated services by working collaboratively with people and partners. People can live independently in their own home or community and experience reduced health inequalities through early intervention and prevention. Our services are clinically safe, and people have access to the appropriate specialist support to aid them in their recovery and rehabilitation, where possible. People are empowered to better manage their health and conditions and shape the support they need at every stage of life. Page 37 of 78
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HSCP will work to deliver this Plan and report progress on this to the IJB itself. The principles are helpful and provide additional context as to how the Plan will be delivered with partners, which is an open and transparent approach to adopt. 4.7 The Plan on a Page which has been developed to communicate the key aims and objectives of the Plan is attached as Appendix 1 to the report. Resources 4.8 The Plan contains high level information on the medium term financial planning considerations of the IJB, and therefore the basis upon which the refreshed Strategic Plan will be delivered. It may be helpful to the reader if information was highlighted in terms of the scale of these challenges and what these might mean in practice eg how much does it costs to deliver a service intervention to a service user if the challenge is to be understood. It is recommended that this approach is further embedded. 4.9 As outlined above, there is a strong commitment throughout the refreshed Plan to the workforce, however this could be further strengthened with specific content linking this Plan to the separate Workforce Plan that the IJB is required to prepare and publish. Housing 4.10 As noted above, the Housing Contribution Statement has been drafted in conjunction with Council officers and wider partners such as registered social landlords. It represents a robust assessment of current issues, and the three identified priorities are strongly supported: • Priority 1: Housing as a Health Issue • Priority 2: Homelessness Prevention • Priority 3: Supporting people to live independently in their own homes Page 38 of 78
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Digital 4.11 The Plan recognises the importance of digital transformation as an enabler of transformation and achieving improved outcomes. It is recommended that digital readiness and ambition could be more strongly represented within the plan in terms of the priorities and objectives that will be delivered over the period. Monitoring 4.12 The Plan will be outlined a range of specific objectives that will be progressed through the delivery of the Plan, and also articulates the performance framework which will be utilised to drive the implementation of the plan in practice. The refreshed Plan itself does not contain SMART action plans / indicators, therefore it is not possible at this stage to comment on these. It is recommended therefore that further information in relation to actions and indicators is signposted within the final version of the Plan. 5. Next steps 5.1 Overall the refreshed Plan has been positively assessed by officers, and it is therefore proposed that subject to the approval of this response by the Board, formal feedback will be submitted to the Health and Social Care Partnership and considered through the formal consultation process. 5.2 It is anticipated that a final draft of the Strategic Plan will then be considered by the Renfrewshire Integration Joint Board, and thereafter published in June 2025. Six monthly updates on those services delegated to the IJB, will continue to be provided to the Leadership Board. _______________________________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – the refreshed Strategic Plan highlights the close partnership working arrangements which continue to operate in Renfrewshire which support health and wellbeing in Renfrewshire. 4. Legal - as set out in the report. 5. Property/Assets - none 6. Information Technology - none 7. Equality and 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. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the Page 39 of 78
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assessment will be published on the Council’s website. The HSCP has engaged with a wide range of stakeholders throughout the development of the Refreshed Plan. 8. Health and 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 Author: Laura McIntyre, Head of Policy and Partnerships Page 40 of 78
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Appendix 1 – Plan on a Page Page 41 of 78
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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. Item 6 Page 43 of 78
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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. Page 44 of 78
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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 Page 45 of 78
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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 Page 46 of 78
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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 Page 47 of 78
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Business Plan 2025-2026 Page 49 of 78
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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 Page 50 of 78
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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 Page 51 of 78
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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 Page 52 of 78
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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 Page 53 of 78
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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 Page 54 of 78
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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 Page 55 of 78
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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 Page 56 of 78
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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 Page 57 of 78
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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 Page 58 of 78
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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 Page 59 of 78
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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 Page 60 of 78
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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 Page 61 of 78
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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 Page 62 of 78
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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 Page 63 of 78
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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 Page 64 of 78
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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 Page 65 of 78
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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 Page 66 of 78
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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 Page 67 of 78
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___________________________________________________________________________ To: Leadership Board On: 23 April 2025 _________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Funding for Engage Renfrewshire 2025/26 ___________________________________________________________________ 1. Summary 1.1 This paper outlines proposals for the allocation of grant funding to Engage Renfrewshire for 2025/26. Engage Renfrewshire is Renfrewshire’s Third Sector Interface and this funding from the Council is provided in addition to national funding allocated by the Scottish Government which enables Engage Renfrewshire to fulfil this role and deliver a range of targeted activities locally. 1.2 The quantum of funding allocated by the Council is recommended to be set at £360,610. This is in line with previous funding allocations and subject to approval, will be supported through a grant funding agreement which will set out key priorities to be delivered by Engage Renfrewshire in line with this grant funding. Subject to board approval, the Council’s allocation of grant funding would continue to allow the organisation to deliver at the scale required by local third and community sector organisations and to target the specific additional priorities which have been identified by the Council as set out at Section 5 of this report. Engage Renfrewshire will be expected to actively manage any resourcing pressures experienced over the medium term. As outlined in Section 6 of the report, the Connected Communities programme currently under development will shape the Council’s future commissioning requirements in terms of third sector and community support. Item 7 Page 69 of 78
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1.3 The grant funding agreement is designed to be flexible in order that new and emerging priorities can be progressed in partnership. In 2024, this flexibility was evidenced following the inspection of Community Learning and Development partnership arrangements in Renfrewshire conducted by HMI/Education Scotland, with Engage Renfrewshire proactively working with the Council to implement new governance and partnership working arrangements in relation to community learning and development, with the Chief Executive of Engage Renfrewshire now chairing a new partnership steering group. 1.4 The role of Engage Renfrewshire in responding to the inspection findings was recognised by HM Inspectors as part of a recent inspection progress visit, with Engage Renfrewshire’s leadership role recognised as a key strength within Renfrewshire’s approach. 1.5 Information is provided in Section 4 in relation to the activities delivered by Engage Renfrewshire in 24/25 in relation to the grant funding allocated, whilst section 5 highlights the priorities that will be progressed during 25/26 subject to approval of the grant funding. These are additional priorities which Engage Renfrewshire will be required to deliver on over and above core priorities identified by the organisation and its other funders, and progress against these will be closely monitored by officers. 1.6 As elected members will be aware, the Council is progressing its Connected Communities programme which is being led by the Head of Policy and Partnerships. As part of this, work is being undertaken to map existing mechanisms and resources for developing community capacity in Renfrewshire, with the funding for Engage Renfrewshire included within the scope of this review. 1.7 Officials from Engage Renfrewshire have worked proactively with officers to provide detailed information on the activities undertaken by the organisation. This is being used to inform more detailed design work being progressed to develop the Connected Communities model. 2. Recommendations 2.1 It is recommended that elected members: • approves grant funding of £360,610 to Engage Renfrewshire to deliver the priorities outlined in section 5 of this report. __________________________________________________ Page 70 of 78
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3. Background 3.1 Engage Renfrewshire is the designated Third Sector Interface (TSI) for the Renfrewshire Council area. The organisation provides services to support the operation and growth of community and voluntary sector organisations (also known as the third sector), including Social Enterprises, within the area. The organisation: • supports social enterprises, community development trusts, charitable groups, mutual aid groups and more. • helps groups to build capacity and to be safe, by providing information, advice and training for everything from charitable structures to funding. • support volunteer involving organisations with recruitment and volunteer support, and work with individuals to find them rewarding volunteer opportunities. They also work with local charities and public sector bodies to promote volunteering for all. 3.2 Engage Renfrewshire is funded to provide support to local community and voluntary sector organisations by the Scottish Government, and to deliver against the TSIs outcome framework for Scotland. 3.3 Engage Renfrewshire is based in the Engage Hub in Ferguslie Park, and a number of local organisations from both the third and public sector are tenants within the Hub. Membership of Engage Renfrewshire is free to organisations and individuals. 3.4 Engage Renfrewshire also generates its own income through trading, through the provision of financial and payroll services to individuals, organisations and voluntary groups. 3.5 Renfrewshire Council provides grant funding to Engage Renfrewshire to ensure support is provided to third sector and community organisations in Renfrewshire. This is provided in addition to any national funding or income generated, and has been vital in ensuring close partnership working, particularly during COVID and the ongoing cost of living crisis. In recent years the quantum of funding has been retained at £360,610, requiring Engage Renfrewshire to actively manage any resourcing pressures. The funding agreement which is put into place has been strengthened to ensure there is a much stronger focus on the delivery of agreed priorities – ensuring there is a much closer alignment between the funding allocated and the deliverables required by the Council. Page 71 of 78
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4. Key activities delivered during in 2024/25 4.1 In May 2024, Leadership Board approved the allocation of £360,610 in grant funding to Engage Renfrewshire for 24/25 and a grant support agreement was subsequently put into place to deliver a number of identified and agreed priorities. Progress against this programme of work has been regularly monitored by officers with key activities including: • Building capacity within the community and voluntary sector by supporting members to access development, support and funding. Engage Renfrewshire’s membership continues to grow and now has a membership of 454. • Co-ordinating the Renfrewshire Social Enterprise network, enabling over 140 members to access specialist support to develop their organisations. For 2024/25, RenSEN members and other local community providers secured £431,883 from Whole Family Wellbeing Support grants and £25,750 of Community Benefits were awarded to 16 enterprising organisations. A fully funded business mentoring programme was offered to 10 RenSEN organisations, with 9 completing the programme. • Co-ordinating national and local partners to provide information and support on Community Asset Transfer. • Chairing the Community Learning and Development (CLD) Partnership Executive Group and supporting the CLD Partnership Forum, with this role recognised as a key strength by HM Inspectors / Education Scotland. • Collaborating with Renfrewshire Council’s procurement team to pilot a new approach to the Community Benefits menu, with a focus on raising the importance of community engagement at a pre-tender stage • Supporting and promoting various local funding initiatives including Multiply, the Winter Connections programme, Culture Arts and Health Social Care and Cultural Heritage and Event Funding. In particular over 2024/25, Engage Renfrewshire played a key role in supporting the design of community funding approaches as well as assisting with partnership decision making. • Managing and distributing over £0.5m of funding from the Community Mental Health and Wellbeing Fund - the overarching aim of the Fund is to support community-based initiatives that promote and develop good mental health and wellbeing and/or mitigate and protect against the impact of distress and mental ill health within the adult population. This has been confirmed for 2025/6 and 2026/7. • Engage Renfrewshire are continuing to deliver the Renfrewshire Wellbeing Network alongside the HSCP, with regular network meetings and opportunities provided to network members. Page 72 of 78
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• Supporting the Community Planning Partnership, including chairing the Forum for Empowering Communities, connecting Renfrewshire’s third sector to the wider Community Planning agenda and supporting other partnership groups and activities relating to children and young people, employability, connectedness and mental health and wellbeing • Children’s Services Partnership development, providing insight and voice of third sector and also facilitating the Our Children Network • Representatives on all Local Partnerships, and in particular supporting a partnership approach to identifying appropriate community funding sources. In practice this means working to support applicants and to identify new or additional funding streams which support financial sustainability of organisations, or new initiatives. • Supporting local volunteering activity, promoting Volunteers Week and co- ordinating Saltire Awards across Renfrewshire, with 553 Saltire awards received in 24/25. There are 1,932 potential volunteers registered on Team Kinetic system, receiving updates on volunteer opportunities from 138 providers. • Continuing to lead the Renfrewshire Affordable Credit Alliance, and supporting third sector organisations to support people around affordable credit options. • Establishing and growing the Renfrewshire Integration Network (IN-Ren) and supporting wider community integration of New Scots in Renfrewshire. 4.2 Further information on Engage Renfrewshire’s full range of services and activities for 2023-24 can be found within their Annual Report 1 published on their website. 5. Grant funding for 2025/26 5.1 As outlined in Section 1, officers recommend that funding of £360,610 is allocated to Engage Renfrewshire for 2025/26. Whilst this funding is important in terms of supporting the organisation to continue to operate at the required scale and pace required in Renfrewshire, it is also vital to ensuring that the correct resources are deployed to deliver on the following identified priorities: • Building Renfrewshire’s community and voluntary sector capacity • Representing the third sector in the delivery of our Community Plan and its strategic priorities • Providing the strategic and operational lead for volunteering in Renfrewshire 1 Engage Renfrewshire Annual Report 2023-2024 Page 73 of 78
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5.2 A refreshed outcomes framework will be developed to support this funding arrangement if approved. As outlined in Section 1, this remains flexible in order that support can be requested by the Council and community planning partnership in relation to emerging priorities. Particular strategic priorities for 2025/26 include supporting emerging programmes of work in relation to Fairer Renfrewshire, Digital, Equalities, Migration, Asylum/New Scots and Community Learning and Development. 5.3 Appendix 1 sets out a one-page summary of Engage Renfrewshire’s Business Plan for 2025/26, which will be used to inform monitoring of performance during 2025/26. 5.4 Engage Renfrewshire will continue to submit a quarterly performance monitoring report to officers in Renfrewshire Council Chief Executive’s Service for review and agreement. 6. Connected Communities programme 6.1 When considering funding arrangements for 24/25, elected members were asked to note that work has commenced to formally review the funding arrangement with Engage Renfrewshire going forward, linked to the Connected Communities programme led by the Head of Policy and Partnerships. 6.2 Several areas have been identified where there may be further alignment and efficiencies which will be explored as the Council develops and implements its new model. These include: • reviewing how we support community and voluntary organisations to build their capacity more broadly, including the balance of tasks carried out by various Council services as well as partners such as Engage Renfrewshire • reviewing the Council’s strategy and resources related to both its own investment in communities, but the effectiveness and opportunities in levering in additional external investment to support the voluntary and community sector, • the potential role of the third sector interface in the transition to greater locality-based working, particularly the support to Local Partnerships and support and resourcing of the Local Action Plans under development. • how the Council supports social enterprise, and connection to wider economic development activity • where Engage Renfrewshire provides direct support to the delivery of key Council services, such as the support offered in co-ordinating the distribution of community benefits 6.3 Officers will continue to work very closely with the Chief Executive of Engage Renfrewshire to continue to develop and strengthen this relationship as the Page 74 of 78
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review progresses and proposals are brought forward for consideration by elected members. ___________________________________________________________________ Implications of the Report 1. Financial – commitment of £360,610 in grant funding to Engage Renfrewshire which can be met from the Chief Executive’s Service budget for 25/26. 2. HR & Organisational Development - None 3. Community/Council Planning – funding for the Third Sector Interface supports the third sector contribution to all priorities detailed within both the Council and Community Plans. 4. Legal – None 5. Property/Assets - None 6. Information Technology - None 7. Equality & 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. Supporting the Third Sector Interface would have a positive impact on equalities outcomes, by developing and engaging a range of diverse voices in the community planning process and supporting the development of equalities-led third sector organisations. 8. Health & Safety - None 9. Procurement - None 10. Risk – Funding the Third Sector Interface mitigates risk of community and voluntary sector organisations not being able to contribute to community planning outcomes. 11. Privacy Impact - None 12. Cosla Policy Position – Cosla supports the principle of community planning as a means of improving outcomes and reducing inequalities and the importance of Third Sector Interfaces in delivering this. 13. Climate implications - no direct implications, however Engage have supported all partnership work in this area and encouraged active participation across the sector. Page 75 of 78
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14. Children’s rights – no direct implications, however Engage Renfrewshire are core members of the Children’s Services Partnership in Renfrewshire, which has a key focus on involving and engaging with children and young people, and meeting the needs of this group. _________________________________________________________ List of Background Papers - None ___________________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships. Page 76 of 78
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Engage Renfrewshire – Business Plan 2025/26 Quarterly updates prepared for Engage Renfrewshire board & Renfrewshire Council Annual report for Scottish Government Our aim is to help charities and community groups to be well managed, well resourced, well represented and well connected. Schedule of Monitoring Volunteering - key to health, wellbeing, and employability Organisations accessing increased amounts of sustainable funding Local organisations - well governed and delivering quality services Local organisations are contributing to a strong local social economy Improved levels of cross sector collaboration Community Empowerment central to local governance During 2025/26 we will: •Strengthen strategic collaboration with the Scottish Government, Renfrewshire’s Community Planning Partnership, and local communities to drive meaningful, long-term change. •Enhance cross-sector partnerships by fostering deeper collaboration across Community Learning & Development (CLD), Drugs & Alcohol services, Whole Family Wellbeing initiatives, and other key areas. •Champion the Third Sector’s role in recovery by aligning with and amplifying the impact of the National Social Enterprise Action Plan and the Volunteering Action Plan. •Maximise the impact of the Community Mental Health & Wellbeing Fund over the next two year by ensuring funding leads to sustainable improvements in local support services. •Elevate volunteering standards across our membership while positioning volunteering as a key pathway to employment and economic participation. •Expand social enterprise opportunities by delivering high-quality workshops and training, empowering organisations to thrive as sustainable businesses. •Equip partners with a deeper understanding of the Third Sector’s role, fostering stronger, more effective collaboration. •Scale up access to Engage Financial Services, ensuring all members and partners benefit from tailored financial support and sustainability planning. •Support and facilitate area-based initiatives that strengthen community assets and build resilient local networks. •Advance equality and inclusion by supporting the delivery of the IN-Ren Network and advocating for systemic change. •Maximise external funding success by providing expert guidance on funding applications and strategic development. •Provide rapid and informed support in response to crises, while encouraging a compassionate Third Sector response. •Measure and showcase the impact of volunteering, reinforcing its role in community resilience and social cohesion. •Drive digital engagement, by Co-chairing #DigiRen, and in turn leveraging technology to enhance Third Sector visibility, outreach, and service delivery. •Deliver a range of training that is fully responsive to the evolving needs of our members, equipping them for future challenges. •Increase financial inclusion by raising awareness and facilitating access to fair and affordable credit solutions. •Strengthen private sector collaboration by deepening engagement with Renfrewshire Chamber of Commerce and other business networks. •Champion strong financial governance as a core responsibility for local organisations and trustees, ensuring long-term sustainability. •Continue to support a collaborative response to the National Health & Wellbeing Survey, shaping policy and service provision based on local insights. This will include supporting a new role that will tackle 'smoking & vaping' cesssation. INTELLIGENCE CAPACITY CONNECT VOICE Understanding the needs of our network Building a strong culture of volunteering Helping to strengthen local organisations Supporting social enterprise start up Providing practical and responsive financial support Helping more organisations work collaboratively Creating new partnerships and new ways of working to bring resources into Renfrewshire Connecting people and organisations, ensuring our networks are strong and effective Working with public and private sectors to ensure we’re making the most of all resources Ensuring the voice of our network is heard & understood by decision makers and funders Ensuring our networks influence, engage with, and promote emerging social strategies Helping to enhance health & promotes life chances Medium Term Outcomes (2025 to 2028) Page 77 of 78
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