Reshaping Renfrewshire - Transformation and Change Programme - Update
Renfrewshire Council · 18 February 2026
Back to Leadership Board — 18 February 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 _________________________________________________________________________ Report by: Chief Executive and Director of Finance & Resources _________________________________________________________________________ Heading: Reshaping Renfrewshire –Transformation and Change Programme – Update Report _________________________________________________________________________ 1. Summary 1.1 In February 2025, a comprehensive report was presented to the Leadership Board providing an overview of transformation activity to date, setting the strategic context, and detailing the fifth phase of Renfrewshire Council’s transformation programme, named Reshaping Renfrewshire. This report represents the second report on the progress of the programme since February. Given the scale of the programme, updates centre primarily on areas with relevant and substantive progress. 1.2 Similar to previous phases of transformation, Reshaping Renfrewshire continues to have a focus on the development and modernisation of the organisation, but is also strongly aligned with a strategically wider, outward-facing transformation perspective considering Renfrewshire as place, its economy and communities and consequently has much stronger demonstrable alignment to the Council’s strategic priorities.
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PUBLIC 1.3 Reshaping Renfrewshire continues to support the financial planning objective to deliver significant recurring financial savings and or generation of additional income to secure longer-term financial sustainability; harnessing the rapidly changing advancements in digital technology to transform how we deliver services in the future; building upon key strategic partnerships and relationships, collaborating to deliver better outcomes for communities; and continuing to shift the focus of our service provision to prevention to help reduce future need and cost. 1.4 Although there is a change in the mix and scale of the savings from that anticipated, the current position outlined in section 11 of the report provides a level of confidence moving into the 2026/27 budget of relatively early progress in identifying savings that will continue to support the Council’s financial stability. 1.5 However, following the recent Scottish Government budget and updated Spending Review forecast for future local government financial settlements, it is expected that the scale of financial challenge the Council faces will remain significant and is not expected to decline. The delivery of more significant transformational based savings in future years will therefore continue to be an overriding objective in order to support medium to longer term financial sustainability. _________________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: • Note the update provided in the report on the progress of key areas within Reshaping Renfrewshire. • Note that regular reports will continue to be brought to the Board at appropriate key junctures as the overall programme is progressed. _________________________________________________________________________ 3. Background 3.1 Reshaping Renfrewshire is the fifth phase of the Council’s ongoing strategic commitment to transformation, which has been focused on ensuring a financially sustainable long-term future, whilst improving outcomes for communities. 3.2 As summarised above, Reshaping Renfrewshire is strongly aligned to the Council’s wider strategic plan and objectives with a strengthened outward focus supporting the development and delivery of key strategies that will: - • reshape how we use council assets, reimagining the role they serve within our communities. • drive long term economic growth and address the climate transition journey. • develop our strategic partnerships (including with our communities) to support delivery of shared goals; and • secure a digital agenda that drives the delivery of large-scale savings whilst also transforming how we work, how we use data to inform our decisions, and improve our service delivery to and choice for our citizens.
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PUBLIC 3.3 As previously reported, in addition to providing regular updates to Leadership Board, and alongside existing governance arrangements across strategic programmes, a Transformation Board (officer group) has been established to provide strategic oversight of the Reshaping Renfrewshire programme. Chaired by the Director of Finance and Resources, this group has a membership of senior officers across the Council and reviews the progress of all major projects and programmes across the organisation, explores and manage interdependencies, shares learning and supports the management and prioritisation of resources across the programme. 3.4 The Transformation Board is utilising well-established six stage Gateway Review Process for monitoring and managing delivery of all key transformation projects. The Gateway review process summarised the table below provides a structured approach to manage projects from inception through the completion and ultimately delivery of benefits – both financial and non-financial benefits. 3.5 Appendix 1 provides a high-level overview of the Transformation Board Gateway position statement across the existing programme. Further focus on key areas with relevant and substantive progress, are outlined in the remainder of this report. 4. Digital Strategy 4.1 The Council has made significant progress in recent years to invest in digital technology and services, changing how we work and how our customers interact with us. 2025 has been another busy and successful year for the Digital Programme of work. The approval of the new Digital Strategy (2025-2030) in April 2025 at the Finance, Resources and Customer Services Policy Board builds on the significant progress in recent years and recognises the need for bolder, Council-wide transformation to ensure future needs of our internal and external customers are met. As previously reported, the Digital Strategy is built around six strategic themes which support delivery against four strategic objectives. A summarised update across each of the themes is provided below along with more detailed updates in relation to major transformational business cases currently under development in relation to Smart Social Housing (SSH) and the extended adoption of Artificial Intelligence (AI) to support Council services 4.2 Theme 1: Digital Inclusion Digital inclusion remains a foundational enabler of Renfrewshire’s Digital Strategy 2025 - 2030, ensuring our communities and staff have the skills, access and
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PUBLIC confidence to use digital services. Renfrewshire continues to advance a nationally recognised, partnership‑led digital inclusion programme that helps residents access devices and connectivity, build essential digital skills, and confidently use online public services in an increasingly digital world. Progress to date includes: DigiRen • Partnered with SCVO to establish an Essential Digital Skills baseline and presented the 2024/25 annual impact report Creating a Fairer and Digitally Inclusive Renfrewshire during DigiKnowVember. • 170+ events registered as part of DigiKnowVember, engaging 1,200+ participants through workshops, webinars, and community activities to boost digital confidence. • The Network now includes 200+ individuals from 70+ organisations (Renfrewshire-based and national), deepening collaboration and extending support into more settings. Citizens Voice Forum • Members collaborate to advance digital inclusion priorities, access, skills, confidence, and meaningful use, ensuring no community is left behind. • The Fairer Renfrewshire Fund continues to support the Digital Champions project, delivering 2,000+ volunteer hours and helping 800+ learners, scaling peer-to-peer learning. • DigiZones have seen 71,000+ visits, offering free device access, public Wi-Fi, and tailored support. An early-phase evaluation is underway to inform future scaling, with refined quarterly impact reporting. • The Pachedu ‘E-Quality Access’ project, a community-led device reuse initiative, soft-launched during DigiKnowVember and is in the process of rolling out across four pilot libraries, reducing e-waste, promoting sustainability, and supporting RenZero goals. National recognition and alignment • Renfrewshire is the only Scottish Council referenced in the refreshed national Digital Strategy for its leadership in digital inclusion. • Digital inclusion is embedded as a standalone strategic priority within Renfrewshire’s ambitious Digital Strategy and the CLD Plan 2024–2027. Renfrewshire’s digital inclusion approach continues to evolve, with ambitious plans for 2026 that include signing Scotland’s Digital Inclusion Charter to align with national standards, exploring data-driven insights to predict and prevent digital exclusion, and developing a Digital Inclusion e-learning module with the Scottish Government, initially for the third sector and later for citizens. Furthermore, we will look to expand DigiZones into Health & Social Care Partnership venues, leverage community benefits in contracts to create opportunities for communities and third sector partners, support the rollout of MyCare.Scot to enable digital access to health and care services, and publish the DigiZones early implementer evaluation report to inform scaling and continuous improvement.
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PUBLIC 4.3 Theme 2: Data As previously reported the Data Strategy Framework, developed and approved in 2023, was reviewed and updated to ensure it continues to be fit-for-purpose. Service Improvement Plans have been updated across all Directorates to include data improvement activities, ensuring appropriate visibility and tracking of progress. Activities are relevant to each Directorate based on requirements aligned to the Data Strategy but broadly include: Data analysis and visibility for senior decision makers, Dashboard opportunities – a range of options being investigated such as FOI/SAR, Absence Management, Customer Services performance stats, Data skills gaps, and Data Quality improvement activities. The Data Catalogue created and populated by Data Advisory Group representatives, continues to be reviewed and updated, providing a register of Council critical data sets and ownership. The Data Advisory Group is progressing a range of practical data improvement activities aligning with the Data Strategy Framework, including: • Providing training for identified common skills gaps, such as the practical analysis and management of data, through training videos and supporting discussions lead by the Data Analytics Manager. • A Technical Sub-group has been created to provide a forum for deeper dives into technical data challenges, such as address consistency across systems. • Progressing investigation of data aggregation and processing opportunities on new technologies, through a practical use-case in partnership with HSCP. • Continued support for AI roadmap development. • Providing a place to present and discuss the data-related activities of services – encouraging others to share insights, learn from each other, spot opportunities for collaboration, and improve the value of our data. 4.4 Theme 3: Technology and Infrastructure Housing Innovations Project The Housing Innovations Project (HIP) is a two-phase implementation with Phase 1 being transition from OHMS a twenty-year-old housing management on premise system to NEC Housing as a cloud-based service. Phase 1 focuses on housing management and creating a streamlined integrated and scalable management system harnessing modern technology to provide a better user experience and ultimately benefiting our tenants by providing a more streamlined, aligned service. Since contract signing with NEC and kick off in January 2025, the project team has conducted over 70 solution design and configuration sessions across rents, allocations, estates, anti-social behaviour, customer services, servicing and interfaces and integrations with finance, GIS and document management. The team have also embedded a benefits realisation approach, completed test cycle 1 and developed a training programme for end users.
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PUBLIC HIP phase 1 is due to go live in 2026. January 2026 will also see the commencement of Phase 2 activities, including solution design and configuration sessions for the areas not in scopes for phase 1 which include repairs, assets and cycling maintenance, servicing, homelessness, CRM and housing online services and dashboards. P2P November 2025 saw the successful launch of the new Procure to Pay (P2P) service comprising an improved P2P operating model and the launch of the Business World Procurement Module replacing PECOS. This launch was the culmination of months of work from Finance, Business World ERP and Procurement colleagues, supported by the Project Management team and in collaboration with colleagues from across the organisation. Following the successful launch of the P2P service, the team will continue to improve use of data, gain the most from the new technology’s capability, and make interactions with suppliers as efficient as possible. The team will continue to engage across the organisation to harness local knowledge, promote innovation and optimise the design of the operating model going forward. Cyber Resilience In 2025, major steps were taken to strengthen cyber resilience and protect the council’s digital assets, successfully passing Public Services Network (PSN) and Payment Card Industry (PCI) accreditations, ensuring we meet the highest security standards. The team rolled out mandatory cyber training for all staff to boost awareness and safe practices. This includes phishing awareness training for staff who click once on phishing campaign emails, plus follow-up tutor-led training for staff who click more than once. The Classification Scheme & Sensitivity Labelling for Corporate and Schools staff was successfully rolled out in November and the team supported Civil Contingency Business Continuity Planning (BCP) events to raise cyber risk awareness among departments and senior leadership. The team also implemented password strength testing and Multi-Factor Authentication (MFA) rollout across the Council. Both of these were significant activities and further enhance the protection of the Council network. Green Print The reduced Council print estate was rolled out by the end of November 2024 and all sites have access to a printer. From that point the Council has been securing savings on lease costs and the project continues to work with services to reduce the volume of printer usage to further reduce the costs to the Council with regular reports on usage taken to the Performance Board. In June 2025 the Council moved to fully using recycled paper across the print estate. This also adds to the savings being generated and positively contributes to the Council’s Net Zero objectives.
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PUBLIC 4.5 Theme 4: Digitally Enabled Workforce In 2025, significant progress was made in digital learning and upskilling the workforce, particularly in how learning is assigned, tracked, and reported. Integration between The Business World (BW) ERP system and iLearn has been central to these improvements. Below is a summary of key initiatives. Job Characteristics (JCs) In 2025, JCs were developed in BW to simplify the assignment of mandatory learning to specific positions. This ensures our approach is more scalable and allows for more granular and role specific learning assignment moving forward. Mandatory Learning Using the JC approach in BW, and in particular the option to alert users when required courses have not been completed, allowed learners to stay on top of their own learning proactively. This has resulted in mandatory completion levels across all services going up to record levels from 56% at the end of 2024 to 87% at the end of 2025. Toolbox Talks (TBT) approach To ensure inclusivity, work has also been progressed with front line colleagues to offer TBT alternatives. With a huge effort from EH&I Service in particular, this has resulted in well over 1,000 mandatory course completions for front line, non-networked colleagues who we would not have been able to reach historically via the digital approach. iLearn and digital learning Over and above the mandatory learning, iLearn has been widely used for all types of e-learning courses, with over 8,000 colleagues accessing iLearn and completing a total of 73,500 courses in 2025 alone. This has again highlighted the effectiveness of iLearn and e-learning for reaching and upskilling a wide audience. Instructor led courses in ERP Work has started on using the Course Schedular feature of ERP, allowing instructor led courses to be scheduled, and attendance recorded in ERP directly. This will ensure both instructor led, and e-learning course completions are recorded and tracked via ERP for a comprehensive learning record. Essential Digital Skills Work has been progressed to establish essential digital skills for networked colleagues at Renfrewshire Council, based on the SCVO framework and tailored to our needs. Uptake measures are in place, through insights from Microsoft 365 (M365) usage, course completions as well as network access, giving us an understanding of where upskilling is required at a Service and even Division level. A focus for this year will be to embed the required learning into induction to ensure everyone has the required essential digital skills to utilise their devices effectively and keep our network safe.
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PUBLIC M365 skills In support of the essential digital skills, and to ensure the Council is making the most of M365 licenses, new iLearn courses for each of the M365 apps are being developed to ensure learners can access relevant support for their role. These courses will complement our existing M365 Learning content accessible directly via the Teams app which provide guides relevant to how the M365 apps are used at Renfrewshire Council. Induction We are reviewing the corporate induction content as well as processes, to make them mandatory and trackable, with alerts similar to existing mandatory courses. This will ensure new starters meet corporate requirements and gain essential digital skills as needed. This process will also involve capturing alternative induction delivery methods, such as face to face for a more comprehensive and accurate view on corporate induction completion. Digital Champions The Council’s staff based Digital Champions network continue to meet on a regular basis, sharing best practices around the use of M365 and other council tools within their Services, while also supporting the roll out of council wide digital initiatives such as Windows 11 and the Green Print initiative. Digital Champions have been instrumental in rolling out and supporting the TBT approach for mandatory learning and have contributed to the ongoing Essential Digital Skills work. 4.6 Theme 5: Leadership and Culture Over the past year, leadership and culture have continued to strengthen across the organisation, supported by clearer structures and better alignment across the corporate functions that leaders rely on. The closer integration of Health & Safety, Risk Management and Business Services has made it easier for leaders to navigate assurance and compliance and has opened up development routes for those looking to build experience in governance, risk or organisational resilience. Leadership presence across services has also improved. Managers are spending more time with teams, using workplace visits and routine conversations to understand pressures, discuss improvement activity and reinforce expectations. These day-to-day interactions are grounding leadership behaviour in the organisation’s values. At the same time, the rollout of improved dashboards, deeper analysis and structured cross-service forums is giving leaders a clearer view of performance and helping them intervene earlier when issues emerge. There has also been noticeable progress in how leadership teams, Trade Unions and corporate groups work together. Regular forums focused on performance, health and safety and risk are helping everyone develop a shared view of what services need and where pressure points sit. This has encouraged a more collective way of responding to challenges, with teams more willing to work across boundaries when problems require joint action. Work is now underway to develop the next phase of leadership development programmes. These will reflect the organisation’s evolving needs and will draw directly on service-level development plans, which are beginning to set out the capabilities that leaders will need over the coming years. The Cultural Assurance Model (CAM)
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PUBLIC continues to support this work by identifying where targeted support or coaching would be beneficial and by helping leadership teams focus on the behaviours that make the greatest difference to team climate. Inclusion remains a central priority. Recent policy updates to Members highlighted the importance of creating working environments where employees feel safe to raise concerns and confident that issues will be handled constructively. This includes continued work aligned to The Promise, ensuring that our approach reflects the experiences and needs of care-experienced children and young people, and that the workplace is supportive of care-experienced colleagues. Development of the Care Experienced Staff Network, guaranteed interviews for applicants who meet essential criteria and trauma-informed practice training are all part of strengthening this commitment. We have also introduced new neurodiversity training to help managers and teams feel more equipped to support colleagues with a variety of communication and working styles. Our progress is increasingly reflected in external recognition, including maintaining Carer Positive “Exemplary Employer” status and achieving Breastfeeding Friendly Scotland Employer accreditation. Most recently, The Council became the first Council in Scotland to be awarded Menopause Friendly Employer accreditation, marking an important milestone in our broader commitment to supporting employees ’ health and wellbeing at work. These elements sit alongside ongoing work with Trade Unions and reflect the wider effort to make decision-making more transparent and participative. Members are being asked to approve a refreshed reward and recognition scheme at the February Finance, Resources and Customer Services Policy Board. The new approach provides a clear and consistent way for managers to recognise contribution and ensures that recognition is timely, fair and aligned with the organisation’s values. This is intended to help embed positive day-to-day leadership practice across all services. Members are also being asked to note progress in the first year of the ‘Improving our Workplace’ engagement programme. Feedback from the survey and local discussions is shaping service-level actions and supporting more responsive leadership routines. Leaders are using this information to address local issues, strengthen communication and maintain a supportive team environment. Taken together, these developments point to a leadership culture that is maturing, increasingly joined-up and more confident in its role. They also demonstrate steady progress in building the conditions that leaders need to guide teams through change while supporting a workplace that is resilient, inclusive and focused on improvement. 4.7 Theme 6: Digital and Public Services Millie, AI Phone Assistant 4.7.1 The introduction of Millie, the Council’s AI phone assistant, has resulted in significant improvements in customer service performance, channel shift, operational efficiency, and citizen experience. As of November 2025, across 380,606 AI-handled calls, Millie has accurately answered 134,777 questions, reducing pressure on Customer Service Advisors and offering residents a faster route to information 24/7. 4.7.2 One of the strongest indicators of AI success is the demonstration of a clear and sustained ability to autonomously resolve queries. When excluding auto-
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PUBLIC escalations, Millie has achieved 39.82% resolution rate, meaning four out of ten people receive everything they need through the AI without requiring a human advisor. In recognition of this cutting-edge project, Millie and the Customer Services team were recognised at the COSLA Excellence Awards and more recently at the Holyrood Scottish Public Service Awards. 4.7.3 The team are currently working on validating an AI business case focussed on opportunities to further deploy AI technologies across the organisation, including a roadmap for implementation. If this Business Case is approved this will represent a significant programme of change over the next 3 years and is outlined in more detail in section 4.9 below. Digital Experience, DXP 4.7.4 The Digital Experience (DxP) team successfully launched the new Council website, streamlining the website, improving navigation for users, and enhancing the overall user experience. This is a UK first and this user-centric approach has drawn positive attention from senior figures at GOV.UK and the Scottish Government. 4.7.5 A Consultations Hub has been created, streamlining public consultations and encouraging greater community engagement with council initiatives. In addition, the team modernised our communications by transitioning to the Sendgrid platform, which now enables us to reach residents more effectively through email, SMS, and WhatsApp. 4.7.6 The DxP programme has ambitious plans for the coming year. The team will complete the migration and update of all remaining content to the new website. The intranet will also see significant improvements, with priority content being rewritten and moved to enhance internal communications and resources. 4.7.7 The Health and Social Care Partnership (HSCP) website is set to be fully integrated into Renfrewshire.gov.uk, further unifying our digital presence. Finally, the team are preparing to support the future use of AI at the council, ensuring the council remains at the forefront of digital innovation. 4.8 Smart Social Housing 4.8.1 As previously reported to the Board, the Smart Social Housing (SSH) project set out an ambition to develop a business case opportunity to secure the deployment of market leading fibre broadband connectivity and smart sensor assets into the Council’s social housing units at no cost to the tenant. A separate report is provided on the agenda updating on the progress achieved on the project and setting out recommendations to support the delivery of a Phase 1 Test of Change stage. 4.9 Artificial Intelligence (AI) Overview 4.9.1 As outlined earlier in the report, the Council has successfully driven forward the development of Millie, our Digital AI Advisor since her launch in November 2024. 4.9.2 During the implementation of Millie and its associated success as a transformation project, it was recognised that the Council was at the forefront of AI development in Scotland and as part of sourcing suitable partner councils to work with, opportunities have been explored on a wider basis across the UK. In this context, the Council officers have established productive relationships and regularly engaged with Derby City
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PUBLIC Council who have also launched an AI driven Digital Advisor called ‘Darcie’ as part of a wider corporate transformation programme underpinned by AI innovation. 4.9.3 In December 2024, Derby City Council announced a corporate wide AI innovation programme as a key part of their overall transformation and financial saving programme. This programme has been underpinned by an AI Transformation Assessment which was undertaken by the council with the help of an external AI partner. An AI Transformation Assessment is designed to support a council to evaluate current AI readiness, identifying opportunities for AI-driven improvements, and developing a structured roadmap for AI adoption. Derby City Council have welcomed establishing a working relationship with the Renfrewshire Council and have been open and highly collaborative in sharing their journey thus far to develop their AI capability. It is envisaged that the working partnership will provide future opportunities to jointly share best practice as well as development capacity to support accelerated adoption by both organisations. 4.9.4 Based on the success of Millie so far, and learning established from the AI innovation being progressed by Derby City Council (and some other local authorities across the UK), an AI Transformation Assessment has been progressed by the Council over the second half of 2025, supported by ICS.AI, our procured AI partner. The work progressed during 2025 has seen the completion of a significant programme of stakeholder engagement, workshops, data analysis, financial validation solution demonstrations and trials. This AI Transformation Assessment has provided the Council with a developing understanding of how AI solutions can enhance efficiency, reduce costs, and improve service delivery. 4.9.5 At present, officers from across all services are actively working with our AI partner on a challenge and validation stage to ensure the output from this critical initial assessment stage is sufficiently robust to support the development of a full business case. 4.9.6 It is intended the business case will be brought back to the next Board cycle for detailed consideration. It is anticipated that the business case will provide a clear understanding of the scale of opportunity and the key priorities for building on the success of Millie and progressing the Council’s sector leading development of AI capability. As outlined previously to the Board, it is envisaged that this business case is likely to set out one of the most significant digital transformation opportunities for the Council over the medium term to support the delivery of both financial savings but critically delivery of better services and outcomes but also improved ways of working as an organisation and better supporting and equipping our workforce. 4.9.7 A key part of the business case will be implementation considerations, and this will outline the approach to ensure strong governance arrangements, robust and ethical development and implementation of AI opportunities and compliance with the recently approved requirement by Council for a regular reporting of AI deployment across the Council. 5. Connected Communities 5.1 As set out in previous updates, officers have been working to scope the initial phases of the Connected Communities programme, which will aim to change the way in which the Council works across communities, building and strengthening relationships and making it easier for local people to access the advice and support they need at the earliest possible stage.
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PUBLIC 5.2 The Connected Communities programme is about whole systems change – making sure the Council can respond effectively to the changing needs and opportunities which exist across our communities. Through the programme we will aim to drive the following types of change: 5.3 In practice, these changes should be visible in the following ways: • Strengthening the Council’s relationship with communities and partners and between staff • Promote community empowerment, participation and capacity • Improving connections • Better use of all resources • Making every contact count • Identifying opportunities to support early intervention and prevention through integrated advice and support 5.4 The first phase of the programme involved the formation of a new Connected Communities function within the Chief Executive’s Service, which brought together the Partnership and Inequalities and Community Learning and Development teams over the past 18 months. This process is now largely complete, with ongoing work to develop the focus and priorities of the service to support the delivery of the Connected Communities programme. 5.5 The second phase of the programme involves several key workstreams, with an initial update provided for each of these below. It is anticipated that more detailed milestones in relation to these projects will be confirmed to the Board in spring 2026. 5.6 Early help model - With a focus on early intervention and prevention we will work with partners to ensure local people can access advice and support that meets their needs
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PUBLIC A baseline exercise has been completed to map key elements of the advice and support activities that are being considered for inclusion in the early help model. Research is now underway with service users to explore how advice and support is accessed and to identify opportunities to join up to improve outcomes for service users, as well as improving efficiency in terms of delivery. Learning visits are also being scheduled over the next 8 weeks with other local authorities that have developed different forms of early help or advice/support models to inform the development of proposals in Renfrewshire. 5.7 Making Every contact Count – Focused on every interaction with the Council being treated as an opportunity to deliver meaningful, joined-up support - going beyond individual tasks to meet the needs of our residents. A key output from this programme will be the delivery of a campaign across our workforce which will reinforce the Council’s commitment to our values and a ‘One Council’ approach - this means working together across the organisation, so our residents have a seamless experience regardless of how they contact the Council. To deliver this, we will roll-out training and development opportunities which will support our people to continue to deliver people-centred services and work closely across services. This will include aspects such as stigma and trauma. It is anticipated that a phased rollout of the programme will be undertaken during 2026, following engagement with key stakeholders including our workforce. 5.8 Place based approaches – defining and testing a council wide approach to working in places, so services align around local needs and communities shape priorities. An initial scope for the project is currently being developed but it is intended that this will consider opportunities for locality planning and how this links to wider strategic programmes such as the Learning Estate Strategy, review of services delivered by One Ren etc. This workstream will aim to develop new place based approaches which: (1) create a shared understanding of local needs and assets (2) strengthen routes for communities to participate and get involved (3) enable services and partners to align delivery at neighbourhood/locality level with a clear line of sight to efficiency, demand management and prevention. We will aim to develop a single, transparent place-based framework for how the Council works with communities, which enables shared intelligence about place and supports the co-ordination of support across neighbourhoods. 5.9 Community investment - Working with local communities to build capacity and resilience, with funding targeted to support key identified priorities The final scope for this project is being finalised but will include: • A review of the Council’s conditions of grant • Identification of options for a single grants management system
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PUBLIC • A review of existing grant processes and information provided to local groups in relation to funding opportunities, and support for the development of community capacity. Linked to the Connected Communities agenda, officers will also be working together to develop a programme of engagement with local communities to inform our local Connected Communities approach as this develops. During 2026, we will also start to engage on some of our key strategic plans such as the Community Plan, Council Plan and also with partners in relation to the IJB’s Strategic Plan. Following on from the findings from the resident research exercise undertaken in 2025, we will keep building on our approach to consultation and engagement to ensure residents, partners and key stakeholders play a significant role in the development of these areas of activity. 6. Consultation and Engagement 6.1 The introduction of a Resident Survey in 2025 supported a pilot approach as part of the Council’s commitment to self-assessment and improving our dialogue with our residents and communities. The purpose of the resident research exercise was to: • measure perceptions of and satisfaction with Council services • inform planning and decision-making in relation to budget decisions • benchmark against results from the Scottish Household Survey (2023) • access new information, ideas and suggestions • support the introduction of the new Consultation and Engagement Policy • build on the knowledge and insight gathered from existing consultation and engagement exercises 6.2 The survey findings and evaluation were presented to Leadership Board in December 2025 and are also available on the Council website. It is the intended the results of the survey will be used by the Council and community planning partners alongside other community and citizen engagement feedback and insight to inform future strategies and plans, including the development of budget proposals. 6.3 A hybrid research methodology was used to gain feedback from a representative sample of the Renfrewshire population. In total, 1,016 individual fieldwork interviews were completed by telephone or face-to-face (interview-led) between 2 May – 11 June 2025. A supplementary online version of the survey was also made available and paper copies were available to complete in libraries. Translations and other accessible formats were also provided on request. Follow-up focus groups were also organised to explore the quantitative findings. Members of the public were recruited from the telephone or online survey to participate in each group. 6.4 The interview-led (telephone or face-to-face) survey was conducted across all areas of Renfrewshire. The sample size was recommended by the appointed technical partner to ensure the results were reliable for the whole area and included a pro-rata spread of interviews across each ward. This means we can be confident that the findings are accurate within a small margin of error (about plus or minus 3%). That level of accuracy is based on standard research methods and provides 95% confidence in the results. 6.5 Key findings from the research showed: • people rate Renfrewshire highly as a place to live and are proud of their own their neighbourhood
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PUBLIC • more than half of responses agree the council provides high quality services and does the best with the money available • parks, gardens and open spaces are the most used services each month, followed by household waste recycling centres and sport and leisure facilities • satisfaction is highest with schools and nurseries, children’s play areas, parks, gardens and open spaces and libraries • to help balance its budget, the council should prioritise making better use of its buildings and target resource to places and people with the greatest need • supporting older and vulnerable people, children and families and maintaining roads, open and public spaces are among the most essential priorities. 6.6 An action plan linked to learnings and future consultation and engagement activities is part of an update to this Leadership Board (February 2026) as part of the Corporate Improvement Plan progress updates. These actions include the recommendation to repeat the research exercise in 2028, ensure the findings are shared internally to inform future strategies and plans and links to the ongoing commitment to improving our dialogue with residents and communities through future engagement opportunities and developing annual performance feedback. 7. Place Based Programmes Learning Estate Strategy 7.1 The Learning Estate Strategy report, presented at the Education and Children’s Services Policy Board last month, provided an update on progress relating to the ongoing Learning Estate Programme. 7.2 Work continues on-site to deliver the new Paisley Grammar School Community Campus, remaining on track financially and on time for completion in the summer of 2026. Similar on schedule progress continues to be achieved in relation to the planned extension to Park Mains High School and the delivery of the new Thistle Primary School. 7.3 The design process of the extended Park Mains High School is largely complete with some final contractor and sub-contractor design portions that will follow at the point of construction. The contractor is now completing the market testing process where all sub-contractors, specialists, and materials will be procured and costed. This market testing process will allow a final contract price for construction to be agreed ahead of formally awarding both an advanced works contract, and a main works contract in early 2026 ahead of construction. 7.4 Planning permission for the project was formally agreed at the Planning and Climate Change Policy Board on 4th November 2025, allowing the project to progress with subsequent submission of the associated building warrants for construction approval now progressing. Detailed work is taking place with the school to plan the phasing of the construction works, and a schedule of move management arrangements. Pending formal contract approvals and awards in early 2026, construction is scheduled to begin in March 2026 and the project remains on track to complete in the summer of 2027. 7.5 Work has now commenced on site to construct the new Thistle Primary School in Dargavel. This follows a detailed and controlled design and approval process with the Contractor BAM UK (through Hub West Scotland) working on initial site preparation, foundations, drainage and formation of hard landscaping areas through to early 2026 where elements of the structure will then begin. The project remains on track to complete in the summer of 2027.
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PUBLIC 7.6 The Education Board has previously approved a new strategic Business Case development framework to support the development of future projects for investment delivery. This framework aligns with industry best practices outlined in the HM Treasury Green Book and is designed to assess viable options for the 13 priority education establishments in Renfrewshire. To support this, in February 2025, the Council approved medium term financial planning arrangements which will unlock up to £170million over future years for this major investment programme. 7.7 Following the most recent detailed update in October 2025 regarding the progress of business cases for priority schools, work has been ongoing to define the Outline Business Case for each project that is expected will be reported to the next Policy Board in March 2026. Work continues to assess the options associated with each route forward in greater detail and all options will be included in the Outline Business Cases presented in March 2026. This stage of the business case will seek to establish a recommended shortlist of options for each project to progress to Full Business Case stage throughout 2026 where a deeper level of analysis will be conducted, with the aim of providing a single recommended option to proceed in 2027. Housing-led Regeneration and Renewal Programme 7.8 The £100M housing-led regeneration and renewal programme across eight areas in Renfrewshire continues to be delivered as a key Council priority. The programme is designed to deliver maximum benefits for residents, with the active involvement of services across the Council and with partners to deliver modern, high quality, energy efficient, affordable Council housing that will not only significantly enhance the Council’s housing stock but is also contributing to the wider transformation of communities across Renfrewshire. 7.9 Currently in the fourth year of the ambitious ten year programme, significant progress has been made in line with the agreed project plan with rehousing of tenants, acquisition of privately owned properties and demolition of empty properties well underway. 7.10 Improvement works in those properties which will be retained in the regeneration areas has also commenced, with external works underway in both Auchentorlie and Howard St areas in Paisley, and external works are scheduled to commence in both Howwood Road, Johnstone and Waverley Road, Paisley areas shortly. The window installation programme has also been rolled out across six of the seven regeneration areas where properties are being retained. Council New Build Housing Programme 7.11 The Council’s new build housing programme is also progressing well, with developments on site at Gallowhill, Paisley and Howwood Road, Johnstone. 7.12 The Gallowhill development will deliver 65 units on the site adjacent to Glencairn Court which will be a mix of cottages, flats and houses of varying sizes, with first handovers anticipated in Spring 2026. 7.13 The Howwood Road development will deliver 70 units on the former Cochrane Castle school site and will be a mix of cottages, flats and houses of varying sizes, with first handovers anticipated in Summer 2026.
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PUBLIC Housing Asset and Investment Programme 7.14 Over the next five years the Council will invest £147M on improvements to our council housing stock, including kitchen and bathroom refurbishments, rewiring, heating systems, windows, roofs, external insulation, and solar panels. 7.15 The housing investment programme continues to focus on improving energy efficiency across Renfrewshire homes with a range of energy efficiency measures including the installation of external wall insulation (EWI) that reduces heat loss and lowers carbon emissions, contributing to the national Net-Zero ambitions and aligning with the Energy Efficiency Standard for Social Housing (EESSH). 7.16 In addition to the internal and external improvement works programmes, there is an energy efficiency project on site at Gallowhill Court and Glencairn Court high rise blocks, which will see the installation of a new, innovative ground source heating solution which is one of the first of its kind in Scotland. This will replace gas as a heating and hot water source in each of the properties, with the installation of individual heat pumps and upgraded radiators. Tenants will benefit from a cleaner heating solution where heat is extracted from the ground to be used within each home. City Deal, Cultural Regeneration & Transport Infrastructure Programmes 7.17 A separate report is provided on this agenda outlining the substantial progress achieved in the delivery of the significant investment programmes associated with City Deal & AMIDS as well as the major cultural led regeneration investment in Paisley town centre. These major long term investment programmes represent some of the most significant transformational placed based economic regeneration investments ever made by the Council and provides key foundations to support long term transformation economic and social benefits for Renfrewshire. Transport Infrastructure Programme 7.18 Renfrew Bridge, the first ever vehicle and pedestrian opening bridge over the River Clyde, officially opened on the 9th May 2025, linking Renfrewshire to Glasgow and West Dunbartonshire. Over the past 7 months of the bridge being open, more than 2.46 million users have crossed the bridge. This far exceeds the projected volumes calculated at conception stage and highlights the strategic importance of this travel link for Renfrewshire and the wider City Region 7.19 Works have commenced on AMIDS South, a £59 million transport project which will connect Paisley town centre with the Advanced Manufacturing Innovation District Scotland (AMIDS) and Glasgow Airport. This includes the construction of a new road bridge across Paisley Harbour, a 1.7km gateway route along the White Cart River and a network of roads, cycling and walking links from the town centre train station and bus interchange to AMIDS, Glasgow Airport and Inchinnan. In addition, a new road from Renfrew Road to the bridge crossing will be created which will connect into the new Paisley Grammar School Community Campus. The major focus during the early phase of construction is to complete the East / West link, from Harbour Road to Renfrew Road in advance of the school opening in August. 7.20 Financial Year 2025/26 marked the first year in an ambitious ten year £90M Roads Investment Programme. The programme for 2025/26 is nearing completion, with 39 of the planned 48 carriageways now resurfaced 39 carriageways were also ‘surface dressed’ and we are on track to complete the resurfacing of the 32 footways in this
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PUBLIC year’s programme. The Capital Programme 2026/27 plans to resurface 50 carriageways and 40 footways. 7.21 The first phase of the roundabout programme, aiming to enhance the infrastructure and visual appearance of the roundabout asset in Renfrewshire, will complete in March with the refurbishment of the initial 11 roundabouts. An additional 9 roundabouts will be refurbished in 26/27, and a further 8 in 27/28. 7.22 Works have also commenced on the Gallowhill Active Travel Link, which will provide a safe, lit, path for pedestrians, cyclists and wheelers, from the Gallowhill estate, under the former railway bridge on Renfrew Road, Paisley. The path will provide an essential active travel link to the new Paisley Grammar School, and onto the wider active travel network in Renfrewshire, via the Paisley to Renfrew Cycle path. The works are well advanced and are programmed to complete in March. Coupled with the ongoing pedestrian improvement works on Renfrew Road, this will provide a safe environment for pupils travelling to the new Grammar school. 8. Climate and Net Zero 8.1 Delivery of Year 1 of the Council’s approved 3-year programme of climate activity continues to progress, with a focus on transforming our approach to the provision of clean, renewable energy and sustainable travel in Renfrewshire. 8.2 The installation and upgrade of Building Management Systems (BMS) across the Council Estate progresses, to date 12 buildings have been upgraded with a further 14 planned to be completed by the end of March 2026. 8.3 The installation of Air Reduction Technology aimed to reduce maintenance of heating systems and increase energy efficiency has commenced with surveys across 5 buildings. It is anticipated following this stage, the technology will be piloted in the surveyed properties to measure effectiveness prior to wider investment and roll out. 8.4 The expansion of Solar PV is currently being planned for delivery later this year and will include extension of Solar PV Array across 15 existing public buildings and the installation of a new system at St Fillan's Primary School. These systems will help to maximise energy efficiency and drive utility usage efficiencies and have a positive impact on the Council’s emissions. 8.5 The Electric Vehicle fleet has been expanded and will be supplemented in the coming months by increased charging infrastructure across a number of Council building locations. 8.6 The programme to expand the publicly accessible EV charging infrastructure network across the Glasgow City Region has now progressed to the procurement stage with the Invitation to Participate now live. 8.7 Work is ongoing between the Council and external consultants to develop the Outline Business Cases for the extension of the District Heating Network at AMIDS and the creation of a new network in Paisley Central. Further renewable energy solutions including a potential windfarm and solar farm continue to be explored through pre- feasibility research, which includes liaising with SPEN around grid capacity and network opportunities and with other local authorities with experience of similar projects.
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PUBLIC 8.8 Work will continue through 2026 to fully deliver the outlined projects, and to explore other opportunities to ensure our public buildings and transport are as sustainable as they can be. 9. Workforce 9.1 Delivery of Our People Strategy ‘Our People, Our Future 2021–2026’ has progressed at pace, with around ninety per cent of commitments now delivered and Members approving an eighteen-month extension to align with the next Council Plan. The impact is clear in the everyday experience of employees and in the way, teams lead through change, a strength recognised in recent Best Value findings which commended the organisation’s leadership culture and resilience. Regular progress reports continue to be presented to members of the Finance, Resources and Customer Services Policy Board, ensuring transparency and robust oversight. 9.2 Wellbeing and attendance remain central, and our approach is increasingly proactive and data-driven. Analysis of absence trends is informing targeted interventions, expanding psychological and musculoskeletal supports and strengthening Occupational Health, including physiotherapy and cognitive behavioural therapy. Stress risk assessment training for managers is now embedded and our Mental Health First Aider network has grown to over one hundred, with further training scheduled to maintain visible support across the organisation. Financial wellbeing is firmly embedded through Advice Works, credit union sessions and benefits awareness, complemented by the Employee Benefits platform launched in March 2025. Looking ahead, we will continue to empower employees with self-care tools and campaigns, build managers’ confidence to intervene early and supportively, and use people analytics to focus support where psychological and musculoskeletal risks, and frontline pressures, are greatest. We will continue to performance-manage the Occupational Health contract and re-tender counselling provision for implementation in Spring 2026. 9.3 Workforce planning capability has matured through a cross-Council approach that is acting on Best Value recommendations, developing performance indicators for skills and development, increasing workforce flexibility and strengthening succession planning for critical roles, with routine workforce metrics reported to Members. New workforce planning training has been introduced for managers, equipping them with the tools and confidence to apply a consistent approach across services. Inclusion has deepened: the ‘Let’s Pause’ menopause forum launched in April 2025 and now has seventy-six members as we work towards menopause-friendly accreditation; we have maintained Carer Positive “Exemplary Employer” status and were shortlisted for the Carers UK Transformational Employer award; we guarantee interviews for care-experienced applicants who meet essential criteria and have established a Care Experienced Staff Network; and we have achieved Breastfeeding Friendly Scotland Employer accreditation with new training and guidance in place. HR policy modernisation continues at pace, with revised Parenting Leave and Pay, Respect at Work and Equality, Diversity and Inclusion policies each written accessibly and equality impact assessed. 9.4 Our proposals to modernise terms and conditions for local government employees were not supported in union ballots; however, the process provided valuable insight and a strong evidence base for future improvement. We will now focus on constructive debrief with trade unions to explore areas of progress while continuing equality impact assessment work to ensure any future proposals remain fair and inclusive.
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PUBLIC 9.5 Leadership and learning continue to accelerate transformation. Around one hundred and forty employees recently achieved accredited Chartered Management Institute qualifications, celebrated by an event held at Paisley Town Hall, and a refreshed leadership offer supporting everyone from frontline supervisors to the Chief Executive, together with a new managers’ induction module, will launch in early 2026. Since the e-learning platform iLearn upgrade in February 2024, employees have completed an impressive 52,872 courses across 6,583 employees, supported by thirty Digital Champions. Mandatory training compliance across the Council has risen to 77%, up from 58% in June 2025, with tailored plans to support Teaching employees through in-service days. Employee voice is shaping decisions through service-level Engagement Forums, which feed directly to the Workforce Planning Group. The 2024 employee survey, nearly 2,000 responses, reported high job satisfaction, strong line-manager relationships and strong advocacy. Council-wide and service-level actions are underway, with the first annual progress update to members scheduled for February 2026. 9.6 Equality, diversity and inclusion remain at the heart of our approach. Mandatory EDI training completion stands at 76.4%; Race and Disability forums are being re-established; and an Equalities Development Officer is providing strategic leadership to embed EDI across the Council. Our Equality Mainstreaming Report, published in April 2025, evidences progress against outcomes, and public consultation launched in October 2025 is shaping the next set of Equality Outcomes for 2025–2029. We are also proud of our progress on the gender pay gap, now 0.52% in favour of women compared with 4.59% in favour of men in 2018, reflecting targeted actions on pay and grading, leadership development, family-friendly policy and progression pathways. 9.7 Taken together, these developments evidence sustained investment in a skilled, healthy, inclusive and future-ready workforce. This commitment underpins the Council’s transformation ambitions by ensuring we remain resilient, adaptable and equipped to deliver innovative, high-quality services for our communities in a rapidly changing environment. 10. Review of Cultural & Leisure Services Commissioned through OneRen 10.1 As previously reported to the Board, officers are currently working with OneRen to undertake a strategic review of current commissioning arrangements for cultural and leisure services. Three key workstreams have been identified: • Workstream 1 - Community and Leisure • Workstream 2 - Culture and Libraries • Workstream 3 - Finance and Governance 10.2 Work has been progressed since the last update to Board to review current service level agreements, cost and service utilisation data. A detailed update on the review is provided as a separate item on the Board’s agenda. 11. Alignment to Medium Term Financial Plan 11.1 As outlined in the Medium-Term Financial Plan presented to the September Council meeting, the transformation programme along with more traditional service-based savings workstreams (many of which will be supported by transformational activity) continue to provide the key routes to support the Council’s drive toward longer term financial sustainability.
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PUBLIC 11.2 The table below summarises the broad targets set out as part of the medium-term financial plan and the current assessment of the anticipated savings position to be incorporated into the 2026/27 budget position. As outlined in the table and as anticipated the majority of the 2026/27 savings are expected to be secured from non- direct transformational activity with the majority of that expected in years 2-3 of the three-year planning horizon. 2026/27 2027/28 2028/29 2026/27 2027/28 2028/29 £000s £000s £000s £000s £000s £000s Digital workstreams including AI 200 1,500 1,000 - 1,500 2,000 Connected Communities 250 250 250 - 250 250 Review of culture & leisure services with OneRen 250 1,000 750 - 1,000 1,000 Early Intervention & Prevention 1,000 1,000 - 1,000 - Strategic Property Changes 100 100 100 - 100 100 Procurement savings 200 200 100 - 100 200 Service based savings 3,000 3,000 2,000 2,300 2,000 2,000 Income growth 1,000 1,000 1,000 900 1,000 1,000 Corporate Financing savings 300 250 250 - - 6,300 8,300 5,200 3,450 6,950 6,550 September 25 Target Saving Theme Total Savings Revised Target 11.3 Although there is a change in the mix and scale of the savings from that anticipated, the current position provides a level of confidence moving into the 2026/27 budget of relatively positive progress in identifying savings that continues to support the Council’s ongoing financial stability and makes a degree of headway into the financial sustainability objective aligned to the medium-term planning horizon. Over the course of 2026/27, it is anticipated increased confidence in the target figures will develop for the medium term. 12. Next steps 12.1 Alongside the regular updates for each individual workstream to the relevant Policy Boards, overview progress updates on the Reshaping Renfrewshire programme will continue to be reported to Leadership Board alongside the financial reporting to Council and the Finance, Resources and Customer Services Policy Board. _________________________________________________________________________ Implications of the Report 1. Financial – the transformation programme will continue to play a key role in supporting the Council’s medium term financial sustainability. The estimated cost of the smart social housing pilot will be incorporated into the budget plans for 2026/27 to be agreed by Council. 2. HR & Organisational Development – none. 3. Community/Council Planning – the transformation programme focuses resources on the delivery of priority outcomes as outlined in the Council Plan. 4. Legal - none 5. Property/Assets – section 7 of the report provides an update on investment in council properties and infrastructure.
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PUBLIC 6. Information Technology – section 4 notes a number of progress updates related to the Digital and ICT agenda. 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. An EQIA will be undertaken in developing the business case for smart social housing. 8. Health and Safety - none 9. Procurement – section 4 includes an update on the P2P project as part of the overall transformation programme. Several of the individual workstreams and projects will have associated procurement elements to their delivery and which will be managed through the Council’s well established procurement arrangements to secure best value. 10. Risk – the transformation programme is a key element of mitigating the medium-term financial challenge for the Council. 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – section 8 of the report provides an update in relation to Net Zero. 14. Children’s Rights – section 7 provides an update on the Learning Estate Strategy which will directly impact children and young people. When considering any future school provision, the impact this will have on children is a key consideration, and any work will be based around the direct needs of children to allow their education experience to thrive. Author: Alan Russell - Chief Executive Alastair MacArthur - Director of Finance & Resources
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PUBLIC APPENDIX 1 Transformation Board Current Projects in development and delivery Children and Families Project Name Description Stage Gaelic Development Identifying locations to support Gaelic Education in the Early Years, Primary, and Secondary Education Establishments. Project at initial stage. Identify Whole Family Wellbeing There are 3 workstreams - 3rd Sector / Request for Assistance / Service Redesign. Project is nearing completion. Deliver Connected Communities Project Name Description Stage Phase 2: Place Based Approaches Working with communities to understand their priorities/needs and work collaboratively with the informal networks in local areas to develop mechanisms to share info in an ongoing basis. Identify Phase 2: Early Help and support Exploring co-ordination of support in terms of what we provide and how we access it. Focus on early intervention; focus on the relationship with the resident; and how we can support all needs. Identify Phase 2: Every Contact Counts Implementing a council wide approach to engaging/responding to citizens that make contact with us. Ensuring a person-centred approach in place which promotes early intervention / prevention Identify Phase 2: Grant Review Reviewing current grant provisions Identify Phase 1: Restructure and other projects To look Council wide to developing early intervention approach on a locality basis with a view to realign costs toward successful interventions and reducing high- cost provision Close
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PUBLIC Digital Project Name Description Stage AI Innovation Assessment The AI Transformation Assessment will involve a series of workshops, data analysis, and AI trials which will provide the Council with a clear understanding of how AI solutions can enhance efficiency, reduce costs, and improve service delivery. Currently developing business cases. Assess Options Purchase to Pay (P2P) Implementation of integrated system approach to automate the end-to-end process from purchasing goods/services to payment to suppliers. P2P will integrate with existing ERP to deliver a more streamlined and efficient approach with greater visibility and control. Core solution delivered and complete, and further developments being considered. Deliver Housing System Replacement Project (now H I P Project) The replacement of Housing System OHMS, AVD Prevent, Apex and WorkHub with a fully integrated Housing Management System Renamed to Housing Innovations Project( H I P) Deliver Digital Experience / Intranet replacement Development of a new customer driven website and internal intranet site. Deliver Environment, Housing and Infrastructure Project Name Description Stage Cemetery management system Aim is to replace outdated, inefficient, and often manual cemetery management systems with a new digital solution. Driven also by legislative changes relating to the Burial Management Regulations and Burial Application and Register Regulations Define Waste Service - Recycling Improvements and Route Optimisation 2 workstreams to deliver a waste management route optimisation and in cab tech system and recycling improvements utilising Scottish Gov recycling improvement fund Deliver
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PUBLIC Project Name Description Stage New Fleet Management Solution Implement the Fleet Focus system in order to significantly enhance operational efficiency, improve data management, and provide better insights into fleet performance Deliver Housing Repairs and Maintenance service redesign Service and process review and redesign to implement improvements and efficiencies. Deliver Housing Investment and Regeneration Programme Complex, 10 year, Capital Programme being delivered in many areas across Renfrewshire External and internal improvements in social housing including 8 regeneration areas Deliver Learning Estate Project Name Description Stage Bridge Of Weir Learning Estate Project Not yet started. Business Case to review future learning estate options Pipeline Foxbar Learning Estate Project Not yet started. Business Case to review future learning estate options Pipeline Gallowhill Learning Estate Project Not yet started. Business Case to review future learning estate options Pipeline Glenburn Learning Estate Project Not yet started. Business Case to review future learning estate options Pipeline Paisley Central Learning Estate Project Not yet started. Business Case to review future learning estate options Pipeline Johnstone High School Learning Estate Project Outline Business Case being developed to be presented in March Assess Options Johnstone Primary School Learning Estate Project Outline Business Case being developed to be presented in March Assess Options Renfrew Learning Estate Project (Trinity High School) Outline Business Case being developed to be presented in March Assess Options Park Mains High School Extension Build and extend existing PMHS to extend capacity of 2000 pupils. Define
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PUBLIC Project Name Description Stage Paisley Grammar Community Campus Build of new school and community campus and also decant and relocation of previous school Deliver Thistle Primary School The project is the design, construction, and delivery of a new Primary School approximately 5200m2 (GIFA) with associated external education spaces, landscaping works and car parking/ drop- off facilities Deliver Optimising Assets Project Name Description Stage Commercial Property Review The review is to assess the size of and shape of the Council’s Commercial property estate and consider what it should look like in future to provide an estate that meets the current and future requirements of the Council and to optimise the estate to improve efficiency. Define Strategic Property Strategy To review the Council’s property estate, reduce its carbon footprint (including energy consumption), to use buildings more efficiently in the provision of services and to sustainably maintain the remaining property portfolio using existing revenue funding. Define REN Zero Project Name Description Stage Sustainable Travel To maximise sustainable transport opportunities to deliver an inclusive, affordable transport system that provides choice for all, including a reviewed hierarchy of travel, EV pool vehicles, re- introduction of pool bikes and possibility of EV /salary sacrifice scheme. Define
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PUBLIC Project Name Description Stage Local Heat and Energy and Efficiency Strategy (DHN) Improving energy efficiency and heat decarbonisation, to identify where projects can be delivered to make the biggest impact in our communities, making the best use of assets and infrastructure to deliver net zero targets and affordable warmth. Deliver People and OD Project Name Description Stage Employee Benefits Implementation of the Employee Benefits package is critical in achieving the outcomes as set out within the People Plan. It also contributes to Financial Sustainability, delivering financial savings (implementation of AVCs). Identify Rewards & Recognitions Project Review of Employee Rewards and Recognition approaches to deliver improvements. Pipeline Other Project Name Description Stage Lagoon Family Hub Lagoon Family HUB , managing the development and delivery of a soft play area to meet the needs of the wider community. Deliver Erskine Library Reprovisioning To install temporary library provision owing to the end of lease of previous accommodation. Deliver