Best Value – Corporate Improvement Plan
Renfrewshire Council · 17 September 2025
Back to Leadership Board — 17 September 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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___________________________________________________________________ To: Leadership Board On: 17 September 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Best Value – Corporate Improvement Plan ___________________________________________________________________ 1. Summary 1.1 The duty of Best Value applies to all public bodies in Scotland and requires organisations to ensure that there is good governance and effective management of resources, whilst also ensuring activities focus on improvement and deliver the best possible outcomes for the public. 1.2 This paper provides an update to elected members on the ongoing activities within the organisation to support the delivery of Best Value through our continuous improvement focus. 1.3 A range of high-level actions are grouped together in a Corporate Improvement Plan (CIP), which was previously reported to the Leadership Board in February 2025. The CIP has been updated to reflect activity and progress and now has a number of new actions included following the publication of the Controller of Audit Best Value report for Renfrewshire Council, as reported to Council in June 2025. 1.4 Alongside the ‘watching brief’ areas from the Controller of Audit report, the CIP includes recommendations from previous Annual Audit Reports by the Council’s external auditors, Azets, and actions from self-assessment activity, primarily the Corporate Self-Assessment and the Council’s Cultural Assurance Model. 1.5 The full Corporate Improvement Plan is attached to this report as Appendix 1 and is also published on the Council’s website. A progress report will be presented to Leadership Board in February 2026. ___________________________________________________________________
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2. Recommendations 2.1 Members are requested to: • note the progress of the Corporate Improvement Plan as outlined in the appendix. ___________________________________________________________________ 3. Background 3.1 A core value of Renfrewshire Council is ‘We Value Learning’ and the Council has established an ongoing programme of self-assessment to learn and improve. This helps to ensure that all elements of Best Value are being delivered and to drive forward corporate improvement activities in line with our commitment to continuous improvement as an organisation. 3.2 Within the new Best Value approach, our first phase of self-evaluation focused on a Corporate Self-Assessment which was rolled out in 2022/23 and 2023/24 and resulted in the development of Corporate Improvement Plan (CIP). This CIP has been enhanced with additional areas for improvement identified via the ongoing external audit processes, including our Annual Audit Report and the Best Value thematic reviews. 3.3 The original CIP was reported to Leadership Board in February 2025, noting that the vast majority of existing actions were completed or nearing completion and represented a significant programme of work across the range of Best Value themes. 3.4 As anticipated at that time, a range of new improvement actions have since been identified through the second phase of self-assessment - our Cultural Assurance Model - and also through the Controller of Audit Best Value report of Renfrewshire Council. 3.5 As reported to Council in June 2025, there were no formal recommendations from the Controller of Audit Best Value Report, however areas of interest were highlighted by the Accounts Commission. These broadly align with areas already identified as part of the preparation for the Best Value process or the self-assessment activity which has underpinned it. Eight actions have been added to the CIP and are noted at the start of the appendix, under the prefix BV. 3.6 An additional action has been added from the recommendation contained within the Interim Follow Up Report as reported to Audit, Risk and Scrutiny Board in April 2025. This relates to the use of options appraisals and is noted with the prefix IF. 3.7 There are five actions which have been developed using the Council’s Cultural Assurance Model, reflecting the areas for improvement identified by Council colleagues across services. These are identified in the CIP with the prefix CAM.
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3.8 The remaining actions in the CIP have all been previously reported to Leadership Board and the majority are now complete but are still included for completeness. In future progress updates to the Leadership Board, completed actions which have already been reported to Board as complete will drop off the action plan. 3.9 The Best Value thematic work on transformation is being finalised by the Council’s external auditors and is due to be reported to the Audit, Risk and Scrutiny Board later this month. Any recommendations arising from that report will be added to the Corporate Improvement Plan. 3.10 While the ongoing audit process continues, with the Annual Audit Report and the annual Best Value thematic reviews, for Renfrewshire Council the particularly intensive audit period experienced in preparation for the Controller of Audit Best Value report has now ended. The focus for the organisation has shifted to continuous improvement – reflected both in the Corporate Improvement Plan approach, but also wider activity, such as the establishment of the officer Performance Board and the Consultation and Engagement Oversight Group. Any specific improvement actions flowing from these groups will also be captured in the CIP. 3.11 As previously noted, the CIP is a dynamic document, and the completed actions will make way for new actions to be taken forward. In addition, progress on the recommendations from our external auditors will continue to be reported to the Audit, Risk and Scrutiny Board as part of the ongoing reporting arrangements in relation to Best Value. ___________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – our commitment to Best Value and the delivery of many of the activities (including self-assessment) is clearly established within our Council Plan, particularly through the Living Our Values strategic priority. 4. Legal - none 5. Property/Assets – none 6. Information Technology - none 7. Equality and Human Rights – there are no negative impacts on equality groups or potential for infringement of individuals’ human rights arising from the recommendations contained in the report, as the report is for noting only.
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There is an action in relation to equalities and our refreshed approach to impact assessments in the appended Corporate Improvement Plan. 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – none 14. Children’s Rights - none Author: Pauline Moss, Strategy, Policy and Insight Manager
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Renfrewshire Council - Corporate Improvement Plan References: BV prefix - Best Value Audit Report, June 2025 LF prefix - Thematic Review: Leadership, 2022/23 IF prefix - Interim Follow Up Report, April 2025 CAM prefix - Cultural Assurance Model, 2024/25 AAR prefix - Annual Audit Report, 2023/24 SA prefix - Corporate Self-Assessment, 2023 WFI prefix - Thematic review: Workforce Innovation, 2023/24 Ref Action/recommendation Update Timescales Status BV.1 Embed Cultural Assurance Model approach into cycle of continuous improvement 5 priority actions identified from the Cultural Assurance Model (CAM) have been included in this Corporate Improvement Plan and where relevant have been included in Service Improvement Plans. Further work is planned to reflect further on this work and the findings from the Employee Engagement Survey, aligning and building on these insights. Cultural Assurance Model actions progress is noted below with the actions prefixed CAM. A timeline for future phases of the CAM is currently being developed, alongside colleagues in People and OD, to best align with future phases of the Employee Engagement Survey. 31 March 2027 Ongoing
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BV.2 Share Cultural Assurance Model with others Renfrewshire Council continues to work closely with the Improvement Service as we share our experience of developing the model and the benefits of undertaking this work. A workshop with a national professional group took place in June 2025 which was well received, and a number of local authorities have expressed an interest in the model. As this work is mainstreamed into the Improvement Service’s PSIF offer for all member organisations, Renfrewshire Council officers will continue to make themselves available to champion this work. The Improvement Service have now launched the Cultural Assurance Model, branded the ‘Culture Checklist’ as part of their PSIF package – this is available online. The lead officer on this work has also been invited to present to the Improvement Service’s Annual PSIF Learning event due to take place in November this year. 31 March 2026 Ongoing BV.3 Highlight costs associated with Thistle Primary School and extension to Park Mains High School Capital costs for both projects are reported to the Education and Children’s Services Policy Board every reporting cycle, on an individual basis giving Elected Members and the public full information on both cost and progress with the works and both projects are fully funded and included within existing financial plans. A revised medium term financial plan will be provided to Council in September which will incorporate the forecast operating costs of the expanded schools’ provision. Capital costs remain in line with agreed budgets at present. 30 September 2025 Ongoing BV.4 Evidence community engagement within The Consultation and Engagement policy was approved at Leadership Board in February 2025, which sets out standards and 31 March 2027 Ongoing
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decision making, policy development and service planning 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. A Consultation and Engagement Co-ordination Group is being established to provide strategic oversight and guidance, and drive improvement activity. Updates will be provided to the Leadership Board on a six-monthly basis as part of Council Plan updates. The findings from the recent Residents Survey will also support decision making and service planning, acting as a baseline for future engagement and priority setting. A new Senior Policy Officer to support this workstream has now been appointed and is in post. Work is underway to carry out a ‘rapid review’ and triage upcoming consultations and surveys and to work closely with Digital Experience colleagues for how the new website can best support the approach. A toolkit is also being developed. BV.5 Monitor, assess and report on any delivery issues in relation to capital programme Officers recognise the challenges in delivering Renfrewshire’s capital programme - the programme is ambitious, diverse and complex. Officers continue to closely monitor projects progress through a number of officer boards such as the Learning Estate Strategy Board. Regular updates on key projects are also provided to Elected Members through Board reports such as learning estate updates to the Education and Children’s Services Policy Board; and cultural and City Deal projects to the Economy and Regeneration Policy Board. The Audit Risk and Scrutiny Board has also agreed to maintain a wider overview in respect of the learning estate incorporating both capital project progress and strategic planning. 31 December 2025 Ongoing
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BV.6 Encourage all Elected Members to undertake training The Council uses a combination of an intensive induction programme following each Local Government election and a targeted annual development programme for Elected Members. This is supplemented by bespoke training opportunities throughout the year. This approach is regularly reviewed to keep pace with the changing context and key areas of interest identified by Elected Members. Training opportunities are also offered in different formats – in person, hybrid, online and as a recorded training seminar available at a time to suit. A suite of training materials is also provided to enhance the content, and opportunities for training and development through organisations such as the Improvement Service are also shared and promoted. Feedback is sought from the annual Members Development Week and the programme adjusted to reflect this. Plans are already in development for the Members Induction Programme following the 2027 local government elections. A range of training options continue to be utilised by Members, including Board-specific training, such as for the Audit, Risk and Scrutiny Board. The annual Members Development Week has been scheduled for the week commencing 6 October 2025. Members were asked for areas they wished covered, and the responses were considered. Similarly, the CMT’s views were sought. The programme has been set and members advised of the programme content and timetable. 31 December 2025 Ongoing BV.7 Continue to monitor performance and the impact of decisions on service performance and wider community outcomes A programme of work strengthening the Council’s approach to performance scrutiny has already been commenced. This includes the establishment of an officer performance group to drive improved performance across Council Plan strategic outcomes, explore the LGBF and other benchmarking in more depth and undertake ‘deep dives’ on Council-wide performance, with a 31 December 2026 Ongoing
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particular focus on outcomes and the golden thread between performance and priorities. The new officer Performance Board has been established and has been meeting on a four-weekly basis. A programme of work has been agreed and includes deep dives into the following areas – planning and building control, absence, complaints and enquiries, justice social work and waste and recycling. Reporting on LGBF indicators to the Audit Risk and Scrutiny Board has been increased to six-monthly. Work is also underway to review the approach to Service Improvement and Council Plan reporting, with a view to strengthening the ‘golden thread’. BV.8 Financial Reporting of Savings Officers will continue to consider where improvements in financial reporting could be made, recognising our commitment to transparency. Currently, where Council agrees a saving, this is baselined within opening departmental budgets, therefore any non-delivery will result in a reportable overspend to the relevant Policy Board. Further, additional reporting of savings delivery arising from the Reshaping Renfrewshire Programme will be built into the major financial strategy reports brought forward twice a year by the Director of Finance and Resources. The financial plan report to Council in September will outline target areas for savings linked to agreed transformation themes and also provide an update on achievement of departmental savings achieved to date. 30 September 2025 Ongoing IF.1 Consider how options are presented to Elected Members to improve decision making The Council already makes extensive use of options appraisal and business case development as part of major investment projects and has an established business case and options appraisal process as part of its corporate project management framework to 31 March 2026 Ongoing
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effectiveness and openness support the development and delivery of projects across the Council. Officers are undertaking a review of the existing corporate guidance, board reporting arrangements and will benchmark with approaches adopted by other Scottish local authorities to identify specific areas of best practice and recommended improvement actions to be adopted into existing arrangements. AAR.1 Update performance information on the Council’s website The Council regularly updates its performance information on the website. The small number of documents which had not yet been updated to the latest approved on the website have since been updated and a specific ‘Best Value’ page has been created. No timescale set - this was actioned immediately Complete WFI.1 Implement clear productivity measures in relation to efficiencies and impact on productivity As a direct result of the 2023/24 Audit recommendations, the 2025/26 Service Improvement Plans (SIPs) include a new suite of performance indicators. These include: • Percentage of new Council staff completing corporate induction within 30 days of start date • Percentage of Council staff who have completed all mandatory training • Percentage of Council staff who have participated in a Personal Development 1-2-1 discussion within the last year These measure the overall performance for the Council workforce. In additional, services also have these specific measures within their SIPs. These indicators will continue to evolve as we measure progress and the impact of the People Strategy. These measures were agreed at the Chief Executive’s Scrutiny Meetings with Services and have also been agreed by Corporate Management Team. 30 June 2025 Complete
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In February 2025, a Board report went to Finance, Resources and Customer Services Policy Board, entitled People Strategy 2021-26: Council Workforce Demographics and People Metrics. This report provides an overview of the current workforce profile and highlights the importance of utilising people metrics for effective evidence-based decision-making within the Council. A clear understanding of our workforce is crucial for workforce planning and future operational service delivery. A further report providing year end people metrics for 2024/25 was also presented to Elected Members of the Finance, Resources and Customer Services Policy Board in June 2025. The next report is scheduled for November 2025, ensuring Elected Members have complete oversight and scrutiny of the Council’s performance. WFI.2 Track the impact of the skills and development measures with a set of performance indicators As above, a suite of performance indicators is now included in all Service Improvement Plans from 2025/26, and we are also measuring overall Council-wide performance. New actions have also been included in the SIPs to reflect the recommendations from the Audit, including • Deliver a refreshed approach to workforce planning and workforce innovation as part of the review of the Council’s People Strategy, supporting future Financial Sustainability This workstream also links with the performance overview for the CMT, with new people metrics being embedded in the regular reporting. This will be further developed and continue to be built into updates to Policy Board as outlined above. 30 June 2025 Complete WFI.3 Improve the quality of the reporting presented to the relevant Board and Members (in relation to Regular updates on the People Strategy are reported to the Policy Board, for example in addition to the February report referenced above, an earlier report went to Policy Board in November 2024, which detailed the organisation’s progress against the People 30 June 2025 Complete
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people strategy monitoring). This includes considering reporting within service level in SIPs. Strategy priorities. This reported an 80% completion of the plan, alongside a very detailed appendix of performance. In addition, officers have developed an approach to strengthen and mainstream updates through the SIP process as follows. There will continue to be workforce innovation as a dedicated section within SIPs. As noted above, for 2025/26 there has also been a dedicated section on workforce innovation progress which will also be reported back in the mid-year and outturn reports. While workforce innovation has always featured prominently in the actual SIP, incorporating actions and performance indicators will strengthen reporting within the progress reports. Each service has added a dedicated action committing to progressing the priorities within the People Strategy. Linking to the above action, further development of people metrics has been carried out and a new suite included in the 2025/26 SIPs. This work will continue to flow through to the regular Policy Board reporting on the people strategy. Workforce planning/innovation will continue to be a key element within the Chief Executive’s Scrutiny Sessions. As reported to Policy Board in April 2025, a review of the Council’s People Strategy is already underway and aligns to recent service redesign within the People and OD team, as follows: ‘The new strategy will have a stronger focus on financial sustainability and will set out our vision for the workforce, ensuring that we continue to attract, develop, and retain the right people with the right skills to meet the needs of our communities. To successfully deliver this strategy, it is essential that the People and OD team are structured effectively, with the right talented
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resources in place. The review of the People and OD function is therefore a crucial step in ensuring the team is in the best shape to lead and support this transformation.’ A report was presented to Elected Members of the Finance, Resources & Customer Services Policy Board on 12 June 2025, outlining proposals to modernise the Council’s terms and conditions of employment for local government employees. These proposals are part of the Council’s ongoing commitment to workforce development under the People Strategy and aim to improve flexibility, fairness, and sustainability across the organisation. Key areas include converting public holidays into flexible annual leave, enhancing leave entitlements, recognising NHS service for recruitment, revising festive closure arrangements, and updating flexible working and redeployment policies. Following initial rejection of the original offer by Trade Unions, the Council have undertaken further analysis and reshaped the proposal to address concerns. A revised offer has now been presented, including a restructured compensation package and broader leave improvements. Discussions with Trade Unions remain ongoing, and the Council continues to engage constructively to reach agreement. Subject to approval, implementation is planned on a phased basis from January 2026. A further update will be provided to Members at the September Policy Board. LD1 To consider further priority setting to allow effective delivery of the Council’s key outcomes. From February 2024 onwards, CMT undertook a number of sessions to refine the Council Plan priority actions, and this approach was pulled through to the Service Improvement Planning process, with SIP priorities presented to the CMT by Directors before Board. 31 July 2024 Complete LD2 The Council set a clear performance framework
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and service tracking of Council Plan objectives; the Council might want to revisit the way it tracks Plan objectives progress to ensure reporting is accurate Following this, a refreshed Council Plan was presented to Leadership Board in June 2024, with significantly reduced and refined priorities, actions and indicators. A new overview dashboard of progress towards the Strategic Outcomes was also included in the 6-month performance update, also presented to the June 2024 Leadership Board. CAM.1 Involving employees in reviewing and improving the organisation – produce a single ‘plan on a page’ for each Service Improvement Plan (SIP), for managers to use in team and individual meetings, using clear language and relevant to a wide range of colleagues. Service Improvement Plans for 2025/26 were approved at the relevant Policy Boards during the May/June cycle. Following that, a template for the plan on the page has been developed and the service content is currently being populated. 31 December 2025 Ongoing CAM.2 Review approaches for employees to raise concerns with a workshop at future OLF on whistleblowing, learning lessons, and training managers to have ‘raising concerns’ conversations and incorporate into their regular team and individual meetings. Plus, opportunity to build into action for action CAM.4 to include a question specifically A date for the OLF session is being scheduled and the workshop is currently being designed 31 December 2025 Ongoing
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about any concerns within PDP process. CAM.3 All senior officer Boards, groups and meetings to include final agenda item on comms needed to other groups and to broader workforce This has been adopted across senior officer meetings and Boards. Work is underway with the Marketing and Comms team to develop more information for staff on the website on these meetings (links to CAM.5). 30 June 2025 Complete CAM.4 Updated template for PDPs to be developed (including links to SIPs, question regarding raising concerns) and expectations set across management teams about completing these at least once a year. This should be fed back at DMT level. The Council has approved a new People, Performance and Wellbeing Policy, which strengthens our approach to supporting staff and improving service delivery. This policy replaces the previous People, Performance and Talent framework and reflects our commitment to a values-led, trauma-informed culture. The policy introduces a structured cycle: Evaluate, Meet, Support, Review, to guide performance conversations and development planning. Managers are expected to hold at least one meaningful one-to-one conversation annually, ensuring staff feel heard, supported, and clear on expectations. Wellbeing is now formally recognised as a key driver of performance, with the policy encouraging open conversations around health and trauma. This ensures that support is not only available but embedded in how we manage and develop our workforce. By aligning with the Council’s strategic aims, the policy promotes fairness, inclusion, and continuous improvement. It also helps identify skills gaps and underperformance early, enabling targeted investment in workforce development and better outcomes for our communities. 31 March 2026 Ongoing
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Guidance and associated training for Managers and Staff will be rolled out towards the end of 2025. The Council has implemented a mandatory training programme for all employees, reinforcing our commitment to learning as a core organisational value. This programme is a key strand of the People Strategy and supports a collaborative, values-led learning culture. Mandatory training helps ensure consistency, compliance, and quality across services, while also enhancing employee performance, satisfaction, and retention. It contributes directly to risk mitigation, innovation, and the Council’s reputation as a responsible and forward-thinking employer. A renewed corporate focus has been placed on progressing mandatory training across all services, with regular performance reporting to the Corporate Management Team. The five mandatory courses for all employees are: Equality, Diversity and Inclusion Awareness, Information Governance Annual Refresher, Introduction to Data Protection, Introduction to Freedom of Information, and Living Our Values. For networked employees, additional mandatory courses include Display Screen Equipment Awareness, Information Security Awareness, and Cyber Security. Targeted initiatives, such as protected, time for teachers, toolbox talks for frontline staff, automated reminders, and expanded induction content, are helping improve completion rates and ensure all staff are equipped to deliver best value outcomes for Renfrewshire’s communities. Progress on mandatory training is reported as part of the Council’s Workforce Planning and People Metrics Report presented to
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elected members of the Finance, Resources and Customer Services Policy Board. CAM.5 Develop transformation page on website, with clear definition of what this means for Renfrewshire, links to Reshaping Renfrewshire report and summary comms and introducing the new Transformation Board approach. A communications plan for the Transformation programme (Reshaping Renfrewshire) is been developed and will be rolled out following approval. As noted at CAM.3, work is underway on broader comms about officer groups. 31 December 2025 Ongoing SA1.1 Council plan prioritisation Agreed by Leadership Board on 19 June 2024 and the information on Council website updated. See LD1 and LD2. 31 July 2024 Complete SA1.2 Carry out staff survey, with feedback and follow up plan In February 2025, a report was presented to Elected Members of the Finance, Resources and Customer Services Policy Board showing findings from Renfrewshire Council’s recent employee engagement survey, “Improving our Workplace,” which ran for four weeks in September 2024. The survey, a key initiative under the Council’s People Strategy, was supported by Trade Unions and Services and received responses from 22.9% of the workforce (1,956 employees). Feedback was gathered from across all Council Services, with response rates in line with benchmarking data from other Scottish councils. The results were broadly positive and highlight areas for improvement. To support continuous improvement. The next Council-wide survey is scheduled for 2027 and will continue on a three-year cycle thereafter. An update on progress will be presented to Members early 2026. This provides a temperature check on a number of the other improvement actions. 31 December 2024 Complete
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Workshops also took place with Our Leaders Forum in December 2024 and findings were explored with Staff Forums and service SMTs. SA1.3 Promote visibility of Directors within their services This was baselined through the staff survey and explored through workshops as part of the self-evaluation process. 31 December 2024 Complete – mainstreamed to BAU SA1.4 Continuous improvement – develop new ongoing programme of corporate self-assessment A new self-evaluation model, the Cultural Assurance Model, has been developed in partnership with the Improvement Service as a pilot. Survey element was launched in December 2024, workshops took place in February 2025 and a full report prepared in March 2025. Evaluation of model also took place and the CAM has now been made available by the Improvement Service as part of their suite of self-evaluation tools. New actions in relation to this is noted at BV1 and BV2, following the Controller of Audit Best Value Report and the Accounts Commission’s findings. 31 March 2025 Complete SA2.1 Self-assessment of the Audit Risk and Scrutiny Board and scrutiny arrangements Note update report to Council in May 2024. Remaining outstanding action was to agree training and development programme which has now been agreed. 31 July 2024 Complete SA2.2 Roll out of Leadership development programme to cohort 2 and 3 A report came to CMT on the evaluation of cohort 1 and changes to the programme made as a result. Workshop with the Chief Officer Team in September 2024 to also reflect on the programme. Evaluation of cohort 2 and 3 experience has been completed. A new leadership development approach, spanning from frontline supervisors to the Chief Executive, will be presented to CMT for approval in late summer. This refreshed framework is designed to build leadership capability at every level, ensuring consistency, resilience, and alignment with the Council’s values and strategic priorities. 31 December 2024 Complete
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The approach will support succession planning, strengthen decision-making, and foster a culture of confident, compassionate leadership. By investing in leadership development across the organisation, the Council aims to enhance service delivery, improve staff engagement, and ensure our leaders are equipped to meet future challenges. SA2.3 Explore the incorporation of ‘lessons learned’ process with visibility at the appropriate level Approach has been developed to build into regular updates to CMT in a more visible way. This work is now being taken forward as part of the updated approach to transformation updates and through the work of the Transformation Board and the Performance Board 31 December 2024 Complete SA2.4 Establish new service scrutiny process Phase 1 completed in 2024. Evaluation was carried out and reported to the Chief Executive in December 2024. Adjustments were made for phase 2 and new programme of service scrutiny meetings took place in March 2025. Mid-term sessions will take place in October 2025 and link to the new Performance Board. 31 March 2025 Complete SA3.1 Establish new Asset Management Board and associated governance and reporting arrangements Led through the Strategic Property Review workstream. Board is now well-established as part of the overall senior officer governance structure 31 December 2024 Complete SA3.2 Develop proposal for corporate/service level data model Strategy framework agreed and Data Advisory Group (DAG) established. Work completed to ensure meaningful service- relevant actions and update were reported in new SIPs in the May cycle. DAG one-to-ones with each service are undertaken regularly with a focus on delivering the actions within the SIPs so this action is now ongoing as part of BAU. This work aligns to the operational Data Review, which focuses on the corporate staffing resource. In terms of the data review, immediate focus has been on the successful renewal of the ESRI contract. This element of the work is now complete, subject to Board approval. This next phase of work continues to be taken 30 June 2025 Complete now picked up as BAU and reported through SIPs.
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forward as part of BAU within the CE service, also with a corresponding action in the CE SIP. SA3.3 Review and refresh performance management approach for Corporate Management Team A detailed presentation was taken to CMT, refreshing on the current performance management framework, restating roles and responsibilities and outlining a refreshed approach for CMT performance arrangements, including the development of a dashboard by Council Plan theme, the embedding of people metrics, and the development of a new Performance Board to support CMT. This was agreed by CMT, the thematic dashboard has been completed and the work to support the development of the new Performance Board has been undertaken and is also reflected in the action updates at BV.7. 31 July 2025 Complete SA4.1 Collaborative working – review of current CMT and other senior leadership meeting arrangements, including mapping and review of existing officer groups and Boards Additional officer groups have been established to support CMT – the Transformation Board and the Performance Board, these are now meeting regularly. The effectiveness of the new arrangements will be reviewed in early 2026. 31 December 2024 Complete – BAU SA5.1 Review and refresh of Council’s approach to community consultation and engagement, including development of toolkit. A progress update on this work was presented to the Leadership Board in February 2025, alongside the new policy for agreement. A further piece of work – a Resident Perception Survey – has also been progressed and work is ongoing on the analysis and next steps with this. Following the Controller of Audit Best Value Report and the ‘watching brief’ areas identified by the Accounts Commission, a new action in relation to ‘phase two’ of this work has been added – see action BV.4. 31 March 2025 Complete – new action added under BV4 SA6.1 Develop an Integrated Impact Assessment process, roll out appropriate training and See note on CIP7.1 below. This work will be taken forward as part of the wider refresh of the Council’s approach to impact assessment. 31 March 2026 Ongoing
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agree roles and responsibilities at a service level. This should also include climate impact assessment process (linked to climate budget work) SA7.1 Refresh of EQIA approach and process, including CMT training on leadership role This action has acted as phase 1, to ensure basics are in place with leadership buy in and support. CIP6.2 will be phase 2 and will be mainstreamed into business as usual. This action has been completed – CMT training has been delivered and further training and engagement, not captured in the initial action, has also been rolled out across service DMTs. The rapid review has been undertaken across services, supported by the Policy and Partnerships Service. An Equalities Development Officer has been recruited for and is now established in post. 31 July 2025 Complete * Please note, there were no formal recommendations made as part of Renfrewshire Council’s Controller of Audit Best Value Report or the Accounts Commissions findings. Within the Accounts Commissions findings, a number of areas of ‘watching briefs’ were identified and these are captured in the action plan above, in the first section with the prefix BV.