Council Plan 2022-27 – six monthly progress update
Renfrewshire Council · 18 June 2025
Back to Leadership Board — 18 June 2025 and its agenda
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___________________________________________________________________ To: Leadership Board On: 18 June 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Council Plan 2022/27 – six monthly progress update ___________________________________________________________________ 1. Summary 1.1 In September 2022, the Council approved a new Council Plan for Renfrewshire, which set the strategic direction and vision for Renfrewshire, covering the period 2022 to 2027. In order to best reflect the current context, a refreshed plan was approved by Leadership Board in June 2024, alongside an updated performance framework. 1.2 The Council Plan sits alongside Renfrewshire’s Community Plan. This covers the longer period of 2017 to 2027, but was revised in 2022 to consider how to respond to and recover from the unique challenges over the last few years. The Community and Council Plans are closely aligned, ensuring that the Council’s role in delivering a wide range of community outcomes is clearly understood. 1.3 The Council Plan sets out five strategic outcomes which the Council will work towards, grouped as Place, Economy, Fair, Green, and Living Our Values. Additionally, the Plan outlines a cross-cutting theme of improving outcomes for children and families, which underpins the delivery of the five strategic outcomes. 1.4 Alongside this, each Council service prepares a Service Improvement Plan, themed around the Council Plan’s strategic outcomes, demonstrating how each service will contribute to the delivery of the Council Plan. Progress is regularly scrutinised by the relevant Policy Boards.
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1.5 The reporting framework for the Council Plan includes an action plan and performance scorecard, and is reported to Leadership Board biannually, which ensures actions are adaptable to any emerging national or local changes in circumstance while delivering agreed outcomes. This update report covers the 37 high level actions and 34 performance and data indicators in the Council Plan. 1.6 This report provides an update on progress made in the six months since the last update to Leadership Board in December 2024. Council services have continued to make good progress in terms of delivering against the five strategic outcomes and cross-cutting theme, as outlined in section 4 of this report. A detailed summary of progress against the action plan and key performance indicators is provided in Appendix 1. 2. Recommendations 2.1 It is recommended that members of the Leadership Board: • note the progress achieved since December 2024 in terms of Council Plan delivery; and • note that progress reports will continue to be presented to the Leadership Board every 6 months with the next update scheduled in December 2025. 3. Background 3.1 Our Council Plan 2022-2027 was refreshed in mid 2024, in order to ensure that this was reflective of the current context in which the organisation is operating. Priority actions and indicators were also reviewed and refined at that time to ensure a stronger focus on key areas of delivery. 3.2 The Council’s vision to 2027, as described in the Council Plan is ‘Creating a fairer Renfrewshire built on innovation, wellbeing, and opportunity’. The five strategic outcomes which the council is working with partners, communities, and businesses to deliver are: • 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; and • Living Our Values: making a difference together. 3.3 Each of these outcomes is being delivered in a way that directly contribute to the cross-cutting theme - Improving outcomes for children and families. Within the appendix, actions which significantly contribute to this cross-cutting theme
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are highlighted with a ‘CF’ and there is a section in the performance scorecard with indicators relating to this theme. 3.4 Council Plan activity also sits alongside the Council’s arrangements in relation to progressing and achieving Best Value. Updates on our Best Value arrangements are regularly reported to Board and there is also a dedicated page on the Council’s website with copies of relevant reports, such as the annual thematic audits of Leadership in 2022/23 and Workforce Innovation in 2023/24. The thematic review area for 2024/25 was Transformation – the report by the Council’s external auditors, Azets, will be published later in the year. 3.5 Best Value activity since the previous update to Leadership Board has included the publication of Azets’ interim follow up audit report on the Council’s approach to community engagement and culture change. This was reported to the Audit, Risk and Scrutiny Board in April 2025, noting that the report was positive, with the auditors finding the Council has made good progress, building on a range of existing good practice alongside refreshed approaches. 3.6 The Controller of Audit Best Value Audit report for Renfrewshire Council was considered by the Accounts Commission on 15 May 2025, with the final report, including the Commission’s findings, published on 5 June 2025. This report, alongside the Council’s response, will be considered by Council on 26 June 2025. Any agreed actions will be incorporated into the Corporate Improvement Plan with progress reported to Leadership Board as part of the regular ongoing updates. 3.7 The delivery of the Council Plan is also closely aligned with the Council’s budget setting process, with the Council Plan setting the strategic direction and framework, the budget clearly setting out the focus of the Council’s financial spend, and the progress monitoring of the Council Plan, through regular reporting to Leadership Board, demonstrating progress and impact. This golden thread flows through to the Service Improvement Plan process, where services report delivery of Council Plan strategic outcomes at a service-level, again with a range of actions and performance indicators designed to demonstrate impact. 3.8 Linked closely to this is the new phase of the Council’s transformation programme, Reshaping Renfrewshire. This programme links the Council’s financial challenge, and the vision for our place as described through the Council Plan, and explores how we can continue to develop how we work and operate and ensure a financially sustainable long-term future, while transforming our impact across Renfrewshire and improving outcomes for our
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communities. This phase of our transformation programme also has a sharp external focus on the needs of our communities and to ensure our vital services are financially sustainable for the longer term – again this is closely aligned to the Council Plan. 3.9 The refreshed Council Plan has been translated into Gaelic and is available on the Council’s website – this was an action noted in the Gaelic Language Plan 2024 to 2029 which was approved at Leadership Board in February 2024. Other key strategic documents will now be translated into Gaelic too, in line with the approach outlined in the Gaelic Language Plan. The Council has been invited by Bòrd na Gàidhlig to submit the Council’s Gaelic Language Plan Monitoring Report – Annual Return 2024-2025. This will report on the progress that Renfrewshire Council has made with the delivery on the commitments contained in our Gaelic Language Plan 2024-2029. 3.10 Sixteen actions from the Council Plan have been completed and three new actions have been added to the Plan, relating to our Learning Estate programme, our new Digital Strategy and consultation and engagement programme. The previous action in relation to consultation and engagement has been completed following approval of the new policy at the Leadership Board in February 2025. The new action reflects the implementation and monitoring of this workstream. The Learning Estate work is under the Place and the Digital and consultation work are under Living Our Values themes. 3.11 Two existing actions have been augmented following recent activity, both under living our values. Previous action Updated action Comment Implement the next phase of transformation through the actions arising from the Council’s financial sustainability and improvement workstreams Implement the next phase of transformation through the actions arising from the Council’s financial sustainability and improvement workstreams and the new Reshaping Renfrewshire programme This reflects the Council’s new phase of transformation through Reshaping Renfrewshire, as agreed by Leadership Board in February 2025 and reflects the alignment of the transformation programme with the Council Plan. Deliver self-assessment activity across the organisation in line with Deliver improvement activity across the organisation in This reflects that whilst the initial stages of this work
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revised best value audit methodology line with revised best value audit methodology from 2022/23 to 2024/25 had a focus on self-assessment through the Corporate Self- Assessment and the Cultural Assurance Model, following these exercises and the range of audit activity, the focus now shifts to delivering the improvements identified during these processes. 3.12 Work has been undertaken to establish new performance indicators in relation to People and OD activities, particularly to baseline completion of mandatory training and personal development plans and new indicators have been included in Service Improvement Plans for 2025/26. Once these baselines have been established and targets agreed for corporate indicators, these will also be included in the Council Plan performance framework. 4. Progress of delivery of the Council Plan during 2024 4.1 This section provides an overview of recent achievements, progress with actions, and gives information on any areas of action where progress has been delayed. Strategic Outcome 1: Place 4.2 The Council’s 10-year Housing-Led Regeneration and Renewal programme is continues to make good progress against key milestones. The acquisition and rehousing element is performing as planned and various phases of demolition work are taking place as blocks become fully council-owned and vacant. 4.3 The Council continues to work with owners of prominent buildings in our town centres to identify opportunities for regeneration. Recent investments have included the Liberal Club, St Matthew’s Church and County Place in Paisley. Other town centre work includes current work on designs for civic squares in Erskine and Johnstone. The Retail Improvement Scheme continues to
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operate, giving business owners across Renfrewshire the opportunity to access funding to upgrade their shopfronts. 4.4 A draft of our proposed new Transport Strategy – Travel Renfrewshire 2035 – was issued for public consultation in November 2024. The strategy has been informed by considerable stakeholder engagement including online surveys, workshops with community organisations and pop-up engagement sessions in supermarkets. It is anticipated that the finalised strategy will be ready for approval in summer 2025. 4.5 The Business Case for Smart Social Assets is now complete with the organisation continuing to investigate potential national funding opportunities via strategic partners such as Commsworld, CityFibre etc. In addition to this, work is now underway to develop other business cases that would further supplement Smart Social Assets ensuring citizens have access to affordable cross-tenure homes that are digitally enabled and meet community needs. 4.6 All of our Local Partnerships have now finalised their local priorities following a review in autumn/winter of 2024/25. As well as receiving presentations on matters relevant to their community, the Partnerships have recently allocated their grant funds for 2025/26 to support groups and communities in work that benefits the local area and its people. Strategic Outcome 2: Economy 4.7 The AMIDS joint venture is progressing well and in December 2024, another major occupier was announced. Ground has been broken for CPI’s Oligonucleotide Manufacturing Innovation Centre (OMICE); CPI already operate the Medicines Manufacturing Innovation Centre on the AMIDS site. Work is also continuing on the Tech Terrace development. 4.8 A “Community Wealth Building in Renfrewshire” report was approved by the Economy and Regeneration Policy Board in March 2025. The report set out the aims and principles of a community wealth building approach and how this will be progressed in Renfrewshire across the five pillars of inclusive ownership, finance, workforce, spending and land and property. The local approach is already reflected in the Council Plan, the Procurement Strategy, and the Community Learning and Development Plan, as well as in ongoing activity through support for local business and the Renfrewshire Community Benefits Forum. A Renfrewshire Community Wealth Building Conference is being planned for Autumn 2025. 4.9 Our employability programmes support around 1,800 people each year to access skills development and progress towards qualifications and/or
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employment. For 2024/25, around 400 people were being supported with another 491 having secured employment and over 600 gaining new qualifications through the service Strategic Outcome 3: Fair 4.10 During 2024/25, officers continued to work with partners to progress the Fairer Renfrewshire Programme, ensuring that residents and communities are able to benefit from targeted advice and support, particularly in relation to the ongoing cost of living crisis. This has included the establishment of new schools and family advice provision, pension credit take up campaigns, and support for the ongoing work programme of the Fairer Renfrewshire Lived Experience Panel, which continues to go from strength to strength. 4.11 The Alcohol and Drug Change Programme will draw to a close by summer 2025. The Change Programme benefitted from £2m of Council funding to deliver on recommendations arising from the Renfrewshire Alcohol and Drug Commission. That funding has supported tests of change across a range of services, some of which have now been mainstreamed. A full final report will be presented to Leadership Board after the summer recess. 4.12 Additional funding has been awarded by the Leadership Board to support community development activity in Gallowhill, as part of our place-based approach to tackling child poverty. This will support the delivery of actions identified through the community needs assessment and help the continued expansion of community-led activity in the area. 4.13 Successful programmes for both Summer of Fun and Winter Connections ran in 2024/25. Funding was allocated to 21 organisations to deliver free activities over the school summer holidays including toddler play sessions, sports, arts and crafts and day trips to visitor attractions. This was in addition to a full programme delivered by Community Learning and Development which included the provision of a healthy meal alongside a ‘summer camp’. Our Winter Connections programme this year allocated £75,000 of funding agreed by Council in its budget, to 42 different organisations and groups to run activities and, where possible, provide hot drinks and snacks. Strategic Outcome 4: Green 4.14 Priority projects to support our journey to net zero continue to be identified and current work includes sustainable travel, the Local Heating and Energy Efficiency Strategy (LHEES) and the development of a new Carbon Management Plan. The Council has already developed an initial carbon budget with interim organisations targets covering the period until 2030/31.
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Identifying emissions by service area will be key to understanding how our emissions relate to service delivery and help us to develop initiatives to reduce these. 4.15 An update on the Council’s Strategic Property Review was considered by the Infrastructure, Land and Environment Policy Board in January 2025. A number of buildings have already been released in order to rationalise the estate and optimise use of our built assets. 4.16 The action to review opportunities within pipeline projects to align with a transition towards green skills has been extended for one year, to allow for work on phase 2 of the Plan for Net Zero and the identification of where the skills gaps exist. 4.17 Informing, educating and upskilling our communities to support them to contribute to climate action remains a key priority. A Ren Zero community engagement programme will be developed, led by the Sustainability Lead (Stakeholder Engagement) which is currently being recruited. Strategic Outcome 5: Living Our Values 4.18 In December 2024, Renfrewshire Council launched an innovative new approach to self-assessment focused on organisational culture, known as Renfrewshire’s Cultural Assurance Model (CAM). The CAM was first of its kind within the Scottish public sector and was developed in partnership with the Improvement Service and based on the Public Service Improvement Framework. The first phase of the assessment involved a survey element for participants which was completed in early 2025, the results were analysed by Council and Improvement Service officers in advance of a series of workshops which took place in late February and early March. The findings were very encouraging, with respondents reflecting on a very positive organisational culture alongside some constructive areas for improvement to explore further. Five key actions were developed by CMT and have been added to the Council’s overall Corporate Improvement Plan. 4.19 In late 2024, the Council undertook an Employee Survey covering issues including how people felt about the Council, their job and management, wellbeing and key HR policies. The survey was issued to all staff and 1956 responses were received. There were many positive results, including in relation to line management and job satisfaction. Areas for improvement have been identified and were reported to the Finance, Resources and Customer Services Policy Board in February 2025. The findings from both the CAM and the Employee Survey will be further considered and reflected on, as the organisation continues to develop employee engagement, training
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opportunities etc – this links closely with the Workforce Planning Group, as outlined in 4.21 below. 4.20 A new Consultation and Engagement Strategy was approved in February 2025 and sets out standards and guidance for planning, conducting and learning from public engagement. It is intended to support greater consistency in the approach to public engagement, to promote data-sharing across the Council, and to help build trust with communities and other stakeholders. Updates will be provided to the Leadership Board on a six-monthly basis. 4.21 The People and OD team continue to lead on workforce planning and innovation, supported by the Workforce Planning Group. This includes progressing key priorities of the People Strategy, taking forward the recommendations from the Best Value thematic audit. The Workforce Planning Group is working collaboratively with the Head of People and OD to develop and implement a strategic approach to workforce planning and OD to establish new key priority areas over the next 5 years. A bi-annual report on our People Metrics was presented to FARS Board on 13 February 2025 for noting and monitoring. 4.22 A report was submitted to Leadership Board in 2024 to update members on the outcome of the evaluation of place brand activity over the past five years and the findings of an independent review, and to recommend next steps for place promotion. Officers from marketing and communications will work with regeneration and economic development colleagues and wider place partners to explore the six recommended areas of activity to help drive the marketing of Renfrewshire in future. A further report will be submitted to Leadership Board in the autumn to update on progress. 4.23 How we meet the health and wellbeing needs of our employees is set out in our Wellbeing Strategy. Recent work has included additional and specialised training for our Mental Health First Aiders, achieving our accreditation as a Breastfeeding Friendly Scotland employer, creating a new staff network for those affected by menopause, and continuing our collaboration with RCA Trust to provide support, advice and training on gambling addiction. Cross-cutting theme: Improving outcomes for children and families 4.24 Our partnership Whole Family Wellbeing service has supported over 1000 families so far. We have trialled an ICT system which allows are third sector partners to make referrals and record wellbeing information, which is facilitating better data-sharing. To date, the service is able to demonstrate positive outcomes against a range of measures, including improved parental understanding of the needs of the child, improved participation in/engagement
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with universal services, and improvements in family functioning and relationships. 4.25 A comprehensive report outlining the first five years of Renfrewshire’s work to Keep the Promise was presented to the Education and Children’s Services Policy Board in March 2025. Renfrewshire Council’s Promise Keeper Network has 362 Promise Keepers and work continues to support further growth. This approach has attracted national interest. Three of Renfrewshire’s Promise-funded projects were featured in March at a Promise Partnership Event organised by CORRA. The projects, the Youth Services Led Grant Programme and the two Keep The Promise Funded Education Projects, were showcased and shared learning with partners across Scotland. 4.26 Priority projects within the Learning Estate Strategy are being progressed. The new Paisley Grammar Community Campus is beginning to transition to the fit-out stage, and remains on target for delivery in 2026. In March 2025, the Education and Children’s Services Policy Board approved the commencement of options appraisal for a replacement for Thorn Primary School. 5. Performance Indicators 5.1 The Council Plan performance framework has 34 indicators, of which 21 have targets; the remainder are data only. Of the 21 indicators with targets, 5 are meeting or exceeding the target, 4 are narrowly missing the target, 6 are behind target and 6 do not yet have 2024/25 data available. Within the attached appendix, there is a graphic which shows at-a-glance the overview of performance by Council Plan strategic outcome. 5.2 Areas of strong performance include: • Promoting Renfrewshire as a great place to live, work and visit with extensive media reach for Council activity and local events. • Helping our citizens back into work, with 288 people supported by our employability service sustained in paid employment for at least six months; • The percentage of primary school children taking up their free school meal, which is now at over 60% following menu changes and taster session to encourage pupils to try the meals; • Keeping our looked after children in family settings wherever possible, with 91.6% looked after in the community; • The percentage of FOI requests responded to within 20 working days met our target of 90%, despite increasing volumes and complexity of requests in recent years.
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5.3 We are narrowly missing our annual targets in relation to tariff scores for school leavers, both for the cohort as a whole and for those living in areas in the 30% most deprived as measured by SIMD. We have also narrowly missed our target for CO2 emissions from the public fleet. 5.4 Areas for further improvement and development in 2025/26 include: • The poverty-related attainment gap for both literacy and numeracy, which have both narrowed since the pandemic but remain above our target; • The percentage of Council housing meeting Scottish Housing Quality Standards, which is on an improving trajectory and increased from 68.5% to 79.9% this year; • The number of business start-ups supported by Business Gateway, which measures business launch rather than the range of support offered and is therefore impacted the decision of local businesses as to when to launch; • The percentage of Council procurement spend which is with businesses headquartered in Renfrewshire, which is around 20% though the amount spent with bordering authorities amounts to almost another 60% reflecting the interconnectedness of the Glasgow City Region • The amount of CO2 emitted by public lighting, which has levelled out as the LED programme is largely complete; • The percentage of household waste which is recycled, which is due in part to changes in the types of disposal which can be classed as recycling; • The percentage of frontline complaints dealt with within five days, with 63.5% closed within five working days against our target of 85%. 5.5 Alongside Council Plan and Service Improvement Plan performance scrutiny, we are also undertaking work to focus on strengthening our understanding across the Local Government Benchmarking Framework, to align with the new Statutory Performance Indicator Direction as set out by Audit Scotland (and previously highlighted to Leadership Board in February 2025). A range of LGBF indicators are included in the Council Plan performance framework and are clearly identified in the attached appendix. Detailed reporting on the LGBF is presented to the Audit, Risk and Scrutiny Board alongside our public performance reporting interactive storymap which is published on the Council’s website. 6. Focus for the next 6 months 6.1 As noted above, the Council Plan was refreshed in summer 2024 in order to hone our priorities further— recognising the challenges that our communities continue to face and identifying the areas where we as a Council can help to
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make the biggest difference. We continue to consider the operating context, the core areas of focus and the latest performance information and data, when looking ahead to the next 6 months. 6.2 Our areas of specific corporate focus for the next 6 months include: • Delivering the Reshaping Renfrewshire programme to support the financial sustainability of the organisation; • Progressing delivery of the Corporate Improvement Plan, continuing the Council’s commitment to Best Value; • Delivering the next phase of the Connected Communities model, strengthening how we work alongside our communities; • Implementing the Council’s new Consultation and Engagement Strategy and reflecting on the findings that emerge from the residents’ survey; • Progressing our work on equalities, including on our equality impact assessment processes; • Establishing our new Performance Group, with a core focus on strengthening our use of LGBF indicators and deep dives into areas identified for improvement; • Continuing to deliver our workforce actions, including improvement actions arising from our employee survey and our Cultural Assurance Model. Implications of the Report 1. Financial – updates in the appended report relate to areas that fall under the remit of Finance, particularly relating to supporting the Council’s financial sustainability workstreams 2. HR & Organisational Development – updates in the appended report relate to areas that fall under the remit of HR and Organisational Development, particularly under strategic outcome 5, Living our Values 3. Community/Council Planning – the content of the report relates specifically to the delivery of the Council Plan and the appendix shows the associated progress for the latter half of 2024/25. 4. Legal - none 5. Property/Assets – the report provides an update on actions relating to property owned by the Council. 6. Information Technology – the report provides update on actions relating to IT provision.
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7. Equality and Human Rights - The Recommendations contained within this report have not been assessed in relation to their impact on equalities and human rights because the report provides an update on progress with current actions and is for noting only. Impact assessments will be carried out by relevant services in relation to actions which require them. 8. Health and Safety - none 9. Procurement – updates in the appended report relate to areas that fall under the remit of the procurement team, under both the strategic outcomes relating to ‘economy’ and ‘green’. 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – the Council Plan priorities are underpinned by actions which will directly support the Council’s response to the climate emergency – ‘green’ has a particular focus on activities supporting this priority area. 14. Children’s Rights – the Council Plan includes a number of actions targeted at improving outcomes for children and young people. The Council is committed to complying with UNCRC and this will be reflected in our activity. Appendices: Six-month update report June 2025 Author: Lisa Fingland, Policy Manager Lisa.fingland@renfrewshire.gov.uk
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan Six monthly progress update June 2025
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level How we report progress • This update reflects on the past six months of delivering our Council Plan, highlighting areas where we’re already making progress and some areas we’d like to focus on more, perhaps because performance isn’t moving in the direction we anticipated or because of other pressures or factors that makes this even more of a priority for us. We previously reported on our progress in December 2024, and you can read that here. • The following pages shine a spotlight on some great projects or practice but for balance also highlight those areas where we’d like to improve or develop further. Towards the end of this document, you’ll find a full update against all the actions and performance indicators we use to measure progress. • Many of our performance indicators are high-level, annual indicators –our Council Plan spans a 5- year time period so it might take some time to show some trends and patterns. The Council also reports a wide range of performance indicators to our Council Boards through our Service Improvement Plans and also through regular operational performance updates –you can access these reports here.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan Context • As the overarching strategic plan for the organisation, the Council Plan sets the direction and vision that the Council is working towards and can measure itself against delivery. • This aligns closely with the Council’s approved budget –resources are targeted at the priorities for the organisation, as outlined in the Council Plan. • Some key workstreams feed into the Council Plan, which have been further developed over the past 6 months: • Reshaping Renfrewshire –the Council’s fifth phase of transformation, with a focus on how we work together with our communities to improve outcomes • Digital –a new digital strategy was approved in April, aligned to the Council Plan, delivering across four strategic objectives –enabled people; corporate approach to transformation; data driven Council; and modern organisation. • Workforce–reflecting on and taking action to address the feedback from both the Cultural Assurance Model and the Council’s Employee Engagement Survey • The Corporate Improvement Plan continues to progress improvement actions to support our ongoing commitment to Best Value • To reflect the context additional actions have been included and some existing actions have been refocused –this is clearly shown in the action plan.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan: Progress at a glance
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place: Working together to enhance wellbeing across communities The Housing Regeneration and Renewal programme is making positive progress across all areas. As well as our regular Tenant Scrutiny meetings, all residents were invited to take part in our rent consultation survey and more than 1000 responded. The survey was also used to give tenants information about the participatory budgeting initiative, which will give them a say in how some of our housing funding is spent. Over the next 3 years, £600,000 of funding will be allocated through this approach. In 2024/25, works were completed on the new Renfrew-Yoker bridge and extensive testing carried out. The state-of-the art bridge, the first opening road bridge over the River Clyde, provides a new connection to the AMIDS site as well as offering new active travel routes across the Clyde. It opened to the public in May 2025. The Council’s 2025/26 budget includes £500,000 for further regeneration in town centres, with a particular focus on significant buildings and sites where redevelopment has stalled, perhaps because of conservation concerns or rising construction costs. Officers will work with local property owners to identify projects which could be eligible for funding.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy: building an inclusive, green and resilient economy Employability work is a key element of our work to grow and sustain Renfrewshire’s economy, with hundreds of local residents supported to access training and paid employment every year. The Council is also committed to providing opportunities directly each year, whether this is through the creation of trainee-type posts, modern apprenticeships, our new traineeship programme aimed at winter school leavers or our ‘Career Ready’ coaching programme for care experienced school leavers. Another state-of-the-art facility at the AMIDS site has been announced, with ground-breaking taking place in December 2024. CPI, who already operate the Medicines Manufacturing Innovation Centre, are establishing the Oligonucleotides Manufacturing Innovation Centre of Excellence to develop potentially life-saving new therapies for otherwise untreatable diseases. 1420 new people supported by employability team in 2024/25 491 people supported into paid work in 2024/25
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair: nurturing bright, happy and healthy futures for all Our Whole Family Wellbeing service formally launched in November 2024. This brings together Council and third-sector support, and between them our own team and our third sector partners have worked with almost 1100 families so far. The evaluation data we have already collected is demonstrating improved family relationships, improved parental understanding of the needs of the child, improved participation in community facilities and universal services, improved sleep routine, and a reduction in distressed behaviours. The service has piloted a shared information system for referrals and for capturing wellbeing information. This has shown real benefits and a procurement exercise is underway to secure a permanent solution. Funding for 2025/26 has already been awarded to third sector partners, and the team is also exploring opportunities with our Connected Communities team for more joint working. 2533 people attended a Winter Connections session 368 children attended at least one of our Easter Camp sessions During our Pension Credit take-up campaign with partners, 613 older adult households were supported with benefit claims, income maximisation and advice
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green: leading Renfrewshire to Net Zero Following the successful delivery of the Advanced Manufacturing Innovation District Scotland (AMIDS) district heating network, feasibility studies have been completed to expand the current network as well as exploring additional district heating networks in Paisley. Renfrewshire Council has been successful in securing Scottish Government grant funding to take these feasibility studies to develop Outline business Cases for potential heat networks in Paisley Central and an extension of AMIDS, with partnership working to optimise the opportunities including UWS, OneRen, NHS, Scottish Water and Glasgow Airport The Council is developing an initial carbon budget, with interim organisational targets to 2030-31. Identifying emissions by service area will be key in improving our understanding of how our emissions relate to the services we provide and the reductions we need to aim for in order to adapt to delivering the same high quality local services in a way that is fit for a resilient, net zero future. Setting an annual carbon budget will help us meet our climate targets as an organisation – showing in an easy-to-understand way where we ‘spend’ most of our emissions and progress to net zero.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values: making a difference together As part of the Council’s commitment to continuous improvement and reflecting that ‘We Value Learning’, an innovative new approach to self- assessment focused on organisational culture, known as Renfrewshire’s Cultural Assurance Model (CAM) was developed in 2024/25. The CAM has been recognised as first of its kind within the Scottish public sector and was developed in partnership with the Improvement Service, based on the Public Service Improvement Framework. The first phase of the assessment involved a survey element for participants which was completed in early 2025, the results were analysed by Council and Improvement Service officers in advance of a series of workshops which took place in late February and early March. The findings were very encouraging, with respondents reflecting on a very positive organisational culture alongside some constructive areas for improvement to explore further. 5 priority actions were identified from this process and have been added to the Council’s overall Corporate Improvement Plan. Our Employee Survey 71% recommend the Council as a great place to work 87% think their line manager is supportive 21% had experienced violence or aggression at work in the last year
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families Construction is progressing well on the Paisley Grammar School Community Campus and remains on track to welcome pupils in 2026. This is a flagship project for the Council, with the school being built to Passivhaus standards. Planning has commenced on the other major projects to enhance and expand the current learning estate. This will be the most ambitious strategic programme of investment planning in our learning estate, underpinning an ambition to provide the very best environments and facilities for our young people and communities, with every single establishment being considered as part of what is envisaged will be a programme which will span over 20 years. An action to reflect this has been added to the action plan. Our local Promise Keepers Network has grown to 362 Promise Keepers, and our approach is attracting local and national interest as an example of best practice. Other initiatives include our Promise Champs group, supported by Youth Services; our Language policy; exploring options to support colleagues in our workforce who are care experienced; and funded projects in two secondary schools.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Actions and indicators Full list June 2025
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place What we will do Due Date Status Progress update Progress Renfrewshire’s Housing- led Regeneration and Renewal programme 31 Mar 2027 Positive progress is being made across all areas where the agreed timeline shows, works scheduled in year 4 of this 10-year programme. As reported to the Communities and Housing Board in August 2024, the acquisition and rehousing strategy is performing as planned and various phases of demolition are being taken forward as blocks become fully council owned and vacant. Support our citizens to access affordable cross-tenure homes that are digitally enabled and meet community needs 31 Mar 2025 The Business Case for Smart Social Assets is now complete and has been shared internally within Renfrewshire Council and also with Glasgow City Region (GCR). The Council continues to investigate potential national funding opportunities via strategic partners such as Commsworld, CityFibre, etc. In addition, work is now underway with regards to the development of other stackable business cases that would supplement Smart Social Assets. Design a new Connected Communities service model for the Council, transforming how we support, collaborate and engage with our communities 31 Dec 2025 Work has been progressed to develop a new Connected Communities function within the Chief Executive’s Service which will bring together staff from the existing Community Learning and Development and Partnership and Inequalities teams. Phase one of this work which focuses on the enabling internal restructure is progressing, with the new service structure agreed and communicated. The Connected Communities Management Team now recruited and in place and progressing recruitment processes for the rest of the new service.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place What we will do Due Date Status Progress update Deliver the ambitions in our long-term place visions for our key settlements and town centres 31 Mar 2027 The Regeneration Team will be looking to refresh our town centre strategies to reflect changes that have taken place in a post pandemic environment. These strategies will align with the guidance and principles outlined in NPF4. The team has been outlining potential regeneration priorities and projects, including developing a new Vision for Johnstone which looks to improve the town centre, enhance public spaces, and support local businesses to create a more vibrant and sustainable community. Another commission for Erskine has been completed to develop potential proposals to make public spaces and greenspaces more appealing as part of a review of the Centre Strategy for Erskine and short, medium and long-term actions have been identified. Consultants have been commissioned to develop more detailed designs for a new civic square in the town centre. Going forward, the team have commissioned further feasibility work in Johnstone, focusing specifically on the two civic squares, the re-imagining of the Town Hall, and the development of a heritage trail. Consultants have been appointed to prepare a landscape framework for enhancements in the Linwood Lade area, immediately south of the town centre. In Renfrew, a consultant has been commissioned to produce detailed designs for the re-use of the former BI site as a new community space. The transformation of Paisley following delivery of the Action Plan is advancing at pace, with achievements such as creating an international culture and heritage destination and acting as a stimulus for property investment, development and re-use. Completed regeneration projects include the refurbishment of the Town Hall and Arts Centre and the creation of a new Culture and Learning Hub on the High Street. The other major project is the restoration of the Paisley Museum which is due to be completed next year. A new wayfinding strategy for Paisley has also been developed. The publication of the Paisley Vision document acts as a further catalyst to inspire future development in and around the town centre. The Liberal Club, which was identified as a key building in the Vision, has recently been renovated, securing its long-term status. Discussions are still ongoing with the owner of the Paisley Centre and its potential mixed-use regeneration. Overall, the team will continue to bring forward regeneration proposals across our town centres.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place What we will do Due Date Status Progress update Deliver Renfrewshire’s strategic capital investment programmes, including cultural, infrastructure, housing and school estate, and maximise the long- term benefits for our communities 31 Mar 29 The General Services capital budget was approved on 29th February 2024, including £147.8m for delivery in 2024/25. Since then, projects have been reprofiled to other financial years and the revised budget is currently £97.4m (Period 10). To date, £63.8m has been spent, representing 66% of the revised budget. Develop Travel Renfrewshire 2035, our Transport Strategy, supported by revised Active Travel and Public Transport Strategies and aligned to the regional and national travel strategies 31 Mar 2027 Our draft Local Transport Strategy, called “Travel Renfrewshire 2035” is nearing completion, informed by far-reaching data gathering engagement exercises. This included online surveys, stakeholder workshops and pop-up engagement sessions at supermarkets and direct in person workshops with community organisations. We specifically engaged with group representing people with disabilities and those who are particularly affected by the cost of living crisis. The draft strategy was issued for further consultation in November 2025 Subject to the feedback for the consultation it is expected that the final strategy will be ready by summer 2025. Deliver the next phase of Local Partnerships development, through our new Local Plans, Local Priorities and Local Voices programme 31 Mar 2025 The final round of Local Partnership meetings for 2024/25 took place in February 2025. All Local Partnerships have now finalised their local priorities following the review of the previously agreed local priorities in autumn/winter 2024/25. Local Partnerships continued to receive presentations on subjects relevant to each area, specifically Civil Contingencies (Gleniffer and Johnstone & Linwood), the refresh of the Villages Investment Fund (The Villages) and Winter Connections (Paisley North West and Central). Erskine, Inchinnan, Bishopton and Langbank Local Partnership also received an update on the development of Renfrewshire Community Transport. Young people’s representatives have now been nominated for Paisley North West and Central Local Partnership and an induction programme has been agreed. New arrangements were agreed for community members of Local Partnerships to claim expenses, which will simplify this process. Applications for Local Partnership funding for 2025/26 were invited from 10 February to 16 March 2025. Over 130 applications for funding were received, to be presented to the April/May 2025 round of Local Partnership meetings. Preparation for the 2025/26 Celebrating Renfrewshire Priority Budgeting exercise to take place during spring/early summer 2025 has also been undertaken.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place What we will do Due Date Status Progress update Progress development work in relation to the priority schools identified in the Learning Estate Management Plan. 31 August 2027 This is a new action, which is reflected in the Children’s Services SIP. Paisley Grammar School continues to progress in construction and remains on track for 2026 delivery. Focus of project is beginning to shift towards fit out, transition planning, and digital. Workstreams are underway. Decision made at March 2025 Policy Board to pause the delivery of a like-for-like Thorn Primary School and undertake an options appraisal to widen the scope of this project.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Opportunities to see or hear something positive about Paisley and Renfrewshire 204,63 8,668 240,000, 000 268,082 ,849 240,000, 000 216,953 ,038 150,000 Q4 marketing activity focused on promoting the 2025 events programme, the Paisley Book Festival line up announcement, cultural funding grants and the launch of Paisley Food and Drink Festival with coverage appearing in the following titles: The National (online), The Herald, The Herald (online) The Scotsman (online), Glasgow Times online, List.co.uk, Glasgow Live. The Paisley Daily Express, The Gazette, What’s on network and Foodie Explorers. Marketing paid-for opportunities to see and hear will be available in Q2. Amount of vacant and derelict land (hectares) 248 Data only 220.39 Data only * Data only *The next vacant and derelict land audit will be undertaken over quarters 1 and 2 of 2025/26. Percentage of Council housing stock which meets the Scottish Housing Quality Standard (LGBF) 68.31 % 100% 68.55% 100% 79.9% 100% The percentage of stock meeting SHQS has increased significantly to 79.9% from 68.6%, performance for this indicator changed to include compliance with the 5-yearly Electrical Installation Condition Report (EICR), as well as the new smoke and heat detector standard. Excluding EICR and smoke detector failures we would be 87% compliant with SHQS.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Affordable housing completions 369 200 196 159 * 159 *The 2024/25 affordable housing completion figure will be available in Q1 2025/26. Percentage pothole repairs completed within timescales 95% 80% 94% 95% * 95% *Data for 2024/25 is not yet available. Quarterly data shows that performance was ahead of target in Q1 and behind target in Q2.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy What we will do Due Date Status Progress update Develop an Investment Proposition for Renfrewshire that is clear on our economic ambitions for our place 31 Mar 2026 Two reports have been commissioned to analyse Renfrewshire’s Growth Sectors. The first highlighted that there are several opportunities which Renfrewshire needs to capitalise on to support the growth of its economy further. The second report aims to reconcile existing priorities, team capacity and skills engaged in the economic development and regeneration functions of the Chief Executive’s Department, with the future opportunities and challenges outlined in the first report and the Council’s Economic Strategy. This report highlights that there is a requirement to grow and increase visibility of Renfrewshire’s inward investment proposition to drive future economic growth and development. A new web page has been created which signposts the area’s main investment locations. (https://www.renfrewshire.gov.uk/article/13818/Renfrewshire-investment-prospectus) Future works includes looking at developing a dedicated investment page on the Invest Renfrewshire webpage. Moreover, a dedicated website to drive investment at AMIDS has been launched https://amids.co.uk/ Monitor the benefits of City Deal Projects, including Glasgow Airport Investment Area, Clyde Waterfront and Renfrew Riverside and City Region wide employment programmes 31 Mar 2025 Monitoring of benefits reported through the City Region PMO is ongoing. This is currently being transitioned to Regeneration Team as CWRR project now complete.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy What we will do Due Date Status Progress update Fully participate in the AMIDS joint venture 31 Jul 2024 AMIDS joint venture fully established and operational, Council is fully participating. Complete the Tech Terrace development and attract the first large occupier 31 Mar 2026 This is an AMIDS JV obligation and Council is fully participating. Develop a Community Wealth Building Plan for Renfrewshire 31 Mar 2025 A “Community Wealth Building in Renfrewshire” paper has been produced and approved at board to set out the way forward. Additionally, the CWB(Scotland) Bill was published in March 2025 which sets out the way ahead for the public sector. Plans are moving forward with speed now, local events have been organised and board is being kept up to date
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy What we will do Due Date Status Progress update Continue to support local employment through the delivery of targeted support through the Council’s employability programme 31 Mar 2027 Our employability programmes support around 1,800 people each year to access skills development and progress towards qualifications and/or employment. For the 24-25 year around 400 people were still active on our caseloads with another 491 having secured employment and over 600 gaining new qualifications through the service Continue to progress core actions to support local and regional economic growth. 31 Mar 2027 A range of actions undertaken by the Council are supporting economic growth. The AMIDS Joint Venture is expanding with the breaking of ground on the new OMICE site and ongoing work on Tech Terrace, which is expected to be completed by 2026. Procurement and Economic Development work joint to support local suppliers through initiatives such as our Meet the Buyer events, and our second Renfrewshire Economy Conference will take place in June 2025. Our employability work helps hundreds of people each year with skills development that supports them into work. As a Council, we are also committed to this and set ourselves a target in relation to traineeships.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Percentage of council procurement spend spent on local enterprises (LGBF) 19.3% 23% 20.15% 23% * 21% In the period 2023-2024 Renfrewshire Council recorded direct spend of £56.4 million with businesses based Locally. In addition to local spend, a further 59.38% of our spend was with businesses located in bordering local authorities (Glasgow, Inverclyde, North Ayrshire, East Renfrewshire and West Dunbartonshire). The update to our Standing Orders Relating to Contracts in June 2023 included increasing the threshold for the use of Quick Quote for Works contracts up to £500,000 with a requirement that where possible, a minimum of 75% local businesses should be invited to quote. In 2024, a Quick Quote was issued inviting 100% local Renfrewshire suppliers to bid, this procurement targeted the local market and invited 10 local Renfrewshire suppliers to bid. In addition, to increase engagement with local suppliers for below £25k procurements and also the Quick Quote process the Interim Corporate Procurement Manager and Purchase to Pay – Programme Operational Lead delivered a RenTalk on Understanding Procurement. The event was a success with 266 Council staff in attendance. Guidance for Purchased Under £25,000 was launched recently, this guidance also recommends at least 75% local, Renfrewshire based suppliers are invited to the three quote process. *This is an LGBF indicator and 2024/25 data is not yet available.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Gross Value Added (GVA) per capita (LGBF) £23,757. 92 Data only * Data only * Data only Renfrewshire had lower percentage GVA growth than the Regional average but performed well in labour market indicators with employment increasing while unemployment and inactivity decreased - including a significant decrease in the number of people inactive due to long term sickness. There was a large decrease in the volume of residents with no qualifications but there was also a reduction in the volume of residents with degree level qualifications. According to ONS figures, overall GVA in Renfrewshire grew by £365 million between 2019 and 2022. Considering this period included the Covid pandemic, the growth is a positive sign. Renfrewshire also contributes the fourth highest level of GVA in the City Region (2022). *This is an LGBF indicator and the latest data is for 2022/23. Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme (INVEST) 340 180 268 180 288 180 The number of people who were still in employment 6 months after moving into work and that we have been able to collect data on is 288 people. Number of new business start-ups in Renfrewshire with Business Gateway support 206 320 305 320 265 320 We are continuing to support individuals to launch their own businesses. Performance can be impacted by decision of local businesses as to when to launch.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Renfrewshire Claimant Count 3,755 Data only 3,590 Data only 3,315 Data only This measure is a snapshot figure from April 2025 and is the number of people claiming unemployment-related benefits. The figure has reduced again this year. The Council continues to provide employability support to hundreds of people each year. Percentage of Renfrewshire population working age (16-64) 64.3% Data only 63.9% Data only 64.3% Data only Work to explore Renfrewshire’s demographics was undertaken by officers following the census release and this also looked at the regular data updates from the National Records of Statistics, this showed that while Renfrewshire has an overall ageing population (in line with the national trends), our proportion of the population of working age is above average and puts us in the higher end, just behind the city authorities. Percentage of Renfrewshire population working age (16–64) who are economically inactive 25.9% Data only 22.4% Data only 21.4% Data only This figure is for the calendar year 2024. The percentage has been falling in recent years and is lower than the figure for Scotland (which is a positive). This measure includes those who are students and those who are retired. Analysis on census data also showed Renfrewshire have a higher percentage of our economically inactive population who are long term sick or disabled.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Deliver the Fairer Renfrewshire programme, working with partners to support Renfrewshire residents through the cost-of- living crisis 31 Mar 2027 The Fairer Renfrewshire Sub-Committee has been meeting since August 2022 and a Fairer Renfrewshire Officers Group from across services is meeting monthly. In March 2023 existing funds were brought together into a single resource for Fairer Renfrewshire at around £5million, and partners are working together to further develop the programme. A further allocation of £450k to Fairer Renfrewshire was made as part of the Council budget in March 2025, including funding for a further Winter School Clothing Payment and Summer of Fun and Winter Connections programmes for the coming year. The Winter Connections programme ran again in Winter 24/25, providing opportunities for communities to come together and take part in free activities and including food. This has contributed to wellbeing over the winter. Summer of Fun funding has been allocated for the programme for summer 25. The Fairer Renfrewshire Panel has provided insight in a number of areas including holiday provision in Renfrewshire, with the Panel contributing to the plans for our ‘Summer of Fun’, both for summer 23 and 24, the Council’s new School Meal Debt processes, digital exclusion and employability, especially parental employability. Digital inclusion is also being supported through the introduction of DigiZones and through the Digital Champions programme, both developed through the Citizens Voice forum. Legacy Tackling Poverty projects continue to be funded, including School Breakfasts, Skoobmobile and the Peer Health project, Hearty Lives which is run in schools by Active Communities. The 2025/26 programme has been developed, and 25/26 priorities agreed with the Fairer Renfrewshire Sub- Committee. This will be presented to Leadership Board for approval in April 2025.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Develop mechanisms for supporting individuals with lived experience of poverty to influence policy in this area 31 Mar 2024 The Fairer Renfrewshire panel, facilitated by STAR Project, continues to meet with officers across Council services to ensure the voice of those with lived experience of poverty informs Council’s policy and practice. The Panel has provided insight in a number of areas. The initial discussion was around holiday provision in Renfrewshire, with the Panel contributing to the plans for our ‘Summer of Fun’, providing feedback on what is useful for low-income families, eg, provision of food in all settings, provision for siblings, local provision so there are no transport costs and provision for older teenagers. The Panel has also fed into the Council’s new School Meal Debt processes, which now include earlier referral to available supports. They have met the Digital Strategy Delivery Manager to discuss digital exclusion and have provided feedback and ideas to our Climate Emergency Lead Officer around Renfrewshire’s Net Zero Delivery Plan. Discussions with the panel around employability, especially parental employability have been used to inform events, and target work. As part of the Council Tax Debt Pilot, the panel were consulted with, to help those engaged in the Pilot to understand barriers to accessing support, such as advice, and to review correspondence associated with collection of Council Tax as well as potential for enhancing collection processes in general. The Panel has met with the Convenor and Depute of the Fairer Renfrewshire Sub-Committee and we also intend to bring the Panel together with the full Sub-Committee and Fairer Renfrewshire Officers Group to discuss Panel priorities and their future plans Developing new and radical approaches to tackling child poverty in Renfrewshire (CF) 31 Mar 2027 Work continues to develop place-based models to tackle child poverty. A Community Needs Assessment is currently being carried out and will inform the next phase. Funding has been allocated by Leadership Board in November 2024 to support the continuation of community development activity in Gallowhill following the publication of the Community Needs Assessment. This will provide capacity to 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.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update The Promise Strategic Oversight Board and workstreams will progress and ensure Renfrewshire ‘Keeps the Promise’ and delivers improved outcomes for individuals who are care experienced, wherever possible keeping children within their families (CF) 31 Mar 2025 A comprehensive report outlining the first 5 years of Renfrewshire’s work to Keep The Promise was presented and discussed at the Education and Children’s Services Policy Board on the 13th March 2025. The publication of this report coincided with the 5-year midpoint of the 10-year programme to Keep The Promise by 2030. Going forward this report will be updated on an annual basis and presented to the Board for consideration by elected members. The report has been well received and shared across our local and national networks. The Promise Keeper Network sits at 362 Promise Keepers with efforts taking place to grow the network. The network is receiving both local and national interest. There has been engagement with Scottish Government’s Promise Team (Care Experience, Children’s Services Reform & The Promise Division) around the merits and best practice nature of this initiative. On the 26th March three Renfrewshire Promise Funded projects were showcased at the Promise Partnership Showcase Event in Stirling organised by CORRA. The projects, the Youth Services Led Grant Programme and the two Keep The Promise Funded Education Projects, were showcased and shared learning with partners across Scotland. The Promise Manager has been working with colleagues in Environment, Housing and Infrastructure (E,H&I) around how that service will work towards Keeping The Promise and support our Care Experienced Community, and a number of actions have been incorporated into EH&I’s 2025/26 Service Improvement Plan. At February’s Promise Strategic Oversight Group, it was agreed that a review of membership take place and a proposed refreshed membership proposal be made. A suggested proposal has been produced and submitted to the Chair, for approval. The Supporting the Workforce workstream is actively progressing on a number of projects of note: “Promise Human Library,” “Care Experienced network for staff and “Guaranteed Interviews” activity. A full update was provided at recent The Promise Strategic Oversight Group.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Build local capacity for transformational whole systems change and to scale up and drive the delivery of holistic whole family support services (CF) 31 Mar 2025 FORT data shows that 636 families have been supported through the community family wellbeing service since recording on this system began. Funded third sector organisations now using FORT to make referrals and record wellbeing information. Three successful family wellbeing launch events in November 2024 reached 559 children and families. Third sector evaluations now underway and outcomes will inform funding for 2025/26. 1086 families to date have been supported by the community family wellbeing team and funded third sector partner organisations. 62% of families supported are from SIMD 1-5 Outcomes recorded include: • Improved parental understanding of the need of child, including healthy attachment • Improved sleep routine • Improved parental understanding of the needs of unborn child • Improved participation in community facilities and universal services • Improvement in parenting, family functioning, relationships and reduction in child’s distressed behaviour Following a successful system proof of concept, a procurement exercise is currently underway to secure a client record system for Whole Family Wellbeing ( including partner third sector organisations) ; community learning and development and educational psychology service Following evaluation of partner third sector organisations, year 4 funding will be awarded to allow continuation and development of family support work already underway, with a key focus on partnership working for added impact. Currently exploring more joined up working with Connected Communities.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Develop the Trauma Informed and Responsive Renfrewshire Programme 31 Mar 2025 The pilot of the Level 1 training will take place in the first quarter of 2025/26. The TIRR Steering Group has a refreshed membership and terms of reference and is meeting on a quarterly basis. A new officer is in post to help further roll-out the programme of work. Progress the design and delivery of the Curriculum, Learning, Teaching and Assessment; the Families and Communities; and the Inclusion Portfolios within Children’s Services (CF) 31 Mar 2025 All portfolios continue to focus on the actions plans which they have developed through self-evaluation activity. Portfolio planning teams meet regularly with heads of service to discuss progress and there is now a standing agenda item on challenges, so discussions are solution focused. Data continues to be shared across portfolios to ensure continuous improvement. Portfolio action plans are being developed to align with Service Improvement Priorities. Deliver mental health and wellbeing support, including Ren10 mental health and wellbeing network to support children, young people and their families (CF) 31 Mar 2025 A plan is in place for the next session (2025/26) and there will be a continuation of the support and resources which are demonstrating the biggest impact on children and young people’s mental health and wellbeing. Work is still ongoing to merge the referral process with FORT.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Deliver strategic and operational responses to migration and asylum, supporting individuals and families into settled accommodation (CF) 31 Mar 2026 The census releases over the latter half of 2024 have provided a significantly updated picture of Renfrewshire’s communities – work was undertaken to analyse this data, with a detailed presentation shared with the full Chief Officers Team at the away day in September and a workshop with the wider Our Leaders Forum group in December 2024. A detailed report was presented to the Leadership Board in December 2024 and further work has been undertaken to develop ward level profiles which will be shared with Elected Members shortly. A new Senior Policy Officer post with a focus on Migration and Population has recently successfully recruited and a core task for initial focus will be to develop a strategic needs assessment in partnership with the Strategic Migration Group. A detailed update for Members was reported to the Leadership Board in February 2025, including specific updates in relation to support for Ukrainian Displaced Persons and the introduction of the Afghan Resettlement Programme from March 2025.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Percentage of children living in poverty (after housing costs) (LGBF) 24% Data only * Data only * Data only The figure for this indicator is derived from the Local Government Benchmarking Framework indicator CHN24 '% of children living in poverty (after housing costs)'. The percentage in Renfrewshire in 2022/23 was 24%, compared to 23.3% in 2021/22. Renfrewshire had the second-lowest rate amongst its family group for this indicator, while the Scottish average was 21.8%. *This is and LGBF indicator and the 20223/23 data is the latest available. Proportion of people earning less than the real living wage (LGBF) 12.5% Data only 16% Data only 19.3% Data only Proportion of people (18+) earning less than the Real Living Wage as of 2024 was 19.3% which is an increase of 3.3% from the previous year. This equates to approximately 14,000 employees. The proportion in Scotland rose from 10.2% to 11.4% (288,000 employees). It should be noted that local authority estimates are ‘workplace’ based and include all those working in each local authority area, regardless of where they reside. Due to a methodical change, data for 2023 and 2024 are not directly comparable with data for 2022 and earlier years.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Percentage uptake of free school meals in primary schools 53.4% 52% 52.5% 60% 60.2% 60% The uptake for 24/25 is 60.2% which is an improvement on the 23/24 uptake of 52.5%. The school meal survey is issued every February and shared with parents, pupils and school staff. This provides detailed feedback which is measured against school meal reporting data to compare suggestions with current preference at each site. This is the foundation used to create the annual menu changes in June for Primary andSeptember for Secondary schools. Prior to implementation, the menu is shared with the Senior Facilities Operative- Production Cooks. They are provided with the autonomy of trialling new recipes with the pupils to encourage recognition of unfamiliar menu items before implementation. The Menu & Nutrition officer engages with Pupil Councils and Pupil Parliaments, along with the Fairer Renfrewshire Lived Experience Panel, to discuss issues encountered in dining halls and access direct stakeholder feedback.Pupils starting P1 & S1 are provided access to the school meals on induction days, with parents provided with information regarding ParentPay and available meal choice. All menus are available via PDF on the website which aligns to the pictorial menu boards displayed in each dining hall. The introduction of a pre-order app has been piloted in Park Mains HighSchool with the purpose of reducing queuing times and ensuring pupils access their preferred choices at lunchtime. Minor issues due to digital restrictions have caused delays, full implementation of the pre order app to be available in all secondaries is August 2025.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Number of children in receipt of school clothing grants 6104 Data only 5860 Data only 5,316 Data only The number of FSM/CG applications in 2024/25 during the period June to March fell by approximately 7% compared to the same period in in 2023/24, with the number of children being awarded a Clothing Grant in 2024/25 (June to March) falling by 9% compared to the same period during 2023/24. Whilst it cannot be definitively determined why there has been a reduction in the number of children being awarded a Clothing Grant, it appears that the primary reason for declinature is due to parental income exceeding the Clothing Grant eligibility thresholds for earned income within tax credits or Universal Credit. We would suggest that the reduced amount in applications and awards could be a combination of four reasons: natural and managed migration from tax credits/legacy benefits to Universal Credit where earned income thresholds are less generous, 40% of tax credits only recipients in Renfrewshire choosing not to move initially onto Universal Credit as part of managed migration between July 2023 and December 2024 and therefore potentially losing eligibility to FSM/CGs, higher pay settlements as a consequence of inflationary pressures increasing wages, and/or parents taking on additional working hours to help alleviate cost of living pressures. There is a communications campaign currently being planned to launch in conjunction with the 2025/26 FSM/CG applications opening early June 2025, highlighting the amount of money that could be saved and encouraging an increase in take-up.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Average time from household presenting themselves as homeless to completion of duty (number of weeks) 21.74 24 21.23 26 * 26 Whilst the 2023/24 figure is better than target, this indicator relates to ‘closed’ cases only. Given the record high number of homeless applications during 2023/24and the number of homeless applicants still staying in temporary accommodation(‘live’ cases), it is anticipated that this figure is likely to increase in the long run. A strong focus will continue to be required on social housing lets to those who are homeless. *The 2024/25 figure is still to be verified by the Scottish Government.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green What we will do Due Date Status Progress update Develop costed, targeted interventions and actions to support our net zero journey within the Council and working in partnership with key stakeholders (CF) 31 Mar 2026 Priority projects continue to be identified, costed and progressed in partnership with key service areas including Waste, Transport and OneRen. Projects include Sustainable Travel, and Local Heating and Energy Efficiency (LHEES). A project register will be finalised within the new Carbon Management Plan, outlining our approach to reducing carbon emissions over a 3-year period. Once agreed the Carbon Management Plan will go to the Planning and Climate Change Policy Board for approval in August 2025. Development of Low Emissions / Electrification Strategy 31 Mar 2026 The eight councils across Glasgow City Region have secured funding of up to £3.5 million from Transport Scotland to support the acceleration of new electric vehicle chargepoints. These new chargepoints will be delivered by a private sector operator, appointed by the councils, and include a mixture of charging speeds, installed across the City Region. Over the coming months the eight councils will be working intensively to scope the shape of the proposal that will go to the market, with the goal of enabling a comprehensive network of EV charging across the region. This includes widening access to chargepoints for the thousands of people who live in flats and can’t charge at home, as well as providing chargepoints in areas that typically may not be attractive to the private sector, enabling a more just transition to zero emission forms of transport. The eight local councils are East Dunbartonshire, East Renfrewshire, Glasgow City, Inverclyde, North Lanarkshire, Renfrewshire, South Lanarkshire and West Dunbartonshire Council. The consultant Jacobs have now collated data from all the local authorities involved. Representatives from Glasgow City Region including Renfrewshire Council attended workshop on 30th January 2025 to review next steps and are currently carrying out a site feasibility and grid capacity exercise with Scottish Power Energy Networks. An exercise is now underway to identify potential, suitable chargepoint locations in Renfrewshire.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green What we will do Due Date Status Progress update Develop a Strategic Property Review of Council operational, non- operational and surplus assets 31 Mar 2026 An updated report was taken to the Infrastructure, Land and Environment Policy Board in January 2025. A new Asset Management Oversight Group has also been established to provide oversight and Governance for all reviews and projects involving assets. A lot of data gathering now complete and building categories established to allow engagement with building users, communities and Elected Members. The plan is to rationalise the estate to make efficiencies. Several buildings have been released including Old Farmhouse, additional lease for Corporate Records and securing of Montrose Care Home, Falcon Day Centre and sale/removal of staff from Robertson Centre. Develop a funding strategy to support the resourcing of actions to deliver net zero 31 Mar 2026 Priority projects have been identified to support our net zero journey within the Council and working in partnership with key stakeholders , with a focus on reducing emissions from “heat and fleet”. These projects will form part of our costed delivery plans. Opportunities for additional investment, including external funding continue to be explored, as do ways in which to bring cost savings and generate revenue to reinvest in sustainable practices.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green What we will do Due Date Status Progress update Establish a carbon budget for Renfrewshire Council 31 Dec 2025 The Council is developing an initial carbon budget, with interim organisational targets to 2030-31. Identifying emissions by service area will be key in improving our understanding of how our emissions relate to the services we provide and the reductions we need to aim for in order to adapt to delivering the same high quality local services in a way that is fit for a resilient, net zero future Setting an annual carbon budget will help us meet our climate targets as an organisation – showing in an easy-to- understand way where we ‘spend’ most of our emissions and progress to net zero. Identifying emissions (and emissions reduction opportunities) by service area will be key in improving our understanding of how our emissions relate to the services we provide and the reductions to aim for in order to adapt to delivering the same high quality local services in a way that is fit for a resilient, net zero future. Review opportunities within the Council’s infrastructure pipeline projects to align with the skills transition and green skills development for local people 31 Dec 2026 This action was new in 23-24 and will be developed following phase 2 of the Plan for Net Zero which sets out the phased road map and costed, area-based delivery plans. Phase 2 is currently underway and the infrastructure pipeline of projects and the identification of skills gaps will follow on once the outcomes and the phasing are known. As this work is ongoing, the due date has been extended by one year, to 31 December 2026. Informing, educating and upskilling our communities to support them to contribute to climate action is a key priority. A Ren Zero community engagement programme will be developed, led by the Sustainability Lead (Stakeholder Engagement) which is currently being recruited. West College Scotland was recently awarded up to £100k from the Business Challenge Fund to allow local businesses to train staff in net zero / sustainability for free to contribute to this agenda. The programme will run financial year 24-25.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target CO2 Emissions area wide per capita (LGBF) 4.4 Data only 4.9 Data only * Data only Renfrewshire Council is below both the Scottish national average and the Family Group average for emissions area-wide per capita. Renfrewshire Council area saw a decrease of 3.7% compared with previous year *This is an LGBF indicator and 2024/25 data is not yet available. CO2 Emissions area wide: emissions within scope of LA per capita (LGBF) 3.8 Data only * Data only * Data only Renfrewshire Council is below both the Scottish national average and the Family Group average for emissions area-wide within scope of the LA per capita. Renfrewshire Council area saw a decrease of 4.6% compared with previous year. *This is an LGBF indicator and 2024/25 data is not yet available. Amount of CO2 emitted by the public vehicle fleet 3267 3000 3118 3000 3180 3000 Increases in transport emissions were expected coming out of the pandemic and decreased travel during these times. Although 2022- 23 emissions show an increase from the previous year emissions from transport are still lower in 2022-23 than pre-pandemic levels, and Renfrewshire is below both the national average and family group average per capita for transport emissions. Amount of CO2 emitted from public space lighting 1138 1500 1,216 1,100 1217 1100 This performance indicator is an annual indicator and not measured for quarters. Although not measured in quarters, the emissions levels are anticipated to level out year on year as the LED programme is substantially complete.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Amount of CO2 emitted from Council buildings New Indicator for 2023/24 12,121 .2 Data only * Data only Targets are being set as part of the refreshed Carbon Management Plan. The Council’s natural gas consumption and electricity consumption both decreased in 2023-24. *Figures for 2024/25 are not yet available. Percentage of household waste Recycled (Calendar year data) (LGBF) 53.7% 50% 44% 50% * n/a *Figures for 2024 are not yet available and are expected in June 2025.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Implement the next phase of transformation through the actions arising from the Council’s financial sustainability and improvement workstreams and the new Reshaping Renfrewshire programme 31 Mar 2027 The aim of this action is that the Council is able to maintain a balanced budget by 31 March 2027 within the context of a challenging financial environment. This has so far been achieved for the first of the three financial years in scope. Of the savings targets set in 24/25, including residual balances from 23/24, 92%has been achieved so far. This action has been updated to reflected the new phase of transformation, Reshaping Renfrewshire. Deliver improvement activity across the organisation in line with revised best value audit methodology 31 Mar 2026 Following the successful delivery of the Corporate Self-Assessment programme, a corporate improvement plan has been developed by CMT to support the Council’s approach to best value and continuous improvement. In December 2024, Renfrewshire Council launched an innovative new approach to self-assessment focused on organisational culture, known as Renfrewshire’s Cultural Assurance Model (CAM). The CAM was first of its kind within the Scottish public sector and was developed in partnership with the Improvement Service and based on the Public Service Improvement Framework. The first phase of the assessment involved a survey element for participants which was completed in early 2025, the results were analysed by Council and Improvement Service officers in advance of a series of workshops which took place in late February and early March. The findings were very encouraging, with respondents reflecting on a very positive organisational culture alongside some constructive areas for improvement to explore further. 5 key actions were developed by CMT and have been added to the Council’s overall Corporate Improvement Plan. The Controller of Audit Best Value Audit report for Renfrewshire Council was considered by the Accounts Commission on 15 May 2025, with the final report, including the Commission’s findings, published on 5 June 2025. This report, alongside the Council’s response, will be considered by Council on 26 June 2025. Any agreed actions will be incorporated into the Corporate Improvement Plan with progress reported to Leadership Board as part of the regular ongoing updates. This action has been updated to reflect the phase of delivering Best Value we are moving into and the focus on our Corporate Improvement Plan actions.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Continue to develop our approaches and activities in relation to Equality, Diversity and Inclusion, responding to the needs and views of our workforce 31 Mar 2027 Key areas of progress include new and revised HR&OD Policies written using friendly, inclusive language and tone. The Council is embedding our economic development employability programmes throughout our recruitment processes ensuring barriers faced by employees and interns are removed. Recruitment, onboarding and pastoral support processes for overseas workers have been established, through participation in a Scottish Government pilot programme. Equality, Diversity and Inclusion Awareness is now one of the Council’s mandatory training modules and all employees are being supported and encouraged to complete the training, whether that be online or via face to face/toolbox talks. Our workforce received communications throughout November to encourage them to update their personal equality monitoring information currently held by the Council. This will enable the Council under its statutory duty to ensure the most up to date information is held and policies/strategies, etc are meeting the needs of our people. The Council is currently revising its Equality & Diversity and Respect at Work Policies and associated training, with a view to implementing later in 2025. The 3 year Plan will continue to be implemented throughout 2025 and beyond Develop new approaches to consultation and engagement with our communities, underpinned by our values. 31 Mar 2025 This action is complete. A new policy (with additional checklist and toolkit) and Terms of Reference for an officer- led engagement oversight group has been produced, responding to service engagement and feedback and national best practice guidance. The Policy was agreed in February 2025 and work is now underway on an implementation plan. There is a new action focusing on monitoring the effectiveness of our engagement with communities.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Develop a framework to monitor the effectiveness of community engagement 31 Mar 2027 NEW This is a new action added following the completion of the previous action and the approval of the new Consultation and Engagement Policy by the Leadership Board in February 2025. Lead implementation of the council brand, ensuring council communications are responsive, informed, inclusive and accessible (CF) 31 Mar 2025 This action is complete. A report was taken to Leadership Board in 2024 to update members on the outcome of the evaluation of place brand activity over the past five years and the findings of an independent review, and to recommend next steps for place promotion. Officers from marketing and communications will work with regeneration and economic development colleagues and wider place partners to explore the six recommended areas of activity to help drive the marketing of Renfrewshire in future. A further report will be taken to Leadership Board in the autumn to update on progress. Deliver a refreshed approach to workforce planning and workforce innovation, with a focus on recruitment and retention; learning and development; and career pathways. 31 Mar 2027 The Workforce Planning Group are progressing the key priorities of the People Strategy, taking forward the recommendations from the Best Value audit and will work collaboratively with the Head of People and OD on strategic approaches to workforce planning and OD to establish new key priority areas over the next 5 years. A bi- annual report on our People Metrics was presented to FARS Board on 13 February 2025 for noting and monitoring. Drive improved attendance and reduced absence across the organisation 31 Mar 2025 The Workforce Planning Group are progressing the key priorities of the People Strategy, taking forward the recommendations from the Best Value audit and will work collaboratively with the Head of People and OD on strategic approaches to workforce planning and OD to establish new key priority areas over the next 5 years. A bi- annual report on our People Metrics was presented to FARS Board on 13 February 2025 for noting and monitoring.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Embed our Wellbeing Strategy, meeting the current and future needs of our workforce 31 Mar 2025 Training for colleagues who are already mental health first aiders on how to support colleagues with specific types of mental health conditions was rolled out on 5th December – A conversation on Anxiety. Further sessions planned during 2025 will be delivered on Suicide, Depression, Self-Harm and Psychosis. We continue to raise awareness of menopause. An action plan of support based on findings from the Menopause Survey conducted in November 2024 will include further RenTalks on Supporting Menopause during February, toolbox talks on support for employees and managers and ‘Let’s Pause’ sessions, our virtual get-together. Council officers continue to work in collaboration with RCA Trust to provide colleagues with specialist support, training and advice on gambling addiction. ‘Bet you can help now’ training is being rolled out during January and February, with focus groups consisting of line managers, People & OD and Trade Unions. We have recently been recognised as a Breastfeeding Friendly Scotland employer. Training will be rolled out to the Customer Contact Centre employees initially, to provide advice and signposting people to available facilities and Council locations outwith Renfrewshire House. This training will be recorded and developed as a module on iLearn for all employees. A Council website page is being created in the staff information section that will include guidance around reasonable adjustments etc. Wellbeing Support toolbox talks are being rolled out to line managers within HSCP and EH&I. This will also be delivered during the Head Teachers meeting in February. Implement the new Digital Strategy 31 Mar 2030 NEW This is a new action which has been added following the approval of the Council’s new Digital Strategy in April 2025. This action links closely to the delivery of the transformation programme, Reshaping Renfrewshire.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Average number of work days lost through sickness absence per employee 13.57 9.9 13.01 9.9 * 9.9 * Figure for 2024/25 is not yet available.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2021/22 2022/23 2023/24 Explanation of performance Value Target Value Target Value Target Percentage of posts of the highest 5% of earners among employees (excl. Teachers) who are women (LGBF) 58.15% Data only 56.84% Data only 57.59% Data only Total number of employees = 6,406 Total number of employees in top 5% = 323 (per guidance value 320 has been increased to 323 due to numbers on the salary point) Total number of women in top 5% = 186 (57.59%) This indicator is helping to measure and monitor the percentage of women in senior posts in the Council. The increase in this indicator from 56.84% in 2022/23 to 57.59% in 2023/24 has arisen due to turnover activity within the Council. We will continue to monitor this indicator as part of our equality monitoring processes to ensure that our recruitment, training, development, and retention processes treat everyone in an equal and consistent basis. We also now provide senior officers with frequent statistics inclusive of attrition & retention to help create awareness of where potential challenges may exist whilst offering a range of interventions. Due to a number of external factors out with the council’s control it is difficult to predict future impact, however, based on the council’s trends and interventions over recent years it is anticipated that we will continue to make improvements via recruitment and retention training and provision of statistical information.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Percentage gender pay gap between average hourly rate of pay for male and female employees (LGBF) 0.48 Data only 0.44 Data only * Data only The pay gaps were calculated using the difference between male and female’s average hourly rate which excludes overtime. Average hourly rate of pay (Male) = £20.33 Average hourly rate of pay (Female) = £20.24 Gender Pay Gap % = 0.44% The Council’s pay gap of 0.44% was calculated as at 31st March 2024 and highlights the pay gaps between male and female employees. The pay gaps were calculated using the difference between male and female’s average hourly rate which excludes overtime. Whilst recruitment and turnover will have a continuous impact on the gender pay gap due to external factors out with the council’s control, the revised pay & grading model and service reviews together have reduced the gap. We are embedding the final year of the pay & grading model, and we continue to support ongoing service redesigns. Due to a number of external factors out with the council’s control it is difficult to predict future impact, however, based on the council’s trends and interventions over recent years it is anticipated that we will continue to make improvements. *This figure is provided by the Improvement Service and the latest available data is for 2023/24.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Complaints closed at Frontline Resolution as a percentage of all complaints 89.2% 85% 82.8% 85% 63.5% 85% For 2024/25, across the Council 11,980 complaints, comments and compliments were recorded on the complaint system. Of this 11,179 were closed as a frontline response complaint and 7,100 (63.5%) were closed within 5 working days. Target has not been achieved for the 2024/25 reporting period. A refreshed approach to auditing of complaints practice has been introduced to monitor the quality and timeliness of responses and drive improvements. Some changes have been made to internal processes to ensure enquiries which are not complaints are diverted from the complaints process. Percentage of FOI requests completed within timescale 93.6% 90% 89.9% 90% 90% 90% 90% FOI requests due in 2024/25 were completed on time. 1528 requests were received with 1378 completed within timescale. Target has been achieved for this reporting period Percentage of LGBF indicators performing in the top 2 quartiles 56% n/a 50% 56% 50% 56% This data is provided by the Improvement Service and is a snapshot in time. At present, half of our indicators are in the top two quartiles. This reflects our relative performance. Consideration of our actual performance shows that 74% of indicators have Improved since the base year.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families Indicator Current Status Short term trend Long term trend 2021/22 2022/23 2023/24 Explanation of performance Value Target Value Target Value Target Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Literacy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) 15.4 7 16 10 14 10 The size of the attainment gap has decreased since 2022/23 and is within 0.4 percentage points of the 2021/22 figures. Attainment has improved consistently over the previous 3 years with a 5 percentage point increase in attainment in both groups. Pupils living in most deprived areas were more significantly impacted by the pandemic which caused these gaps to widen. The data indicates that some progress is being made to decrease gaps however a significant challenge remains. Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Numeracy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) 13.4 6 11 9 11 9 The size of the attainment gap is in line with 2022/23 and lower than in 2021/22. Attainment has increased for both groups over this period, with a 3 percentage point increase for pupils living in 30% most deprived areas and a 2 percentage point increase for those living in 70% least deprived areas. Pupils living in most deprived areas were more significantly impacted by the pandemic which caused these gaps to widen. The data indicates that some progress is being made to decrease gaps however a significant challenge remains.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families Indicator Current Status Short term trend Long term trend 2021/22 2022/23 2023/24 Explanation of performance Value Target Value Target Value Target Average total tariff score of leavers living in SIMD 30% most deprived areas 745 770 681 700 681 700 It is not possible to make a like for like comparison to previous years within this measure due to the cancellation of exam diets in 2020 and 2021. Renfrewshire’s data follows national trends with an increase during this period which is now returning to post-pandemic levels. Renfrewshire is consistently ahead of the national figure in this measure but remains marginally below the virtual comparator. The latest data is ahead of the 2018/19 leavers cohort, which was 674. Targets for this measure were set before the pandemic. Average total tariff score of all school leavers in Renfrewshire 984 959 933 960 941 960 As above, it is not possible to make a like for like comparison to previous years within this measure due to the cancellation of exam diets in 2020 and 2021. Renfrewshire’s data follows national trends with an increase during this period which is now returning to post-pandemic levels. Renfrewshire is consistently ahead of the national figure in this measure but remains marginally below the virtual comparator. The latest data is ahead of 2018/19 leavers cohort, which was 923. Targets for this measure were set before the pandemic.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families Indicator Current Status Short term trend Long term trend 2022/23 2023/24 2024/25 Explanation of performance Value Target Value Target Value Target Proportion of children being looked after in the community (LGBF) 91.7% 89.9% 90.9% 89.9% 91.6% 83% The percentage of looked after children in the community has increased by 0.7 percentage points (pp) compared with the year end position the previous year. The majority of all looked after children continue to live in a community setting either with their own family or with an alternative family. A residential house or school can be more suitable for a small number of children and young people based on their needs, but the service will always seek to have a child live in a family setting where appropriate. Please note, this indicator is also reported annually, and the figure is derived from the Local Government Benchmarking Framework indicator CHN9 'Balance of care for 'looked after children': % of children being looked after in the community'. The last data published for this indicator is for 2022/23; the percentage of looked after children living with families in the community in Renfrewshire was 91.7%, greater than the Scotland average of 89.2%.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan Six monthly progress update June 2025 For more information, please contact: policycefar@renfrewshire.gov.uk