Best Value – Corporate Improvement Plan
Renfrewshire Council · 18 February 2026
Back to Leadership Board — 18 February 2026 and its agenda
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ 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 last reported to the Leadership Board in September 2025. The CIP has been updated to reflect activity and progress in over the six-month period between September 2025 and February 2026. 1.4 New actions have been included in relation to the Best Value thematic review of transformation which was reported to the Audit Risk and Scrutiny Board in September 2025 and the work that the Council carried out in relation to resident research which was reported to Leadership Board in December 2025. 1.5 The full Corporate Improvement Plan is attached to this report as Appendix 1 and is also published on the Council’s website. The next progress report will be presented to Leadership Board in September 2026. ___________________________________________________________________
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PUBLIC 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, the Best Value thematic reviews and our most recent self-assessment which focused on organisational culture (Renfrewshire’s Cultural Assurance Model). 3.3 The CIP was first 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. A second update in September 2025 also included new actions in relation to the Best Value Audit which took place in 2025 and the Cultural Assurance Model. 3.4 Many of these actions have since been completed as shown in the attached appendix, however seven new actions have also been added to the CIP since the last update to Board. There are two actions which come from recommendations from the Best Value thematic review of transformation – these are noted near the start of the attached plan and have the prefix TR. Five actions have also been included as areas of focus for the organisation following the extensive residents research activity which took place over the summer – these are outlined at the start of the plan with the prefix RR. 3.5 Demonstrating our commitment to Best Value is an ongoing process, particularly through the Annual Audit reporting, the annual Best Value thematic reviews and our own self-evaluation activity. The focus for the organisation remains firmly on continuous improvement – reflected both in the Corporate Improvement Plan approach, but also wider activity, such as the officer Performance Board and the Consultation and Engagement Coordination Group and Advisory Group. Any relevant improvement actions flowing from these groups will also be captured in the CIP.
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PUBLIC 3.6 As previously noted, the CIP is a dynamic document, and completed actions are reported once to Board and then retired and new actions are also added on an ongoing basis. Progress on the recommendations from our external auditors will also 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. 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, but there is an action in relation to engagement with children and young people in the appended Corporate Improvement Plan. Author: Pauline Moss, Strategy, Policy and Insight Manager
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PUBLIC Renfrewshire Council - Corporate Improvement Plan References: RR prefix – Resident Research, December 2025 TR prefix – Thematic Review; Transformation, September 2025 BV prefix - Best Value Audit Report, June 2025 IF prefix - Interim Follow Up Report, April 2025 CAM prefix - Cultural Assurance Model, 2024/25 WFI prefix - Thematic review: Workforce Innovation, 2023/24 LF prefix - Thematic Review: Leadership, 2022/23 AAR prefix - Annual Audit Report, 2023/24 SA prefix - Corporate Self-Assessment, 2023 Ref Action/recommendation Update Timescales Status RR.1 Cascade and share key findings and resources relating to the Resident Research to colleagues across the organisation and community partners. Key findings were published on the council website in December 2025 to coincide with Leadership Board. This was also supported by communications activity which included internal communications cascade, press release, poster in libraries, distribution to Council’s e-news, social media and a toolkit to elected members and community groups and partners. The following engagement is planned: • Development of Ren Talk • Our Leaders Forum – 22 January • Data Advisory Group – 28 January • Consultation and Engagement Advisory Group – 2 February • Renfrewshire Communications and Marketing partnership Group – Feb Ongoing progress updates will be provided 31 March 2026 In progress RR.2 Scope and develop ways of further improving This will address feedback from the resident research and provide evidence of listening to residents. 31 March 2026 In progress
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PUBLIC transparency and communication around the council’s performance and evidence of listening. RR.3 Gather further insight on lesser heard voices including commissioning additional focus groups and linking with established groups such as lived experience, children and young people and people with disabilities. The intention is to repeat the focus group exercise on budgeting and priorities with targeted groups. This provides an opportunity to gather further insight and feedback from lesser heard voices to help enrich the qualitative data. 31 March 2026 In progress RR.4 Scope options for Elected Member engagement to further consider resident needs and perceptions, linked to Strategic Needs Assessment for new Council and Community Plans, future resident surveys etc An opportunity to ensure listening and improved dialogue with residents and communities is embedded into future strategies and plans. 31 May 2026 In progress RR.5 Explore options for future engagement opportunities including repeating the resident research, a potential citizen’s panel, linked to being a listening Council and the agreed consultation and engagement policy An opportunity to build on the pilot and ensure listening and improved dialogue with residents and communities is embedded into future strategies and plans. This action is closely linked to BV4. 31 March 2027 In progress
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PUBLIC TR.1 Demonstrate the links between the transformation programme and corporate plan with more clarity to help demonstrate measurement of impact of the transformation plan against the corporate plan. A schematic has been developed to map Transformation projects to Council priorities, this links to the oversight work of the Transformation Board and is clearly outlined in the Transformation Report for Leadership Board in February 2026. Corporate reports on transformation will also clearly denote alignment with Council Plan priorities. 31 March 2026 Complete TR.2 Continue to update reporting to the Leadership Board to improve high level oversight of transformation programme. Six monthly reports will continue to be submitted to the Leadership Board and the format has been developed to address the auditor recommendations. 31 March 2026 Complete 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 action 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. In addition, the approach used for the CAM has now been used to develop a new self-assessment model for trauma-informed 31 March 2027 Ongoing
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PUBLIC practice, we believe this is a first nationally and it is being piloted with the Chief Officer’s Team in the first instance. 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. As this work is mainstreamed into the Improvement Service’s PSIF offer for all member organisations, Renfrewshire Council officers 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 been invited to speak at national events and has shared learnings with colleagues across Councils, including at the HR and OD network in summer, the Improvement Service’s Annual PSIF Learning event in November and also addressing Aberdeenshire Council’s Leaders Forum. 31 March 2026 Complete 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 was provided to Council in September which incorporated the forecast operating costs of the expanded schools’ provision. Capital costs remain in line with agreed budgets at present. 30 September 2025 Complete BV.4 Evidence community engagement within decision making, policy The Consultation and Engagement policy was approved at Leadership Board in February 2025, setting out standards and 31 March 2027 Ongoing
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PUBLIC development and service planning guidance for planning, conducting and learning from public engagement. A further update was reported to Leadership Board in December 2025, as part of the Resident Research update, noting the governance arrangements and outlining key activities. A Consultation and Engagement Co-ordination Group has been established to provide strategic oversight and guidance. A Consultation and Engagement Advisory Group (CEAG) has also been established to act as a community of practice, providing training, support, and driving improvements across the organisation. Key activities in the coming months include: • The development and launch of a consultation and engagement toolkit to support officers across the organisation and to ensure consistency of quality. • A rapid review and triage of upcoming activities and plans that involve consultation and engagement, to ensure support is offered throughout the process. • Linked to the above, development of a consultation calendar and mapping exercise (working with the CEAG) to help avoid significant overlap of consultation and engagement activities and any duplication. • Delivering training across the organisation on the consultation and engagement policy, including best practice examples, equalities and ethical guidance, data and information security considerations etc. • Develop potential options for a citizen’s panel approach to further explore the issues and suggestions raised in the resident research survey and focus groups. The findings from the Residents Survey will continue to support decision making and service planning, acting as a baseline for future engagement and priority setting.
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PUBLIC Updates will continue to be provided to the Leadership Board on a six-monthly basis as part of Council Plan updates. 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 also agreed to maintain a wider overview in respect of the learning estate incorporating both capital project progress and strategic planning. 31 December 2025 Complete 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. A range of training options continue to be utilised by Members, including Board-specific training, such as for the Audit, Risk and Scrutiny Board. 31 December 2025 Complete
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PUBLIC The annual Members Development Week took place in the week commencing 6 October 2025 and training included Cyber Security, Census ward profiles, Community Wealth Building and AI. Feedback is sought from the annual Members Development Week and future programmes adjusted to reflect this. Plans are already in development for the Members Induction Programme following the 2027 local government elections. 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 is now well-established, with the officer performance group meeting on a four-weekly basis 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 particular focus on outcomes and the golden thread between performance and priorities. Deep dives have been undertaken on the following areas – planning and building control, absence, complaints and enquiries, with further sessions on justice social work and waste and recycling planned for the coming months. 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’. 31 December 2026 Ongoing 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 has been built into the major 30 September 2025 Complete
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PUBLIC financial strategy reports brought forward twice a year by the Director of Finance and Resources. The financial plan report to Council in September outlined target areas for savings linked to agreed transformation themes and also provided an update on achievement of departmental savings achieved to date. IF.1 Consider how options are presented to Elected Members to improve decision making effectiveness and openness 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 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. 31 March 2026 Ongoing 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 now been developed. As noted in BV.7, a workstream is underway to review the Service Improvement Planning process more generally, with a view to simplifying and streamlining the process and the reporting. 31 December 2025 Complete CAM.2 Review approaches for employees to raise concerns with a workshop at future OLF on An ‘Our Leaders Forum’ session took place on 22nd January 2026 with a range of workshops including a session on ‘Supportive and Difficult Conversations’ and an input from the Chief Auditor on whistleblowing. 31 December 2025 Complete
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PUBLIC 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 about any concerns within PDP process. The iLearn course on Supportive and Difficult Conversations has recently been updated and will be signposted to colleagues across the Council as part of the ‘Year of Wellbeing’ focus. At a service level, good practice exists around ‘raising concern’ conversations being formalised within the PDP process, for example, this has been incorporated into areas of Chief Executive’s service. Bespoke training on challenging conversations has also been developed by officers in Environment, Housing and Infrastructure and rolled out in early 2026, following feedback through the PDP process. 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. In 2025, the Council approved a 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 31 March 2026 Complete
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PUBLIC identify skills gaps and underperformance early, enabling targeted investment in workforce development and better outcomes for our communities. Guidance and associated training for Managers and Staff will be rolled out early spring 2026. 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 six mandatory courses for all employees are: Equality, Diversity and Inclusion Awareness, Information Governance Annual Refresher, Introduction to Data Protection, Introduction to Freedom of Information, Living Our Values and Prevent Duty: Awareness. For networked employees, additional mandatory courses include Display Screen Equipment Awareness, Information Security Awareness, Cyber Security and Information Classification. All employees, Grade 9 and above, Chief Officers and Teachers must also complete Risk Management. Targeted initiatives, such as protected, time for teachers, toolbox talks for frontline staff, automated reminders, and expanded
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PUBLIC 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 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. Work is underway on broader internal communications about decision making within the council and key officer groups, including the Transformation and Performance Boards. The due date for this action has been extended. 30 September 2026 Ongoing SA6.1 Develop an Integrated Impact Assessment process, roll out appropriate training and agree roles and responsibilities at a service level. This should also include climate impact assessment process (linked to climate budget work) This work is being taken forward as part of the wider refresh of the Council’s approach to impact assessment. Phase one of this work is complete - to ensure basics are in place with leadership buy in and support. CMT training has been delivered and further training and engagement, not captured in the initial action, has also been rolled out across service DMTs. A rapid review has been undertaken across services, supported by the Policy and Partnerships Service and an Equalities Development Officer has been recruited for and is established in post. The due date for this has been extended. 30 September 2026 Ongoing
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PUBLIC 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 section with the prefix BV. Please also note, in order to ensure this is a ‘live’ plan, completed actions which have been reported to Board as complete are thereafter ‘retired’ from the plan and new actions are added.