Agenda Document Pack - Leadership Board - 18/02/2026
Renfrewshire Council · 18 February 2026
Back to Leadership Board — 18 February 2026 and its agenda
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11/02/2026 Notice of Meeting and Agenda Leadership Board Date Time Venue Wednesday, 18 February 2026 13:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Iain Nicolson (Convener): Councillor Jacqueline Cameron (Depute Convener): Councillor Alison Ann-Dowling: Councillor Michelle Campbell: Councillor Graeme Clark: Councillor Audrey Doig: Councillor Neill Graham: Councillor Anne Hannigan: Councillor David McGonigle: Councillor Marie McGurk: Councillor Iain McMillan: Councillor Kevin Montgomery: Councillor Emma Rodden: Councillor John Shaw: Councillor Andy Steel: Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. MARK CONAGHAN Head of Corporate Governance Page 1 of 266
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11/02/2026 Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home Page 2 of 266
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11/02/2026 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Revenue & Capital Budget Monitoring Report Joint report by Chief Executive, Director of Finance & Resources, and Chief Finance Officer, Renfrewshire HSCP 5 - 16 2 Fairer Renfrewshire Sub-committee Minute of meeting of the Fairer Renfrewshire Sub-committee held on 28 January 2026 17 - 18 3 Fairer Renfrewshire Update Report by Chief Executive 19 - 30 4 Best Value - Corporate Improvement Plan Report by Chief Executive 31 - 46 5 OneRen Annual Report Report by Chief Executive 47 - 76 6 Adult Social Care - Six-monthly Update Chief Officer, Renfrewshire Health and Social Care Partnership 77 - 90 7 City Deal and Infrastructure Programme Report by Chief Executive 91 - 102 8 Reshaping Renfrewshire –Transformation and Change Programme – Update Report Joint report by Chief Executive and Director of Finance & Resources 103 - 130 9 Smart Social Housing Joint report by Chief Executive and Director of Finance & Resources 131 - 152 10 Corporate Asset Management Strategy 2026 to 2030 Report by Chief Executive 153 - 200 Page 3 of 266
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11/02/2026 11 Corporate Assets – overview of progress, 2021 to 2026 Report by Chief Executive 201 - 218 12 Strategic Commissioning Review of Culture and Leisure Services Report by Director of Finance & Resources 219 - 242 13 Council Event Planning and Programming Report by Chief Executive 243 - 266 Page 4 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Executive, Director of Finance and Resources, and Chief Finance Officer Renfrewshire HSCP ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring as at 14 November 2025 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 8 on 14 November 2025, the projected revenue outturn at 31 March 2026 for those services reporting to the Leadership Board is a deficit position of £5.375m. This is mainly due to Adult Services (HSCP) projecting a deficit of £5.393m against a planned deficit position £5.969m. 1.2 At 14 November 2025, the projected capital outturn for projects reporting to the Leadership Board is a break-even position against the revised budget for the year. 1.3 This is summarised in the tables below and further analysis is provided in the Appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Planned Use of Reserves £000 Revenue Adult Services 111.791 117.184 (5.393) (5.969) Chief Executive’s Service 22.134 22.116 0.018 0 Total 133.925 139.300 (5.375) (5.969) Capital Variance % Total 18.345 18.345 0 0% Item 1 Page 5 of 266
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PUBLIC 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn deficit position of £5.375m; and b) Note the projected Capital outturn break-even position; and c) Note the budget adjustment detailed at section 6.3. _________________________________________________________ 3. Revenue Budget Projection – deficit of £5.375m by 31 March 2026 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this Board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. __________________________________________________________________ 4. Objective Analysis – Significant Variances 4.1 Adult Services - £5.393m deficit The approved Adult Services revenue budget for 2025/26 included a deficit position of £5.969m (central scenario), which would be funded from reserves. The £5.393m projected deficit is £0.576m lower than the planned draw on reserves mainly due to underspends in employee costs due to vacancies and ongoing challenges in terms of recruitment and retention. These underspends are offset by higher than expected spend on external care at home packages for both Older People and those with Physical or Sensory Disabilities. This results from increased acuity of patients with more complex needs discharged from hospital, meaning more intensive Care at Home packages are required to support people to remain in their own homes. There was also an overspend within the Learning Disabilities service in relation to Adult Care Placements due to the increase in clients’ needs and demand for these services. Ongoing action is being taken by HSCP management to try and mitigate these cost drivers where possible and any revisions to this position will be updated in future board reports. _________________________________________________________ Page 6 of 266
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PUBLIC 5. Subjective Analysis – Significant Variances 5.1 Employee Costs - £1.316m underspend This forecast underspend predominantly arises within Adult Services (£1.302m) from ongoing recruitment challenges and retention issues across all service areas due to the limited availability of the required skills mix. 5.2 Premises Related - £0.046m pressure This forecast deficit relates fully to Adult Services and reflects increased cleaning and repairs costs, as well as the cost of specialist adaptation equipment, such as track hoists. 5.3 Third Party Payments - £6.292m pressure This forecast deficit relates fully to Adult Services and is mainly due to external care at home packages. This results from increased acuity of patients discharged from hospital, with more complex needs, meaning more intensive Care at Home packages are required to support people to remain in their own homes. Further overspends are forecast within adult supported living packages and carer's respite, reflective of client needs and demand for these services. 5.4 Transfer Payments - £0.319m pressure This forecast deficit predominantly arises within Adult Services (£0.312m) due to the projected bad debt provision; this is based on the current debt position. _________________________________________________________ 6. Revenue Budget Virements 6.1 Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as budget virement. 6.2 Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director and the Director of Finance and Resources for submission to the relevant policy board for approval. 6.3 Budget adjustments processed since the previous report to Board amount to £0.377m and reflect the allocation of centrally held budgets already approved or within delegation and new funding, so reported here for information only. Page 7 of 266
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PUBLIC The majority relates to funding drawn down from ringfenced reserves to support the delivery of Council strategic programmes: £0.293m for the cultural programme and £0.014m for the Fairer Renfrewshire programme. New funding of £0.070m represents the Council’s share of a Scottish Government allocation of Adopt and Adapt Funding under the Fairer Futures Partnership (FFP) to support Councils’ efforts to access and engage with the FFP learning programme and embed relevant learning in their local work on child poverty. ___________________________________________________________________ 7. Capital Budget Projection - break even position by 31 March 2026 7.1 The Capital Investment Programme 2025/26 to 2029/30 was approved by the Council on 27 February 2025. The Leadership Board approved capital budget for 2025/26 is £19.135m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2026, and this will continue to be monitored as projects progress. Further details of the programme can be found in the Capital Monitoring report at Appendix 2. 7.3 There have been a number of budget adjustments to reflect revised programming for some capital projects. The revised capital spend for 2025/26 is £18.345m and details of these adjustments, which amount to (£0.790m) are as follows: Project Amount (£m) Budget carried forward into 2026/27 - to reflect updated cashflows Community Halls Refurbishment (0.290) Lagoon Internal Play centre (0.500) Total (0.790) Implications of the Report 1. Financial The projected budget outturn position for the Leadership Revenue budget is a deficit of £5.375m at 31 March 2026. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken by services to mitigate any overspend. The projected outturn position for the Leadership Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development None directly arising from this report. Page 8 of 266
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PUBLIC 3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in new assets (City Deal), regeneration (AMIDS) and refurbishment and improvement of leisure and culture assets. 6. Information Technology While ICT assets and revenue costs are included within these reported budgets, there are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While certain areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety The capital expenditure noted in this report will result in lifecycle maintenance improvements to existing properties and replacement of ICT assets, which may in some cases enhance health and safety measures. Page 9 of 266
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PUBLIC 9. Procurement While Procurement is a key consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report 12. Cosla Policy Position There are no direct implications arising from the recommendations in this report. 13. Children’s Rights There are no direct implications arising from the recommendations in this report. 14. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. _________________________________________________________ List of Background Papers Revenue Budget and Council Tax 2025/26, Council, 27 February 2025. 2025/26 Delegated Health and Social Care Budget, Renfrewshire Integration Joint Board, 21 March 2025. Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30, Council, 27 February 2025. ___________________________________________________________________ Authors: Revenue - Valerie Howie, Finance Business Partner / Alison Burns, Corporate Finance Manager Capital – Linsey McGregor, Senior Accountant Page 10 of 266
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Appendix 1 PUBLIC RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 POLICY BOARD : LEADERSHIP BOARD Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Adult Services 111,791 0 111,791 117,184 (5,393) (4.8%) (5,924) 531 Chief Executive's Service 21,757 377 22,134 22,116 18 0.1% 4 14 NET EXPENDITURE 133,548 377 133,925 139,300 (5,375) (4.0%) (5,920) 545 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 44,153 46 44,199 42,883 1,316 3.0% 478 838 Premises Related 774 0 774 820 (46) (5.9%) (43) (3) Transport Related 596 0 596 596 0 0.0% 1 (1) Supplies and Services 19,550 32 19,582 19,622 (40) (0.2%) (35) (5) Third Party Payments 74,057 0 74,057 80,349 (6,292) (8.5%) (5,996) (296) Transfer Payments 25,598 551 26,149 26,468 (319) (1.2%) (94) (225) Support Services 152 (1) 151 153 (2) (1.3%) (11) 9 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 164,880 628 165,508 170,891 (5,383) (3.3%) (5,700) 317 Income (31,332) (251) (31,583) (31,591) 8 0.0% (220) 228 NET EXPENDITURE 133,548 377 133,925 139,300 (5,375) (4.0%) (5,920) 545 Page 11 of 266
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Appendix 1 PUBLIC Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Older People 61,136 (2) 61,134 63,360 (2,226) (3.6%) (2,054) (172) Physical or Sensory Disabilities 15,472 1 15,473 16,863 (1,390) (9.0%) (1,567) 177 Learning Disabilities 28,261 1 28,262 29,610 (1,348) (4.8%) (1,473) 125 Mental Health Needs 6,156 0 6,156 6,554 (398) (6.5%) (358) (40) Addiction Services 766 0 766 797 (31) (4.0%) (30) (1) NET EXPENDITURE 111,791 0 111,791 117,184 (5,393) (4.8%) (5,482) 89 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 38,679 0 38,679 37,377 1,302 3.4% 1,236 66 Premises Related 373 0 373 419 (46) (12.3%) (31) (15) Transport Related 595 0 595 595 0 0.0% (7) 7 Supplies and Services 3,876 0 3,876 3,919 (43) (1.1%) (18) (25) Third Party Payments 74,057 0 74,057 80,349 (6,292) (8.5%) (6,457) 165 Transfer Payments 24,304 237 24,541 24,853 (312) (1.3%) (221) (91) Support Services 61 0 61 63 (2) (3.3%) (7) 5 GROSS EXPENDITURE 141,945 237 142,182 147,575 (5,393) (3.8%) (5,505) 112 Income (30,154) (237) (30,391) (30,391) 0 0.0% 23 (23) NET EXPENDITURE 111,791 0 111,791 117,184 (5,393) (4.8%) (5,482) 89 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2025/26 1 April 2025 to 14 November 2025 Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable POLICY BOARD: LEADERSHIP BOARD - ADULT SERVICES Page 12 of 266
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Appendix 1 PUBLIC Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Chief Executive and Management 298 0 298 297 1 0.3% 1 0 Policy and Partnerships 4,208 84 4,292 4,288 4 0.1% 2 2 Marketing and Communications 3,021 293 3,314 3,301 13 0.4% 20 (7) City Deal & Infrastructure 86 0 86 86 0 0.0% 0 0 Leisure Services (incl Renfrewshire Leisure) 14,144 0 14,144 14,144 0 0.0% 0 0 NET EXPENDITURE 21,757 377 22,134 22,116 18 0.1% 23 (5) Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 5,474 46 5,520 5,506 14 0.3% 28 (14) Premises Related 401 0 401 401 0 0.0% 0 0 Transport Related 1 0 1 1 0 0.0% 0 0 Supplies and Services 15,674 32 15,706 15,703 3 0.0% 15 (12) Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 1,294 314 1,608 1,615 (7) (0.4%) (6) (1) Support Services 91 (1) 90 90 0 0.0% 0 0 GROSS EXPENDITURE 22,935 391 23,326 23,316 10 0.0% 37 (27) Income (1,178) (14) (1,192) (1,200) 8 0.7% (14) 22 NET EXPENDITURE 21,757 377 22,134 22,116 18 0.1% 23 (5) Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable REVENUE BUDGET MONITORING STATEMENT 2025/26 RENFREWSHIRE COUNCIL 1 April 2025 to 14 November 2025 POLICY BOARD: LEADERSHIP BOARD - CHIEF EXECUTIVE'S SERVICE Page 13 of 266
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Appendix 2 PUBLIC Prior Years Approved Budget Revised Projected Total Approved Projected Expenditure Budget Adjustments Budget Outturn Budget Outurn Project Title to 31/03/2025 2025-26 since previous 2025-26 2025-26 to 31-Mar-30 to 31-Mar-30 Board report £000 £000 £000 £000 £000 £000 £000 LEISURE SERVICES Artificial Pitches Fund 19 781 0 781 781 0 0% 800 800 0 0% Community Halls Refurbishment 24,978 1,184 (290) 894 894 0 0% 26,551 26,551 0 0% Linwood Running Track at On-X 405 48 0 48 48 0 0% 454 454 0 0% Lagoon Internal Play Centre 0 1,000 (500) 500 500 0 0% 1,000 1,000 0 0% Total Leisure Services 25,402 3,013 (790) 2,223 2,223 0 0% 28,805 28,805 0 0% CHIEF EXECUTIVES City Deal Projects Glasgow Airport Investment Area 46,125 262 0 262 262 0 0% 48,387 48,387 0 0% Clyde Waterfront & Renfrew Riverside 112,931 4,752 0 4,752 4,752 0 0% 117,824 117,824 0 0% Economic Development AMIDS: Public Realm Phase 1 Netheron Square 3,817 78 0 78 78 0 0% 3,895 3,895 0 0% AMIDS: South 6,379 11,030 0 11,030 11,030 0 0% 59,092 59,092 0 0% Total Chief Executives 169,252 16,122 0 16,122 16,122 0 0% 229,198 229,198 0 0% TOTAL LEADERSHIP BOARD 194,654 19,135 (790) 18,345 18,345 0 0% 258,003 258,003 0 0% RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1st April to 14th November 2025 POLICY BOARD: LEADERSHIP Current Year 2025-26 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 15 of 266
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Minute of Meeting Fairer Renfrewshire Sub-committee Date Time Venue Wednesday, 28 January 2026 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Present: Councillor Graeme Clark, Councillor Neill Graham, Councillor Anne Hannigan, Councillor Marie McGurk, Councillor Iain Nicolson, Councillor Andy Steel Chair Councillor Graeme Clark, Convener, presided. In Attendance L McIntyre, Head of Policy & Partnerships, A Walter, Connected Communities Manager, A Smallenbroek, Equalities Development Officer and D Dunn, Social Renewal Lead Officer (all Chief Executive’s); and C MacDonald, Senior Committee Services Officer and J Barron, Committee Services Officer (both Finance & Resources). Webcasting of Meeting Prior to the commencement of the meeting the Convener intimated that this meeting of the Sub-committee would be filmed for live or subsequent broadcast via the Council's internet site. Apology Councillor J Cameron. Declarations of Interest and Transparency Statements There were no declarations of interest or transparency statements intimated prior to the commencement of the meeting. Item 2 Page 17 of 266
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1(a) Cost of Living Update There was submitted a report by the Chief Executive relative to an overview of the key context and evidence around current pressures on household finances, both in terms of household income and expenditure. DECIDED: That the report be noted. 1(b) Cost of Living Dashboard There was submitted a report by the Chief Executive relative to an overview of key indicators and their movement from the last reporting period, supported by additional statistical information, analysis and graphs which illustrated longer-term trends. DECIDED: That the report be noted. 2 Fairer Renfrewshire Programme Update There was submitted a report by the Chief Executive relative to key projects being progressed through the Fairer Renfrewshire Programme. The report provided updates on current projects, highlighted future key priorities and gave an overview of the proposals, priorities and next steps for 2026. DECIDED: That the report be noted. 3 Equality Outcomes Consultation Update A Walter, Connected Communities Manager and A Smallenbroek, Equalities Development Officer, gave a presentation relative to an update on the Equality Outcomes Consultation which ran over September and October 2026. DECIDED: That the presentation be noted. Page 18 of 266
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PUBLIC ______________________________________________________________________________ To: Leadership Board On: 18 February 2026 ______________________________________________________________________________ Report by: Chief Executive ______________________________________________________________________________ Heading: Fairer Renfrewshire Update ______________________________________________________________________________ 1. Summary 1.1 The Council and its partners continue to work together to progress the Fairer Renfrewshire Programme, with a strong shared focus currently on the local response to the cost-of-living crisis. 1.2 This paper provides: • a summary of the issues as reported to the Fairer Renfrewshire Sub-Committee on 28 January 2026 including the cost of living and programme updates. • Details of the recent Equalities Outcomes consultation and planned next steps. • An update with regard to the Winter Connections Programme, with the detail of funding awards provided at Appendix 1. _____________________________________________________________________________ 2. Recommendations 2.1 It is recommended that elected members: • Note the content of the report and the work being undertaken to progress the Fairer Renfrewshire programme. • Note the update provided on the Winter Connections programme in Section 5, with detailed information on all funded applications provided in Appendix 1. ______________________________________________________________________________ 3. Background 3.1. The Fairer Renfrewshire Programme was developed in order to bring together targeted programmes of work being progressed by the Council and its partners to tackle poverty and inequality in Renfrewshire. As the cost of living crisis has developed, the programme has Item 3 Page 19 of 266
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PUBLIC continued to evolve in response, and at Leadership Board on 3 December 2025, a Fairer Renfrewshire Action Plan detailing the priorities and programme of work to be undertaken over the next 18-24 months was approved. This plan refreshes and sharpens focus on the priorities for the Fairer Renfrewshire Programme. 3.2. Over the next two years, we will concentrate on four strategic priorities: • Improving Financial Security Helping households maximise income, reduce costs, and access early help to prevent crisis. • Strengthening Health, Wellbeing and Community Supporting families and communities through sustainable models of care, food security, and place-based approaches. • Embedding Equality and Inclusion Ensuring services are accessible, inclusive, and shaped by the voices of those who are often unheard. • Using Insight and Evidence for Impact Harnessing data, feedback, and lived experience to drive better decisions and deliver measurable change. 3.3. Regular updates on the programme are provided to the Fairer Renfrewshire sub-committee and subsequently to the Leadership Board. 4. Update from the Fairer Renfrewshire Sub-Committee 4.1 At its meeting on 28 January 2026, the sub-committee considered: • The most recent programme update including information on recent statistics and research in relation to the cost-of-living crisis, including the dashboard developed locally. • Progress updates in relation to family advice provision, Community Development in Gallowhill, Fair Food Renfrewshire and the Fairer Renfrewshire Panel. 4.2 Officers gather information from a variety of sources at both a local and national level to inform discussion at the sub-committee. Key statistics and information discussed at its most recent meeting are provided in table 1 below. Table 1 Key National Statistics • The rate of inflation is standing at 3.4% in December, rising from 3.2% the previous month and has been above the target rate of 2% set by the UK Government for the Bank of England since October 2024, when it reached 2.3%. Page 20 of 266
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PUBLIC • The inflation rate for food has increased to 4.5% in December, after hitting 4.2% in November. It remains higher than overall inflation. • The Bank of England interest rate was reduced to 3.75% in December after being 4% since August 2025. A decision was made to hold rates on 5 February 2026. • The Energy Price Cap, originally introduced by Ofgem in January 2019 to set limits on the underlying rates energy suppliers, is currently set at £1,758 from 1 January 2026, a 0.2% increase on the £1,775 in the previous quarter. Cost of living research (national) The latest insights into the cost of living from the Office of National Statistics for the period 5th to 30th November 2025 found: • that 88% of those surveyed reported the cost of living as the most important issue facing the UK today, an increase of 1% in the August figure last reported, and around 61% reported that their cost of living had increased compared with a month ago. • that the most commonly reported reason given by adults in the latest period for a rise in their cost of living remains the price of their food shop at 95% (previously 96%), which has been the case since they first asked the question in November 2021. • The proportion of adults reporting that a reason for their cost-of-living increases was the price of their energy bills at 68%, has increased from the 59% reported in August 2025. • Over one in three (34%) adults reported that they believed they would be unable to save any money in the next 12 months. This has remained stable in the past year. • More than one in three (36%) adults who paid energy bills reported that they found these bills very or somewhat difficult. This has fallen from a peak of almost half (49%) of adults in May 2023, however is an increase on the 31% last reported. • 22% of adults have had to borrow money or use more credit in the last month compared to a year ago. • 43% of people are shopping around more, 39% spending less on food and essentials and 60% spending less on non-essentials, while 29% are using savings because of cost of living pressures. • The ONS also publishes statistics for the UK on Direct Debit failure. The most recent statistics for November 2025 shows a default rate on loans of 4.70%. This is the 3rd highest rate since records began in January 2019. • With regard to Electricity and Gas Direct Debits, the default rate is 2.73%, slightly down on the 3% last reported, and the 4th highest rate ever recorded since records began in 2019. Employment and Income • According to the ONS, the Claimant Count in November 2025, which is taken from JobcentrePlus administration systems, for those claiming unemployment- related benefits in Renfrewshire is 3,185 people – 1905 men and 1280 women aged between 16 and 64. This is a reduction from 3,330 last reported. The Renfrewshire unemployment rate of 2.7% is less than the Scotland rate (3.5%). Page 21 of 266
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PUBLIC • Over the long term, average weekly earnings for both total and regular pay show a steady increase. Average weekly earnings were estimated at £739 for total earnings and £687 for regular earnings in July 2025. Food costs / insecurity • The latest figures show that food and drink inflation has increased to 4.5%, up from 4.2%, a significant increase in costs for consumers. • Renfrewshire Foodbank issued 1,315 vouchers in Quarter 3 of 2025/26, a slight decrease on the 1,332 vouchers issued during the same quarter last year. The vouchers covered 1,712 adults and 918 children this year, which was an increase in the total number receiving assistance compared to the same quarter last year (1,705 adults and 782 children). The number of vouchers this quarter is slightly less than last quarter when 1396 vouchers were issued covering 1841 adults and 934 children. • The rising costs of essentials remains the most commonly cited factor in the reason for voucher issue in Renfrewshire, at 551 times. This is compared to the second most cited factor, other unexpected expense at 190 times. Housing • Private rent prices in Renfrewshire rose to an average of £832 in November 2025, an annual increase of 7.1% from £777 in November 2024. 5. Fairer Renfrewshire Programme Update 5.1 Since the last update to Leadership Board in December 2025, a range of activities have continued to be progressed by officers and partners. A summary is provided in the sections below. Improving Financial Security School Support and Family Advice Service 5.2 Between 1 October and the 31st of December 2025, the School Support Service assisted 33 clients. These clients made a combined 53 individual contacts. Appointment levels in Q3 were lower than typically expected, due to adviser absence and the festive closure. 5.3 Total client financial gains (CFGs) for the period were £48,189.42 achieved across 21 clients. This included £25,324.21 relating to Universal Credit, £13,712.30 from Adult Disability Payment (Daily Living), and £7,066.80 from Attendance Allowance. Additional gains were also achieved through Council Tax reductions (£1,349.11), energy advice (£287), and charitable support, including Foodbank referrals. 5.4 In terms of advice demand, benefits remained the most common advice area, followed by housing and education-related enquiries, reflecting ongoing pressures on families around household costs and disability-related needs. A significant proportion of clients supported were single-parent families (39.4%) and families with children with disabilities (27.3%), which continues to be a consistent theme within the service. Page 22 of 266
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PUBLIC 5.5 Looking ahead to Q4, expectation is that the number of clients supported will increase, as service capacity has returned to normal levels. 5.6 For quarter 3 of 25/26, Advice Works reported 113 referrals for their Family Advice Service. Client Financial Gain for the quarter for Family Advice is £4,164.60, with the total for the year so far being £63,904.10, however even in cases where a client speaks to an adviser and there is no financial gain made, the client benefits from the reassurance of a benefit check, with 104 of these completed during the quarter. Meeting with Advice Works also opens discussion on all financial matters that may be worrying the client, such as debts and budgeting. Strengthening Health, Wellbeing and Community Community Development in Gallowhill 5.7 At Leadership Board on 4 December, £50,000 of Fairer Renfrewshire funding was allocated in grant funding to Active Communities to support the continuation of community development activity in Gallowhill following the publication of the earlier Community Needs Assessment which took place in the area. This is intended to provide capacity to support the development and implementation of actions emerging from the community needs assessment and continue to improve and expand community led activity and infrastructure in the area. 5.8 Due to staffing changes, a new community development officer (CDO) was successfully recruited and started at the beginning of January 2026. Officers, however, have continued to work with Active Communities, and using the Community Needs Assessment are prioritising areas of work which will make a difference to the community. A meeting with Transport colleagues took place in November 2025, and it has been agreed that Shopmobility will support a free, comprehensive accessibility survey in the area. 5.9 The remaining funding will support this part-time CDO post for one year, with Active Communities also part funding the post to carry out a community needs assessment in the Howwood Road area of Johnstone. Officers have been working with Active Communities to gather data for the area to support this piece of work and will examine what supports could be made available, for example advice, within the Housing Regeneration Team’s premises in the area. 5.10 Active Communities received an ex-mobile bank vehicle from Royal Bank of Scotland in December and utilising funding through the Sustainable Communities Fund and other funders, will transform this into a mobile pantry which will reach areas within Gallowhill with no current access to public transport. The van will also be used to take services, for example advice provision, out into the community. This van will also be utilised in the Howwood Road area of Johnstone. Page 23 of 266
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PUBLIC Winter Connections 5.11 At Leadership Board in May 2025, it was agreed that £75,000 of funding be allocated from Fairer Renfrewshire programme to provide small grants to local organisations to support a Winter Connections programme in partnership with local organisations. The programme aims to encourage people to connect and participate in activities in warm and welcoming spaces across communities in Renfrewshire. 5.12 The funding will support local community and voluntary organisations with the additional costs of making venues, activities and sessions open as part of the programme, such as equipment, food, energy costs, and rent and funded activities must fit the criteria of Winter Connections and be: • Open, free and easy to access (although this can mean open to all within a particular age or targeted group) • Inclusive, welcoming, respectful, and safe • Able or willing to provide connections to other services and supports • Able to offer warm drinks/snacks/food along with activities, where possible 5.13 The Winter Connections programme opened for applications on 22 September 2026. Due to the number of applicants, it was suspended on 6 October by which time 47 applications been received. The applications had a good geographical spread across Renfrewshire, with five of the villages currently represented, as well as Renfrew, Johnstone and Linwood and various areas in Paisley. They also offered a wide range of activities across different days and times. 5.14 The applications were assessed by a panel consisting of officers from Renfrewshire Council, Renfrewshire Health and Social Care Partnership and Engage Renfrewshire, with authority delegated to the Head of Policy and Partnerships to award grants in consultation with the Council Leader. 5.15 OneRen Libraries have also received funding to support activities in areas where there are no Winter Connections projects, eg. Bishopton, and also to provide hot drinks and cup a soups across all libraries. This provision has been very much welcomed in past years, encouraging people to take part in activities in the libraries programme, and stay and socialise with others. 5.16 A full list of awards and activities is at Appendix 1. Fair Food Renfrewshire/Good Food Nation 5.17 On 17 December 2025, the Scottish Government provided an update on the publication of the national Good Food Nation Plan, that the first national Good Food Nation Plan has now been published and formally laid before the Scottish Parliament. It outlines six over-arching outcomes, Scottish Government food-related policies in place to achieve these Outcomes Page 24 of 266
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PUBLIC and the measures they will use to assess progress. The publication of the national Good Food Nation Plan is important for relevant authorities because there is a statutory duty on relevant authorities to have regard to the national Plan when preparing their own respective Good Food Nation Plans. 5.18 Officers continue to attend relevant events to support the work of Fair Food Renfrewshire and around the Good Food Nation (Scotland) Act 2022. Section 10 of the Act, which is not yet in force, requires each relevant authority, to publish a local Good Food Nation Plan within a period of 12 months, starting from the date upon which section 10 is commenced. 5.19 Following concerns raised by relevant authorities that 12 months might not be long enough to develop and publish their local Good Food Nation Plans, Scottish Government requested feedback on what an appropriate length of time might be. From this, they have agreed 24 months is the preferred timeline for developing and publishing the local Good Food Nation Plans, and they are currently considering legislative and non-legislative mechanisms to provide 12 months’ advance notice of the commencement of section 10. This would provide relevant authorities a total of 24 months to publish their local Good Food Nation Plans. 5.20 The update advises that the Scottish Government will let local authorities know as soon as possible when they intend to commence section 10 and guidance will be available to support with drafting and consultation. In addition, on 15 January 2026 a survey was received from the Good Food nation team within the Scottish Government for them to gain a better understanding of the processes by which these Local Good Food nation plans would be produced in local authorities and health boards and how they can most effectively support relevant authorities in fulfilling their legislative duties. Renfrewshire Foodbank 5.21 At December’s Council meeting, funding of £10,000 was approved to Renfrewshire Foodbank to support them over the winter period which will be drawn from Fairer Renfrewshire funding. Officers are working with the Foodbank to swiftly administer the grant. 5.22 Statistical information around clients and reasons for Foodbank voucher issue will continue to be collected on a quarterly basis. Officers also intend to work with the Foodbank this quarter on referral pathways in line with the Fairer Renfrewshire Action Plan. Renfrewshire Community Food Education Small Grants 5.23 The Renfrewshire Community Food Education Small Grants fund opened on 14 January 2026. This is a £10,000 fund for organisations based in Renfrewshire to deliver food education sessions that increase understanding and confidence to make healthier food choices and improve practical cooking skills. 5.24 The fund is being delivered by Renfrewshire HSCP Health Improvement Team, and is available to voluntary sector organisations, community groups, food pantries and local food Page 25 of 266
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PUBLIC initiatives. Applications can be made for grants of up to £1,000 to support embedding community food education within organisations. This may be through developing a new project or incorporating food education into an existing project or initiative. This might include, but is not limited to: • Costs associated with delivery of food education sessions such as training materials and resources. • Support with costs of food and/or equipment, including transportation of these. • Costs associated with premises, including equipment and/or storage. 5.25 The aim of the fund is to promote healthier eating habits through improved food literacy and practical cooking skills, in line with the Good Food Nation Plan and local health improvement priorities. Initiatives should empower communities to make informed food choices and reduce health inequalities. The last date for applications to the fund is 4th February 2026. Embedding Equality and Inclusion Equalities Outcomes Consultation 5.26 In May 2025 Council approved a set of draft Equality Outcomes for 2025-2029, based on data, evidence and insight into the inequalities that exist in Renfrewshire. The six draft equality outcomes are: • Outcome 1: New Scots feel welcomed, supported, and have equal opportunities to thrive in our communities. • Outcome 2: Disabled and older people experience improved access to public buildings, services, and transport, ensuring greater independence and participation in community life. • Outcome 3: Improved economic prospects for women, ethnic minority people and disabled people. • Outcome 4: All residents can access information and services in an inclusive and accessible manner. • Outcome 5: Our workforce better reflects the diversity of our community, in terms of ethnicity and disability. • Outcome 6: People with lived experience of inequality and exclusion will be more involved in informing and co-designing policy and practice that affects them. 5.27 These draft Outcomes were subject to a full consultation throughout from September to October 2025. In total 162 people responded to the consultation, with 101 being engaged face-to-face and 61 providing written responses. Page 26 of 266
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PUBLIC 5.28 Despite the relatively small sample size in responses (particularly to the online survey), the consultation feedback shows rich and meaningful engagement, with the face-to-face session taking place within equalities groups and with the Fairer Renfrewshire Panel. These discussions will provide the foundation for ongoing dialogue. 5.29 Information was gathered across the 6 Equality Outcomes on areas of good practice as well as seeking to identify the barriers to realising each equality outcome. From the consultation responses, a supporting action plan is being developed which includes actions across Council Services and with partners. The Action Plan reflects actions from a several existing council service strategies and plans, illustrating the work that many services are already undertaking to address equality concerns raised by the community. In addition to this, a number of new actions have been identified from consultation findings and in consultation with Council services. 5.30 A summary of the consultation findings and action plan will be submitted to the Leadership Board at a future date for consideration. Using Insight and Evidence for Impact Lived Experience Panel 5.31 Elected Members have been given a number of updates relating to work of the Fairer Renfrewshire Panel. Since the last Leadership Board, the Panel have met with the group who are working on actions from the most recent NHSGGC Health and Wellbeing survey. Led by the HSCP, and including Council officers and Engage Renfrewshire, this group has developed an action plan around priorities raised by the Fairer Renfrewshire Panel, with updates provided to the Panel at a meeting in early December. 5.32 The Panel also met with the Convenor and Depute of the Fairer Renfrewshire Sub- Committee in December 2025 to discuss the Fairer Renfrewshire Action Plan and other issues and in January with officers regarding school meals and ParentPay in January. 5.33 Looking forward, the Panel will meet the Chief Officer of Renfrewshire HSCP and officers developing a Climate Adaption Plan in February and the Community Justice Lead Officer in March. 6 Fairer Renfrewshire Programme 2026/2027 6.1 Members are asked to note that work is underway to bring forward proposals for Fairer Renfrewshire programme funding to be allocated for 26/27. As detailed within the Fairer Renfrewshire Action Plan, work is underway to evaluate 25/26 projects and assess options for future delivery of a number of projects. Details of these evaluations will be reported to the Fairer Renfrewshire Sub-Committee and the proposed 26/27 programme will then be presented to a future Leadership Board for approval. Page 27 of 266
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PUBLIC 6.2 As reported to the Fairer Renfrewshire Sub-Committee, the Scottish budget announcement on 13th January 2026 contained several measures likely to impact on households’ income and expenditure, or with implications for the Council’s Fairer Renfrewshire Action Plan. Detail on the implementation and potential impact of budget commitments will require further analysis in due course, but it is noted that the publication of the Child Poverty Delivery Plan anticipated this Spring may provide further detail on several budget measures. _______________________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development – none 3. Community/Council Planning – This report provides a summary of current partnership activities being progressed through the Fairer Renfrewshire programme, with a key focus on tackling the inequalities that exist in Renfrewshire. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – The report provides an overview of the position around household income and expenditure, and is for noting. As such there are no impacts arising from the recommendation of this paper. It is however important to note that impacts on households explored within this paper are likely to be disproportionately felt by equality groups. 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 Childrens Rights - the articles within UNCRC underpin the work that is being progressed in Renfrewshire through the Fairer Renfrewshire programme, particularly in relation to rights in relation to aspects such as life, survival and development, food, clothing and a safe home and supporting the best interests of the child and their families. Child poverty and family wellbeing are key local partnership priorities. ____________________________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships Page 28 of 266
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PUBLIC Appendix 1 Organisation Area Purpose Funding approved Howwood Community Council Howwood Winter Warmers £2,000 Houston Community Council Houston Houston Community Film Shows £1,571 Johnstone Castle Learning Centre Johnstone Youth sessions £2,000 KLAS Care CIC Linwood Whole Family Fun £1,417.80 Loud n Proud Paisley The Wednesday Club £2,000 Our Place Our Families Renfrew Soup for You £1,800 CREATE Paisley Paisley and Johnstone CREATE Winter Drop-ins £1,820 Local Energy Action Plan (LEAP) SCIO Lochwinnoch Cooking Classes £2,000 Erskine Arts Erskine Soup Sessions £2,000 Renfrew YMCA Renfrew Tuesday Soup Social £2,000 Foxbar Elderly Forum Paisley Foxbar Elderly Forum £2,000 Friends of Howwood Park Howwood The Tuesday Club £2,000 Paisley Methodist Church Paisley Saturday Get Together £2,000 St Vincents Hospice Howwood Winter Connection £1,880 The Thursday Club Paisley Thursday Club £2,000 Re:Hope Next Generation Bible Church Paisley Re: Play – Parent & Toddler Stay and Play £1,647 Dates-n-Mates Paisley Dates-n-Mates Renfrewshire £1,830 The Tannahill Centre Paisley Soup and a Blether £1,750 Just Dive In Paisley Winter Warmers £1,850 Page 29 of 266
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PUBLIC Creation Corner Johnstone Christmas Crafts & Connections £235 Your Community Your Space Shortroods Winter Warm Hubs & Games Nights £2,000 Stronger Communities Glenburn Paisley Winter Food £2,000 Linwood Community Council Linwood Winter Connections £2,000 Home-Start Renfrewshire & Inverclyde Paisley Winter Warmth and Connection £1,750 Ralston Out of School Care Paisley Activity Club £1,100 STAR Project Paisley STAR Winter Connections £1,475.93 Rays of Hope Elderslie HOPE Project £1,830 Williamsburgh Housing Association Paisley Williamsburgh’s Auld Friends Network £1,750 Jones & Us Paisley Mum & Baby Fitness £1,900 Pastoral Committee Paisley West Church Paisley The Wee Blether £1,952.44 The Preshal Trust Paisley Preshal Paisley – Heat up and eat up £1,530 Youth Inspired Linwood YI Mums Group £1,950 Foxbar Community Gardens & Environmental Project Paisley Foxbar Winter Well-being Connections £2,000 Robertson Housing Social Activities Group Erskine Social Spark £2,000 Bridge of Weir Scout Group Bridge of Weir Bringing Bridge of Weir Community Together £2,000 Johnstone Burgh Community Club Johnstone Tuesday Food Night £2,000 Sewing2gether All Nations Paisley (Central) Craft and Conversation Club £1,852 Page 30 of 266
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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. ___________________________________________________________________ Item 4 Page 31 of 266
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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. Page 32 of 266
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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 Page 33 of 266
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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 Page 35 of 266
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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 Page 36 of 266
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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 Page 37 of 266
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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 Page 38 of 266
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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. Page 39 of 266
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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 Page 40 of 266
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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 Page 41 of 266
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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 Page 42 of 266
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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 Page 43 of 266
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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 Page 44 of 266
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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 Page 45 of 266
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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. Page 46 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: OneRen Annual Report ___________________________________________________________________ 1. Summary 1.1 OneRen, the trading name of Renfrewshire Leisure Limited, recently published its annual report of 2024/25 which highlights the contribution that the organisation makes to the achievement of Council Plan, Community Plan and wider shared objectives through the wide range of projects, events and activities that it provides in the local community. OneRen recorded almost 2.1 million in person attendances, an increase of 10% from the previous financial year, and an increase of 30% over the last two years. The report particularly highlights that the redevelopment of Paisley Town Hall is now resulting in over 40,000 attendees at comedy, music and other cultural events. 1.2 The annual report, included within Appendix 1, also outlines the organisation’s main achievements and community impacts, performance and summary financial statements and forms part of the Council’s performance monitoring arrangements. The review of 2024/25 highlights increased participation rates across the majority of all OneRen services for the benefit of individuals and communities across Renfrewshire. 1.3 OneRen’s objectives are closely aligned to those of Renfrewshire Council. Progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. OneRen’s Board is Chaired by Councillor Lisa-Marie Hughes, with two other elected member directors Councillor Janis McDonald and Councillor Anne Hannigan. Six independent directors are appointed from business, culture and sporting communities. Due to the retiral of an independent director, this report also proposes the nomination of a new independent director. Item 5 Page 47 of 266
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PUBLIC 1.4 Quarterly performance reports are provided to and discussed with the Head of Policy and Partnerships, in her role as One Ren monitoring officer. __________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Leadership Board: • Notes the content of the OneRen annual report for 2024/25 as set out in appendix 1. • Approves the nominations committee recommendation in section 4.3 of this report. __________________________________________________________________ 3. Background 3.1 OneRen is the local charitable trust established by the Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. OneRen works to improve life-long physical and mental health in every one of our communities. OneRen’s vision is to ensure that everyone locally can live lives that are healthy, happy and fulfilled. 3.2 The Services Agreement with OneRen sets out the terms for it to deliver cultural, leisure and sport services within Renfrewshire. This specification: relates to the management of the cultural, leisure and sport facilities operated by OneRen within the council area; sets out standards, specifications, procedures and other requirements to be followed by OneRen in the provision of cultural, leisure and sports services. 3.3 One of the terms in the Services Agreement is the development of an annual Business Plan. The plan sets out OneRen’s priorities to deliver its strategic objectives and demonstrates its commitment to deliver the related strategic priorities set out in the Council and Community Plans. This report provides a summary of the achievements and activities of One Ren during 2024/25 and relates specifically to the OneRen Business Plan agreed by Leadership Board on 1 May 2024. 3.4 Key achievements noted in the annual report include: • 2,085,283 in-person attendances this year (10% increase from last year). • 35,872 people supported by the libraries team through the digital assistance programme. • 40,000 people attended events at Paisley Town Hall, enjoying comedy, music and cultural events. Page 48 of 266
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PUBLIC • 1,400 people took part in co-production activities to help shape the new Paisley Museum Reimagined. • More than 75,000 people watched or took part in 114 events at OneRen’s leisure venues, from dancing to boxing. • 3,585 attended 82 events at the Paisley Book Festival this year, with more than 1,400 pupils attending the linked schools programme. • One Ren’s Active Schools team supported 161 senior pupils to gain leadership awards from governing bodies and ran projects which supported care-experienced young people to become more fit and physically active. • Over 5000 children and young people attended One Ren’s summer camps, providing multi-sport activities throughout the school holidays. • 1,535 children participated in our Summer Reading Challenge, encouraging participants to explore new books and stories while taking part in free activities in arts and crafts to music, dance, and more 3.5 Over the last year, quarterly monitoring meetings have taken place with Council/OneRen colleagues to review delivery of the service specification and contribution to Council and Community Plan priorities. This includes ongoing review of performance information provided by One Ren. The annual report provides information on One Ren’s performance against the statutory performance indicators which are monitored and reported nationally, and scrutinised through the Audit, Risk and Scrutiny Board. 3.6 OneRen reports on approximately 70 operational performance indicators to meet the terms of the services agreement; five of which are reported nationally on behalf of the Council through the Local Government Benchmarking Framework. The main culture, leisure and sport performance indicators for OneRen are summarised in Appendix 2 to the report. 3.7 OneRen is currently preparing its annual business plan, which will be submitted to the next Leadership Board cycle. The business plan will outline how the organisation plans to develop, not least with the ongoing significant Council investment in cultural venues and, enable our residents to participate in cultural, leisure and sporting activities and events and support communities impacted by ongoing economic challenges. 4. Director Nomination 4.1 OneRen is the trading name of Renfrewshire Leisure Limited, a charitable organisation and a company limited by guarantee which operates within the provisions set out in the Charities and Trustees Investment (Scotland) Act 2005 and the Companies Act 2006. To ensure compliance with both Acts, OneRen has detailed Articles of Association to govern the operation of the company which set out the appointment, role and responsibilities of the company directors. Page 49 of 266
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PUBLIC 4.2 OneRen currently operates with eleven directors: three appointed by the Council; six independent directors with business, sport and cultural expertise, and two employee directors. Council directors serve for the term of the administration of Renfrewshire Council (unless they resign or are removed as a director by Renfrewshire Council during the term). Independent directors are appointed for a period of five years with the option to be re-elected for another term. 4.3 Independent directors are appointed by Renfrewshire Council guided by a nominations committee established by OneRen, which includes the Council’s Monitoring Officer for OneRen Laura McIntyre, and the Chair of OneRen Councillor Lisa-Marie Hughes. The nominations committee reviews the skills of the nominees and assesses whether they meet the requirements of the company before making a recommendation to the Council on their appointment. The recommendation for the appointment of an independent director with finance and audit skills to replace Anne Macmillan, a director who has served on the Board since 2018, is now made to the Council as Gavin Curr, following the culmination of the appointment process on 28 January 2026. ___________________________________________________________________ Implications of the Report 1. Financial – as detailed in the report. 2. HR & Organisational Development – not applicable 3. Community/Council Planning – • Our Renfrewshire is thriving – One Ren recruits and trains volunteers and creates a pathway into employment; • Our Renfrewshire is well – One Ren’s cultural, leisure and sport services and programmes help to maintain positive physical and mental health and well-being; • Our Renfrewshire is fair – One Ren’s and programmes are accessible to all our citizens; • Reshaping our place, our economy and our future – development and delivery of the cultural infrastructure investment programme supports the regeneration aspirations for the area; • Building strong, safe and resilient communities – Tackling inequality, ensuring opportunities for all – One Ren’s services and activities are accessible to all our citizens; • Creating a sustainable Renfrewshire for all to enjoy – One Ren’s programmes build sustainability through volunteer and community development; • Working together to improve outcomes – partnership working to deliver shared outcomes remains a key priority in One Ren’s company strategy. 4. Legal – as per the content of the report. Page 50 of 266
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PUBLIC 5. Property/Assets – not applicable 6. Information Technology – not applicable 7. Equality & Human Rights (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the PUBLIC recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – not applicable. 9. Procurement – not applicable. 10. Risk – not applicable. 11. Privacy Impact – not applicable. 12. Children’s Rights –not applicable. 13. Climate Risk – not applicable. 14. COSLA Policy position - none Author: Laura McIntyre, Head of Policy and Partnerships Page 51 of 266
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Annual Report 2024/2025 Page 52 of 266
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Reflections on a Transformative Year Year at a Glance Our shared ambition A Healthy Community 20 years of Active Schools A Sustainable Local Economy A Great Place to Live, Play and Visit A Sustainable, High-Performing Charity Paisley Museum Re-Imagined From our Chief Executive Performance Reporting Financial Overview 2 5 7 9 13 15 21 27 31 32 34 36 Contents Page 53 of 266
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Reflections on a Transformative Year A Mission Rooted in Community This past year has been one of significant growth and evolution for OneRen. However, amidst this progress, we have remained completely committed to our core mission: ensuring that everyone in our community lives a life that is healthy, happy, and fulfilled. In pursuit of that goal, the entire team at OneRen has worked with a shared purpose. While we have made major strides toward our long-term strategic objectives, I am equally proud of our "everyday" activities. These are the consistent, high-quality services that make a truly life-enhancing difference to the people and communities across Renfrewshire. Redefining Our Cultural Landscape Our flagship Paisley Book and Comedy Festivals have evolved from one-off celebrations into central pillars of the years to come, signaling our intent to lead in cultural regeneration. We have demonstrated the powerful link between quality facilities and successful events by utilising our newly redeveloped assets, including Paisley Town Hall, Paisley Arts Centre, and Paisley Central Library. With festival attendance increasing by two- thirds last year, we are aiming even higher. We want these "gamechanger" events to continue elevating the region's profile and attracting visitors from well beyond Renfrewshire, making a bold statement on behalf of the wider region. Councillor Lisa-Marie Hughes OneRen Chairperson A Global Vision for Local Benefit OneRen plays a lead role in the region’s tourism strategy, working with VisitScotland and other national and regional partners to attract visitors on an unprecedented scale. This report highlights the immediate success of the redeveloped Paisley Town Hall in its first full year of opening, demonstrating the immediate impact of our investment. In next year’s report, we plan to be able to further highlight how the Paisley Museum Reimagined project - already acclaimed as a world-leading initiative - is elevating our global status. This ambition redefines the visitor experience while ensuring our success supports local life-chances and well-being. Investing in the Health of Renfrewshire Our commitment to sport and leisure is a vital public health intervention, with expanded physical and cultural activities proving effective for delivering better health. We are seeing expanding user numbers across our portfolio and have built specialised pathways to ensure inclusivity. Our Active Wellbeing and Referral Schemes, such as Live Active and Vitality, provide tailored support for managing long-term conditions and improving mobility. Bridging the gap between clinical health and community life, our Social Prescribing service uses arts, libraries, and heritage to tackle isolation and boost resilience. Similarly, Sporting Memories helps older residents use sport heritage for cognitive health and connection. For the younger generation, our Youth and Active Schools initiatives embed activity early on, fostering lifelong habits of health and confidence. OneRen is dedicated to making these opportunities affordable and accessible. Indeed, it is my personal mission to ensure that "health and happiness" are not luxuries, but a shared reality for everyone in Renfrewshire. Resilience and Gratitude Taking these major strides forward is no small feat, particularly against a challenging financial backdrop. Our progress - from libraries to culture-led regeneration - is a direct result of the incredible team we have here. Across our staff team and our Board, it is our shared commitment to our mission and values that binds us together and keeps us moving forward. I want to extend my sincere thanks to every member of the OneRen team, as well as the many partners who have walked this path with us. Together, we are building a future we can all be proud of. Page 54 of 266
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#WeAreOneRen 2024/25 at a Glance Culture. Leisure. Sport. • 2,085,283 in-person attendances this year, 10% increase from last year. • 35,872 people were supported by our library colleagues through our digital assistance programme. • 40,000 people attended events at the new Paisley Town Hall, enjoying comedy, music and cultural events. • 1,400 people took part in co-production activities to help shape the new Paisley Museum Reimagined. • More than 75,000 people watched or took part in 114 events at our leisure venues, from dancing to boxing. • 3,585 attended 82 events at the Paisley Book Festival this year, with more than 1,400 pupils attending our schools programme. • Our Active Schools team supported 161 senior pupils to gain leadership awards from sports governing bodies and supported care-experienced young people to become more fit and physically active. • Over 5000 children and young people attended our summer camps, providing multi-sport activities throughout the school holidays. • 1,535 children participated in our Summer Reading Challenge, encouraging participants to explore new books and stories while taking part in free activities in arts and crafts to music, dance, and more. Page 55 of 266
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Our shared ambition Strategic Objectives 1. A Healthy Community 2. A Sustainable Local Economy 3. A Great Place to Live, Play and Visit 4. A Sustainable, High-Performing Charity OneRen is the local charitable trust established by Renfrewshire Council to provide culture, leisure and sporting opportunities to help people enjoy active and healthy lives. We are passionate about the part we play in improving life-long physical and mental health in every one of our communities. Our charity provides a range of affordable, accessible and ambitious services that are open to all and designed to improve personal, social and economic outcomes. We are committed to our vision to ensure that everyone locally can lives that are healthy, happy and fulfilled. Our mission is to improve our community’s health and wellbeing by working in partnership to design and deliver a range of life-enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population, and is framed around our four strategic objectives. Our objectives are closely aligned to those of Renfrewshire Council. Our progress is reported to the OneRen Board of Directors and the Council’s Leadership Board. Quarterly performance reports to the Council’s chief executive office are made through the Council’s monitoring officer for OneRen. We measure and report on progress through performance indicators. We also align with the Scottish Government’s National Performance Framework, in particular on outcomes relating to children and young people, communities, culture, health, poverty, human rights and fair work. As a charity, we have been able to achieve significant savings, such as relief on non- domestic rate charges, and allowing us to secure external grants and funding. Page 56 of 266
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A Healthy Community Improving lives, tackling inequalities We want to create opportunities for everyone in Renfrewshire to lead healthier, happier and more fulfilled lives. Working collaboratively, the life-enhancing work that we do - and the accessible services we provide - play an important part in improving peoples’ health and improving their wellbeing. It addresses inequalities and improves the life chances for our region’s residents. For several years, OneRen has worked with key organisations to deliver programmes, with the aim of improving the lives of inactive people and those living with long-term conditions. We have recognised, however, that it’s not merely physical activity that can improve a person’s health and wellbeing. To further enhance our offering, Social Prescribing - sometimes referred to as Community Referral - has been introduced where our coordinator can support people to attend a broader range of opportunities in the local area. The Live Active Referral Scheme is a fantastic example of partnership working in action. This well-established and well-utilised service - part-funded by NHS Greater Glasgow & Clyde - is ideal for those who would benefit from being physically active but need help to do so. Through the support of specialist Live Active Advisors, those referred receive bespoke advice and encouragement to set realistic goals on how to make changes to their activity levels. Live Active Advisors help people choose from a range of activities available to them in their local area such as Vitality classes, supervised gym sessions, swimming and health walks. During 2024/24 there were: • 1,052 referrals to Live Active • 3,359 consultations delivered • 1,944 attendances at advisor-led supervised gym sessions Reach your goals. Gordon’s story Eighty-year-old Gordon lives alone. He had a stroke in March 2024, causing some weakness and lack of control down his right side. Following several physio sessions, he was referred to the Live Active Referral Scheme to support his recovery. An initial consultation in Renfrew Sports Centre led to Gordon attending a weekly supervised gym session - and he has not looked back. He says: “The programme has been great for me in many ways. It has helped me to improve my strength in all my muscles as well as improve my balance. I still use my stick as a precaution, but I am a lot more confident without it. “My all-round health has improved, as has my confidence in trying something new and meeting new people. “At all times I have been encouraged to go at my own pace and increase intensity when I was ready to.” Page 57 of 266
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324 social prescribing referrals to Health & Wellbeing We also work with NHS Greater Glasgow and Clyde on our Vitality classes, where attendee numbers have this year increased by 32% to 11,890. They attended a total of 539 sessions, delivered by highly-trained instructors at different levels. Classes are designed for people living with medical conditions such as Parkinson’s disease, Multiple Sclerosis, strokes, cardiac conditions, cancer, osteoporosis, cognitive impairments and COPD. They are also ideal for those who have a fear of falling or find their strength and balance is starting to impact on their daily lives. We have also partnered with the local NHS - as well as our museums and libraries colleagues - on Paths for All. Our health and themed walks together involved 1,958 people this year. Improving wellbeing is not only about physical activity, but cultural as well. Through our Cultural and Social Prescribing Service - which we are keen to grow - we this year had 324 referrals. These have helped people to make new social connections, learn new skills and enjoy being creative. Other Health and Wellbeing highlights include: • 390 volunteer hours supported services • 634 people attended Sporting Memories sessions • 1,813 children from 50 primary schools learned essential water skills through our P6 curriculum programme Linda Kirby, 73, has had health issues the last few years with high blood pressure, mild angina and an underactive thyroid gland. To help her health, she has been attending Vitality classes. “Vitality has made me get up out of bed and feel that maybe I can get fit again, even though I am ageing. I think it’s also an antidote to depression. “My daughter had noticed I was becoming slower in my walking and tending to shuffle. I think this was because I was afraid I would trip or fall. I am now walking a good bit better. Being with others in the same boat helps. The leaders show interest and try to encourage us. “Being a pensioner on a low income, I could not afford to enrol on some of the private exercise classes so OneRen is a bit more affordable.” Our team is committed to providing accessible services for all. Feeling Happier Mr G benefitted from Social and Cultural Prescribing after he was referred by the Royal Alexandria Hospital to support his recovery from sepsis. Following a meeting with the Social Prescribing Coordinator a referral to the Live Active Referral Scheme would be appropriate as he was keen to gain specialist advice to be more physically active. In addition, he was supported to attend a library group and sessions at the Patterson Park Allotments in Renfrew. “I have enjoyed meeting new friends and it’s been great getting back into swimming,” he says. “ I feel a lot happier and it’s been good to get out and about again. The Social Prescribing Coordinator has been helpful to aid my recovery from sepsis and I am looking forward to getting back to the Renfrew Allotments.” Page 58 of 266
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A springboard to success August 2024 marked the 20th anniversary of Scotland’s Active Schools initiative, a celebrated programme which increases levels of participation in sport and improves physical activity opportunities. It is spearheaded locally by OneRen and Renfrewshire Council. It is an initiative which we know sets young people off on a path of leading a healthier lifestyle involving sport and fitness. For some, involvement has even marked the beginning of a career. The programme, supported by 333 volunteers, is centred on evidence-led extra-curricular and community club programmes, using a pupil activity survey. The 2024/25 survey achieved more than 9,000 returns. Among the ongoing highlights are our successfully coordinated and delivered holiday camps for spring and summer. These provided multi-sport activities, outdoor activities, football, dance and gymnastics supported. The summer 2024 camps had more than 5,000 attendances between the two school holidays. Inclusiveness is another major element of our Active Schools work and, in August 2024, Kirklandneuk Primary School won the Who Cares Scotland Award for Positive Partnerships category for their work with OneRen’s Active Schools Team. The aim of the initiative was to encourage care experienced pupils to take part in 20 years of Active Schools physical activity and enhance their overall wellbeing. Feedback was overwhelmingly positive, resulting in other schools looking to offer a similar programme. Care Experienced pupils from seven local primary schools attended four weekly sports events delivered in partnership with West College Scotland students in May, providing a fantastic platform on which to build. In partnership with Renfrewshire Council’s children’s services, social work and the family wellbeing team, children and parents were also invited to take part in Family Clubs based around a sport and physical activity session provided by OneRen, as well as receiving a small snack. These clubs took place in Gallowhill, Renfrew, Johnstone Glenburn and Foxbar, with a total of 86 families attending. In the 20th anniversary year, the Active Schools team achieved the LGBTQ+ Bronze Charter Mark, with more than 50 staff completing LGBTQ+ training. As the programme continues to evolve, we focussed on developing staff skills by participating in trauma-informed training in partnership with Renfrewshire’s trauma- informed programme lead. Page 59 of 266
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Helping Renfrewshire to thrive Culture and leisure is playing an increasingly important part in Renfrewshire’s economy. The landmark investments taking place in OneRen’s venues and facilities offer opportunities to attract more visitors, support quality, sustainable jobs, develop skills and enhance wider community wealth. Working in partnership with businesses and other organisations, we are committed to helping the region’s economy to prosper. Together, we can create and seize new opportunities. We actively support community wealth building by supporting local people and businesses whenever it is possible to do so. Our venues also provide brilliant backdrops for local organisations to host events - including corporate functions - in the region. OneRen is a member of the Renfrewshire Tourism Leadership group and the Renfrewshire Tourism Network Forum. Through this network, we were awarded £30,000 to develop a collective heritage package (with Paisley Abbey and Coats Memorial) to cross-promote the combined offer to local and national tourism markets. We worked closely with Renfrewshire Chamber of Commerce, UWS, Renfrewshire Tourism Network, Visit Scotland and Paisley First to build and develop the Paisley profile as well as Glasgow Convention Bureau colleagues to support the development of travel trade requirements. A Sustainable Local Economy Paisley Book Festival is a prime example of how OneRen’s events programme is a catalyst for wider local economic benefits. Attendees who took part in a survey about our 2024 festival told us that: • 53% also visited Paisley Food and Drink Festival • 46% went out for a meal • 30% went out for a drink Renfrewshire’s libraries are about more than just books. They play a key role in helping to broaden horizons, developing the skills and opening the opportunities which are so important in allowing our economy to grow. Not only that, but they are safe spaces where people can access information and digital support without being judged. They are special community hubs. During 2024/25, visits to the region’s libraries totalled 403,627 up from 339,751 last year. As we continue our work to address digital exclusion, more than 35,000 people received digital assistance in our libraries, with the support helping them with all manner of issues, from paying bills, to applying for jobs, sending e-mails and generally gaining confidence using digital devices. Meanwhile, 266,858 physical book issues took place. Work to take our libraries into communities include 4,200 book gifting packs being delivered in association with local primary schools. Page 60 of 266
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Learn Life Skills. There were also: • 3,323 class, club and group visits. • 201 pupils hours spent volunteering towards school recognition programmes • 29,100 physical books issued to pupils • 38 author visits with an additional 10 author sessions held as part of Paisley Book Festival and Will Eisner Week. Information Literacy was a key priority with all schools undertaking key induction skills for new S1 at the beginning of the academic year. All pupils were given information on how to use the library catalogue and resources, including the benefit of their joint public and school library card. Research skills for senior pupils sessions included referencing, bibliographies and journal searching. St Andrew’s Academy continued the popular research hub sessions. Visits were also organised by school librarians to university libraries to support dissertations and encourage the continued use of libraries beyond secondary level. “A Technical class of 20 pupils visited the library with their teacher to learn about 3D printing and watch a demonstration. The pupils were surprised by the diversity and complexity of the objects that can be created using a 3D printer, and were highly engaged during the session.” We marked the tenth anniversary of Johnstone Town Hall library with a series of well-received free events, which included local author Alex Gray giving a talk about the latest DCI Lorimer novel at that time. “Everything costs too much these days and I just can’t afford to take my three kids, as this would have cost me a fortune. Now I feel they are included with it being free.” Bookbug Week, which celebrated all of the languages spoken by families across Scotland, included special events in all of our libraries, with Bookbug bags distributed to health centres and early years establishments. This supported early book sharing within families, with Bookbug sessions to develop language, literacy, social and emotional skills, giving families time to talk, sing and play together. Highlights included the distribution of: • 414 Bookbug Baby Bags • 313 Bookbug Toddler Bags • 1,102 Bookbug Explorer Bags • 67 Tactile Books for children who need additional support The creativity central to Renfrewshire’s past - and at the core of much of its future - was celebrated with our Marvellous Makers Summer Reading Challenge, in which 1,535 children participated. “As a carer, the summer activities at Erskine Library have been amazing and a lifesaver. Very well organised.” In partnership with arts charity Create, this year's Challenge celebrated creativity and storytelling, with children encouraged to explore new books and stories while taking part in free activities in arts and crafts to music, dance, and more. Our professionally-trained librarians enhance opportunities through the 11 secondary school libraries operated by OneRen across Renfrewshire. This year, there were 185,190 visits across all libraries. Page 61 of 266
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Local jobs for local people As a significant Renfrewshire employer, OneRen continues to support the Renfrewshire Local Employability Partnership (LEP). At the LEP Conference, which had more than 200 attendees, OneRen staff showcased career roles and services. We proactively network with partners, colleges, schools and universities to support skills development and employability pathways. We have successfully hosted work placements. One student from Action for Children secured full-time employment with our indoor leisure team. Page 62 of 266
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Stand Centre Stage. Shining in the spotlight As we continue to grow our leisure and cultural offering - from celebrating our unique and inspirational history to significant sporting events - we are creating an ever-increasing number of ways in which Renfrewshire’s residents and visitors can enjoy life in the region. This plays a significant part in building stronger local communities, as well as enhancing health and wellbeing. Paisley Book Festival - taking place at Paisley Town Hall, Paisley Central Library and schools across the region - is one of the highlights of our events calendar. It is becoming the West of Scotland’s leading platform for new writers and radical words. Its diverse programme for all ages seeks to challenge the status quo and encourage writers, audiences and participants to transform the world through writing. The 2024 edition, Imagine Something Different, captured the imaginative potential of books (and book festivals) to take readers beyond ‘normal life’ into a world of fantasy and possibility. The most popular events in the adult programme featured writers including Alan Bissett and Graeme Armstrong, Judy Murray, Pat Nevin, Andrew O’Hagan and Len Pennie. Two-thirds of visitors (67%) told us that this was their first time at the festival, reinforcing the event’s pulling power. More than nine- in-10 (94%) said they were likely to return. To encourage inclusivity and enhance accessibility, we once again operated a Pay A Great Place to Live, Play and Visit What You Can ticket model for certain events. It has been well received, with one visitor saying: “I paid the suggested rate for my events, but I was more inclined to support the Book Festival because I have been in that place where I couldn't afford tickets for events and it is good to see this initiative.” • 82 unique events • 44 events in the main programme • 38 events in the schools’ programme • 2,133 tickets sold • 1,452 school pupils attended The book festival is a significant showcase of Paisley Town Hall, which is growing in stature as an events venue (see pages 24-25). Across Paisley Town Hall, Johnstone Town Hall, Renfrew Town Hall, Tweedie Town Hall and Paisley Arts Centre, 102,214 people took part in 1,870 events, from live music and comedy to corporate meetings, up from 78,287 in 2023/24. Paisley Arts Centre (PAC) reopened in April 2024 following its well-received £3m refurbishment, reflecting the vibrant cultural spirit of Paisley. The team have successfully delivered a diverse programme of theatre, dance, music, comedy and family work. Strong audience feedback praised the refurbishment, atmosphere and staff experience, helping to rebuild audience confidence and repeat attendance. Page 63 of 266
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The opening season at PAC, saw internationally recognised theatre company Vanishing Point perform to a sell-out audience with Love the Sinner. The Autumn Season launched the premiere of There is no room in our bathroom for Lewis Capaldi, a Future Paisley funded co- production between OneRen and PACE Theatre Company. In March 2025, OneRen co-produced a celebration of International Women’s Day with Hen Hoose, featuring a dynamic showcase of female and non-binary artists, including local talent Frankie Morrow. Two other musical events,, in collaboration with Tenement TV, spotlighted two rising Scottish music acts – Parliamo and Lizzie Reid. “Venues like Paisley Arts Centre are vital to the Scottish music scene because they provide up-and- coming musicians with a platform, where talent can be nurtured and showcased.” - Parliamo Paisley 10K and Fun Run is another of our landmark events which goes from strength to strength. The 2024 event attracted a record-breaking 4,500 participants ranging in age from one-year-old to 81 years old. That was 1,000 more than the previous ger. Three-quarters or participants lived within 20 miles of Paisley. Various charities - including OneRen - benefited financially from fundraising linked to the event. Thousands of people lined the streets to support them, with two former Olympians, Kieron Achara and Derek Hawkins, the race starters. “Paisley 10K’s a great event, well organised and a great asset to the local community, many who came out and supported.” “Paisley 10k was excellent. Watching the fun run, cheering on the young runners, was the highlight of my day.” For our Outdoor Sports team, the KGV Football Finals Days continue to be a highlight, with the 2024 weekend seeing, 1,440 young players competing in 36 cup finals in front of more than 12,000 spectators, while a further 270 younger children played in non-competitive season finale small-sided games. Surrounded by this festival of football, Renfrew Cricket Club enjoyed record crowds as they played a league match alongside the footballers. In Indoor Sports, the Renfrewshire Council- funded under-five swim initiative - encouraging infant swimming by offering free access to parents and carers to swimming pools. In addition from February 2024 the offer was expanded from 2 hours a day to 5 hours a day. This resulted in participation growing from 1,670 to 15,474 attendances ensuring families can can continue to enjoy swimming as they deal with the cost of living challenges. Page 64 of 266
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Headliners and highlights The transformation of Paisley Town Hall is an undoubted success story. Its rejuvenation flies the flag for so much of OneRen’s mission - celebrating Renfrewshire as a great place to live, play and visit, contributing to a sustainable local economy, enhancing health and wellbeing and demonstrating our credentials as a sustainable high-performing charity which delivers for the communities it serves. 2024/25 represented the venue’s first full year of operation. It is a year during which its status among event organisers and audiences has continued to grow. And that shows no signs of slowing. Internationally-renowned artists and performers, including home-grown hero Paolo Nutini and comedians John Bishop and Frankie Boyle have already taken to Town Hall stage. This striking venuel is, of course, central to Paisley Book Festival. St Mirren Football Club launched its new strip there, capturing stunning footage of both the indoor and outdoor spaces within our Loom Loggia and Balcony. Growing connections include those with leading music promoters, The Royal Scottish National Orchestra, Scottish Ballet the BBC and West Scotland College, whose annual graduations are now held here. The stunning surroundings of the Town Hall are gaining note as a premium wedding venue and we hosted two wedding fairs in partnership with Weddings Services Scotland. Average income per event at Paisley Town Hall is up by 98% compared to 2018 • 39,914 attendances • 473 events Julieanne Whyte Photography Page 65 of 266
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The upgraded tennis courts at Robertson Park, Brodie Park and Johnstone also opened in summer 2024 thanks to a partnership involving OneRen, Renfrewshire Council and the Lawn Tennis Association. These were recognised as vital community assets which increase access to facilities to support the physical and mental health benefits of being active through sport. Our Bikeability programme - praised by Cycling Scotland - has continued delivery with 20 primary schools completing a block of Level 2 on-road training. This represented the highest delivery figure in terms of total schools of any local authority in the West of Scotland region. A further 13 schools delivered Bikeability Level 1 playground training to either P5 or P6 children. And in all that we do we endeavour to be both environmentally and economically sustainable. The OneRen Energy Savings Challenge set out to achieve a reduction of 5% across the winter months, with a £200 prize for the venue team which achieved the greatest reduction, year-on-year. A campaign was launched providing hints and tips on how to save energy both at work and within our homes. The venue which saved the most over the period was Renfrew Library, which saw a reduction of 17% in their energy usage. Playing our part in a new future As a charity rooted in our communities, we aim to operate sustainably through services which enable everybody in Renfrewshire to live lives which are happy, healthy and fulfilled. Fairness, inclusivity and accessibility are at the heart of all that we do. Those values are central to every decision that we make. We aim to provide a modern service within the best available facilities. They play their part in addressing inequalities. They create opportunities to improve lives. We create employment, encourage volunteering and promote Renfrewshire on the regional, national and global stages. Leisure membership levels in 2024/2025 stayed steady compared to 2023/2024. This stability is a positive result given the growing competition in Renfrewshire and ongoing cost-of-living pressures. Against a challenging financial backdrop, we continue to invest in our facilities in order to improve experiences. Highlights included sportscotland-funded support for our local community sport hub clubs to develop and to maintain their members and volunteers. Each of the four sport hubs had an allocation of £1,250. We had 68 affiliated and non-affiliated Hub Clubs across Renfrewshire during the year. Sports representation includes athletics, basketball, bowls, badminton, cricket, football, golf, gymnastics, hockey, judo, karate, rugby, swimming, sailing, taekwondo, tennis, walking and weightlifting. A Sustainable, High-Performing Charity Page 66 of 266
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Start Your Future. As significant local employers, we take our role as a corporate parent seriously and actively promote the principles of Keeping the Promise, doubling the network of OneRen Promise Keepers to 13. We continue to create new employment pathways for the local aspiring workforce and help nurture new talent through pathways of training and employment. During the period April to September 2024 alone, we onboarded 30 new employees and sessional workers within leisure. For 60% of the overall new intake, OneRen was their first employment. Just over half of them (55%) progressed from seasonal work. We also initiated a new partnership with the Swimming Teachers’ Association. This upskilled a number of our team to become a trainer/examiner to deliver Pool Lifeguard / First Aid at Work and Swim Teacher qualifications to both mitigate gaps in our swim instructor workforce and enable OneRen to offer course spaces to other organisations. OneRen Online During 2024/25 OneRen recorded 1,874,577 OneRen website views, reached 783,735 people via our Facebook page and 73,776 via Instagram. Our Library website saw a huge 2,145,408 views. Paisley’s Promise Page 67 of 266
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An attraction for all The once-in-a-lifetime investment by Renfrewshire Council in Paisley’s cultural assets is creating new social, economic and wellbeing opportunities for our region. The transformation of Paisley Museum is the final piece in that jigsaw - and expectations around its impact upon completion are rightly high. While construction work continued throughout this year, significant strides have been made in ensuring that the rejuvenated museum is one that reflects every aspect of life in the diverse communities of Renfrewshire, past and present. Throughout this year, our partnership working to prepare for reopening has included that with Children North East (CNE) to support Poverty Proofing methods for the new Paisley Museum. Based on over 125 qualitative community consultation interviews and which will provide wider learning for OneRen as a whole. A poverty- proofed activity/ service is one that does not identify, exclude, treat differently or make assumptions about those children whose household income or resources are lower than others. The main deliverables have been training and audience research involving a mixed team including those making financial and communication decisions. We have also worked with Renfrewshire Climate Action Network to understand how the museum can play a role in valuable cross-community dialogues regarding the climate crisis and wider environmental issues. With community co-creation a significant part of creating our new museum, ensuring we have opportunities for all is central to everything we are doing. Work on developing our collections throughout the year has included a Co- Production Week to help shape the public programme for the museum. These introduced people to museum themes, bringing together community groups, cultural organisations, and partners to share ideas, explore opportunities, and shape future collaborative programming. The continued successes of our wider museums service includes being selected as one of four Scottish institutions to pilot a free learning source with schools called Marseum, designed to help young people develop transferable skills, while learning about museums and galleries. Developed by Museums Galleries Scotland, in collaboration with Daydream Believers, it is designed to support their strategic Workforce for the Future Project. It is another build on our successful work with the region’s schools, which will strengthen with the reopening of the museum during the second half of 2026. Paisley Museum Re-Imagined Page 68 of 266
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From our Chief Executive Victoria Hollows Chief Executive This review of our year to the end of March 2025 paints a picture of wide-ranging impact for our charity. It’s an impact that has grown significantly in recent years, with the delivery of major projects with the support of Renfrewshire Council. I hope in setting them out in this Annual Report, it allows everyone in Renfrewshire a sense of pride that, despite ongoing challenges in the public sector funding environment and the cost-of-living challenges being faced by everyone in Renfrewshire, that we have through our actions made life better for all. This year - 2024/25 - has, of course, seen the first full year of operations at our largest capital project to date, with the reopening in 2023 of Paisley Town Hall after an extensive period of refurbishment. An historic and imposing feature of the town centre is now a well-used, flexible high-quality performance and activity space that the whole region can be proud of. In common with our charitable purpose, and our mission at OneRen, it is already delivering wellbeing and enjoyment for local people as well as widening access to culture and local activities like never before. As you can read in our feature in this annual report, the first year of operations at the Town Hall has been a busy and successful one, hosting music, drama and comedy performances as well as establishing itself as a premier wedding and family events space for the people of Renfrewshire. Of course, the Town Hall project delivery is just one part of the cultural revival locally, where our leadership in delivering economic and social revival through cultural investment has also been added to by the Paisley Arts Centre, the Central Library and the imminent completion of our most exciting project to date, Paisley Museum Reimagined. Through transformative regeneration works, we are delivering social revival, which is a crucial part of the wider regional story. Every “Buddie” will have been proud to see Paisley being successful in being named as Scotland’s Town of the Year in 2025. I hope that in every part of this report, you see two crucial elements of OneRen shining through. Firstly, what we do, and how we do it, if informed and guided by our values - of integrity, creativity, fairness and excellence. They lie behind every action, every decision and every operation. They mean everything to us, and drive us towards widening access to all, through looking differently at how we can change lives for the better. Crucially, our fairness value means that - at every turn - we are looking to make everything as truly accessible as we can. Whether it is digital, geographical, or social exclusion, we want to be open to all. Whether it is sport, leisure, culture, or our venues, we want every part of the local community to find OneRen delivering for them. And I make no apology for re-iterating the charitable status of OneRen. What we do and how we do it, is driven by our social purpose, and we are proud of the activities we make possible that would otherwise be impossible, with the support of our partners, members and members of our team. Whether it is in disability sport, community access to the arts or in enhancing child literacy, we can be proud of our charitable outcomes. Finally, I would like to pay tribute to the over 300 people in our OneRen team who make everything happen, as well as our stakeholders, partners and friends across the local community. We are OneRen. We are One Team and their tireless contributions over this year in review has made a real difference. This document sets out a picture, but the real impact is in the community. I hope you have enjoyed the summary of our operations contained in this Annual review for 2024/25 financial year. However, I hope that, even more strikingly, you will find what we do on the ground makes a positive contribution. Seek us out - visit, take part and enjoy. That will be the greatest contribution you can make. Page 69 of 266
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Performance Reporting OneRen reports on a range of performance indicators across all service areas and monitors trends in attendance and service usage. The statutory performance indicators for cultural and leisure services are collated annually for each Council area and are published by the Improvement Service. The statutory performance indicator data for the cultural and leisure services delivered by OneRen is provided below, with comparisons to the previous year. During 2023/24, despite significant challenges in the operating environment, OneRen has continued to recover income and attendance numbers: Performance Indicator 2023/24 2024/25 Percentage Change Swimming Attendance 442,557 408,686 -8% Indoor sport attendance excluding pools 681,013 693,089 2% Attendance at Outdoor sport & leisure facilities 359,768 389,709 8% Physical visits to libraries 339,751 403,627 19% Virtual visits to libraries 1,867,758 2,055,549 10% Total visits to libraries 2,207,509 2,459,176 11% Page 70 of 266
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Financial Overview The charity is funded through a service payment from Renfrewshire Council, external grants and donations, memberships, admission fees and ticket sales generated at its leisure and sports facilities and cultural venues. The charity does not trade for profit and any surplus generated by the charity is applied solely to the continuation and development of the charity for the benefit of the local community to help people enjoy healthy and active lives. During 2024/25, we generated income of £22.4m and spent £21.3m on our activities (excluding pension adjustments, which were a net £61k gain). This allowed us to add a surplus of £968k to our useable reserves this year, as well as adding £115k of funds to restricted reserves for specific activities and initiatives. The financial strategy for 2025/26 recognises the current challenging economic conditions in which the charity is operating in, including exposure to continually rising energy prices and increasing insurance costs. Financial modelling indicated a broadly breakeven position for 2025/26. The pension fund has performed well in recent years which has resulted in a temporary reduction in employer pension fund rates, which continues into 2025/26, although they will rise again significantly for subsequent years. The temporary reduction supports the breakeven position and allows OneRen to invest in spend-to-save initiatives. In the short to medium term, OneRen will need to manage ongoing cost and pay pressures, alongside supressed income streams, whilst the cost-of-living crisis continues to affect customers, our local communities and our employees. Over the next year, OneRen will focus on growing the business and performance profile of our iconic cultural venues – Paisley Town Hall and Arts Centre, and preparing for the reopening of Paisley Museum in 2026/27, following significant investment in refurbishment. We will also continue to work with our Council partner to maximise the major investment proposals in our sports, community and leisure facilities across Renfrewshire. With the ongoing investment in our facilities, and in our arts and cultural programmes, OneRen will play a key role in supporting creative activities in Renfrewshire over the long term to bring exciting arts and cultural events programmes which help bring positive health, educational, social and economic benefits to the area. The financial statements for 2024/25 are available on our website. Service Level Agreement: 61% Fees & Sales: 27% Memberships: 10% Grants (Restricted Funds): 2% Leisure and Sports Services and programme: 50% Support governance and compliance activites: 16% Library services and programme: 13% Cultural services and arts programme: 13% Museum and heritage services and programme: 8% Expenditure: £21.3m Income: £22.4m Page 71 of 266
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For further information about OneRen, please visit our website at: oneren.org You can contact us: Lagoon Leisure Centre 11 Christie Street Paisley PA1 1NB Telephone: 0141 618 6351 OneRen, a trading name of Renfrewshire Leisure Limited Company limited by guarantee no: 490998 Registered Charity in Scotland: SCO33898 OneRen, a trading name of Renfrewshire Leisure Trading Limited Company limited by guarantee no: 241310 VAT Registered Company: 210 0336 83 oneren.org #WeAreOneRen Page 72 of 266
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PUBLIC Appendix 2 – One Ren Summary of Performance Performance indicator 2022/23 2023/24 2024/25 Comments Q1 Q2 Q3 Q4 Full year Number of attendances at indoor sports and leisure facilities excluding pools 668,571 851,714 270,744 206,752 213,337 228,453 919,286 Number of online attendances (digital fitness classes) in leisure services 1,830 516 0 0 0 0 0 Demand for online fitness classes reduced once people were allowed to attend classes in person. To reflect the changes in customer preference, online digital fitness classes are no longer offered. This indicator will no longer be monitored in future reports. Number of attendances at pools 395,746 442,557 111,112 117,427 88,014 92,133 408,686 Attendances at pools decreased from 2023/24 to 2024/25, largely due to challenges in retaining instructors for the Learn to Swim programme. New swim instructors have now been recruited, and this increased staffing will Page 73 of 266
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PUBLIC expand lesson capacity from 2025/26 onwards. Number of attendances at outdoor facilities 161,744 145,384 48,837 40,951 40,503 45,034 175,325 Attendance at our outdoor sports facilities declined in 2023/24 due to the refurbishment of Ferguslie Sports Centre. During the closure, no games were held—only training sessions— resulting in no spectators and a significant reduction in overall attendance. Number of people engaged with Sport Services (online and offline) 53,502 66,465 15,743 13,107 10,728 10,991 50,569 The reduction in engagement with Sport Services in 2024/25 is primarily due to core staffing challenges, a limited pool of casual staff, and the ongoing cost-of-living pressures reducing the availability of volunteers. Combined, these factors have constrained our overall programme delivery and impacted attendance figures. However, the sessions that do run continue to be well received and well attended. Number of people engaged in Health and Wellbeing service 8,768 12,627 3,922 3,869 3,694 4,389 15,874 Number of RENTV views (switched to Youtube in Q3 23-24) 2,533 21,159 130 9,339 11,045 18,335 38,849 After the switch to using YouTube instead of RENTV, we began to get much more engagement. Number of visits to museums (includes website visits) 50,650 53,154 8,426 11,274 6,851 8,491 35,042 The reduction in visits in 2024/25 is largely due to a decline in website traffic. Following OneRen’s rebranding and the launch of the new website, the museum section has not received further updates. In addition, with Paisley Museum currently closed for refurbishment, our communications and marketing team has not actively promoted the museum webpage, which may have contributed to the drop in online views. Once Page 74 of 266
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PUBLIC Paisley Museum reopens, we expect physical and digital museum attendance figures to increase significantly. Museum social media 454,286 702,354 409,000 Figures include Facebook, Instagram and Google. Drop in 24/25 possibly related to a reduction in amount posted due to project requirements. Currently resting the social media output until marketing strategy is implemented towards opening. Number of visits and engagements with libraries (inc. digital) 2,464,98 9 2,207,509 550,763 629,044 620,400 658,969 2,459,17 6 From 22/23 to 23/24 physical visits to libraries increased by 56% whilst digital engagement reduced by 17% Number of books and e- book issues 430,134 491,802 137,895 155,434 147,832 156,804 597,965 Total activity and engagement 4,692,753 4,995,241 1,147,572 1,187,1 97 1,142,404 1,223,599 5,109,772 Page 75 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Officer, Renfrewshire Health and Social Care Partnership ___________________________________________________________________ Heading: Adult Social Care: Six-Monthly Update ___________________________________________________________________ 1. Summary 1.1 Adult Social Work Services were formally delegated to Renfrewshire Integration Joint Board (IJB) on 1 April 2016 and are delivered through the Health and Social Care Partnership (HSCP). 1.2 This six‑monthly update to the Leadership Board, alongside the IJB Performance Management Mid‑Year Report 2025/26, provides an overview of adult social care activity and performance. The reporting period continues to be characterised by unprecedented financial and workforce pressures, alongside rising and increasingly complex demand for services. However, within this challenging operating context, the HSCP has maintained its strong overall performance, demonstrating resilience, effective leadership and a continued focus on delivering safe, high‑quality care for adults in Renfrewshire. 1.3 The report also reflects the fast‑moving and increasingly complex national policy and financial environment, highlighting the uncertainty affecting future service delivery. It outlines how these factors are informing the ongoing strategic direction of the IJB and shaping priorities for the period ahead. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that members: • Note the contents of this report updating activity and performance of adult social care services delegated to the IJB; Item 6 Page 77 of 266
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PUBLIC • Note that the 2025/26 annual update report will be presented to the Leadership Board in September 2026. _________________________________________________________ 3. Background 3.1 The list of functions that must be delegated by the Local Authority to the IJB is set out in the Public Bodies (Joint Working) (Prescribed Local Authority Functions, etc) (Scotland) Regulations 2014, and is noted in Annex 2, part 1 of Renfrewshire’s Integration Scheme. These include: • Social work services for adults and older people; • Services and support for adults with physical disabilities and learning disabilities; • Mental health services; • Drug and alcohol services; • Adult protection and domestic abuse; • Carers’ support services; • Community care assessment teams; • Support services; • Care home services; • Adult placement services; • Health improvement services; • Aspects of housing support; • Day services; • Respite provision; • Occupational therapy services; and • Reablement services, equipment, and telecare. 3.2 Whilst regular reporting in relation to these services is provided to the Integration Joint Board (IJB), six-monthly updates are also provided to the Leadership Board. This ensures oversight of the key activities and wider context relating to the delivery of these services. 4 Renfrewshire IJB’s Mid-Year Performance Report 4.1 The Performance Management Mid-Year Report 2025-26, presented to the IJB meeting in January 2026, provides a comprehensive reflection on the HSCP’s performance against local and national performance indicators. This is part of the internal scrutiny where performance is reported at all IJB meetings, with the IJB Performance Scorecard presented twice-yearly. The 2025-26 mid-year position shows the HSCP has generally sustained its strong overall performance which is particularly positive given the challenging operating context. As reported in the IJB report, of the 31 indicators that have targets, 20 (65%) are in green status which is an increase of 10% from year-end 24/25. Of the 6 indicators in red status, 4 are on an upward direction of travel, with Page 78 of 266
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PUBLIC improvements from the year-end position, and one other indicator is showing a positive upward trend in latest quarter data. ___________________________________________________________________ 5. Adult Social Work Performance Overview 5.1 There are two distinct areas of performance in adult social care covered in this section, firstly detailed operational and management performance, shown from 5.2 onwards; and secondly professional governance and quality assurance, shown from section 5.6. Operational and management performance is monitored through the HSCP Performance Scorecard and detailed performance discussions at service and team level; and professional governance and quality assurance is managed and monitored through a structured system of legislation, national standards, and regulatory bodies, primarily the Care Inspectorate. 5.2 HSCP Adult Social Work Performance The full HSCP Performance Scorecard includes 16 performance indicators directly related to Adult Social Care, which are shown in the table below. Whilst only 2 indicators have targets with RAG status, the information only indicators are monitored closely to identify trends and areas for improvement. Work has continued to identifying targets for all indicators, however it is not always appropriate or possible to set a target given the context of the indicator or/and the lack of robust data assurance. Some examples of this include the number of Private Guardianship applications, which is not appropriate to set a target against, and the Balance of Care indicators, which we do not currently have enough robust data to assign a target. Note also that the HSCP does not have control over setting a number of targets as the majority of these are agreed by the partner organisations, which includes the sickness absence rate set by Renfrewshire Council. The table below provides the status for the two indicators with targets and the direction of travel shows the performance comparison to the mid-year position from 2024/25 for all indicators: Indicator 2024-25 Mid-Year 2024-25 Year-End 2025-26 Mid-Year Target Direction of travel Number of adult support plans completed for carers (age 18+) by HSCP and Renfrewshire Carers Centre 205 694 261 497 ↑ Sickness absence rate for HSCP Renfrewshire Council staff (work-days lost per FTE) 10.72p 22.05 9.82p 15.3 days ↑ Balance of Care: Total number of hours provided for clients receiving personal care 17,035 19,229 20,556 Info only ↑ Balance of Care: Total number of hours provided for clients receiving non-personal care 320.75 351.25 383.00 Info only ↑ Balance of Care: Number of open community placements for 65+ (Care at Home vs residential) 2,085 (63%) 2,217 (60%) 2,337 (65%) Info only ↑ Page 79 of 266
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PUBLIC a there has been a change in the process for data recording for these indicators, which has led to difficulties in collating this information. Therefore, this cannot be reported with accuracy at this time, with work ongoing to improve this process. 5.3 Maintaining strong performance Overall, the table evidences positive trends in the direction of travel for the majority of the indicators. For the two indicators with targets, there has been improvement compared to mid-year in 2024/25. The number of adult support plans completed for carers, which is now combined for the Renfrewshire Carer Centre and Renfrewshire Council, has continued to report a positive trend in improvement and remains in green status. Whilst not an adult social care indicator, an additional area of continued positive success is delayed discharges. This is a critical issue in adult social care because delays affect individuals’ outcomes and often mean an increased need for social care support on discharge due to the detrimental impact on the person’s wellbeing. Prolonged hospital stays also add to the cost of providing health and social care services, contribute to bed shortages and make it harder for new people to be admitted, including those needing emergency care. The First Minister has advised that reducing delayed discharges across Scotland is one of his key priorities, with all HSCPs being put into 3 categories - Low, Moderate and Major - based on the level of performance improvement required. Renfrewshire is in the ‘Low’ category and continues to perform extremely well with only 641.1 Standard Delays per 100,000 adult population for the financial year to date (Apr-November). This is 29.5% lower than the same period the previous year. Renfrewshire also has the lowest level of standard delays across Balance of Care: Number of open residential placements for 65+ (Care at Home vs residential) 1,229 (37%) 1,469 (40%) 1,267 (35%) Info only ↓ Population of clients receiving Telecare (all ages) Rate per 1,000 4.5 5.3 n/aa Info only - Population of clients receiving Telecare (75+) - Rate per 1,000 37 45 n/aa Info only - Number of people accessing Community Alarms (75+) 2,926 3,367 n/aa Info only - Number of people accessing Community Alarms (all ages) 1,886 4,482 n/aa Info only - Percentage of Children registered in this period who have previously been on the Child Protection Register in the last two years 24.0% 16.0% 7.5% Info only ↑ Total Mental Health Officer service activity 750 1,458 579 Info only ↑ Number of Chief Social Worker Guardianships 131 157 124 Info only ↑ Number of Private Guardianship Applications 70 143 79 Info only ↓ Number of Adult Support and Protection referrals 761 1,522 957 Info only ↓ Percentage of Adult Support and Protection referrals where investigatory powers are used 54% 53% 53% Info only ↑ Page 80 of 266
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PUBLIC Scotland with no performance improvement required, other than sustaining current performance. 5.4 Areas for Improvement Of the 6 red status indicators in the full HSCP Performance Scorecard, only one relates to adult social care: Sickness absence rate for HSCP Renfrewshire Council staff. This rate has improved in the first six months of 2025/26, with the actions taken noted below: Indicator 2024-25 Mid-Year 2024-25 Year- End 2025-26 Mid- Year Target Direction of travel Sickness absence rate for HSCP Renfrewshire Council staff (work-days lost per FTE) 10.72p 22.05 9.82p 15.3 days ↑ Action taken: Work continues across the Partnership to address sickness absence. Performance is discussed regularly by the Senior Management Team (SMT), who regularly review the Attendance Management Action Plan to ensure attendance management processes are being followed and applied across the HSCP. A monitoring dashboard has been developed to highlight changing performance and trends at their earliest stage. The HSCP also continues to ensure staff are fully aware of the supports available not only during a period of sickness absence, but also to help support them while at work including occupational health and employee counselling. Protecting the mental health and wellbeing of the workforce remains a key priority. 5.6 Professional Governance and Quality Assurance Professional governance and quality assurance is managed and monitored through a structured system of legislation, national standards, and regulatory bodies, primarily the Care Inspectorate. The Care Inspectorate uses quality frameworks to inspect services consistently and transparently. In 2024/25, the HSCP performed well in three Care Inspectorate inspections: Care at Home Services, Children’s Partnership, and Adult Support and Protection Services. In addition, internal professional governance and operational management arrangements, including meetings, case management, and regular service and case reviews provide support and quality assurance. These meetings involving Heads of Service and Service Managers cover a variety of local and national strategic and operational management. In the first six-months of 2025/26 the following sections note important updates in this area. 5.6.1 Inspections - Hunterhill Care Home Follow-Up Inspection Further to the successful Care Inspectorate inspections in 2024/25, on 14 August 2025, an unannounced follow-up inspection was undertaken at Hunterhill Care Home (operated by Renfrewshire HSCP). In preparation for the inspection, the Care Inspectorate reviewed information about this service. This included previous inspection findings, registration information, complaints, information submitted by the service and intelligence gathered since the last inspection. Key messages from the inspection are as follows: Page 81 of 266
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PUBLIC • Requirement 1 from previous inspection: By 30 July 2025, the provider must ensure that people experiencing care live in a service which is well led and managed, by having a consistent focus on improvement and quality assurance processes. Overall, the Care Inspectorate found that some improvements have been made, however, further progress and time is needed to move forward in other areas and embed practice. The timescales for meeting this requirement were extended to 16 November 2025. At the time of writing, there has been no follow-up from the Care Inspectorate, however a range of quality assurance and monitoring processes are now firmly in place. • The Care Inspectorate also followed up on three areas for improvement made at the last inspection, one has been met and two were not met and Inspectors noted the following: o The introduction of hydration and snack stations promoted independence and choice. o The expansion of meal options has enhanced people's dietary variety. o Quality assurance audits were taking place and well-intentioned but limited by inconsistent follow up and consistency of use. o The grades for the service are as follows: How well do we support people's wellbeing? 4 - Good How good is our leadership? 3 - Adequate How good is our staff team? 4 - Good How good is our setting? 4 - Good 5.6.2 Adult Support and Protection (ASP) Renfrewshire Adult Protection Committee (RAPC) continues to oversee the effectiveness of our adult protection practice. Whilst data from the National Minimum Dataset for Q1 25/26 compared with Q1 24/25 reports that referrals remained stable at around 400, deeper analysis shows the balance of sources has shifted as follows: • Police Scotland referrals increased sharply, while care home referrals dropped. Both Scottish Ambulance Service and Fire and Rescue Service referrals increased from a low base. • Inquiries between Q1 25/26 (377) and Q1 24/25 (376) were consistent, as was the split between those with and without investigatory powers. The proportion of inquiries using powers remained at around 60%, aligning with national trends. • Case conferences reduced year-to-date, -35%, but supervision and audit are in place to assure escalation decisions. • Participation by adults and independent advocacy reduced from Q1 24/25 and Q1 25/26; this is a priority for improvement. • Types of harm show physical harm as the most common. Neglect has risen suggesting possible unmet need or gaps in care. Human trafficking has been recorded for the first time, underlining the importance of vigilance for less visible risks. Page 82 of 266
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PUBLIC • Locations of harm are most often the adult’s own home. Cases of harm occurring in care homes has almost halved in 25/26 compared to 24/25. • Client groups most commonly affected are adults with dementia, mental health conditions, frailty, and learning disabilities. Substance misuse also features. • Caring responsibilities and children present were recorded in a small but significant number of cases, underlining the importance of family context in ASP. There was a reduction in caring responsibilities and children present from Q1 24/25 and Q1 25/26. • Ethnicity recording shows most adults are recorded as white; however, a high proportion of records remain coded as not known, which requires to be addressed. ___________________________________________________________________ 6. Key Local Activity Over the Last Six Months 6.1 Although performance currently remains strong across the HSCP, unprecedented financial and resource challenges will make this increasingly difficult to maintain going forward. Recognising the real risk this presents, the HSCP is undertaking a range of short-term improvement activities alongside progressing the recognised need to transform services to be sustainable in the longer term. 6.2 Hospital at Home 6.2.1 Building on Renfrewshire’s excellent track record ensuring people are cared for in the right setting through timely discharge from hospital, the HSCP is now one of the first areas to pilot Hospital at Home. Hospital at Home is a short-term, targeted intervention that provides an equivalent level of acute hospital care in an individual’s own home. 6.2.2 In May 2025, Renfrewshire HSCP, working in partnership with the Royal Alexandra Hospital, launched a pilot frailty-focused Hospital at Home service. The pilot is supported through an initial nine-month period of fixed-term funding from Healthcare Improvement Scotland, alongside partner investment. 6.2.3 The first patient was admitted on 30 May 2025. By 31 December 2025, 91 patients had been supported by the service, delivering an estimated saving of 605 acute bed days, with an average length of stay of 5.8 days. This demonstrates the HSCP’s positive contribution to safe admission avoidance, timely care closer to home and improved system flow. 6.2.4 Building on the success of the pilot, Renfrewshire, East Renfrewshire and East Dunbartonshire HSCPs developed a joint proposal with NHSGGC based on a hub-and-spoke model. Under this approach, FNC+ will provide medical and pharmacy input, with each HSCP responsible for delivering staffing and resources to support an agreed number of Hospital at Home beds locally. Page 83 of 266
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PUBLIC 6.2.5 Renfrewshire HSCP has successfully secured funding to expand the service from 8 to 13 virtual beds. East Renfrewshire HSCP has also secured funding for 5 virtual beds, with delivery aligned to the Renfrewshire model. This enables a combined model of 18 virtual beds covering Renfrewshire and the Levern Valley area. Recruitment to support the expanded model is underway, with a phased increase in capacity planned as staff complete induction and training. 6.3 Surge and Winter Pressures 6.3.1 On 13 November 2025, the Scottish Government published Surge and Winter Preparedness in Health and Social Care Services: National Planning Priorities and Principles. The paper acknowledges that increased system pressures and surges in demand can occur throughout the year and promotes a shift from traditional seasonal planning to a more resilient, year-round approach to surge preparedness. 6.3.2 This approach aligns closely with Renfrewshire HSCP’s planning assumptions and is reflected in the HSCP’s business continuity workplan, which focuses on addressing resilience challenges on a continuous basis. 6.3.3 The HSCP Winter Plan 2025/26 was approved by the IJB on 28 November 2025. The plan sets out a range of organisation-wide and service-specific actions designed to mitigate key risks and pressures over the winter period. The Plan looks to embed the national principles and priorities and also captures key elements of joint working with NHSGGC and Renfrewshire Council. 6.3.4 Further work was also undertaken to develop detailed plans for individual services, including hosted services, around six key scenarios. 6.3.5 The Winter Plan was further reviewed and updated ahead of the festive period, with the revised version circulated to all service leads. Further updates will be provided to the IJB through Chief Officer reports, with a review scheduled for submission to the IJB Audit, Risk and Scrutiny Committee in March 2026. 6.3.6 In addition, the HSCP is supporting NHSGGC’s System Reset 2, which began on 17 January 2026. This aims to improve system flow, reduce unnecessary admissions and support timely discharge across the whole system. 6.4 Opening of the New Bolerno Centre, Dargavel 6.4.1 Renfrewshire marked a significant milestone in community health and wellbeing with the official opening of the ‘Bolerno Centre’ in Dargavel. This new, state-of-the-art health and social care facility has now been completed and began welcoming patients on 3 November 2025, serving residents of Dargavel, Bishopton and the surrounding area. Page 84 of 266
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PUBLIC 6.4.2 Initially, the centre will support the expansion of Bishopton Medical Practice, helping to meet growing local demand. This provision will be reviewed and adapted as services continue to develop. A range of community-based health and social care services will also be co-located within the building, supporting integrated, accessible care closer to home. 6.4.3 The Bolerno Centre also reflects Renfrewshire’s commitment to sustainability and environmental responsibility, incorporating energy-efficient systems, low-carbon materials and natural ventilation in its design. 6.5 Appointments – Head of Service and Chief Nurse 6.5.1 Following the completion of recent recruitment processes, the HSCP is pleased to confirm the permanent appointment of Pauline Robbie as Head of Community Health and Care, having undertaken the role on an interim basis since 2023. In addition, Fiona Ralph has been permanently appointed as Chief Nurse, following an interim period in post from 2024. 6.5.2 These substantive appointments provide continuity and strengthen professional leadership, supporting workforce stability and enhancing service resilience during a period of sustained system pressure. 6.6 Homelessness Prevention Pilot: Ask and Act Funding Bid Success 6.6.1 Renfrewshire has been awarded funding as part of a national initiative to prevent homelessness before it occurs. The Scottish Government has committed £4m to support 15 pilot projects across Scotland, with Renfrewshire’s Community Planning Partnership amongst those selected. 6.6.2 The pilot will embed the new ‘Ask and Act’ duties within community and statutory services, ensuring that staff proactively identify housing instability and take early action to prevent homelessness. Led by the HSCP, in collaboration with NHSGGC and a range of local partners, the project will prioritise improving mental health and wellbeing outcomes for individuals at risk. 6.6.3 Through shared protocols, staff training, and live experience engagement, the pilot will strengthen early intervention pathways and integrate housing support more fully into community health and wellbeing services. This approach aligns with Scotland’s Public Sector Reform Strategy and aims to create a sustainable model that can be scaled up nationally. 6.6.4 The pilot will run for 12 months and contribute to national guidance and emerging best practice, helping shape future homelessness prevention strategies across Scotland. Updates will be submitted to future meetings of the IJB. Page 85 of 266
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PUBLIC 6.7 Staff Health and Wellbeing Event 6.7.1 On 23 October 2025, the HSCP held its first Staff Health and Wellbeing Event, bringing together colleagues, and partners to promote staff wellbeing, connection and self-care. The event featured contributions from over 30 local partners and stallholders, alongside a programme of seminars and topics such as menopause, peer support, ADHD and carers resources. 6.7.2 Staff also had the opportunity to access practical supports including flu vaccinations, financial advice and wellbeing activities. Feedback was very positive, highlighting the welcoming atmosphere and focus on celebrating care, community and collaboration. UNISON endorsed the event noting it was a powerful reminder that staff health and wellbeing truly matter. RHSCP extends its thanks to all those involved in making the day a success. 7. Key National Policy Developments and Briefings 7.1 Care Reform (Scotland) Act 2025 (formerly NCS Bill) 7.1.1 On 22 July 2025, the Care Reform (Scotland) Bill received Royal Assent and was enacted as the Care Reform (Scotland) Act 2025. The Act introduces new statutory duties and enabling powers aimed at strengthening rights, improving consistency and supporting the long-term sustainability of social care in Scotland. Key provisions include: • The creation of a National Chief Social Work Adviser to provide professional leadership and champion the social work profession. • Strengthened integration of health and care services, including the introduction of digital integrated care records for people receiving care. • Enhanced rights and support for unpaid carers, recognising their vital role within the care system. • Promotion of ethical commissioning and fair work practices across the social care sector. • Establishment of a regulatory framework to strengthen oversight and quality in social care delivery. • Strengthened the rights of unpaid carers, including introducing a ‘right to a break’, ensuring they receive necessary support and recognition for their vital role in the care system. 7.2 Integration Joint Boards – Extension of Voting Rights 7.2.1 In December 2025, the Scottish Government initiated legislative changes to extend voting rights on Integration Joint Boards (IJBs) to service user, unpaid carer and third sector representatives. This delivers a key recommendation Page 86 of 266
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PUBLIC from the Independent Review of Adult Social Care in Scotland and follows engagement and public consultation during Autumn 2025. Renfrewshire HSCP submitted a formal response, with additional responses provided by individuals. 7.2.2 Draft Regulations have now been published to amend the Public Bodies (Joint Working) (Scotland) Act 2014, enabling representatives with lived experience to vote at IJB meetings. Implementation is anticipated from September 2026. A national Short Life Working Group will refresh statutory guidance on IJB roles, responsibilities and membership, including recruitment, appointment, training and support, with HSCPs expected to engage in local implementation 8. IJB Strategic Direction 8.1 Sustainable Futures Programme 8.1.1 As previously reported to Leadership Board, the Sustainable Futures Programme (SFP) aims to identify and develop options, subject to the IJB’s agreement, to address the financial challenges set out within the Medium-Term Financial Plan and tracked through ongoing financial monitoring. 8.1.2 The HSCP continues to make good progress in delivering the range of savings previously agreed by the IJB in December 2024.The IJB approved the delivery of a combined savings and income target totalling £14.58m spanning 2025/26 to 2027/28 under Phase 3 of its Sustainable Futures programme. 8.1.3 A mid-year assessment of the budget pressures facing the Renfrewshire Integration Joint Board (IJB), was presented to the IJB In November 2025 which described the CFO’s estimated financial outlook for the IJB for 2026/27 and 2027/28, taking into account the extreme and ongoing period of uncertainty and increasing level of risk relating to the financial sustainability and stability of the IJB. This assessment will be further updated in early 2026 following the Scottish Government’s budget announcement and when further clarity on 2026/27 budget pressures and funding assumptions is available. 8.2 Foundations of Transformation 8.2.1 Over 2025, there has been a renewed focus on service reform, with new national frameworks providing a common blueprint. The Population Health Framework, Health and Social Care Service Renewal Framework, and the Public Service Reform Strategy collectively guide how public services should become more efficient and integrated, prioritising prevention and empowering both staff and service users. Alongside the HSCP, both partner organisations - NHS GGC and Renfrewshire Council - have begun to set out their own plans to deliver on this transformational agenda. 8.2.2 In line with this, the HSCP plans to establish a Foundations of Transformation Programme, subject to the IJB’s approval in January 2026. This Programme will inform the IJB’s new Strategic Plan, developing Renfrewshire’s longer-term Page 87 of 266
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PUBLIC response to system-wide challenges and the recognised need to change how the health and social care sector operates. 8.2.3 In Renfrewshire, there are many excellent examples of where the HSCP and its partners already align with this direction of travel and demonstrate the principles set out by the Scottish Government. However, emerging transformation programmes recognise that a more fundamental shift is now required to fully embed these practices across the entire system and move beyond localised successes. 8.2.4 The IJB will receive regular updates on the Foundations for Transformation Programme, and the approach to developing the Strategic Plan; reflective of statutory requirements and desire to more closely align with the development of the Community Plan and Council Plan which are due to be developed within the same timeframe. 8.2.5 Critically, the HSCP Senior Management Team will also have a key role in continually ensuring programme delivery is balanced against significant competing demands, prioritising the overriding short-term priority to address the IJB’s financial deficit while striving to maintain high operational standards. 8.3 Refresh of Adult Carers Strategy 8.3.1 The Carers (Scotland) Act 2016 requires each local authority and relevant health board to prepare a local carer strategy which considers the needs and circumstances of both adult and young carers. This responsibility is delegated to IJBs under section 31 of the Carers Act and in Renfrewshire, as with other delegated services for children and young people, responsibility for support for young carers falls under the Council’s Children’s Services. As a result, the Adult Carers Strategy focuses solely on adult carers. 8.3.2 The IJB must periodically review its adult carer strategy and may choose to revise it following that review. This means a new strategy does not need to be produced if the existing strategy remains relevant. At its meeting in June 2025, the IJB agreed to refresh and extend the current Adult Carers Strategy 2022– 25 until November 2027, rather than develop a new strategy. This approach builds on the extensive engagement undertaken for the Adult Carers Strategy 2022–25 and ongoing involvement of carers through the Carers Planning Group. Following this decision, officers prepared a consultation draft of the refreshed Strategy. Key development steps included: • Engagement with the Carers Planning Group, involving carers, Renfrewshire Carers Centre, and HSCP officers. Feedback from these meetings informed refinements to the Strategy. • Review and revision of the existing priorities, ensuring they are written in clear and accessible language. • Assessment of the policy, legislative and financial context, which is now reflected in the refreshed Strategy. • Incorporation of new intelligence, including relevant census findings and results from a comprehensive local carers’ survey. Page 88 of 266
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PUBLIC 8.3.3 At its meeting on 30 January 2026, the IJB will be asked to agree moving to a formal consultation stage ahead of the final refreshed Strategy being presented to the IJB for approval in June 2026. Subject to approval, the consultation will be launched on 2 February 2026 and will run through February and March. The consultation can be accessed via the HSCP website using the following link: https://www.renfrewshire.hscp.scot/AdultCarersStrategy. 9. Next Steps 9.1 The next performance report on delegated Adult Social Care functions will be reported to the Leadership Board in September 2026. ___________________________________________________________________ Implications of the Report 1. Financial – Although there are no direct costs associated with this report, the IJB is operating in an increasingly challenging environment with increases in both the level of demand and service delivery costs. The Sustainable Futures Programme has been established and will aim to deliver best value by modernising services as well as identifying savings to reduce the financial gap in a sustainable way and where feasible with the least possible impact. 2. HR & Organisational Development – None 3. Community/Council Planning – None 4. Legal – None. 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights - None 8. Health & Safety – None 9. Procurement – None 10. Risk – None. However, any risks arising are captured through the IJB’s risk framework and managed and monitored through agreed governance processes. 11. Privacy Impact – None 12. Cosla Policy Position – None 13. Children’s Rights – while the content of this update predominantly focuses on adult services, the scorecard includes one indicator in relation to children. Page 89 of 266
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PUBLIC 14. Climate Risk – The HSCP is committed to tackling the climate emergency and actively participates in Renfrewshire’s Plan for Net Zero. _________________________________________________________ List of Background Papers Performance Management Mid-Year Report 2024/25, 30th January 2026 ___________________________________________________________________ Author: Yvonne Farquhar, Policy Manager (People), Chief Executive’s Service Page 90 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: City Deal and Infrastructure Programme ___________________________________________________________________ 1. Summary 1.1 This report is to update the Board on the finalisation of the City Deal and Infrastructure Programme delivery phase and the arrangements to transition business as usual functions to appropriate core service areas. 2. Recommendations 2.1 The Leadership Board is asked to: i) Note the report on progress to conclude delivery of the city deal infrastructure projects and the operational changes to bring the infrastructure delivery arrangements to a conclusion. ___________________________________________________________________ 3. City Deal and Infrastructure Programme Delivery 3.1 Since the Glasgow City Region City Deal was approved in 2014, Renfrewshire Council has successfully delivered an ambitious regeneration agenda, focused on creating the infrastructure and business environment to generate economic growth and jobs, while promoting active travel and green opportunities to ensure the area is a fairer, more inclusive place where all our people, communities, visitors and businesses thrive. 3.2 This ambitious programme has been delivered during an unprecedented period of economic disruption caused by several significant global events including the COVID-19 pandemic, the war in Ukraine and the significant consequential economic disruption as well as ongoing geopolitical and economic volatility. Item 7 Page 91 of 266
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PUBLIC During this period, the City Deal and Infrastructure team ensured the Council built on the enabling investment provided by the City Deal and delivered the full planned investment programme. The completion of the city Deal infrastructure projects has been a key element of the recovery and inclusive growth in the Renfrewshire economy. 3.3 The Renfrew Bridge formally opened in May 2025, and the new bridge and active travel infrastructure has proved hugely popular with communities on both sides of the River Clyde. Over the past 7 months of the bridge being open, more than 2.46 million users have crossed the bridge. This performance far exceeds the projected volumes calculated throughout the business case development stages and highlights the strategic importance of this travel link for Renfrewshire and the wider City Region The route has quickly established itself as a vital travel link which has enhanced connectivity and is supporting sustainable travel across the Glasgow City Region. 3.4 The ambitious enabling infrastructure elements of the Advanced Manufacturing Innovation District Scotland (AMIDS) have also been completed, including roads, bridges and drainage provided by the Glasgow Airport Investment Area (GAIA) project; the design and construction of a state-of-the-art, fifth generation District Heating Network; the procurement of private sector delivery partner Buccleuch Property; the design and construction of the high quality Netherton Square public realm; and an active travel link from AMIDS to Inchinnan connecting subsequently to new housing at Dargavel. 3.5 The Council was also successful in attracting two anchor tenants - the National Manufacturing Institute Scotland and the Medicines Manufacturing Innovation Centre, both of which are open for business operating at Netherton Campus. Page 92 of 266
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PUBLIC 3.6 AMIDS South is a £59million infrastructure project which will connect Paisley town centre with the Advanced Manufacturing Innovation District Scotland (AMIDS) and Glasgow Airport through a series of transport and infrastructure improvements. It is a key component of Renfrewshire’s long-term strategy to enhance connectivity, support economic growth, and promote sustainable transport. 3.7 The construction phase of the AMIDS South project is underway to create a new road bridge across the White Cart river, a gateway route along Abercorn Street and Harbour Road, a new road linking Renfrew Road to the bridge which also serves the new Paisley Grammar Community Campus, and a new crossing under Renfrew Road to connect one end of Gallowhill with the Renfrew to Paisley walking and cycling route (which connects into the new school). 3.8 Significant work was required to develop the Levelling-Up and Council funded project and reach this stage, including the design of roads and the new bridge, alignment with the new Paisley Grammar Community Campus project, designing and securing funding for the Gallowhill Link, undertaking a complex compulsory purchase process, planning considerations, coupled with an unusual court of session declarator case. This has all now been completed and the final phase of this project is underway with full completion expected in 2028, albeit the Gallowhill Link and new road connecting to the school is scheduled to finish in 2026. Management of the delivery of this project is being managed by the Environment Housing and Infrastructure Service as part of the significant strategic investment portfolio in the Council’s transport and active travel network. Page 93 of 266
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PUBLIC 3.9 Work on the build out and economic development of AMIDS continues with Netherton Campus now in the final stages of becoming a designated tax site alongside Glasgow Airport as part of the Glasgow City Region Investment Zone. This specialised tax status will provide a further incentive to attract major inward investment to AMIDS and help establish the development and Renfrewshire as a major global destination of choice for advanced manufacturing and innovation investment Planning for the flexible Tech Terrace speculative space project is expected to be submitted in the coming weeks and will provide opportunities for smaller and start-up businesses to locate to AMIDS in highly flexible growth space, supporting the opportunity for expanding to their own purpose-built facility on site. Scalable start-up space of this nature for developing advanced manufacturing businesses is in scarce supply across the city region and this is therefore expected to provide in-demand facilities. AMIDS has also been designated by the UK Government as a ‘Priority Project’ for investment. This was announced by the UK Chancellor at a Regional Investment Summit in October 2025 and the National Wealth Fund (NWF) has been appointed to assist the Council and its partners in accelerating development. Considerable work is ongoing with NWF and other bodies in ensuring the maximum benefit to AMIDS is forthcoming. 3.10 In parallel, the City Deal and Infrastructure team has also managed the delivery of generational investment in Paisley town centre venues, namely Paisley Town Hall, Paisley Arts Centre and the creation of a new Learning and Cultural Hub on Paisley High Street which includes Paisley Central Library. These were delivered as part of the Cultural Infrastructure Programme and numerous projects have won awards for their successful completion and impact on the town – having been noted by judges as a key part of Paisley’s recent accolade as Scotland’s Town of the Year. Page 94 of 266
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PUBLIC 3.11 The major construction phase of the final element of this programme, the flagship Paisley Museum Reimagined project, has very recently completed and is transitioning to the extensive fit-out period and object install, expected to be completed over the remainder of 2026 ahead of a planned public reopening. It is the first major transformation of Paisley Museum in its 150-year history and will bring the historic building up to modern standards, safeguarding its long- term future, and will also through modern areas of expansion double the amount of space available to showcase its internationally significant collections, creating a visitor attraction that places Paisley for the first time firmly among the UK’s leading museum destinations. 3.12 The improved cultural infrastructure across Paisley is now better placed than ever to capitalise on the internationally significant cultural and heritage story to transform the future for visitors and events within Scotland. The completion of this programme of work will bring new footfall, added life and vibrancy to the town centre, boosting the local economy and opportunities for businesses, provide new homes for top class cultural events, and preserves the heritage of the town. In this context, work is progressing with the City Region Hub Team, who will provide specialist expertise to develop arrangements to assess the economic impacts arising from the investment over the long term. 3.13 The CD&I team also worked with heritage building owners to deliver the Paisley Townscape Heritage Initiative and Conservation Area Regeneration Scheme (TH/CARS2) which invested to save some of Paisley’s local privately- owned heritage buildings from deterioration – with the Liberal Club on Paisley High Street being a notable success. In the absence of the investment grant provided, the building was at significant risk of deteriorating beyond repair. Page 95 of 266
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PUBLIC 3.14 Further successful investment has been delivered in a range of external sports facilities, including an international-standard hockey pitch and running track at the On-X Leisure Centre in Linwood, an upgrade of facilities at Ferguslie Sports Centre, and provision of new pavilions to bring back into use grass pitches at St James Playing Fields in Paisley. This ensures recreation and sporting facilities are available at all levels for our local young people and residents. Page 96 of 266
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PUBLIC 3.15 Community Benefits It is worth also noting that since 2015, the City Deal and Infrastructure programme has secured and delivered significant community benefit outcomes and activities within the local area. Targeted Recruitment and Employment Delivered Targeted Recruitment and Employment over 60 Targeted Skills & Training over 200 Supply Chain Development over 20 Community Engagement more than 240 hours volunteer time Community Investment Over £80,000 Local Glasgow City Region Supply chain spend Over £35,000,000 * *the local spend only relates to CWRR main works and Paisley Town Hall as Morrisons/ Grahams are the only contractors that formally recorded and reported it. The construction phase of the Paisley Museum Re-imagined project and the AMIDS South project continue, and Contractors involved are committed to delivering the following additional outcomes/ activities. Commitments secured for AMIDS S +remaining PMR Targeted Recruitment and Employment 13 Targeted Skills & Training 24 Supply Chain Development 10 Community Engagement 8 Community Investment 10 3.16 Project Evaluation The City Deal and AMIDS South Projects have formal ongoing post completion/operations evaluation requirements set out in the approved business cases to ensure the benefits are realised. In respect of benefits realisation for both the GAIA and CWRR projects, officers have been continually reviewing completed commercial and other developments in and around the respective project areas. This includes integrating the annual Renfrewshire Housing Land Audit, reviewing planning applications, and engaging in discussions with developers and landowners. Several positive outcomes from both projects have been recorded. Outcomes are submitted quarterly to the City Region Programme Management office. A similar requirement will follow completion of the AMIDS South project in terms of reporting the benefits realised to UKG through the Levelling Up Fund officers. Page 97 of 266
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PUBLIC Going forward, officers will continue to monitor completed developments, utilising GIS searches to ensure all benefits are captured accurately. OneRen will also monitor the benefits of the completed cultural infrastructure venues, Paisley Central Library and external sports projects and report this through their Board. For example, for the Museum, when completed, OneRen will record footfall/visitors and a year after opening OneRen will undertake a summative evaluation which will be both quantitative (number of people etc) as well as qualitative. In addition, and as referenced above, an economic impact assessment will be progressed in partnership with the City Deal Hub team to track the long term economic benefits secured from the investment. 4. Operational Changes 4.1 The City Deal Infrastructure Team was established in 2015 to support the Council to develop and progress the Council’s projects through the City Deal business case process and once approved provide a dedicated resource to procure and deliver the complex range of major infrastructure projects. The remit of the team was subsequently expanded to provide the lead for the delivery of the Cultural Infrastructure investment programme across Paisley, working in partnership with OneRen colleagues. 4.2 Taken together, this programme of investment represents the most significant and complex ever delivered by the Council and as referred to above has been delivered during the most difficult and volatile economic and construction environments experienced for generations. The foresight of the Council to establish a dedicated team for this purpose has therefore served the Council well in terms of being able to respond to rapidly changing circumstances. 4.3 It was always planned that the City Deal delivery team was a temporary arrangement to support the projects development and delivery phases. As the investment programme has progressed projects to a conclusion, the scale of the city deal team has been gradually reduced in line with long term plans through natural turnover and with key professional support officers (finance, legal, procurement etc) transitioning to other major projects. 4.4 Over the coming months, a range of residual activities will be progressed that will bring the delivery of the infrastructure programme to a full conclusion and following completion of this phase the City Deal Infrastructure team will be fully disbanded. 4.5 There remains several residual investment elements and business-as-usual aspects arising from the projects which have been transitioning to the appropriate core service areas across the Council as summarised below: • Support in relation to the Council’s ongoing City Region activities along with the Council’s role to develop out AMIDS with our procured commercial Joint Venture partner, has transitioned to the Head of Economy and Development. Page 98 of 266
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PUBLIC • Operational Management of the Renfrew Bridge and the bridge team has transferred to EH&I. • As referred to above delivery of the AMIDS South project is being delivered by the EH&I investment team alongside the wider strategic investment in the transport network. • The Paisley Museum Reimagined fit out, object install and planned opening programme following completion of the construction phase will be led by the OneRen team. ___________________________________________________________________ Implications of the Report 1. Financial – there are no direct financial implications arising from this report. 2. HR & Organisational Development – the wind down of the City Deal team will be managed through natural deletion of posts, redeployment to core activities and other major projects and use of the Council’s voluntary severance arrangements where appropriate. Any use of the severance arrangements will be progressed through the Council’s existing governance and reporting arrangements. 3. Community/Council Planning – • Our Renfrewshire is thriving – These projects will link our communities and facilitate new development opportunities and business growth with both projects improving skills development, educational and health opportunities for people within the local communities as well as aiding employees to access these major existing and new employment centres. The projects align with and aid the outcomes of the Renfrewshire Economic Strategy 2020 -2030 and the Renfrewshire Economic Recovery Plan • Our Renfrewshire is well - The new safer walking and cycling infrastructure incorporated within these projects, will help encourage active travel by children and young people, as well as adults. • Reshaping our place, our economy and our future – These infrastructure projects provide connectivity and access to new and existing jobs for people in our communities. During the project construction period hundreds of new jobs have been created and as a result of new business creation it is estimated that thousands of additional new permanent jobs will be created. NMIS and MMIC are already up and running as a direct consequence of this enabling infrastructure. The combined projects investment in linking active travel infrastructure and education and will provide connectivity and access to new and existing jobs for people in our communities. Page 99 of 266
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PUBLIC • Tackling inequality, ensuring opportunities for all – CWRR provides access to development opportunities along Meadowside Street, increases the potential to reinvigorate Blythswood Retail Park and improves access for the communities on both sides of the River Clyde to facilities and employers on the other side such as the Queen Elizabeth University Hospital; NHS Golden Jubilee; West College Scotland’s Clydebank campus and Yoker train station. The project also increases the employee catchment area for businesses planning to locate at AMIDS, while improving links to suppliers and customers. • Creating a sustainable Renfrewshire for all to enjoy - The completed infrastructure includes segregated provision for walking and cycling and will also enable improved public transport links CWRR opens up development opportunities, which through the LDP will be managed as sustainable linked communities. • Working together to improve outcomes - Officers are working closely with local communities, neighbouring councils, private sector organisations, Scottish Government, Scottish Enterprise, and other partners to ensure the maximisation of positive outcomes from the projects noted within this report. 4. Legal – none 5. Property/Assets – completed assets will require to be maintained and operated by the Council. 6. Information Technology - none 7. Equality & Human Rights - (a) The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - none 9. Procurement – all contracts are tendered in accordance with Council procurement procedures and where relevant taken to FRCS Board for approval. 10. Risk – Project specific and Programme level risk registers have been established for all projects. These are kept under regular review and reported to the Council’s internal City Deal and Infrastructure Programme Board. Should the Regional project funding bid be successful the project will be further scoped through the Glasgow City Region Business Case development process. Page 100 of 266
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PUBLIC 11. Privacy Impact - none 12. COSLA Policy Position – not applicable 13. Climate Risk – the project will provide sustainable active travel routes and encourage sustainable neighbourhoods and transport links including provision of blue green infrastructure 14. Children’s Rights – None List of Background Papers None ___________________________________________________________________ Page 101 of 266
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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. Item 8 Page 103 of 266
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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. Page 104 of 266
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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 Page 105 of 266
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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. Page 106 of 266
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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. Page 107 of 266
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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. Page 108 of 266
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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. Page 109 of 266
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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) Page 110 of 266
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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- Page 111 of 266
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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 Page 112 of 266
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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. Page 113 of 266
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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 Page 114 of 266
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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 Page 115 of 266
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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 Page 116 of 266
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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. Page 117 of 266
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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. Page 118 of 266
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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 Page 119 of 266
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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. Page 120 of 266
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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. Page 121 of 266
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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. Page 122 of 266
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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. Page 123 of 266
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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 Page 124 of 266
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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 Page 125 of 266
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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 Page 126 of 266
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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 Page 127 of 266
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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 Page 128 of 266
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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 Page 129 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 _________________________________________________________________________ Report by: Chief Executive and Director of Finance & Resources _________________________________________________________________________ Heading: Smart Social Housing _________________________________________________________________________ 1. Summary 1.1 In February 2025, a comprehensive report was presented to the Leadership Board providing an overview of the Council’s transformation activity to date, setting the strategic context, and detailing the fifth phase of Renfrewshire Council’s transformation programme, named Reshaping Renfrewshire. 1.2 In that report, it was highlighted the work being progressed to develop a new and innovative, first in the UK, project focused on the deployment of Smart Technology at scale within the Council’s social housing stock. The Smart Social Housing (SSH) project sets out an ambition to develop a business case 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. 1.3 In addition to delivering market leading digital access for tenants, helping to significantly address inequality of access to digital and on-line services, the project is focused on providing the connectivity foundations to accelerate the delivery of digitally- enabled priorities and outcomes for the Council, the Health and Social Care Partnership, and potentially wider partners including the NHS who are progressing major service redesigns. 1.4 The SSH project is strongly aligned across all the Council’s strategic priorities and represents as sector leading piece of transformational work. This report sets out the progress that has been achieved in the development of the SSH business case and seeks approval to move forward with an initial Phase 1 Test of Change stage to further develop the business case solution in a live environment across a diverse cohort of 2,000 of the Council’s social housing units. 1.5 This diverse selection of housing units will be designed to test the adaptability and impact of proposed changes across varied living environments, helping to identify best practices, barriers, and opportunities for scaling across the wider housing portfolio. Item 9 Page 131 of 266
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PUBLIC 1.6 It is proposed that this test of change phase 1 is progressed over 2026 and 2027 with the 2026 period likely to be required for procurement, project planning and delivery leaving 2027 to provide a full 12-month operational assessment period. 1.7 This approach will provide the Council with the opportunity to develop a robust evidence-based full business case and provide confidence whether additional phases to deliver a full roll out across all properties should or should not progress in future years. Suitable exit provisions will be established as part of the procurement strategy to ensure the Council is able to exit the arrangement for the 2,000 units should the business case ultimately fail to demonstrate a sufficiently strong return on investment. 1.8 Resources already built into the current Housing Business Plan for sensor deployment and resources deployable from the Council’s Change Fund which is used to support general fund transformation programmes can be utilised to fund this exploratory phase 1 of the project, with appropriate approval being made in the 2026/27 budget. _________________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: • Approve that the Smart Social Housing Project Phase 1 is progressed in line with the details set out in section 3 of the report and that appropriate financial provision is incorporated into the 2026/27 budget arrangements. • Note that regular updates as part of the overall Reshaping Renfrewshire report will continue to be brought to the Board at appropriate key junctures as the overall programme is progressed. _________________________________________________________________________ 3. Background 3.1 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. 3.2 In addition to delivering market leading digital access for tenants, helping to significantly address inequality of access to digital and on-line services, the project is focused on providing the connectivity foundations to accelerate the delivery of digitally- enabled strategic priorities and outcomes for the Council, the Health and Social Care Partnership, and potentially wider partners including the NHS who are progressing major service redesigns such as Hospital at Home which is highly reliant on resilient and secure connectivity. 3.3 This project is a first-of-type in the UK, highly innovative and seeks to build on and leverage the benefits of the existing digital infrastructure investments delivered by the Council across Renfrewshire, achieved primarily through the private investment in connectivity infrastructure attracted by the Council’s innovative Connectivity as a Service (CaaS) framework. 3.4 The underlying financial premise on which the business case has been developed is delivering investment that secures broadband connectivity and environment sensors at-scale into 10,000 social homes on a self-financing basis through the facilitation of savings enabled from significant improvements in the pro-active management and Page 132 of 266
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PUBLIC maintenance of the housing stock, delivery of housing related tenant support services, as well as facilitating the HSCP and NHS partners to deliver digital led redesign of services which are critical to unlock financial savings and avoid future costs within their respective sectors. 3.5 The key design principles underpinning the SSH business case are as follows: - • Public Asset: the SSH investment will provide a secure and reliable broadband connection to the Council’s social housing assets and also provide a Renfrewshire- wide sensor network (loRaWAN) – it is a proposed anchor investment in a public asset which provides the foundations for deploying smart technologies at scale to transform Council and HSCP services and improve the lives of tenants, service users, patients, and residents in Renfrewshire. • All Homes & Settings: the loRaWAN network will allow sensors to be deployed into any home (Council home, Housing Association home, privately owned home, private rented home), any accommodation (temporary and supported), and any care setting (extra care housing, care home, nursing home, hospice, etc) across Renfrewshire, whilst ‘point’ connectivity solutions (broadband connection and wifi provision inside the home or building) will support video calling/2-way voice in all locations outside the 10,000 social homes providing equity of access to care services regardless of the tenure of the service user’s home. • Tenant Choice: the delivery of a Council broadband connection into social homes will be ‘dual connectivity’ in that it will allow tenants to opt-in to personal use of the superfast broadband connection provided by the Council at no cost. It does not however preclude the tenant from arranging or maintaining their own existing connectivity solution from another private provider if they so wish – they will retain this choice. Should the tenant choose to operate with their own broadband provider this will have no impact on the resilient broadband connection to the home being used by the Council, HSCP, NHS, and community partners to support digitally- enabled service redesign, to improve the condition and performance of the housing asset, and to improve the health and wellbeing of the families living in the property. • Embedding Proactive Prevention & Early Intervention: the improvement opportunities will focus on establishing data insights via a single data and communications platform to underpin service change and transformation founded on early intervention and prevention principles, avoiding escalation in issues with the housing assets and/or tenants and prevent more expensive service interventions and response further down the line – securing better service provision, better service outcomes for users and delivering efficiency savings. • Future Cost Avoidance: avoiding step changes in future costs is a key driver for change, especially across Adult Social Care (all services, not just Older People’s services) and across an ageing housing portfolio where increasing safety, efficiency, and homelessness prevention standards must be met under the Housing (Scotland) Bill recently passed. • Single View of the Asset & Person: approaches to the deployment of smart technology solutions across the UK by public bodies have more often than not been issue-specific (e.g., damp & mould sensors) and have their own hardware, dashboards, and alerting platforms. This siloed approach creates complexity and added cost, whilst losing the impact of being able to link and aggregate data around the asset and the person – the SSH solution is intentionally designed to avoid Page 133 of 266
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PUBLIC siloed investments which risks leading to increased technology and data complexity, increases costs, and reduces the overall return on investment. • Leverage Existing Investments: the SSH solution will leverage value from the Council’s investment in its new Housing Management System (HMS) outlined above, in future deployment of developing AI capabilities, and from its Connectivity as a Service (CaaS) framework and existing connectivity infrastructure. • Stacked Invest to Save Cases: the social housing connectivity and wider loRaWAN network is a technology foundation to enable a portfolio of invest to save cases to be developed over a period of time, these being ‘stacked’ across Housing, Care, Energy, and Place which can be implemented in different settings through phases of implementation. The scale of benefits – both financial and in terms of service improvements will therefore grow over time accelerating the scale and increasing the strength of the benefit case and financial payback. 3.6 The Non-Financial Benefit Case As outlined above, the underlying financial premise of the business case is to secure long-term service-based savings that both meet the costs to develop and deliver the project but also meet the ongoing connectivity costs over the long term. The assessed financial aspects of the business case are summarised from section 4.8.14 below. However, it should also be recognised that the benefits case extends beyond the financial case, with significant service and social benefits enabled through the project as outlined below. Benefits to Housing Environments 3.7 Smart housing technologies improve safety with real-time alerts from locks and alarms, can boost energy efficiency through sensors and thermostats, and prevent costly repairs by detecting damp or mould and other safety hazards. Automated systems streamline security operations, while IoT analytics support better housing management and investment decisions. Digital access also enables tenants to become more digitally engaged as affordability access barriers are removed, so tenant engagement via digital channels can increase to reduce costs and improve tenant satisfaction. • Legal & Regulatory Compliance: Smart data insights support proactive prevention of safety hazards, with 29 hazards being introduced via Awaab’s Law during 2026. • Improved Safety & Security: Smart locks and alarms can provide real-time alerts and monitoring. • Energy Efficiency: Smart sensors and thermostats reduce energy consumption, lower bills, and tackle fuel poverty. • Proactive Maintenance: Early detection of damp/mould prevents costly repairs and improves tenant health. • Operational Efficiency: Automated control of sprinklers, CCTV, and security doors. • Enhanced Data Management: IoT and analytics enable better decision-making on housing conditions. • Digital Access for Benefits: Ensures tenants can more easily apply for Universal Credit and housing costs online. Page 134 of 266
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PUBLIC Education & Employability Benefits 3.8 Access to online platforms supports continuous learning and workforce development, while remote learning and flexible work opportunities remove geographic barriers as people can work from home. Collaboration tools enhance student–teacher interaction, and online courses help improve employability. Additionally, digital platforms guide school leavers toward positive destinations, ensuring better educational and career outcomes. • Access to Learning Resources: Online platforms support continuous learning and workforce development. • Remote Learning & Work: Flexible education and job opportunities beyond geographic limits, including allowing people to work from home. • Collaboration Tools: Enhance student-teacher interaction. • Skills Development: Online courses improve employability. • Support for School Leavers: Digital platforms guide positive destinations. Health & Social Care Benefits 3.9 Telemedicine, hospital at home and telecare enables remote hospital care, consultations, improving access to healthcare, while wearable devices support self- management of long-term conditions. Enhanced information sharing fosters better collaboration among healthcare providers, and assistive technologies promote greater independence and safety at home. Additionally, broadband-enabled community alarm services deliver urgent response and resilience for vulnerable residents, whilst video calling and smart messaging can be incorporated into care packages to reduce the need for visits to homes whilst increasing contact with service users and patients, including family contact to build support resilience and reduce pressures on care teams. • Telemedicine: Remote consultations improve access to healthcare, including as part of virtual ward models of care. • Video Calling: Video solutions can be used as part of care team check-ins (e.g., medication prompts) and by families and community resources to reduce social isolation and loneliness and build personal and support resilience. • Health Monitoring: Wearables support self-management of long-term conditions. • Information Sharing: Better collaboration among healthcare providers. • Assistive Technologies: Greater independence and safety at home. • Community Alarm Service: Broadband-enabled alarms provide urgent response and resilience. Page 135 of 266
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PUBLIC Social Inclusion & Social Connection Benefits 3.10 Community and family connectivity through social media and video calling helps reduce isolation and foster relationships, while improved digital access makes it easier for tenants to use essential services such as banking, public services, and social support. • Community Connectivity: Reduce social isolation and build social and support networks. • Access to Services: Easier access to banking, public services, and advice services. Efficiency & Cost Savings Benefits 3.11 Smart housing solutions deliver significant benefits by reducing damp and mould issues, lowering the number of void properties, lowering tenant engagement costs, and providing opportunity to lower insurance premiums. Smart care technologies help prevent hospital admissions, reduce care costs, and improve medication compliance. Meanwhile, smart place initiatives provide the opportunity to enhance infrastructure management, strengthen flood prevention measures, and improve air quality. • Smart Housing: Reduced damp/mould issues, fewer voids, lower insurance premiums, and lower tenant engagement costs. • Smart Care: Fewer hospital admissions, reduced care costs, improved medication compliance. • Smart Places: Better infrastructure management, improved flood prevention, and air quality. 3.12 Given more services are being delivered online, often as the transactional route of choice, across the private sector but equally through public services and 3rd sector organisations, as digital technology increasingly becomes a critical element of social connectedness and as digital connectivity becomes an increasingly important part of supporting everyday functions in-home, digitally excluded households are at increasing risks of being left behind. It is in this context that the SSH project seeks to fill this digital gap for some of the most deprived communities across Renfrewshire and secure digital connectivity for all Council tenants as a core function of their home, taking a major step to address digital and social inequality. 3.13 Enabling digital connectivity for Council housing tenants to thrive in a digital world, empowers tenants through increased choice and control in the way they interact with the Council, provides faster access to services and improves customer experience, while providing potential opportunities to radically transform, for the better, the way in which the Council delivers supports and services. The Financial Case 3.14 Based on detailed soft market engagement and taking advantage of the economies of scale offered by scale of the social housing stock, a procurement exercise could secure installation across all 10,000 units for approximately £1.3 million with annual recurring cost of circa £2.4 million. Page 136 of 266
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PUBLIC 3.15 As outlined in the Executive Overview of the business case attached at Appendix 1, the portfolio of potential invest to save cases and associated financial benefits are significant. For the purposes of the business case development, detailed work to estimate financial savings focused on “priority” opportunities within Housing and Social Care. 3.16 The assessment of the scale of savings achievable, has relied upon both evidence secured from the Council’s own recent pilot of the use of sensors within a limited number of social housing units and evidence secured from other councils across the UK in both the housing sector and social care sector in relation to the use of home- based technology. 3.17 Careful consideration and a level of prudence has been applied to estimated savings, recognising desk top business case led estimates carry a risk of overstatement of what can be crystalised as a saving in a live operational setting. Saving estimates have therefore been framed within a broad range, and as outlined below require to be subject to further assessment, live validation and due diligence to secure sufficient confidence and greater certainty. 3.18 Within Housing a portfolio of 21 opportunities were identified, with 8 priority opportunities considered in detail with 13 earmarked as stacked opportunities subject to future development. Of the 8 prioritised opportunities, the estimated saving range from £1.4 million - £2.8 million per annum. 3.19 Within Health & Social Care a portfolio of 16 opportunities were identified, with 3 priority opportunities considered in detail with 13 earmarked as stacked opportunities subject to future development. Of the 3 prioritised opportunities, the estimated saving range from £0.4 million - £1.1 million per annum. 3.20 Assuming a mid-point of the estimated savings could be achieved in an operational environment across these 11 priority areas in isolation, a financial payback period of around 3-4 years would be achievable assuming no further opportunities were deployed. As outlined earlier, in reality the expectation is that further opportunities would continue to be developed and deployed in future phases both across housing and health and social care, but across other service areas. 3.21 Notwithstanding the positive high level financial assessment based on a limited proportion of deliverable opportunities considered by the business case, it is not sufficiently robust to support a recommendation for a commitment to move forward the business case in full at this stage given the breadth of the range of assessed saving potential. Greater certainty and a tighter more strongly defined range of assessed savings would be required to secure the appropriate degree of confidence in the underlying strength of the future savings pipeline. As outlined earlier in the report, this is an innovative project with no similarly scaled exemplar across the UK and therefore alternative evidence on which to rely on is limited. 3.22 In these circumstances, it is recommended that a procurement exercise is progressed to deliver a limited but suitably substantial test of change phase 1 covering approximately 2,000 units. This will provide the Council with the opportunity to develop the business case in real time, with a locally developed live evidence base across a carefully selected sample of properties and at a manageable scale, both operationally and financially. It is recognised that this represents a complex and innovative project to deliver and will require careful planning, development, implementation and engagement with existing tenants. Page 137 of 266
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PUBLIC 3.23 The selected test of change sites will be an intentionally diverse cross-section of housing types selected to reflect the full spectrum of housing contexts, including a high- rise tower block, which present unique challenges in terms of infrastructure, safety, and community engagement; temporary accommodation units, offering insights into transient housing needs and support mechanisms; older adult complexes, where considerations around accessibility, health monitoring, and wellbeing are paramount; and new build developments, providing opportunities to explore integration of modern technologies from the outset. Houses located within some of the most deprived areas will also be included to ensure the test of change phase considers and assesses how the technology can best be harnessed to address inequalities and support those who may benefit most from innovation. 3.24 Additionally, a rural village setting will be selected to explore the distinct connectivity challenges and opportunities faced by more remote communities, ensuring that digital inclusion efforts extend beyond urban centres and reflect the needs of all residents across the council area. 3.25 This diverse selection is designed to test the adaptability and impact of proposed changes across varied living environments, helping to identify best practices, barriers, and opportunities for scaling across the wider housing portfolio. 3.26 It is proposed that this test of change phase 1 is progressed over 2026 and 2027 with the 2026 time period likely to be required for procurement, project planning and delivery leaving 2027 to provide a full 12 months operational assessment period. This approach will provide the Council with the opportunity to develop a robust evidence- based full business case, and provide confidence whether additional phases to deliver a full roll out across all properties should or should not progress in future years. Suitable exit provisions will be established as part of the procurement strategy to ensure the Council is able to exit the arrangement for the 2,000 units should the business case ultimately fail to demonstrate a sufficiently strong return on investment. 3.27 Resources built into the current Housing Business Plan for sensor deployment and resources deployable from the Council’s Change Fund which is used to support general fund transformation programmes can be utilised to fund this exploratory phase 1 of the project, with appropriate approval being made in the 2026/27 budget. _________________________________________________________________________ Implications of the Report 1. Financial – As outlined in the report the Phase 1 stage is fundable from existing resources earmarked in the Housing Business Case for Sensor Development and from the General Fund Change Fund Resources designed to support transformation projects. 2. HR & Organisational Development – none. 3. Community/Council Planning – the SSH project focuses the delivery of priority outcomes as outlined in the Council Plan. 4. Legal - none 5. Property/Assets – the delivery of the project will support the Council to better and pro- actively maintain the Council’s housing stock. Page 138 of 266
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PUBLIC 6. Information Technology – the SSH project will provide high quality digital connectivity provision into Council housing, helping to address digital exclusion and support the Council through the deployment of key sensor and other technological capability deliver transformation and improvement in service provision. 7. Equality and Human Rights – An EQIA will be undertaken in developing this next stage of the business case for smart social housing. 8. Health and Safety - none 9. Procurement – Phase 1 stage will be subject to an appropriate procurement exercise as part of its implementation. 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 – none. 14. Children’s Rights – the provision of free digital connectivity within the home will provide the opportunity to address digital exclusion within the home and support children’s learning at home. Author: Alan Russell - Chief Executive Alastair MacArthur - Director of Finance & Resources Page 139 of 266
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PUBLIC APPENDIX 1 Smart Social Housing (SSH) Project Phase 1 Demonstrator Executive Summary A pioneering strategic investment to improve the environment and efficiency of social homes and the health and wellbeing of social tenants by deploying super- fast broadband and smart digital solutions into an initial 2,000 social homes in Renfrewshire to evidence the case for expanding the roll out across the Council’s social housing estate 1. Purpose of Document To summarise the strategic rationale for the proposed Smart Social Housing (SSH) demonstrator. To summarise the SSH solution and its key design principles. To highlight the benefits and social value opportunities identified with Housing and Adult Social Care (ASC) teams from business case analysis during 2024 and 2025, these now being prioritised, tested, and validated during the proposed Phase 1 demonstrator in 2026 and 2027. 2. The Strategic Case 2.1 Delivering National Priorities • Digital exclusion is a priority in Scotland as it’s recognised that too many people and families are being left behind in our digital age: Page 141 of 266
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PUBLIC “Digital exclusion matters. It can affect people’s access to services, social connections, health, and economic and financial wellbeing. It can have a severe impact on people’s lives, especially those most on the edges. For public service reform to be effective it needs to make sure that digitalisation leaves no one behind.” - Audit Scotland, ‘Tackling Digital Exclusion’, August 2024 • Proactive prevention is a priority as it’s recognised that demand and cost projections are not sustainable and digital and data must be used to support new ways of delivering public services: “We are not going to be able to make the money we have available for public services match the demand for those services unless we ramp up our use of technology. Technology must be deployed in a way that empowers, enables our public sector to integrate better, makes it more efficient, and most important of all, facilitates the essential shift to a front-foot focus on prevention.” - First Minister, ‘National Renewal Commitment’, June 2025 2.2 Accelerating Council Priorities • The SSH solution is designed to accelerate the Council's overarching priority to improve outcomes for children and families whilst delivering tangible benefits to support positive place, economy, fair, and green outcomes at scale across Renfrewshire. The demonstrator will aim to evidence this strategic fit: Page 142 of 266
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PUBLIC 2.3 Accelerating Health & Social Care Priorities • The SSH solution would accelerate the HSCP’s priority to deliver a future where people are healthier and connected, enabled, and empowered, with sustainable service models being in place. The demonstrator will aim to evidence this strategic fit: 2.4 Accelerating Community Planning Priorities • The SSH solution would accelerate the community planning focus on enabling thriving, well, fair, and safe communities, whilst would directly support low income families, tackle health inequalities, and address the climate emergency. The demonstrator will aim to evidence this strategic fit: Page 143 of 266
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PUBLIC 2.5 Enabling Benefits for Tenants, the Council, the HSCP & NHS • The SSH solution would allow benefits to be realised at scale for tenants, the Council, the HSCP, and the NHS. The demonstrator will aim to evidence as broad a range of benefits as possible: 3. The Solution 3.1 The 5 Pillars (Housing, Energy, Care, Health, & Places) • The SSH solution is focused on delivering benefits and savings opportunities across housing, energy, care, health, and places: Page 144 of 266
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PUBLIC 3.2 The Building Blocks (Connectivity, Digital, Communications, & Insights) • The connectivity foundations allow smart digital and communications solutions to be deployed to provide actionable insights that support transformed and sustainable public services: 3.3 The SSH Design Principles • The following principles have guided the development of the proposed SSH solution: Page 145 of 266
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PUBLIC 3.4 Enabling a Strategic Focus on Proactive Prevention • The SSH solution is designed to provide actionable insights to enable early intervention to prevent an escalation in issues, impacts and costs linked to assets, people, and places: 3.5 Proactively Preventing Damp & Mould • Proactively preventing the impact of damp and mould will become a legal requirement for all social landlords in 2026 when the Housing (Scotland) Bill enters statute, whilst compliance with all 29 safety hazards in social homes covered under Awaab’s Law will have to be assured. The SSH solution is designed to prevent adverse health impacts for tenants and escalating cost impacts for the Council: Page 146 of 266
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PUBLIC 3.6 Proactively Keeping People Safe, Well & Independent at Home • The housing, health and care system is under significant pressure which will only increase over time as housing stocks become older and as people live longer but with multiple long term conditions and increased acuity of housing, health and care needs. Proactive prevention is therefore essential: 4. The Phase 1 Demonstrator Scope & Objectives 4.1 The SSH Phase 1 Scope • A SSH Phase 1 Working Group has been established with resources from Housing and Adult Social Care services being allocated to optimise the design of the demonstrator and prioritise the benefits and social value areas to be tested and proven from the portfolio of SSH opportunities: Page 147 of 266
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PUBLIC • The scoping and design analysis will consider: • the living and care locations to be connected • the smart sensors and solutions to be deployed • the service areas where smart solutions will be tested • the savings, benefits and social value areas to be monitored • the process, roles, training, and technical integration changes required to scale • The Working Group will deliver a summary of the solution and service design, technical design, demonstrator implementation and live-testing plan, and Phase 1 business case (investment costs & savings, benefits, and value to be targeted). • The SSH invest to save analysis provides a strong foundation for this scoping and design analysis. • A SSH Phase 1 Steering Group will provide strategic oversight to ensure the programme of work progresses to plan and is as successful as possible given the strategic importance for the Council and partners of maximising benefits from using digital, data, and automation solutions at scale. 4.2 The SSH Improvement Themes • The SSH solution is focused on improving homes, lives, and communities, with the return on investment (ROI) modelling being based around several core themes: Page 148 of 266
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PUBLIC • The SSH invest to save analysis has already identified the priority ROI areas to test and validate, where recurring savings opportunities are strong, where legal and regulatory compliance would be supported, and where social value across Renfrewshire’s community planning partners would be multiplied. A summary of the Damp & Mould opportunities and Voids opportunities are shown below: Page 149 of 266
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PUBLIC 4.3 The SSH Phase 1 Objectives • The Phase 1 demonstrator will test how smart data and smart solutions can be used to redesign Council and HSCP services to accelerate savings, benefits, and social value. • The scope of the demonstrator across housing, energy, care, health, and place services will be shaped to test solutions in key priority areas driven by strategic alignment, risk and compliance, benefits and social value, and recurring savings and future cost avoidance. • The ROI from the demonstrator will be measured and used to inform a business case for connecting all social homes and scaling up the use of smart solutions across the prioritised service areas. 4.4 Top 3 Risks To Manage • The following risks have already been identified and prioritised by the SSH project team and mitigating actions are ready to be implemented to avoid the risks and protect the invest to save case: Page 150 of 266
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PUBLIC 5. Conclusions • The focus on a Phase 1 test of change is designed to reduce the risk for the Council and partners by basing a decision to proceed to full SSH roll out on a portfolio of live implementations with demonstratable benefits and social value returns. • Renfrewshire Council would be a sector leader for smart and connected social housing and using digital solutions and data insights to enable Smart Housing, Smart Energy, Smart Care, Smart Health, and Smart Places. • Appropriate Phase 1 governance and oversight will be established via the Working Group and Steering Group, with regular updates being provided via appropriate Committee channels. • The Phase 1 activities would be funded using existing resources from across the Housing Business Plan and the Council Change Fund. Page 151 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Corporate Asset Management Strategy 2026 to 2030 ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to present the draft Corporate Asset Management Strategy (CAMS) 2026 to 2030 and seek approval for its adoption as the Council’s corporate framework for the planning, management and long‑term investment of all Council assets. 1.2 The Strategy sets out how Renfrewshire Council will continue to ensure its asset base remains safe, sustainable, financially viable and aligned with service transformation and net‑zero commitments across the following asset groups: • Property portfolio; • Open Space (including parks, play areas, monument, civic spaces etc); • Roads and Infrastructure; • Fleet • Housing Revenue Account (HRA) Assets; • Information Communication Technology (ICT) 1.3 The context for managing our assets is changing significantly, linked closely to our transformation programme - a detailed update is also reported to this Leadership Board (February 2026). The effective and efficient use of our assets underpins a wide range of strategic Item 10 Page 153 of 266
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PUBLIC programmes, for example our Learning Estate programme, the work being undertaken with One Ren to review the current commissioning arrangements for cultural and leisure services and our digital transformation. 1.4 Renfrewshire Council has set ambitious climate goals and is committed to working towards net zero emissions by 2030 for both the region and the organisation itself. 1.5 While this report introduces our new Corporate Asset Management Strategy and looks ahead to the next four years, the Council also has a strong track record of delivery in relation to asset management. Key achievements are summarised in separate report which is also being reported to this Leadership Board. 1.6 As Elected Members will be aware from previous updates to Leadership Board, as part of the refreshed Best Value methodology introduced in 2022, Audit Scotland undertake an annual ‘thematic review’. The thematic review for 2025/26 is focused on asset management. Any themes or recommendations which emerge from the thematic review can be reflected in future updates to Leadership Board, including through the Corporate Improvement Plan. 1.7 Regular reporting on performance in relation to the management of assets is done through reports to the relevant Policy Board including Service Update reports, the Service Improvement Plans and other stand-alone reports which contain a range of actions outlining how we will maintain and develop our assets. ___________________________________________________________________ 2. Recommendations It is recommended that the Leadership Board: 2.1 Approves the Corporate Asset Management Strategy 2026 to 2030 attached to this report. _________________________________________________________ 3. Background 3.1 Renfrewshire Council manages a diverse and extensive public asset portfolio essential to local services, community wellbeing, and long‑term financial sustainability. The CAMS 2026 to 2030 provides a Page 154 of 266
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PUBLIC refreshed strategic framework for the management of these assets, ensuring decisions reflect current population trends, climate commitments, financial pressures and service transformation. 3.2 CAMS aligns with major corporate strategies including the Council Plan, Plan for Net Zero, Learning Estate Strategy, Strategic Property Strategy, Commercial Property Review, Housing Asset Management Strategy, Capital Investment Programmes and the Community Asset Transfer Strategy. It is also underpinned by significant investment programmes and reported into the relevant Policy Boards. 3.3 The strategy details the governance arrangements in place to ensure robust management and development of the organisation’s assets. It also highlights the risks which have been identified in relation to asset management and through the Corporate Risk Register what control measures are in place to mitigate the identified risks. ___________________________________________________________________ 4. Corporate Asset Management Strategy 4.1 Strategic Objectives 4.1.1 CAMS sets out the following corporate objectives for Renfrewshire Council’s asset categories: Page 155 of 266
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PUBLIC 4.2 Asset Class Summaries 4.2.1 In accordance with the CIPFA ‘Guide to Asset Management and Capital Planning in Local Authorities' Renfrewshire Council has classified its assets under the six categories described below. 4.2.2 Property Portfolio - CAMS sets out a corporate approach for maintaining, rationalising and improving buildings, ensuring safety, suitability, statutory compliance and net‑zero alignment. A new Property Asset Strategy for Public Buildings will be presented to Board in 2026. In terms of the Council’s Commercial Estate, there are approximately 230 units across industrial, retail and office assets which has been reviewed to determine optimal size, performance, and role - this links to the Council’s work on the organisation’s financial sustainability. 4.2.3 Open Space - this includes 42 parks, 92 play areas, nature reserves, cemeteries and civic spaces. Recent and planned investments include £480,000 for play area renewals across multiple communities. 4.2.4 Roads and Infrastructure - the CAMS notes the Council’s £90m ten‑year investment commitment (approved February 2025) for roads and footways; the AMIDS South project (£59m); and major active travel improvements aligned with Travel Renfrewshire 2035 and supporting the organisation’s Ren Zero programme. Deliver efficient, resilient, high-quality services for the people of Renfrewshire in the right ways and right places, underpinned by improved data and asset performance monitoring Support our commitment to Net Zero and strengthen Renfrewshire’s climate resilience, with modern, green and efficient buildings fit for the future Unlock the potential of local assets to stimulate economic and place-based regeneration, create opportunities for local enterprise and support community wealth building Work alongside our communities to shape and deliver assets that best meet their needs, exploring mechanisms such as community asset transfer where this adds local value Invest in our assets to support and enable organisational transformation, including through service redesign, locality working and digital innovation Page 156 of 266
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PUBLIC 4.2.5 Fleet - a Fleet Asset Management Plan is currently in development. The EV Transition Programme supports the Council’s target for full fleet decarbonisation by 2030 and again links with the Ren Zero programme. 4.2.6 Housing (HRA) Assets - the Housing Asset Management Strategy 2025–2030 provides long‑term direction for 12,078 homes and other HRA assets, ensuring quality, compliance and future sustainability. The five‑year capital programme totals £292.4m. The Housing Led Regeneration and Renewal Programme will deliver modern, high quality, energy-efficient and affordable council housing in eight areas across Renfrewshire. The programme focuses on eight areas across Paisley, Renfrew and Johnstone. 4.2.7 ICT – the CAMS recognises ICT as a critical enabler for asset management, digital transformation and accurate real‑time data to inform service delivery and improvement. 4.3 Next steps The CAMS acts as a strategy framework for a range of other plans, strategies and programmes which have well-established governance arrangements and report regularly to the relevant Policy Board. Bringing these together under the single framework helps to provide a holistic view of all these strands and highlights the interdependencies. It also offers an opportunity to report progress updates to Leadership Board in future and to highlight key achievements and milestones. ___________________________________________________________________ Implications of the Report 1. Financial - CAMS aligns with the medium‑term financial plan and capital strategies, ensuring prioritisation of investment across competing demands and supporting the sustainability of the Council’s asset base. CAMS supports decision‑making on borrowing, lifecycle maintenance, rationalisation and long‑term capital planning. 2. HR & Organisational Development - A long term approach to strategic asset management planning will assist in identifying and developing skills and capacities that will be required for their successful management. 3. Community/Council Planning – The strategy outlines the linkages to the strategic goals of the Council as laid out in these plans. Page 157 of 266
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PUBLIC 4. Legal - None 5. Property/Assets - As outlined within the Strategy document. 6. Information Technology - As outlined within the Strategy document. 7. Equality & 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. 8. Health & Safety - None 9. Procurement – None 10. Risk - Risks associated with Asset Management are highlighted within the strategy document and this explains that these are monitored through the corporate Risk Report and risk register updates which are taken to the Audit, Risk and Scrutiny Board every six months. 11. Privacy Impact - None 12. Climate Change – there are a range of plans and activities throughout the Corporate Asset Management Strategy which support the Council’s Plan for Net Zero. 13. Children’s Rights – None 14. Cosla Policy Position – None _______________________________________________________ List of Background Papers: None ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: Gordon.mcneil@renfrewshire.gov.uk Page 158 of 266
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1 PUBLIC Corporate Asset Management Strategy (CAMS) 2026-2030 Page 159 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 2 PUBLIC Table of Contents 1. Executive Summary ........................................................................... 3 2. Strategic Context ............................................................................... 6 3. Renfrewshire Council’s aligned plans and strategies ........................ 7 4. Capital Investment Programmes ..................................................... 13 5. General Fund Capital Programme ................................................... 15 6. Strategic Objectives of the CAMS ..................................................... 16 7. Consultation and Engagement ........................................................ 17 8. Governance ...................................................................................... 18 9. Managing Risk .................................................................................. 21 10. Property ........................................................................................... 22 11. Open Space (including parks, play areas, civic spaces etc) ............. 26 12. Roads and Infrastructure ................................................................. 28 13. Fleet ................................................................................................. 31 14. Housing Revenue Account (HRA) Assets .......................................... 35 15. Information Communication Technology (ICT) .............................. 38 Page 160 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 3 PUBLIC 1. Executive Summary Renfrewshire Council manages a diverse and complex portfolio of public assets that enable services, support communities, and contribute directly to the delivery of the Council Plan, Community Plan and long‑term financial and climate ambitions. The Corporate Asset Management Strategy (CAMS) 2026–2030 provides the overarching framework for how these assets will be planned, maintained, transformed, and invested in to secure Best Value and meet the needs of a changing Renfrewshire. The CAMS sets out a clear corporate vision for an asset base that is safe, resilient, sustainable, and fit for the future. It ensures that asset decisions are evidence‑based, financially responsible, aligned with national and local policy, and support service transformation. By 2030, the Council aims to deliver a modern, energy‑efficient and financially sustainable estate that strengthens communities, supports inclusive economic growth and enables high‑quality public services. Strategic Objectives The CAMS details the core strategic objectives that apply to all asset classes—property, open space, roads infrastructure, fleet, ICT and HRA housing assets. These objectives are to: Deliver efficient, resilient, high-quality services for the people of Renfrewshire in the right ways and right places, underpinned by improved data and asset performance monitoring Support our commitment to Net Zero and strengthen Renfrewshire’s climate resilience, with modern, green and efficient buildings fit for the future Unlock the potential of local assets to stimulate economic and place-based regeneration, create opportunities for local enterprise and support community wealth building Work alongside our communities to shape and deliver assets that best meet their needs, exploring mechanisms such as community asset transfer where this adds local value Invest in our assets to support and enable organisational transformation, including through service redesign, locality working and digital innovation Page 161 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 4 PUBLIC Strategic Context The strategy responds to a number of major drivers shaping future asset needs including: • Our changing population, with the 2022 Census information significantly enhancing our understanding of the changing population patterns and the diversity of our communities. Renfrewshire’s population increased by 5.1% between 2011 and 2022 which is well above the national rate of 2.7% over the same time period, but this is not uniform across our communities – with some communities seeing falling population and others seeing a rapid increase. • The financial pressures experienced by the Council, including the constraints on available capital funding, which increases the importance of effective prioritisation, lifecycle planning and, where appropriate, the rationalisation of under‑used assets. • Renfrewshire’s Net Zero commitments, with our assets representing a significant element of our carbon footprint we have a strengthened focus on decarbonisation across buildings, fleet, infrastructure and operational activity. • All of these drivers are also underpinned by wider organisational transformation, including digital innovation, hybrid working, place‑based service delivery, and partnership working with communities and other key stakeholders. Strategic Framework The CAMS is supported by a suite of major strategies and investment plans across the Council, including our: • Capital Investment Programmes, detailing major investment across both housing and non‑housing assets. • Strategic Property Strategy and Commercial Property Review, reshaping the operational, community estate and commercial portfolio to ensure sustainability, affordability, and alignment with service needs. • Plan for Net Zero and Carbon Management Plan, setting out transformational actions for energy, transport, resilience and emissions reduction. Page 162 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 5 PUBLIC • Housing Asset Management Strategy, guiding the long‑term management, compliance and investment in the over 12,000 housing stock we have in Renfrewshire. • Learning Estate Strategy, outlining the delivery of modern, flexible learning environments, aligning school infrastructure with the Council’s wider ambitions for place, community, and value for money. • Digital transformation programme, changing how we work and how our customers interact with us. Together, these strategies provide the direction, evidence and governance required to manage assets effectively across the short, medium and long term. Governance Effective governance is central to delivering our vision, strengthening opportunities to work together and navigating interdependencies across the programmes outlined above. Corporate oversight is provided by the Council, Leadership Board, and relevant Policy Boards. Officer coordination is led by the Corporate Management Team and the Asset Management Oversight Group (AMOG). Additional, specialised governance arrangements are in place for key asset areas, including the Housing Asset and Investment Programme Board, Housing Regeneration Programme Board and the Learning Estate Programme Board ensuring robust decision‑making, scrutiny and accountability. The Corporate Asset Management Strategy positions Renfrewshire Council to make informed, strategic choices about its assets during a period of significant financial, demographic and environmental change. By embedding corporate asset management principles, adopting a whole‑life approach to investment, and strengthening data, governance and performance management, the Council will continue to ensure our asset base remains safe, sustainable, affordable and capable of supporting the ambitions of a fairer, greener, and more prosperous Renfrewshire. The Corporate Asset Management Strategy 2026 to 2030 supersedes the previous Corporate Asset Strategy. Page 163 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 6 PUBLIC 2. Strategic Context Asset management forms a core part of effective strategic management within large organisations. In the Scottish local government context: • The Local Government in Scotland Act 2003, places a responsibility on local authorities to secure Best Value in all they do. This has direct implications for asset management • “The Prudential Code for Capital Finance in Local Authorities” recognises that in making its capital investment decisions, a local authority must have explicit regard to option appraisal and risk, asset management planning, strategic planning for the authority and achievability of the forward plan; and • Asset plans are also essential to support partnership working. The Council’s Corporate Asset Management Strategy provides the overall framework for strategies and plans for the management of all council assets. It is therefore high level and “generic” in its form and content and signposts to the strategies and plans in place across services for the management of assets. The governance and monitoring for all asset classes recognises the best practice framework prepared by Audit Scotland (i.e. Best Value 2 toolkit) and aims to strengthen the Council’s overall management and stewardship of all corporate assets. The Corporate Asset Management Strategy sets out how Renfrewshire Council will manage its assets in a way that maximises public value, supports thriving communities, enables high‑quality services, and delivers a sustainable and inclusive future. It links to the priorities of the Renfrewshire Council Plan 2022 – 2027, the Community Plan and the Council's financial strategies and with national policy objectives, including Scotland’s target of net zero by 2045, climate adaptation and community empowerment. Renfrewshire's Council Plan sets out how we will work with partners, communities and business to progress our 5 strategic outcomes. It sits alongside our Community Plan to describe our vision for Renfrewshire "Creating a fairer Renfrewshire built on innovation, wellbeing and opportunity" Page 164 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 7 PUBLIC The Council Plan has 5 strategic outcomes, these are place, economy, fair, green and living our values. Sitting alongside these is a cross-cutting theme of Improving outcomes for children and families. Grouped under each strategic outcome are the high-level priorities we will focus on. Through their Service Improvement Plans (SIP), services outline their priorities and key actions they will deliver in order to drive best value and continuous improvement in the management and performance of assets that are required to support current and future service delivery. Regular reporting on performance in relation to the management of assets is done through reports to the relevant Policy Board including Service Update reports, the Service Improvement Plans and other stand-alone reports which contain a range of actions outlining how we will maintain and develop our assets. 3. Renfrewshire Council’s aligned plans and strategies Reshaping Renfrewshire – This is Renfrewshire Council’s major transformation and change programme, forming the fifth phase of its long‑term organisational reform. It focuses on improving how the council works with communities, modernises services, and delivers better outcomes across Renfrewshire covering the period 2025-2028. It includes key workstreams on digital transformation, workforce modernisation, corporate improvement, and climate-aligned service redesign. Reshaping Renfrewshire feeds into the wider Corporate Improvement Plan and the council’s commitments to Best Value. Given that the council faces sustained fiscal constraints and because one of the drivers behind the transformation programme is the significant financial challenge and the need to secure recurring savings, asset management becomes a core lever for releasing savings and supporting digital and organisational transformation. Learning Estate Strategy - Renfrewshire’s Learning Estate Strategy is a long-term, data-driven, community-centred plan backed by significant investment by leveraging borrowing capacity for up to £170m for school investment over future years. It prioritises modern, flexible learning environments; ensures capacity matches future demand; and aligns school infrastructure with the Council’s wider ambitions for place, community, and value for money. Page 165 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 8 PUBLIC A full scoring exercise across all 63 local schools using criteria like building condition, capacity, and pupil numbers resulted in 14 schools being identified as initial priorities for major improvement or redevelopment. These are: • Four Johnstone schools (Thorn, Auchenlodment, St Margaret’s Primary Schools and Johnstone High) • Trinity High in Renfrew, identified due to future capacity pressures • Seven Paisley schools (Heriot, St. Peter’s, West, Gallowhill, Brediland, St. Catherine’s Primary Schools and Castlehead High) • Paisley Grammar School, already underway, with the new campus scheduled to be finished by summer 2026. • Bridge of Weir Primary School The strategy emphasises maximising the use of existing capacity, especially in areas like Johnstone where primary rolls are projected to fall, considering wider community facilities within school improvement options and ensuring new investments align with other council strategies, including asset optimisation and place‑shaping. Strategic Property Strategy (SPS) - the SPS aims to reshape Renfrewshire Council’s property estate to create a modern, sustainable, financially viable portfolio that: • Supports learning • Supports effective service delivery • Meets community needs • Reduces carbon emissions and energy use • Is affordable to maintain and invest in The principles guiding the SPS include: • Creating a property portfolio that fits the needs of services and communities • Reducing carbon emissions across the estate • Ensuring all communities have access to good-quality community facilities • Considering regeneration potential for any surplus sites • Aligning with the Learning Estate Strategy for school estate planning • Exiting external leases where possible • Ensuring partners (e.g., OneRen, HSCP) pay an appropriate share of property costs The SPS covers the Council’s Community and Operational assets—a total of 232 buildings, including Schools, Civic buildings (e.g., town halls), Operational facilities Page 166 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 9 PUBLIC (Housing, HSCP, services), Leisure, cultural and community buildings, Waste and staff facilities. Commercial Property Review - This is not a completely separate review, but a defined strand within the broader Strategic Property Strategy with the commercial assets being reviewed separately. The Council’s commercial estate includes around 60 industrial units and around 170 retail units. These are managed as commercial investments and reviewed differently from schools, community assets, and operational buildings. The overall objective of the Commercial Property Review is to evaluate the optimum size and shape of the Council’s commercial estate and to assess the best management practices required to ensure our people, processes and assets meet current and future requirements. The principles guiding the Commercial Property Review are the same as those for the Strategic Property Strategy. Plan for Net Zero - Renfrewshire Council’s Plan for Net Zero sets out how the Council and the wider area will work towards achieving net zero emissions by 2030. It is data‑driven, community‑led, and organised around five strategic action themes which are; 1. Clean Energy - Aims to reduce energy demand and transform how energy is produced and used. The Council has committed to; • Strategic review of all council buildings to cut energy use • Generating 100% of power needs for public buildings • Achieving 100% carbon‑neutral heating in council buildings by 2030 2. Sustainable Transport - Focused on major reductions in transport‑related emissions. Planned actions include: • Developing public bike‑share and EV car‑club schemes • Removing petrol and diesel vehicles from the Council fleet by 2030 Page 167 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 10 PUBLIC 3. Circular Economy - Encourages waste reduction and more sustainable resource use by: • Supporting re‑use, repair and recycling • Reducing waste and improving local resource efficiency 4. Connected Communities - Aims to ensure the public has access to information, skills, and support required for the net zero transition. Actions include: • Creating a one‑stop climate information service • Working with education providers on skills and training for future green jobs 5. Resilient Place - Focuses on climate resilience, nature‑based solutions, and adaptive planning. Commitments include: • Increasing local carbon storage on council land • Embedding resilience and climate considerations into planning and infrastructure Carbon Management Plan 2025/26 to 2029/30 - Renfrewshire Council’s Carbon Management Plan (CMP) sets out how the Council will reduce emissions from its own operations over the five‑year period 2025/26 to 2029/30. It is the Council’s fourth carbon management plan and forms part of its wider commitment to reach net zero by 2030. The CMP highlights that the Council must reduce emissions from Council buildings (the largest organisational source of emissions), fleet and transport and waste operations. The CMP identifies several strategic themes through which the Council will deliver carbon reduction: 1. Building Energy Efficiency by - • Improving insulation, heating systems, and building controls • Reducing energy waste through monitoring and management 2. Low-Carbon Transport by - • Transitioning the fleet to zero emission vehicles • Promoting active travel and sustainable transport for staff Page 168 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 11 PUBLIC 3. Renewable Energy Deployment by - • Increasing on‑site and community‑scale renewable generation • Exploring low‑carbon heating technologies, including district heating where viable 4. Sustainable Waste Management by - • Reducing emissions from waste handling and collection operations • Improving recycling and resource efficiency Community Asset Transfer (CAT) Strategy - Renfrewshire Council’s CAT Strategy is built on the framework created by the Community Empowerment (Scotland) Act 2015, which gives community groups the legal right to request ownership, lease, or management of public assets. The Council’s policy and procedures form a comprehensive strategy that sets out why, how, and under what conditions community asset transfers take place. Renfrewshire Council’s CAT Policy aims to: • Empower community organisations by enabling them to take on ownership or control of land and buildings. • Strengthen local capacity and support community‑led regeneration. • Ensure that assets are used in ways that bring clear community benefit. • Create a transparent, fair, and legally compliant process aligned with Part 5 of the 2015 Act. The policy explicitly recognises that transferring assets to communities helps unlock local potential and provides value that aligns with social, environmental, and economic priorities. The CAT Strategy is directly linked to council-wide goals: • Asset rationalisation: CAT is used as an alternative to sale or closure, especially for buildings of community value. • Community empowerment: enabling local groups to take ownership of services and spaces. • Regeneration: supporting local economies and strengthening neighbourhood infrastructure. Page 169 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 12 PUBLIC Since 2019, there has been 17 Community Asset Transfer requests that have been approved/concluded and there are currently 23 applications/expressions of interest in Renfrewshire Council’s building portfolio. Section 95 of the Act requires relevant authorities to produce and publish an asset transfer report in each reporting period, 1st April to 31st March inclusive. The report should include the number of asset transfers received; the number agreed to and refused; the number that have resulted in the transfer, lease or rights being conferred; the number of appeals/reviews and of those the number allowed or dismissed. The report also requests information on any action taken by the relevant authority during the reporting year to promote the use of asset transfer requests and to support community transfer bodies in the making of an asset transfer request. Local Housing Strategy - Renfrewshire’s Local Housing Strategy is the council’s five‑year plan that sets out how it and its partners will deliver high‑quality housing and housing‑related services across all tenures to meet identified needs in the area. Its purpose is to provide a clear strategic direction for housing investment, ensure there is an adequate supply of suitable homes, improve the quality and sustainability of neighbourhoods, address the climate emergency through energy‑efficient housing, prevent homelessness, and support people to live independently for as long as possible, all informed by extensive local consultation and statutory requirements under the Housing (Scotland) Act 2001. Renfrewshire’s Digital Strategy - This is designed to guide the Council’s transformation into a modern, data‑driven, digitally capable organisation by 2030. It aims to build on previous digital progress and focuses on ensuring that staff and citizens are supported to use digital solutions, embedding a corporate, council‑wide transformation approach, treating data as a core asset for decision‑making, and preparing services, people and culture for the future. The strategy is built around four strategic objectives and six thematic workstreams, reflecting rapid changes in technology and the need for coordinated digital improvement across services. Further details on the digital strategy can be found in section 15. Page 170 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 13 PUBLIC 4. Capital Investment Programmes Non-Housing Capital Investment Programme The Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30 was approved by Council on 27 February 2025 and details the planned capital investment for non‑housing services. The resources available to support investment include prudential borrowing and capital grants, as well as contributions from revenue, partners and external funding bodies. The Capital Plan outlines significant investment in Council assets and infrastructure over the medium term in order to ensure as far as possible within the resources available they remain fit for purpose and support efficient service delivery. Table 1 below summarising the programme up to and including 2029/30. Table 1: Capital Investment Programme 2025/26 - 2029/30 Description 2025/26 2026/27 2027/28 2028/29 2029/30 £000s £000s £000s £000s £000s Major Programmes Schools Estate Programme 75,225 70,877 0 0 0 Schools Transformation & ICT 1,000 1,000 1,000 1,000 1,000 Lagoon Internal Play Centre 1,000 0 0 0 0 Community Halls Refurbishment 280 390 0 0 0 City Deal Projects 50 0 0 0 0 AMIDS South 11,923 15,042 12,775 0 0 Paisley Museum 17,435 0 0 0 0 Town Centre Capital Fund 79 0 0 0 0 Town Centre Capital Regeneration 154 1,800 0 0 0 Place Based Fund 1,095 0 0 0 0 Asset Lifecycle Maintenance Programmes General ICT Replacement 1,023 800 800 800 800 Buildings Capital Lifecycle 7,002 3,800 3,683 3,000 3,000 Page 171 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 14 PUBLIC Kitchen Refurbishment for Expansion of School Meals 1,270 0 0 0 0 Private Sector Housing Grant (PSHG) 750 900 900 900 900 Vehicle Replacement 2,100 2,100 2,100 2,100 2,100 Roads & Footpaths 4,000 4,000 4,000 4,000 4,000 Traffic Management 253 0 0 0 0 Cycling, Walking and Safer Streets 813 800 800 800 800 Renewal of Play Parks 1,167 200 200 200 200 Bridges 293 300 300 300 300 Lighting columns and traffic signals 600 600 600 600 600 Underwood Depot Upgrades 150 0 0 0 0 Climate Projects (Grant Funded) 1,167 0 0 0 0 Nature Restoration Fund 140 0 0 0 0 Total Planned Spend 128,969 102,609 27,158 13,700 13,700 NB: the profiling of spend has been revised across years since this plan was approved in February 2025. Housing Capital Investment Plan The Housing Revenue Account Budget & Rent Levels 2025/26 to 2027/28 and Housing Capital Investment Plan 2025/26 to 2029/30 was approved by Council on 27 February 2025 and details the planned capital investment for housing services. The Council’s five‑year housing capital investment programme totalling £292.432m, with £34.522m expected from government grants, resulting in a net requirement of £257.910m. The capital plan is reviewed annually to respond to risks, market conditions and cost pressures, and managed jointly by the Directors of Environment, Housing & Infrastructure and Finance & Resources. The capital programme ensures ongoing compliance with statutory housing standards, including the Scottish Housing Quality Standard (SHQS), Energy Efficiency Standard for Social Housing (EESSH) and preparation for the forthcoming Social Housing Net Zero Standard (SHNZS). Page 172 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 15 PUBLIC Key investment allocations include: • £31.821 million for new housing supply outside regeneration areas • £113.577 million for regeneration and renewal, including new supply in regeneration areas • £90.419 million for internal and external improvements in existing housing • £28.473 million over five years for essential high‑rise block improvements (e.g., cladding, roofing, windows) Investment will focus on both compliance and long‑term sustainability, especially in relation to net zero heating, energy efficiency, and building fabric improvements. 5. General Fund Capital Programme The Financial Outlook and Medium-Term Financial Plan was presented to the Council in September 2025. The report provides the Council with an update in relation to the medium term forecast financial position and the key assumptions and risks which underpin it. This latest update continues to emphasise the ongoing challenging financial environment for local government in Scotland and the particular issues which are relevant to Renfrewshire Council. Section 10 of that report provides an update on Renfrewshire Council’s capital investment programme, the financial pressures on major projects, and the steps required to maintain long‑term capital sustainability. The report highlights that the Council continues to progress a large and ambitious programme, including major cultural venue upgrades, City Deal and Levelling Up funded infrastructure, and substantial improvements within the school learning estate. Although the Council has committed record investment in capital and in maintenance to support maintaining and investing to match need and compliance requirements, years of constrained budgets have left only basic building maintenance in place. The Council is aiming to increase property maintenance budgets over the next three years, contingent on the overall financial position. Delivering this programme demands a robust, long‑term funding model with sustained increases in revenue support for borrowing. The Council must also maintain sufficient Page 173 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 16 PUBLIC project management capacity similar to City Deal delivery arrangements. Several projects face rising costs, contractor claims, and unforeseen structural issues— particularly historic building refurbishments. 6. Strategic Objectives of the CAMS The CAMS acts as a strategy framework for a range of other plans, strategies and programmes which have well-established governance arrangements and report regularly to the relevant Policy Board. Bringing these together under the single framework helps to provide a holistic view of all these strands and highlights the interdependencies. It also offers an opportunity to report progress updates to Leadership Board in future and to highlight key achievements and milestones. The demand for and supply of public services in Renfrewshire are key drivers in the Council’s corporate management of its existing assets. Drivers for change in the demand for public services include changing public needs and priorities with changing demographics. There is also increasing public expectations as to the quality and ease of access to joined‑up public services. Drivers for change in the provision of public services include increasing budget pressures (capital and revenue), the need to adopt new, more efficient, effective and economic ways of re‑engineering how services are provided –and the opportunity and need to embrace joint and partnership working. The Corporate Asset Management Strategy will provide a corporate framework for ensuring the planning, managing, maintaining and investing in the Council’s assets is in place and will help to - - Ensure the asset base is safe, efficient and fit for purpose and compliance with all statutory requirements - Support service transformation, digital innovation, and modern models of service delivery. - Enable inclusive economic growth and support community wealth‑building. - Embed sustainability, net zero commitments, and climate resilience. Page 174 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 17 PUBLIC - Improve financial sustainability through robust decision-making, lifecycle planning, and prioritisation. In accordance with the CIPFA “Guide to Asset Management and Capital Planning in Local Authorities” Renfrewshire Council has classified its assets under the following six categories: • Property portfolio; • Open Space (including parks, play areas, monuments, civic spaces etc); • Roads and Infrastructure; • Fleet; • Housing Revenue Account (HRA) Assets; • Information Communication Technology (ICT). Sections 10 to 15 details under each of these categories how the Council will ensure the Strategic Objectives, as outlined in the Executive Summary of this document, will be achieved. 7. Consultation and Engagement Stakeholder and community engagement are key to ensuring long term strategic decisions in relations to assets and capital investments deliver effective and efficient assets which meet the needs of the communities they serve. Renfrewshire Council has achieved external recognition for its approach to community engagement and consultation over a number of years and have gone beyond traditional consultation to a co-design/ community lead approach. Recent exercises include • Participatory Budgeting is used to empower residents to directly decide how a portion of public funds is spent, aiming to allocate 1% of the budget this way to improve local communities. This has included – o The ‘You Decide’ and ‘Tenants Decide’ participatory budgeting programmes which ensure tenants and residents have a direct say in the investment across a range of assets in their communities, Page 175 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 18 PUBLIC o Celebrating Renfrewshire (Youth Fund): Designed by and for young people, this fund allows residents aged 12-25 to determine which local projects receive funding, supported by a dedicated steering group. • Residents Survey – The Council undertook research with Renfrewshire residents in summer 2025 to measure residents’ views on council services and help inform future decision making. This was presented to the Leadership Board in December 2025 and residents said that they want the Council to make better, more efficient and community‑focused use of its buildings and physical assets. • Our annual rent consultation exercise with council tenants, which helps inform our housing investment programme. • The new Paisley Grammar School Community Campus, set to open in August 2026 on Renfrew Road, was developed through extensive consultations with pupils, staff, and the community, featuring "design charettes" to incorporate their input. • Our Community Asset Transfer Strategy, as detailed in section 3 of this document. To further strengthen and improve the way in which we undertake consultation and engagement, in February 2025 the Leadership board approved the Renfrewshire Council Consultation and Engagement Policy. The policy has been developed to provide best practice guidance for council officers and services who plan and conduct public consultation and engagement. 8. Governance Table 2 below represents the Council’s governance arrangements for driving and embedding robust corporate asset management though the organisation: • The Council provides the corporate framework, direction and overview. • The Council has adopted the principle that decisions should be made at the lowest or most local level consistent with the nature of the issues involved. • Functions therefore have been delegated to Boards, the Chief Executive, Directors and Heads of Service and other officers as detailed in the Scheme of Delegated Functions. • Policy Boards have specific functions and areas of responsibility. Page 176 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 19 PUBLIC • The Corporate Management Team ensures officer co‑ordination on corporate asset management and support to the Council and its Policy Boards at chief officer and senior management levels. • To oversee Asset Management at a strategic level across the Council, the Asset Management Oversight Group (AMOG) has been established. The membership of the Oversight Group includes: o Director of Environment, Housing and Infrastructure – Chair o Director of Children’s Services o Director of Finance and Resources o Chief Executive of One Ren o Chief Officer Health and Social Care Partnership o Head of Economy and Development o Lead service representatives identified by each service. • The Housing Asset & Investment Programme Board (established 2024) provides oversight, governance, and scrutiny for the substantial investment planned in existing housing stock. • The Housing-led Regeneration and Renewal Programme Board provides governance and monitors the programme’s performance • Since March 2023, all Community Asset Transfer (CAT) decisions have been made by the dedicated Community Asset Transfer Sub‑Committee to strengthen oversight and transparency in decision making. • The 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. Service Update reports are also presented to each cycle of the following Policy Boards • Communities and Housing Policy Board • Finance, Resources and Customer Services Policy Board • Infrastructure Land and Environment Policy Board The Service Update reports are the mechanism which provide elected members with updates on operational matters and an overview of key service activities and how services are delivering the actions of the various asset strategies and plans. Page 177 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 20 PUBLIC Table 2 – Council Governance arrangements COUNCIL Council Plan, Community Plan, Financial Strategy and Budget setting. Leadership Board provides strategic leadership for the Council and ensures consistency across the Council’s policy objectives and can call in decisions by other boards in circumstances where the Leadership Board considers that the matter requires to be reconsidered Audit, Risk and Scrutiny Board Communities and Housing Policy Board Economy and Regeneration Policy Board Education and Children's Services Policy Board Finance, Resources and Customer Services Policy Board Infrastructure Land and Environment Policy Board Planning and Climate Change Policy Board Delivery of services, supported by Service Improvement Plans, Assets and other resources, plans and management and monitoring of budgets and capital projects and programmes. Acts as the Council’s Audit Committee Corporate Governance Risk Management Monitoring & Reviewing Service Delivery Performance Policies & Practices Community Leadership through monitoring of other public bodies Standards & Ethics Housing Police; Fire & Rescue Civil Contingencies Community Learning & Development Community Safety Public Protection Community Justice Community Councils Consumer Protection Economy Employment Regeneration and strategic place-shaping Renewal and town centres management Education Early years Children and families social work Corporate Asset Management Civic Functions Customer and Business Services Finance and Resources Human Resources & Organisational Development ICT Corporate Risk Arrangements Procurement Common Good Renfrewshire Licensing Forum Renfrewshire Valuation Joint Board Scotland Excel Council service transformation programmes Building Services Environmental Issues Clyde Valley Waste Initiative Water and Sewerage Strathclyde Partnership for Transport Waste Management Flood Prevention Land, Roads & Transportation Fleet and Infrastructure Sustainability Parks and Cemeteries Building Standards Climate Change Development Management Development Planning Planning and the Strategic Development Plan Page 178 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 21 PUBLIC 9. Managing Risk Each year the Audit, Risk and Scrutiny Board considers and approves the Council’s risks which are contained in the Risk Report. A six-monthly update is provided to board which sets out the latest position in managing the council’s risks with the latest report being presented at the November 2025 board meeting. In terms of the Council’s assets, key themes include asset governance challenges, long- term sustainability pressures, climate resilience requirements, and service-level estate management risks. Priorities include accelerating Corporate Asset Management Information System (CAMIS) development, strengthening statutory compliance assurance, prioritising long-term investment, and enhancing climate resilience. The report categorises risks as either Strategic, Corporate or Service Level risks, and those relating to asset management are summarised below. Strategic Asset Risks: Sustainable Planning for People and Assets - A high-rated strategic risk that highlights that short-term financial decisions may undermine the long-term sustainability, suitability and resilience of the Council’s asset base. Key implications include misalignment with long-term service needs, deferred maintenance, and future liabilities. Controls include the Learning Estate Programme Board, Corporate Asset Management Strategy, and Energy Management Team. Global environmental sustainability and route to Net Zero - Climate-related risks require significant capital investment to decarbonise the estate, and severe weather poses risks of property damage and service disruption. Measures include estate decarbonisation, solar expansion, and adaptation planning. Corporate Asset Risks Asset Management - This high-rated corporate risk stresses the importance of effective governance and management of property assets to mitigate risks of harm, service disruption, legal non-compliance, and financial losses. Controls include CAMIS Development Group coordination, Responsible Person inventory updates, and improved statutory compliance visibility. Page 179 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 22 PUBLIC Service-Level Risks Risks include managing the £100m housing regeneration programme, ensuring landlord compliance, maintaining EV charging infrastructure, and addressing tree fall and ash dieback impacts. Business-as-Usual Assurance Asset Management is a core BAU risk area covering statutory compliance, void property management, fleet and infrastructure oversight, and ICT asset management. 10. Property Public Buildings Portfolio Description Number Net Book Value as of 31 March 2025 Community Facilities 15 £590m Household Waste Recycling Centre 5 Learning Estate 79 Offices – in use 7 Offices – not in use 2 Residential 20 Self-managed Community Facilities 10 Specialist Facilities 22 Sports Pitches Changing 16 Staff Welfare Facilities 4 Surplus 20 Swimming and Sports 13 Page 180 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 23 PUBLIC Town Hall, Museums & Libraries 19 Property Asset Strategy A draft Property Asset Strategy specifically covering the Council’s public buildings portfolio as listed in the table above has been produced and will be presented to the Finance, Resources and Customer Services Policy Board in 2026. The strategy sets out how Renfrewshire Council will manage, maintain, rationalise and improve its public building portfolio. It provides a corporate approach to asset management to ensure buildings are safe, suitable, financially sustainable and support service delivery. The strategy is built around six core objectives: • Retain and rationalise assets based on need. • Maximise utilisation of the estate. • Ensure buildings are fit for purpose for both council and community needs. • Improve condition through lifecycle investment. • Ensure full statutory compliance. • Support environmental sustainability and progress toward Net Zero. Seven supporting management principles reinforce strategic planning, governance, performance management, and capacity building across services. The strategy is aligned with Renfrewshire Council’s 2030 RenZero ambitions. Collaboration with regional authorities identified building typologies and indicative Net Zero investment requirements. Page 181 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 24 PUBLIC Commercial Property Portfolio The figures in the table below are as of November 2025 Description Number Net Book Value as of 31 March 2025 Industrial 59 £11m Shops 172 Offices 1 The commercial portfolio is varied by both type and geography and many of the properties form part of a legacy ownership from when ground floor commercial units were part of the local authority’s ownership alongside Council owned residential units at upper floors. As a result, a significant proportion of the retail units within the portfolio are held within the Council’s Housing Revenue Account. Other stock includes purpose built industrial estates from the 1970s and 1980s. The Council commenced its latest review of its commercial property portfolio in spring 2025. This exercise is now almost complete and will be the subject of a published report to the relevant Council Board in 2026. The review has looked at the portfolio across both property type and by individual settlement and formed recommendations based on condition, occupancy, rental income, lease term, energy cost and several other factors. The review has been undertaken under the leadership of the Estates Team with the input of many other relevant Council departments. A Steering Group of senior officers have finalised all reports and recommendations. Page 182 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 25 PUBLIC Common Good Assets Renfrewshire’s Common Good Register (available via the Council’s website HERE.) highlights that such property assets are concentrated in the Renfrew town area. There are a handful of common good assets in both Johnstone and Paisley, but these are mainly ground leases and small pieces of land between operational buildings. In Renfrew the portfolio of common good assets is more extensive (c.30 in number) and includes commercial ground leases in the town centre, to currently vacant buildings to car parks, shops, public parks and playing fields. In Renfrew the assets also include an operational swimming pool, town hall and the land on which the town’s leisure centre is located. The Common Good assets are actively managed when they form part of the Council’s operational property portfolio. Any decisions on changes to the Common Good assets would be taken by the appropriate Council Board and following the requisite legal processes. Civic Collections and Heritage Archives Distinct from other property assets are the Council’s significant civic collections and heritage archives. OneRen manages this on behalf of the Council through a separate agreement (in addition to our service contract) and they are subject to UK regulations in terms of their care. The collections are largely irreplaceable. They require significant resource for their care and maintenance, not least in terms of the environmental conditions. Therefore, the buildings in which they are housed, and related operational arrangements, are very important. Page 183 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 26 PUBLIC 11. Open Space (including parks, play areas, civic spaces etc) Description Number Net Book Value as of 31 March 2025 Public parks 41 £9m Country parks 3 Local Nature reserves 2 Golf Courses 1 Community Open Space 79 Sports Pitches and cricket 24 Play areas and Wheeled Sports 93 Cemeteries 9 Churchyards 12 Play Areas Renfrewshire Council’s Play Parks Strategy: ‘2026/27 and Beyond’ Renfrewshire Council’s draft Play Parks Strategy: ‘2026/27 and Beyond’ sets out a clear and ambitious vision for the continued development, renewal, and maintenance of outdoor play and wheeled sports facilities across the district. The strategy builds on significant progress made over the past five years, during which 55 play parks have been upgraded through a combination of Council investment, Scottish Government funding, and community-led initiatives. The strategy is underpinned by the principles of the United Nations Convention on the Rights of the Child (UNCRC) and aligns with the Scottish Government’s national vision for play. It aims to ensure that all children and young people in Renfrewshire have Page 184 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 27 PUBLIC access to high quality, inclusive, and accessible outdoor play opportunities that support their physical, social, and emotional development. The final strategy will go for approval to the Infrastructure, Land and Environment Policy Board during 2026. Play Park investment programme – To date, this programme has seen investment in play parks across all ward areas within Renfrewshire. During 2026 a £480,000 investment will see play areas renewed at Robertson Park in Renfrew, Stuart Road in Bishopton, Campbell Street in Johnstone and Poplar Avenue in Johnstone. There will also be a brand-new play area installed at East Fulton in Linwood and a partial refurbishment of the play area at Ferguslie Gardens in Paisley. Furthermore, contracts for upgrades at KGV Playing Fields and Robertson Park (Craigielea Road) in Renfrew, a new play area at Braehead Road in Glenburn, and outdoor gym equipment at Poplar Avenue, Johnstone are planned for early 2026. Play Sufficiency Assessment – A Play Sufficiency Assessment (PSA) evaluates the quantity, quality, and accessibility of local outdoor play spaces to ensure children have enough opportunities for play and will help shape future investment priorities. Renfrewshire between May and June 2025, 505 children and young people (under 18) completed surveys to inform the PSA. Questions included the availability of play opportunities, favourite play activities, favourite play spaces, feelings of safety, and the attitude of the community towards children and young people playing outside. This assessment will then feed into the next Local Development Plan (LDP), which will set out the long‑term strategy for land use, including outdoor play spaces, up to 2038 and beyond. Cemeteries In January 2025, the Infrastructure, Land and Environment Policy Board approved the new Cemetery Management Policy which included a Memorial Safety Policy into a single, comprehensive document. This decision followed feedback and collaboration with key stakeholders, including public feedback, partnerships with other local authority bereavement services, engagement with memorial masons, and input from elected members. Page 185 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 28 PUBLIC The New Cemetery Management Policy strengthens memorial safety strategy, communication, and compliance. It aligns with national burial reforms that came into effect from March 2025 and will help ensure sustainable, modern management of cemeteries. 12. Roads and Infrastructure Description Number Net Book Value as of 31 March 2025 Roads 871.11km £355m Footways 1,141km Bridges & Structures 316 Street Lighting 30,892 Signs and street furniture 43,796 Traffic signals 93 sites Car Parks 49 Drainage and Gullies 30,315 Roads Investment Programme On 27 February 2025, Renfrewshire Council approved the largest-ever sustained investment in the local roads network as part of its 2025–26 budget with £90 million over the next 10 years to improve roads and footways. This large-scale funding boost strengthens strategic planning for: • Road surface upgrades • Roundabout improvement/replacement programmes • Footway accessibility • Associated signage, lighting and street furniture renewal Page 186 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 29 PUBLIC This forms a long-term extension to existing roads investment planning and is intended to allow multi-year planning and ongoing improvements to the quality of the network. AMIDS South Infrastructure Project The project is a major £59 million investment in new transport connections linking: • Paisley town centre • Renfrew Road corridor • Advanced Manufacturing Innovation District Scotland (AMIDS) • Glasgow Airport Key components include: • A new road and junction next to the former Chivas site on Renfrew Road which will serve the new Paisley Grammar School Community Campus and a new connection to the White Cart River crossing. • A new road bridge at Paisley Harbour for vehicles, pedestrians and cyclists connecting Harbour Road to Inchinnan Road. • 1.7km new gateway route along Abercorn Street, Harbour Road and Inchinnan Road which will provide a direct link from Paisley town centre to AMIDS and Glasgow Airport. • New active travel route: The Gallowhill Link. A new walking and cycling route using the former railway underpass at the retail park to safely cross Renfrew Road. • Works are already completed on Greenock Road between Inchinnan Business Park and AMIDS. This infrastructure directly supports both AMIDS and the wider Glasgow Airport Investment Area (GAIA) South development area. Page 187 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 30 PUBLIC Active Travel The Active Travel chapter of Travel Renfrewshire 2035 focuses on significantly increasing the number of everyday trips made by walking, wheeling and cycling, and reducing reliance on private car use, in line with national policy and the Scottish Government’s target to reduce car kilometres by 20%. Detailed proposed actions are contained within the full chapter, and the LTS emphasises: • Expanding the active travel network, including new and improved footways, cycle paths and wheeling infrastructure. • Improving cross‑town connections and linking communities to key destinations such as schools, town centres and transport hubs. • Supporting behaviour change by creating environments where walking and cycling feel safe, attractive and convenient. • Coordinating with regional strategies (SPT RTS) to support high‑level targets for reducing emissions and shifting to sustainable modes. Restoring Renfrewshire’s Rivers Restoring Renfrewshire’s Rivers is a major environmental initiative led by Renfrewshire Council, funded by £350,000 from the Scottish Government’s Nature Restoration Fund. Its goal is to restore riverbank habitats by removing invasive non-native plant species and strengthening ecosystems across the region. Work is currently focused on the headwaters of five rivers: • Calder Burn • Dargavel Burn • Locher Water • Old Patrick Water • Sergeant Law Burn Page 188 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 31 PUBLIC These waterways are particularly vulnerable due to the rapid spread of invasive species along their banks. Flood Operational Plan Renfrewshire Council’s Flood Operational Plan sets out how the Council prepares for, responds to, and recovers from flooding incidents. Its purpose is to ensure a co-ordinated, informed, and welfare-focused response when flooding occurs. The plan aims to coordinate the Council’s response to any flooding incident, protect the welfare of affected residents and mitigate property and environmental damage. It aligns with national best practice, including the Code of Practice for Well‑Maintained Highways, which recommends proper maintenance of drainage assets to reduce flood risk. 13. Fleet Description Number Net Book Value as of 31 March 2025 Under 3.5T SMALL VAN 17 £6m Under 3.5T ELECTRIC VAN 42 Under 3.5T CAR 19 Under 3.5T ELECTRIC CAR 36 3.5T VAN 1 3.5T VAN HP 2 3.5T ELECTRIC VAN 1 3.5T 4 X 4 VEHICLE 5 3.5T BOXVAN W/TAIL-LIFT 1 APSE CODE 03 18 5T LARGE VAN 2 7.5T HOOKLIFT 23 PLANT 2 18T m-spread/unibody 3 3.5T MINIBUS 16 Page 189 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 32 PUBLIC 16T LARGE SWEEPER 1 26T RCV 20 BUS 15 7T BUS W/TL 20 PRECINCT SWEEPER 3 18T JETTER / GULLY EMPTIE 2 18T RCV 5 7.5T LIBRARY BUS 1 BUS CONVERSION 1 32T ROLO - LOADED B/TEST 3 REGISTERED MOBILE PLANT 34 QUAD BIKE 3 TRAILER 1 As part of the strategic fleet review, the fleet service is currently developing a Fleet Asset Management Strategy and an Asset Management Plan to map out vehicle specifications and type to ensure existing fleet meets the operational requirements of services and assists the Council to achieve its Net Zero targets. Services will also ensure existing vehicles are utilised to maximise their productivity, usage and efficiency as much as possible. Fleet Management System Renfrewshire Council plans to implement a new FleetFocus fleet management system by June 2026 to replace the legacy platform, which no longer supports modern operational, compliance, or data-driven requirements. The new system will provide real-time visibility, improved maintenance planning, integrated telematics, and enhanced reporting to support efficient, safe, and cost-effective fleet operations. The strategic objectives focus on improving fleet control, reducing whole-life costs, minimising downtime, and enabling better decision-making through accurate, real- time data. The current system’s limitations—including insufficient tracking capability, fragmented maintenance processes, poor integration, and weak analytics—create inefficiencies and increase operational risk, reinforcing the need for a modern replacement. Page 190 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 33 PUBLIC The new FleetFocus platform will deliver core capabilities such as automated maintenance scheduling, lifecycle asset management, driver behaviour monitoring, fuel and emissions tracking, and configurable dashboards. It is scalable, future-proof, and designed to integrate with finance and telematics systems. Implementation will occur in three phases. Phase 1 (Q3–Q4 2025) includes stakeholder engagement, requirements confirmation, system design, and change management planning. Phase 2 (Q1-Q2 2026) focuses on configuration, data cleansing, migration, integration, and user testing. Phase 3 (June 2026) delivers training, go-live, legacy decommissioning, and post-implementation support. Strong governance will ensure risks associated with data migration, business continuity, and system adoption are effectively managed. Expected benefits include reduced operating costs, improved compliance, enhanced safety, streamlined workflows, better asset utilisation, and more accurate budgeting and forecasting. Success will be measured through cost reductions, fewer breakdowns, improved utilisation, better reporting accuracy, and positive user feedback. Renfrewshire Council – Fleet Services Vehicle Replacement Strategy (2025–2030) Renfrewshire Council’s Fleet Replacement Strategy sets out a structured approach to renewing the operational vehicle fleet between 2025 and 2030, ensuring services remain safe, reliable, and cost-effective while supporting the Council’s commitment to achieving net zero emissions by 2030. A £2.1 million rolling capital investment programme underpins the strategy, smoothing expenditure, reducing unplanned replacement costs, and maximising procurement efficiencies. The strategy covers all operational fleet assets, including Light Goods Vehicles (LGVs), Heavy Goods Vehicles (HGVs), Refuse Collection Vehicles (RCVs), Public Service Vehicles (PSVs), and heavy plant. Replacement cycles are based on utilisation, maintenance profiles, and industry best practice to minimise breakdowns, excessive repair costs, and operational disruption. Page 191 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 34 PUBLIC Asset Type Replacement Cycle Light Goods Vehicles (LGVs) 5 years Refuse Collection Vehicles (RCVs) 6 years Heavy Goods Vehicles (HGVs) 7 years Public Service Vehicles (PSVs) 8 years Heavy Plant 10 years Purchasing decisions will follow a whole-life costing methodology, factoring in acquisition cost, fuel or energy consumption, maintenance requirements, and residual value. This ensures best value while reducing reactive repairs, improving fleet reliability, and supporting high-quality service delivery across frontline and statutory operations. Supporting the transition to net zero, the strategy prioritises electric, hybrid, and ultra-low-emission vehicles where operationally appropriate. Older diesel vehicles will be phased out, and replacements aligned with charging infrastructure and evolving environmental legislation. Annual reviews will monitor performance, emissions, and cost trends, ensuring the strategy remains responsive to new technologies, operational needs, and funding opportunities. Electric Vehicle Transition Programme Renfrewshire Council is transitioning to an Ultra Low Emission Vehicle (ULEV) fleet as part of its "Plan for Net Zero," aiming for net-zero emissions by 2030. Transport accounts for 34% of local emissions, making the electrification of the Council's fleet, alongside wider infrastructure improvements, a key priority for reducing emissions in the region. The Council has successfully obtained Scottish Government grants which will help support the implementation of the electric vehicle transition programme. Page 192 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 35 PUBLIC 14. Housing Revenue Account (HRA) Assets Description Number Net Book Value as of 31 March 2025 Council Housing Stock 12,078 £846m Sheltered Housing Complexes 10 Lockups 1,122 Laundrettes 77 sites Ground sites Approx. 500 Housing Asset Management Strategy Renfrewshire Council’s Housing Asset Management Strategy (HAMS) 2025–2030 and associated action plan was approved at the Communities and Housing Policy Board in October 2025. It sets out the Council’s long‑term, strategic approach to managing, maintaining, and investing in its housing stock and other associated assets. It aims to ensure council homes remain sustainable, legally compliant, high‑quality, and fit for future demand while supporting efficient service delivery. The Strategy aligns with Scottish Housing Regulator good practice guidance, the forthcoming Housing (Scotland) Bill 2025 and Renfrewshire’s Local Housing Strategy (LHS) 2023–2028, which sets wider housing priorities across all tenures. This ensures the Council’s asset decisions are connected to broader goals for regeneration, climate sustainability, and improved tenant outcomes. The Strategy sets out six central objectives to guide investment and management decisions: Stock Suitability & Service Delivery: Ensure homes and estates are suitable for current and future use and support efficient service delivery. Page 193 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 36 PUBLIC Quality & Compliance: Maintain and improve homes to a high standard that meets tenant expectations and complies with legislation. Evidence‑based Decision‑Making: Use robust stock data to drive investment choices, including undertaking option appraisals for assets of concern. Digital Infrastructure: Improve digital systems for accurate asset, performance, and management information. Value for Money: Demonstrate efficient use of resources across reactive repairs, cyclical maintenance, and capital programmes. Tenant Involvement: Ensure tenants are actively involved in shaping and monitoring services and improvement programmes. The Strategy is accompanied by a detailed Action Plan, which is updated annually and a strengthened governance framework, including a Housing Asset and Investment Programme Board, to ensure oversight, scrutiny, and alignment with corporate priorities. The Housing Asset Management Strategy is a key driver for the Housing Revenue Account (HRA) business plan and informs future capital investment planning. Housing Landlord Compliance Strategy 2025-2028 The Housing Landlord Compliance Strategy 2025–2028 was approved at the Communities and Housing Policy Board in March 2025. It sets out Renfrewshire Council’s strategic framework for ensuring full compliance with statutory, legislative, and regulatory obligations relating to tenant and resident safety across all council housing. This reflects national expectations from the Scottish Housing Regulator that social landlords must have robust systems to meet all safety requirements and demonstrate appropriate assurance. The Strategy covers six core areas of landlord safety compliance: • Gas safety • Electrical safety • Fire safety Page 194 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 37 PUBLIC • Lift safety • Asbestos management • Water safety Together, these represent the full set of compliance responsibilities associated with maintaining safe and secure council housing assets. The Strategy outlines strengthened internal governance arrangements, including bi‑annual performance reporting to the Communities and Housing Policy Board. It includes 26 Key Performance Indicators (KPIs) across the six compliance areas and, as of April–September 2025, 23 KPIs reported >99% compliance, and overall performance improved from the previous year‑end baseline. Tenant Consultation for 2025/26 – 2027/28 Rent Increase Renfrewshire Council has a statutory duty to consult tenants before increasing rents. To help inform the decision on rents for 2025 to 2028, consultation was undertaken during December 2024 and January 2025 involving discussion with tenant representatives and an online survey of Council tenants. All tenants were advised by letter of the survey and by email to tenants where we hold an email address, and 1,031 tenants took part in the consultation. Renfrewshire Council uses rental income to fund a large range of essential housing services, including: • Day‑to‑day repairs • Responsive and emergency maintenance • Planned upgrades (windows, doors, roofs, wall insulation, kitchens, bathrooms, heating systems) • Estate and environmental improvements • Management of housing services • Delivery of major regeneration programmes This is supported by the council’s approved 2025–2030 Strategic Housing Investment Plan. Page 195 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 38 PUBLIC 15. Information Communication Technology (ICT) Description Number Net Book Value as of 31 March 2025 Desktop PC standard 2942 £7m Desktop PC Enhanced 672 Laptops - Teacher 2729 Laptops - Pupils 1664 Laptops - Corporate 3462 Laptops - Chromebooks 7468 Laptops - Surface Pro 10 Laptops - Enhanced 15 Tablets - Corporate 165 Tablets - Education 2821 Servers/SAN/Switches/Routers n/a ICT Software n/a 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. The Digital Strategy is built around six strategic themes. A programme of work covering these themes will report regularly to the Digital Board, where issues and risks will be surfaced and managed, and any barriers to delivery will be resolved by those who are members of this key decision-making board. The Digital Board will continue to report to Page 196 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 39 PUBLIC the Corporate Management Team who have a role to play in decision-making for all future digital initiatives. Two of the six themes have a direct connection to asset management as outlined below. Theme 3: Technology and Infrastructure Our technology and infrastructure are the backbone of effective service delivery and innovation. As we navigate increasing demands and evolving challenges, continuing to invest in modern, resilient, and scalable digital infrastructure is essential to empower our workforce and communities, enhance public services, and drive sustainable economic growth. Being aware of the evolving digital landscape will provide insight into innovations happening elsewhere. Learning from others and adopting where it is appropriate for Renfrewshire to do so, could result in faster implementations which are already tried and tested. By 2030, we will strive to achieve the following: • Leverage advanced technologies, for example AI, IoT where appropriate, to deliver outcomes. • Streamline and optimise our technology ecosystem to unlock value, enhance operational efficiency, and enable scalable capabilities. • Recognising the growing sophistication of cyber threats, embed cyber resilience at the core of our operations by remaining agile, responsive, and prepared to respond to evolving threats. • Develop a seamless and approved single gateway for progressing digital and/or technology services and projects. Theme 6: Digital and Public Services Founded on our processes, we need to identify and reduce inefficiencies in our current approaches and introduce standardisation of our core processes where we can. By leveraging data analytics for continuous improvement we will reduce costs, cut process times, and improve the quality of the services we deliver. By 2030, we will strive to achieve the following: Page 197 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 40 PUBLIC • Our services remain inclusive, effective and delivered in the most cost-effective way to meet the needs of our customers. • Our customers are meaningfully involved in developing services, and their needs are influential and at the heart of decision-making • Our services are future ready, developed in a way that will meet the requirements of the next generation of customers. • Our staff development has ensured the workforce are capable of embracing new internal digital processes. • Changes to our service delivery is driven only by data analysis and customer need. Page 198 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 41 PUBLIC Associated Strategies / Plans/ Legislation 1. Council Plan 2022 ‑ 2027 2. Community Plan 2022 ‑ 2027 3. Service Improvement Plans (SIP) 2026 - 2029 4. Plan for Net Zero 5. Guide to Asset Management & Capital Planning in Local Authorities (CIPFA) 6. Learning Estate Strategy 7. Carbon Management Plan 2025/26 to 2029/30 8. Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30 9. Housing Revenue Account Budget & Rent Levels 2025/26 to 2027/28 and Housing Capital Investment Plan 2025/26 to 2029/30 10. Digital Strategy 2025-2030 11. Renfrewshire Council’s Community Asset Transfer Strategy 12. Renfrewshire Local Housing Strategy 2023-2028 13. Strategic Renfrewshire Strategic Housing Investment Plan 2026 to 2031 14. Renfrewshire Local Development Plan 15. HRA 30-year Business Plan 16. Travel Renfrewshire 2035 – Local Transport Strategy 2025–2035 17. Renfrewshire Council Consultation and Engagement Policy 18. Community Empowerment (Scotland) Act 2015 19. Scottish Government Climate Change (Emissions Reduction Targets) Act 2019 20. The Housing (Scotland) Act 2025 21. Paisley West End Regeneration Masterplan Page 199 of 266
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Corporate Asset Management Strategy (CAMS) 2026-2030 42 PUBLIC Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR Page 200 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Corporate Assets – overview of progress, 2021 to 2026 ___________________________________________________________________ 1. Summary 1.1 Renfrewshire Council manages a diverse and complex portfolio of public assets that support communities, enable the delivery of services in the appropriate places or ways, and contribute directly to the delivery of the Council Plan, Community Plan, our long-term financial ambitions and delivery of our Plan for Net Zero. 1.2 This report provides an update to Elected Members on the ongoing activities within the organisation to support the effective management of Renfrewshire Council’s assets across the broad categories of property, open space, roads, fleet, ICT and housing. Updates on asset investment and performance are regularly provided to the relevant Policy Boards. 1.3 This report highlights key achievements since 2021 across Council services and aligns with our new Corporate Asset Management Strategy which is also being reported to this Board for approval. That report looks forward to the strategic planning for the future and this report looks back at the achievements to date. It also highlights work done across our assets to deliver on our Net Zero goals. In all, asset investment worth hundreds of millions of pounds has been delivered. 1.4 As this report outlines, despite financial pressures, the Council has continued to deliver a broad range of improvements across our asset base and invested in significant programmes to deliver sector-leading technology infrastructure, warm and welcoming new homes, state of the art new schools, a high- Item 11 Page 201 of 266
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PUBLIC performing travel network, and safe and sustainable open spaces for everyone to enjoy. 1.5 As part of the rolling programme of Best Value thematic reviews, for 2025/26 Audit Scotland will be focusing on asset management. The timescales for this audit work are currently being finalised with the Council’s external auditors Azets. A wide range of evidence which demonstrates our approach to asset management and our commitment to Best Value is reflected throughout this report. ________________________________________________________________ 2. Recommendations It is recommended that the Board: 2.1 note the update provided on the investment and achievements across the Council’s asset portfolio; and 2.2 note that the Best Value thematic audit for 2025/26 is focused on asset management. ___________________________________________________________________ 3. Background 3.1 Asset management in its broadest sense continues to be a core focus of the organisation, particularly as the Council reviewed how and where services were best delivered in the period after the disruption of the Covid-19 pandemic, and within the challenging context of the financial and demand pressures experienced across local government in Scotland. 3.2 The Council also has a strong commitment to community empowerment and engagement, relevant in this context to working alongside communities to understand the services that communities need and the opportunities within localities to deliver these in ways that represent Best Value. A range of examples are highlighted within this report including our ‘You Decide’ and ‘Tenants Decide’ participatory budgeting programmes which ensure tenants and residents have a direct say in the investment across a range of assets in their communities, and also through our commitment to supporting Community Asset Transfers, working in partnership with our communities. In addition, our investment in parks and play parks is community-led and co- designed, working with communities, particularly children and young people, to help identify the type of equipment they’d like to enjoy in Renfrewshire’s parks. Page 202 of 266
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PUBLIC 3.3 As Elected Members will be aware from previous updates to Leadership Board, as part of the refreshed Best Value methodology introduced in 2022, Audit Scotland undertake an annual ‘thematic review’ which applies to all Councils, aligned to the annual audit reporting process and carried out in addition to the rolling programme of ‘full’ Best Value audits. These have previously covered leadership, workforce and transformation. The thematic review for 2025/26 is focused on asset management. 3.4 The Improvement Service recently published a self-assessment checklist for asset management, based on the Public Sector Improvement Framework (PSIF) model which Renfrewshire has used to support our wider self- assessment programme for many years. The key areas within the checklist include assessing the alignment of our Corporate Asset Management Strategy with our Council Plan and other corporate priorities; considering the governance and accountability arrangements in relation to asset management; and reflecting on how the Council works with partners and communities in managing our assets. 3.5 The key achievements outlined in section four of this report align closely with these self-assessment areas and work is also being undertaken by a short-life working group of officers in relevant service areas to further evidence progress, demonstrate Best Value and prepare for the thematic review. 4. Achievements in Asset Management 2021-2026 4.1 The Council’s assets are considered here under six broad headings: Property (excluding housing); Open Spaces; Roads and Infrastructure; Fleet; Housing; and ICT. An opportunity to bring most of our core assets together in a single service arose from the Council’s restructure in 2023 and this has supported joined-up working. There has been considerable investment in our assets since 2021 and the remainder of this report spotlights some of the Council’s key achievements within those six asset categories. Our Property Portfolio 4.2 The Council’s property portfolio, excluding our housing stock, is currently made up of 212 public buildings (including some managed by communities) and 232 commercial buildings (59 industrial, 172 retail and 1 office). Since 2022, the Council has been progressing a Strategic Property Strategy (following a review) which assessed the existing portfolio of buildings owned or leased by the Council and has since widened to assess how buildings are used and to maximise the use of these assets. This has already created opportunities to exit some leases and generate savings as well as helping us maximise utilisation of Council-owned assets. The disposal of surplus Page 203 of 266
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PUBLIC properties also provided an income of over £800,000 between 2022 and 2025, and further sales are in progress. Other surplus assets have been subject to Community Asset Transfers with 17 taking place since 2019 and 23 applications or expressions of interest currently in the pipeline. Our Sustainable Communities Fund can assist local groups and projects with the costs of taking on such assets. The Council has also agreed budget to refurbish buildings ahead of communities taking them over. 4.3 In addition to the above, the public building portfolio reduced by the removal of leases (Abbey House/Records Store/5 High Street) and the sale of other buildings including Montrose Care Home and the Robertson Centre. Other buildings have also moved towards Community Asset Transfer (CAT) such as the Beechwood Centre and the Falcon Centre. From the original list of public buildings, properties that are connected with housing of residents has been removed from the portfolio and are maintained like other residential properties. Table 1: Public buildings by type Description Number Community Facilities 15 Household Waste Recycling Centre 5 Learning Estate 79 Offices – in use 7 Offices – not in use 2 Self-managed Community Facilities 10 Specialist Facilities 22 Sports Pitches Changing 16 Staff Welfare Facilities 4 Surplus 20 Swimming and Sports 13 Town Hall, Museums & Libraries 19 4.4 As part of our Climate Programme, a number of measures are being implemented to improve the energy efficiency and sustainability of our existing public buildings. Our programme of lifecycle replacements upgrades items such as boilers to more energy efficient models, and where building work is being done we aim to build in energy efficient measures. The next phase of work will include the expansion of Building Management Systems across 36 buildings. The next phase will also explore the expansion of solar array on 15 existing systems and the piloting of airgon, clean energy technology across 5 sites, prior to a wider roll out if successful. Page 204 of 266
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PUBLIC 4.5 One of the flagship programmes of the last five years has been the investment of over £110m in cultural infrastructure as part of our approach to regeneration. An extensive refurbishment of Paisley Town Hall created a modern, state-of-the-art events space, and the facility reopened in 2023. The award-winning Paisley Central Library also opened its doors in 2023, providing a modern, welcoming facility in the heart of the town which provides community spaces, study areas and a vibrant children’s library across its four floors. The £7m investment has created a facility which has already become a crucial community hub and enhanced footfall on Paisley High Street. 4.6 In 2024, Paisley Arts Centre was the next venue to reopen after a large-scale refurbishment, adding new performance and back-of-house facilities, improved sound and lighting and enhanced dressing room and workshop space. 4.7 Paisley Museum is being transformed into a world-class attraction, a home for the town’s outstanding collections and a place that will tell the story of Renfrewshire’s people. Building works will conclude shortly and the museum will move into the Exhibition Fit-Out stage ahead of its opening later this year. 4.8 Renfrewshire Council allocates £5m annually to compliance, repairs and maintenance across the public building estate and £3.5m for capital lifecycle works. Whilst remains challenging, work is prioritised using condition surveys and discussions with other services to target investment. 4.9 From a property perspective, work has been undertaken with HubWest Scotland to establish a routemap to transition the portfolio in Renfrewshire to Net Zero. This collaborative work with other west region local authorities looked at the typology of buildings and set a cost for de-carbonising and upgrading the building to Net Zero. This work will continue in the coming year and 5 learning estate buildings are moving forward with de-carbonisation strategies to assess what can be done. 4.10 The Council’s Headquarters building has been remodelled internally to provide new social work offices to replace the provision at Abbey House. As well as the improved office environment for staff, the public areas have been designed along trauma-informed principles with facilities that are better suited to the needs of children, young people and families. These works will continue in the coming months and years. Internal works have also been undertaken throughout the building to adapt to post-pandemic ways of working, such as providing the facilities for hybrid meetings, break out and quiet spaces as well as better enabling hot-desking. Work also took place to facilitate the move of Renfrewshire Valuation Joint Board into Renfrewshire House from the Robertson Centre. Page 205 of 266
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PUBLIC 4.11 Across the estate, the use of soundproof “pods” has been trialled and implemented with positive feedback received across the services. There are now single, double and quad pods in place across Renfrewshire House and Underwood Road. An Operational Group and a Steering Group has been established to continue to drive this programme forward. 4.12 As part of the rationalisation of the public building portfolio, improvements and re-modelling of some floor plates, including space planning were undertaken to facilitate the moves. 4.13 Officers will continue to roll out the ’New Ways of Working’ across other Council premises including Johnstone Town Hall, the Russell Institute and Underwood Road. Additional space is being created within Unit 5 of Underwood Road to ensure appropriate work and welfare facilities are provided. 4.14 To assist with Assets moving forward, the structure within Facilities and Property Services has changed with further staff being recruited. A new Lead Facilities Manager – Development and Strategy (Assets) has been recruited and the structure has been formalised with a Strategic Facilities Manager (Asset Management and Hard FM) being recruited. 4.15 As well as investing in public buildings, the Council has been able to secure external funding to help local organisations deliver improved facilities. Financial support contributed to the transformation of a former police station in Johnstone into the Station 7 facility run by Active Communities. The Paisley Townscape Heritage and Conservation Area Regeneration Scheme 2 provided funding to property owners in a defined part of Paisley for building repairs and shopfront improvements. Learning Estate 4.16 One third of our public buildings portfolio is accounted for by our learning estate, and the Learning Estate Strategy approved in August 2024 sets out the Council’s long-term, data-driven plan for investment in modern, flexible learning environments. The previous School Estate Management Plan delivered a new primary school at Dargavel and additional modular capacity in Bishopton and Dargavel. The learning estate also benefitted from a programme of school kitchen upgrades to facilitate the expansion of free school meals at primary stages, including the installation of full production kitchens which could produce meals to be delivered to other schools. Paisley Grammar School Community Campus (PGSCC) is currently being constructed and is on time and budget with an opening due in August 2026.This is the first Passivhaus school in Renfrewshire. Enabling and Page 206 of 266
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PUBLIC advanced works have taken place for the new Thistle Primary School in Dargavel with the 800 pupil primary school opening in August 2027. The extension to Park Mains High School continues to be developed with the extension due to be complete in August 2027. 4.17 The Learning Estate Strategy will potentially deliver up to £170m of investment in Renfrewshire schools in the coming years in addition to the delivery of a new build secondary, two new primary schools and a secondary school extension over four years. Longlisting for the next round of projects has been undertaken and business cases developed, and the next focus will be on the Johnstone primary school estate, Johnstone High School and Trinity High School, with community consultation and engagement currently being planned. Our Open Spaces Parks and Playparks 4.18 Renfrewshire’s open spaces include 42 public parks, three country parks, two local nature reserves, 85 play areas and 8 wheeled play areas. Parks and playparks have seen considerable investment since 2021, resulting in over £5m of improvements funded and 47 playparks upgraded across all Council wards to date, with further investment planned over the life of the Corporate Asset Management Strategy. The investment has included increasing the number of pieces of play equipment from 670 in 2020 to 740 in 2025. As noted above, decisions about these investments are led by our communities, who also work with officers to co-design the improvements. 4.19 In addition to Renfrewshire Council’s play and wheeled sports areas, the Council is also responsible for 18 outdoor gym facilities, 16 ballcourts and 6 Multi-Use Games Areas (MUGAs). The outdoor exercise facilities are typically located near play and wheeled sports areas to maximise accessibility and community benefit. The ballcourts and MUGAs are typically located within parks, open spaces or within the grounds of local schools, and will have a phased programme of repairs and refurbishment over the next five years. 4.20 Examples of completed projects include: • Installation of outdoor gyms at Churchill Drive, Bishopton, at Old Road Park, Elderslie and at Thomas Shanks Park, Johnstone; • A refurbishment of play areas at Glebe Street in Renfrew and Barshaw Park, Brodie Park and Jennyswell in Paisley; Page 207 of 266
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PUBLIC • The creation of dog exercise areas at Park Road in Johnstone, East End Park in Paisley and Robertson Park in Renfrew; • Improvements to the playing surface at Howwood Park; • Improvements to Linwood Skate Park; • Wheeled sports areas at Park Mains, Erskine, at Thomas Shanks Park in Johnstone, at Kintyre Park in Linwood and at Moss Road Park, Bridge of Weir; • The illumination of the Wallace monument in Elderslie. 4.21 Recently, £700,000 of external funding has been confirmed for a new cycle hub, information kiosk, public toilets and landscaping work at Castle Semple in Lochwinnoch, and work should be complete in the first half of 2026. Cemeteries 4.22 In the last five years, a priority for cemetery management has been ensuring the safety of the public and acting upon Scottish Government guidance on memorial safety. The Memorial and Headstone Inspections Policy was approved in 2022 and agreed a regular inspection programme to make sure that our cemeteries and churchyards are safe and welcoming spaces, and over 34,000 lairs have been inspected. 4.23 Further investment in cemeteries since 2021 has resulted in: • Renewed signage in all cemeteries • Drainage works at Hawkhead Cemetery and onto Scotts Road • Improved road surfaces at Hawkhead Cemetery • Upgrade of staff accommodation within Hawkhead Cemetery • Glen Cinema Memorial repairs at Hawkhead Cemetery • Conservation works to Doulton Memorial at Hawkhead Cemetery • Minor drainage works at Abbey Cemetery • Reconfiguration of existing land within Inchinnan Cemetery, providing an additional 118 lairs for burials • Installation of new railings at Hawkhead Cemetery and Abbey Cemetery Assets managed by OneRen 4.24 OneRen manage cultural and leisure facilities on behalf of Renfrewshire Council, ranging from bowling greens to town halls. Table 2 below details the range and number of facilities under management. 4.25 Renfrewshire’s sporting facilities have had significant investment since 2021, with the Council working with partners to deliver improvements and new Page 208 of 266
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PUBLIC facilities. In 2024, a new athletics track which meets World Athletics accreditation standard opened at ON-X following investment from the Council and Kilbarchan Amateur Athletics Club (AAC). The facility will benefit the local community as well as the hundreds of athletes who train and compete from grassroots to Olympic level. The £550,000 cost included Council funding of £450,000. ON-X has also benefited from the installation of a new hockey pitch which meets the Federation for International Hockey’s standards. Table 2: Facilities managed by OneRen Facility Type Number Public Libraries 12 Town Halls 4 Museum and heritage properties 5 Arts Centre 1 Sports Venues 10 Playing Fields 18 Golf courses 1 Bowling greens 5 Community Centres (managed) 13 Community Centres (community- managed) 9 4.26 A partnership with the Lawn Tennis Association led to the refurbishment of three tennis court locations across Renfrewshire – 4 courts at Park Road in Johnstone, 5 courts plus 2 junior courts in Brodie Park in Paisley and 3 courts in Robertson Park in Renfrew. Further improvements to sports and leisure facilities include: • Structural improvements to changing facilities at Ferguslie Sports Centre, benefiting all the football clubs who make use of pitches; • New changing facilities at St James’ Playing Fields in Paisley; • Upgrade of the changing facilities at the Pavilion in Howwood Park; • Provision of £1m to develop an active play area within the Lagoon in Paisley which will be completed in 2026 and includes dedicated provision for children with additional support needs Our Roads and Infrastructure 4.27 Renfrewshire Council maintains 871km of roads and in 2019 agreed £40m of investment in roads and footways over five years. Works included the resurfacings of hundreds of carriageways and footways and over half a Page 209 of 266
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PUBLIC million pounds of investment in pedestrian crossings. Renfrewshire has been one of the better performing councils in relation to road maintenance for several years, as evidenced by data in the Local Government Benchmarking Framework (LGBF). The Council’s performance in relation to roads maintenance is summarised in Table 3 below, these positions reflect the ranking among the 32 local authorities and the improvements made since the initial investment in 2019. Table 3: Renfrewshire’s ranking on road maintenance, LGBF Year A Class Roads B Class Roads C Class Roads U Class Roads 2019/20 8th 8th 20th 15th 2024/25 2nd 5th 17th 10th 4.28 The Council also approved a further £90million 10-year investment in our roads network in its 2025/26 budget with a focus on improving performance on our C class and U class roads. 4.29 As part of the 2025/2026 Carriageway Surface Treatment Programme, 166,507.80 m² of rural and urban roads were identified and treated using Surface Dressing and Micro Surfacing. Surface Dressing was primarily applied to rural routes, while Micro Surfacing was used in urban settings. Surface treatments provide a preventative maintenance solution by restoring surface texture, improving skid resistance, and sealing the existing road to prevent water ingress. This approach significantly extends asset life and offers a far more cost-effective alternative to traditional resurfacing, particularly for sites that would not meet resurfacing prioritisation thresholds. Almost 90km of road has been resurfaced in the last two years. 4.30 The programme delivered substantial carbon savings (84%) when compared to conventional resurfacing and reduced disruption to road users due to the speed of delivery. Surface treatment methods allow full streets to be completed in a single day, minimising closures and diversions. 4.31 As part of the Councils investment in our road network there has been an increased focus on investing in our footway network recognising the negative impact that poorly maintained footways can have as we encourage our communities to travel more sustainably. Over 120 footway resurfacing schemes have taken place in the last five years covering over 100km. Page 210 of 266
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PUBLIC 4.32 Architectural lighting improvements have been made at Renfrew Town Hall, Paisley Abbey, Tweedie Hall, Houstoun Square Johnstone, Bascule Bridge, and Wallace Monument. There has also been capital investment in lighting infrastructure in residential areas within Erskine, Kilbarchan, Paisley, Linwood and Houston, and the switch to LED lighting in Renfrew Town Centre. City Deal Investment 4.33 New roads, footways and active travel options have been created to support the AMIDS project. The Advanced Manufacturing and Innovation District Scotland – AMIDS – is a long-term investment in manufacturing innovation led by Renfrewshire Council and now being taken forward as a joint venture. AMIDS has several elements, all of them creating skilled jobs, training opportunities and improved infrastructure, as well as being built for a Net Zero future. The Netherton site at AMIDS is home to two world-class innovation centres – the National Manufacturing Institute Scotland (NMIS) and the Medicines Manufacturing Innovation Centre. The site benefits from £7m of investment by Renfrewshire Council and partners in a state-of-the-art, low carbon District Heating Network which generates heat from waste water and produces 90% fewer carbon emissions than traditional heating. 4.34 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. Work is now underway to deliver Tech Terrace, a speculative development providing research and development units targeted at small and medium sized enterprises. 4.35 AMIDS has also benefitted from £38.7m of Levelling Up funding as well as Glasgow City Region City Deal funding to allow delivery of the surrounding infrastructure, ensuring good connectivity between AMIDS and other parts of Renfrewshire. City Deal funding enabled us to create the Renfrew-Yoker bridge, the first opening road bridge to be built across the Clyde. In 2025, the Renfrew-Yoker bridge opened to vehicles and pedestrians and is already a key part of road infrastructure in the west of Scotland with almost 2.5m crossings so far, exceeding all expectations and confirming the value of the bridge to communities on both sides. Page 211 of 266
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PUBLIC 4.36 Works have commenced on AMIDS South, a £59 million transport project which will connect Paisley town centre with 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 2026. A safe access route from Gallowhill using the underpass on the former railway line will be constructed using £1.5million provided by Transport Scotland. Electric Vehicle Charging Infrastructure 4.37 A just transition to Net Zero requires significant infrastructure to support it. With our partners across the Glasgow City Region, we secured £3.5m from Transport Scotland to rapidly expand electric vehicle (EV) charging points. The investment sits alongside a collaboration agreement between the eight City Region councils, recognising that planning for transportation cannot stop at our boundary with our neighbours. Over 3,000 additional EV charging points will be installed across the region, with final numbers for each authority to be determined once the contract has been awarded in 2026. The work will include installing charging points that are accessible to those who live in flats and can’t easily charge at home, and extending provision to areas which are not currently seen as a priority for the private sector. 4.38 Public EV charging infrastructure has been installed at 35 locations across Renfrewshire providing 148 EV charging bays at sports centres, town halls, community centres and council-owned car parks. 104 EV charging points have also been installed in 16 council buildings to support the roll-out of fleet EV vehicles running on alternative fuels. These installations play a vital role in supporting Renfrewshire’s transition to net zero by reducing transport-related emissions and enabling a greater shift to clean, low-carbon electric vehicles. Active Travel 4.39 Active travel options have been enhanced through City Deal-related improvements such as the creation of a segregated shared cycleway from Bishopton to Glasgow Airport. Bishopton and Dargavel have also benefitted from the completion of a shared footway/cycle link to West Ferry in Inverclyde. Page 212 of 266
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PUBLIC 4.40 The Council has been extremely successful in accessing external funding and prioritising Council funding towards investment in our active travel infrastructure. Recent examples of these improvements include: • Paisley to Renfrew active travel route; • Dargavel to Erskine active travel route; • Inchinnan Drive to Glasgow Airport active travel route; • Greenock Road Inchinnan active travel route. 4.41 In addition to active travel improvements the Council has also significantly invested in other roads related infrastructure to ensure our road network is as safe as possible for road users and pedestrians. As well as routine maintenance to all of Renfrewshire’s bridges and structures, particular projects delivered have included: • Improvements to Plymuir Bridge to address previous weight limitations; • The transfer of traffic light systems from analogue to digital; • Junction improvements and bus priority measures in Paisley, funded by the Bus Partnership Fund; • Creation of a filter lane at a busy junction on Renfrew Road in Paisley; • A programme of drainage works to address flooding hotspots. 4.42 The Council has carried out significant drainage schemes at Beith Road, Johnstone, Old Greenock Road, Inchinnan and Milliken Park Road, Kilbarchan to tackle areas which were prone to flooding which was affecting nearby properties. We have also carried out full refurbishment of the water pumping station at Rankine Street Johnstone, and roadside ditching programme in rural areas and drainage improvements as part of carriageway resurfacing programmes to address flooding hotspots. 4.43 One of the ways in which the Council delivers on community priorities is through our You Decide participatory budgeting exercise. Residents were able to identify and vote on projects to receive a share of a funding pot and the scheme was launched in 2021 with an initial fund of £1.2m. In total, 2,811 ideas were generated from residents across Renfrewshire. These ideas were shortlisted to 119 projects, with nearly 5000 votes received. Since 2021, 50 funded projects have included the provision of outdoor exercise equipment, lighting improvements, road safety measures, upgrades to walkways, provision of benches and accessibility improvements. For those who had provided feedback in relation to the participatory budgeting process, 65% of people advised that they had never taken part in a Council consultation proves before, therefore demonstrating the effectiveness of the engagement process in reaching those who had not previously engaged in consultation Page 213 of 266
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PUBLIC and who may have been harder to reach in the past. The #YouDecide campaign received the Community Engagement Award at the Scottish Public Service Awards in 2023. Our Fleet 4.44 In 2023, the Fleet team met with all Council services to understand operational needs and fleet sustainability in order to determine priorities for investment. Our investment in fleet also signals our commitment to Renfrewshire’s Plan for Net Zero. Almost 30% of our current fleet of 320 vehicles - 109 vehicles – run on alternative fuels. The Vehicle Replacement Plan for 2025/26 committed a £3m investment. Depending on the vehicle type, the Council aims to replace fleet vehicles on average every 5 - 8 years and heavy plant on a 10 year life cycle. The investment provided annually supports this asset replacement model. 4.45 As part of the 2025/26 Vehicle Replacement Programme (VRP), a £3 million capital investment was committed. This funding successfully procured 24 specialised operational vehicles, selected based on detailed feedback from the fleet review and internal fleet group meetings across all services. Procuring vehicles with the correct specification has already contributed to: • Improved operational efficiencies across frontline services; • Enhanced O-Licence compliance; • Reduced vehicle downtime, lowering the requirement for costly short-term hire; • A reduction in maintenance expenditure, due to newer and better-matched assets. 4.46 In addition, the programme delivered 33 new electric cars and small vans, supporting the Council’s progress toward achieving Renfrewshire’s Net Zero commitments. The specialised vehicles procured in 2025/26 include, but are not limited to, refuse collection vehicles, road and precinct sweepers, cherry pickers, minibuses, caged tippers and tractors with grass-cutting attachments. 4.47 Funding from Transport Scotland contributed to the purchase of vehicles to replace the diesel fleet and we continue to explore options for further shifts towards alternative fuels as part of our work to reduce transport emissions. 4.48 The Council provides pool cars for the use of staff on Council business and for shorter journeys, a number of pool bikes are also available, as part of our support for active travel. Page 214 of 266
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PUBLIC 4.49 As well as the actual vehicles, there has been a programme of investment in the technology that supports the fleet. This includes Route Optimisation software and In-Cab technology in our waste collection vehicles, and a Fleet Telematics system which allows for greater oversight of vehicle use across the entire fleet. Our Housing Stock 4.50 The Council is responsible for 12,078 houses across Renfrewshire (as at 31 March 2025). Our Strategic Housing Investment Plan 2021/22 – 2025/26 outlined how investment would be targeted to meet the objectives of the Local Housing Strategy. In 2020 an investment of £100m in a ten-year Housing-led Regeneration and Renewal Programme for Renfrewshire was approved. This included new build housing as well as investment in existing stock, including their common areas and the outdoor space around them. The programme also has a focus on energy efficiency not only to reduce emissions but to keep fuel bills as low as possible. Our housing investment retrofit programme will also see up to 3,500 council-owned dwellings renovated to improve their energy efficiency once the programme is completed. The Council has been awarded almost £5.6m over the last five years by the Scottish Government as part of energy efficiency work, with the bulk targeted at insulation projects in mixed tenure buildings. 4.51 The Council is undertaking the installation of Scotland's largest networked ground source heat pump system in two Paisley tower blocks (Gallowhill Court and Glencairn Court) to replace aging gas heating. The £1.78M+ project is delivering heat pumps in 180 flats, offering more efficient, sustainable, and cost-effective heating and hot water, removing gas standing charges. 4.52 Since 2021 there have been 235 new council houses built, at Johnstone Castle (95), Ferguslie (101) and at Auchengreoch Road in Johnstone (39). The development at Auchengreoch Road has won two awards and the development at Ferguslie has won three, including Best Regeneration Project – Residential Award at the Herald Property Awards in 2024. The next two phases of new build Council housing will be 65 units in Gallowhill, and 70 units at Howwood Road in Johnstone, with these sites due for handover in Spring and Summer 2026 respectively. 4.53 Housing stock is also subject to regular investment in internal upgrading, such as the replacement of kitchens and bathrooms, boiler replacement, adaptations to support those with health or care needs, and work to common areas. In the five financial years to 2024/25, the Council spent over £67m on capital improvements to the housing stock, including £21.7m on external Page 215 of 266
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PUBLIC improvements to buildings, £10.3m on kitchens, bathrooms and rewiring, and £6.7m on heating installation. 4.54 The Council recently launched a Tenant’s You Decide programme, allowing residents to nominate improvement projects across the housing stock which will then be voted on by tenants to decide which attract funding this year. Our Information Technology 4.55 Renfrewshire is one of the best digitally-connected regions in the UK, thanks to the Council’s work in leveraging a once-in-a-generation investment from the private sector in modern full fibre infrastructure. Consequently, 99.6% of Renfrewshire has superfast broadband available. The Council’s own properties have also been upgraded for connectivity - there has been a significant increase in bandwidth available across our learning estate, implementation of Totalmobile scheduling in our Care at Home service, public access wi-fi installed in health and social care settings including care homes, day centres and sheltered housing, and a switchover from analogue to digital telecare, which allowed Renfrewshire to be the first HSCP in Scotland to achieve platinum accreditation for digital telecare services. 4.56 The Council’s ICT service runs a scheduled replacement programme for hardware. Following the disruption caused by extreme weather in 2018, ICT expedited a policy of replacing desktop PCs with laptops to allow a greater proportion of the workforce to undertake remote working, and this assisted with a rapid transition to full home working during the Covid-19 pandemic, mitigating some of the disruption to services. Our current hardware assets are set out in Table 4 below. Table 4: ICT Assets Held as of January 2026 Asset Type Number Desktop PC standard 2942 Desktop PC Enhanced 672 Laptops - Teacher 2729 Laptops - Pupils 1664 Laptops - Corporate 3462 Laptops - Chromebooks 7468 Laptops - Surface Pro 10 Laptops - Enhanced 15 Tablets - Corporate 165 Tablets - Education 2821 Totals 21948 Page 216 of 266
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PUBLIC 4.57 The Council has also produced a business case for Smart Social Housing as one opportunity to exploit the infrastructure investment by extending our wide area network to connect social housing with superfast fibre and allow smart technologies to be deployed in homes by the Council, HSCP and the NHS with benefits for residents from enabling remote monitoring, video care and online appointments. More detail is provided in a separate report to this Board on the Council’s wider transformation programme. 4.58 In recent years, customer expectations on digital services and access to services outwith normal working hours have changed. The Council had already adopted the national MyAccount secure platform and since the pandemic has rapidly expanded the range of online services giving customers round the clock access. More recently, a digital assistant has been added to the customer service capability and our website has been relaunched. All of this is only possible because of the investment in modern IT infrastructure. __________________________________________________________________ Implications of the Report 1. Financial – No direct implications though the report highlights the scale of financial investment in assets. 2. HR & Organisational Development – none 3. Community/Council Planning – our commitment to delivering Best Value and the most efficient and effective use of our assets is clearly established within our Council Plan, particularly through the Living Our Values strategic priority. 4. Legal - none 5. Property/Assets – this report provides an overview of achievements and developments in relation to the Councils assets and properties. 6. Information Technology – ICT forms a key part of the Council’s Corporate Asset Management Strategy and section 4 includes specific technology updates. 7. Equality and Human Rights – this report has not been impact assessed in relation to equality and human rights as it is a retrospective on council asset investment and for noting only Page 217 of 266
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PUBLIC 8. Health and Safety - none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Climate Risk – the Council’s approach to sustainability managing our asset portfolio is underpinned by our commitment to work towards Net Zero. Specific examples include Paisley Grammar Community Campus and our work on energy efficiency in the Council’s housing stock. 14. Children’s Rights – none, but there are updates in relation to the Learning Estate strategy which directly impact children and young people. List of Background Papers: none __________________________________________________________________ Author: Lisa Fingland, Policy Manager, Chief Executive’s Service Lisa.fingland@renfrewshire.gov.uk Page 218 of 266
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PUBLIC To: Leadership Board On: 18 February 2026 ________________________________________________________________ Report by: Director of Finance and Resources _______________________________________________________________ Heading: Strategic Commissioning Review of Culture and Leisure Services _________________________________________________________________ 1. Overview and key messages 1.1. Previous updates to the Leadership Board have provided an overview of the Strategic Commissioning Review of Culture and Leisure Services, which has been ongoing over the course of 2025. This report provides a further update to the Board including activity to date, and key issues for consideration. 1.2. As outlined in previous reports, the review is being informed and guided by the following principles: • Services should be specified in a way that supports the Council’s agreed priorities, along with a new suite of performance measures. • Services should be sustainable and affordable. • The Council and OneRen will work with communities to ensure that leisure and culture services are planned and delivered in a fair and consistent way. • In line with the principles of the Council’s Strategic Property Review, (SPR) there is a presumption for the co-location of services wherever possible, and services will be delivered from flexible, sustainable, well-designed, and high-quality spaces. The review also aims to - where possible - identify operational and service efficiencies which may contribute to potential investment requirements identified through the review. 1.3. High‑quality culture and leisure services align with the Scottish Government and COSLA’s ‘Scotland’s Population Health Framework 2025-2035’, which prioritises taking preventative action to improve health outcomes. Culture and leisure services help improve physical and mental wellbeing through providing Item 12 Page 219 of 266
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PUBLIC accessible health and learning opportunities, easing the pressures on public bodies by reducing overall demand and associated costs. 1.4. The review has clearly established that OneRen provides a broad range of high-quality local services fully aligned with these national principles, however, elements of the estate are aging and are not fully aligned to the SPR objectives, which impacts on efficient and effective service delivery. 1.5. The review has been progressed through 3 distinct workstreams, each led by senior officers from the Council and involving relevant staff from both the Council and OneRen. The workstreams are: a. Workstream 1 - Community and Leisure b. Workstream 2 - Culture and Libraries c. Workstream 3 - Finance and Governance 1.6. In governance terms, OneRen is a charity established by the Council to provide culture, leisure, and sporting opportunities to help people enjoy active and healthy lives. It operates through a limited liability company which is separate from (but wholly owned by) the Council, with its own Board of Directors and management team. 1.7. The initial focus of each workstream was to establish key information relating to the activities of OneRen and associated Council services, to determine an agreed baseline position for all services and facilities, including the financial performance and business plan delivery assessments for cultural and commercial services. Following this, a detailed critical analysis of all service areas was undertaken to determine sustainable options for service delivery in the longer term which meets the Council’s aims, requirements and aspirations. 1.8. The services that are currently delivered by OneRen on the Council’s behalf are part funded through a service payment of £14.1m in 25/26 and are the subject of a suite of formal Service Level Agreements (SLAs) between the Council and OneRen, which have not been strategically reviewed since cultural and community services were transferred in 2015. The review has established that the specifications of current service requirements are outdated, do not specify performance expectations which reflect the current and expected operating environment, and are overly specific about input/output parameters at the expense of realistic and measurable outcomes that contribute to Council and community priorities. The current suite of SLAs should therefore be revised to reflect current and future service expectations and requirements, and to reflect any changes implemented following completion of this review. 1.9. OneRen submits an annual business plan to the Council which sets out the agreed priorities for the delivery of commissioned cultural, leisure and sports activities in the year ahead. The most recent business plan was approved by the Leadership Board in April 2025. The business plan forms part of the Page 220 of 266
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PUBLIC contractual obligations and confirms the annual service payment. OneRen spends around £23m each year on cultural, leisure and sport activities, of which approximately £14m is funded from the service payment and the remaining £9m from customer charges, sales, grant income and charitable donations. As a charitable organisation with a trading company, any surpluses generated are reinvested in services for the benefit of the local community. OneRen also delivers services over and above those set out in the suite of SLAs to meet their commercial arrangements and meet changing customer and community expectations and demand patterns, and any specific service requests from the Council. 1.10. OneRen operates services from a range of venues across Renfrewshire. Table 1: OneRen Services Services Facilities Library and Digital Information Services 12 Public Libraries Culture, Heritage and Events Services 4 town halls 5 museum and heritage properties 1 arts centre Sports Services– Leisure 10 sport venues Sports Services– Pitches and pavilions 18 playing fields 1 golf course 5 bowling greens Community facilities 13 Community Centres (plus 9 community managed centres) Sports Development, including Active Schools Health & Wellbeing Referral Services 1.11. In addition, aspects of the services listed above take place out with the facilities listed, for example cultural and physical activity takes place across the schools estate, within third sector organisations, health care settings and within the public realm e.g. 10k and 3k road races. 1.12. To determine locality provision standards for services and to ensure equitable accessibility across all population centres the review has established 5 locality areas and mapped the provision of all OneRen venues in each. This has enabled locality standards to be developed which could specify the services to be provided in each community and locality, and those which are provided on a Renfrewshire wide basis, recognising the accessibility standards to be expected by residents in relation to traveling times. These are outlined in detail in Section 3 below. Page 221 of 266
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PUBLIC Table 2: Proposed Localities Locality Towns and Villages 1 Erskine/Bishopton/Dargavel 2 Renfrew 3 Paisley 4 Johnstone/Lochwinnoch 5 Linwood/Houston/Bridge of Weir 1.13. The review has initially identified a number of potential service changes and improvements that would ensure more effective, equitable and sustainable services in the longer term. These include potential savings and investment options, which are summarised below and explained in greater detail in the body of the report: 1.13.1 The revision of community halls booking and let activity across OneRen and the council and the introduction of a single online booking and scheduling system for community lets and school hall lets. 1.13.2 Rebalancing the current level of grass vs synthetic playing fields. 1.13.3 The development of a new library service model with library provision at the heart of the council’s Connected Communities model. 1.13.4 Further promoting and supporting the Community Asset Transfer of self- managed community facilities. 1.13.5 Develop options for swimming provision in Erskine and Renfrew within those localities, recognising the challenges with the current facilities, and considering any opportunities for co-location with other OneRen or Council services. 1.13.6 Updating and revising the business plans for town halls and cultural venues to reflect their specific identities and market placement, with a specific review and analysis of the issues and costs associated with the possible relocation of services delivered from Renfrew Library into Renfrew Town Hall. 1.13.7 Review and reposition the current suite of service level agreement to be more outcomes focussed. 1.14. As the key recommendations and actions outlined in this paper are progressed, more detailed consultation and engagement processes would require to be undertaken with key stakeholders, including service users and residents. Page 222 of 266
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PUBLIC ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: 1. Notes the update as detailed in this report. 2. Notes the establishment of locality principles as detailed in Section 3, which support the provision of equitable service provision across Renfrewshire. 3. Approves the revision to the booking and scheduling systems utilised by OneRen and the Council and the introduction of a single integrated online process for indoor community facilities and community lets within the school estate. 4. Approves the active promotion of Community Asset Transfer (CAT) for self-managed community facilities and the development of funding options to support this. 5. Approves the development of options to improve the overall efficiency of sports pitches, including rationalisation and reinvestment. 6. Agrees the recommendation in Section 3 to develop potential future options for swimming and wider community sports provision in Erskine and Renfrew. 7. Notes the requirement to revise the identity and purpose for each Town Hall and agree the introduction of dynamic opening times to improve utilisation and reduce unnecessary operational expenditure. 8. Agrees to develop a costed option for the relocation of services currently delivered within Renfrew Library to Renfrew Town Hall 9. Notes the service model for Library and Digital Information Services, which aims to improve cross service integration and closer alignment with the Strategic Connected Communities review. 10. Approves in principle the revision of the Services Agreement and Service Level Agreements to reflect the approved recommendations from this report, and the amalgamation of the separate Service Level Agreements into a single revised document with improved financial and operational performance and outcome standards, with final drafts to be reported to this Policy Board for approval. 3. Locality Principle for OneRen 3.1. OneRen has 66 directly managed venues located across Renfrewshire and an additional 9 self-managed community centres. The review has developed locality specific principles, and it is intended that these will be used as a basis for identifying the services (and facilities) that could be provided in Page 223 of 266
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PUBLIC communities, based on equitable and proportionate levels of accessibility for all residents in Renfrewshire. 3.2. Utilising the GIS resources within the Council it was possible to compare existing locality groupings and existing data sets to define 5 localities which divide Renfrewshire on geographic boundaries (recognising as far as possible recognised community boundaries) to provide a basis to establish service provision standards for residents within these locality areas. The localities are derived from intermediate data zones, which themselves are derived by merging SIMD data zones, and the extensive data held by the Council on households and communities could be utilised. The 5 localities are outlined below: 3.3. Having defined the localities, principles for the provision of services and facilities were established, building from individual community level to Renfrewshire as a whole. Travelling times to facilities within each of these categories were set and measured to provide a reasonable and practicable standard, and any recommendations made throughout the review have and will be measured against these standards to ensure as far as possible equity of provision across the Council. Locality Towns and Villages 1 Erskine/Bishopton/Dargavel 2 Renfrew 3 Paisley 4 Johnstone/Lochwinnoch 5 Linwood/Houston/Bridge of Weir 1 2 4 5 3 Page 224 of 266
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PUBLIC Table 3: Locality Principles Community Offer Locality Offer Renfrewshire-wide Offer Facility Provision Community space Gym or studio Performance space Sports hall Swimming Pool Cultural venues Sports Pitch Community library Central library Museum Tennis courts Athletics track Accessibility 20 minute walk 40 minute walk 10 minute cycle 20 minute cycle 10 minute drive 15 minute drive 20 minute drive 10 minute public transport 15 minute public transport Public transport accessible Workstream 1 – Community and Leisure 3.4. This workstream has reviewed the leisure, sport, active schools, and community booking services provided by OneRen through the sport centres, pools, pitches, golf course and community centres managed by OneRen on behalf of the Council. 3.5. While the actual services provided are managed and operated by OneRen, all the facilities utilised are owned and maintained by the Council and provided to OneRen in accordance with the conditions of a Property Agreement that is part of the 2015 suite of documents, under which OneRen operates, in return for the service payment from the Council. OneRen pays for buildings and grounds maintenance at some locations which transferred as part of the cultural services inclusion in OneRen in 2015. 3.6. Workstream 1 has examined both the services provided and the premises from which the services operate to establish their condition, suitability, and projected lifespan to determine opportunities for co-location or rationalisation in line with the principles of the Review. This work included consideration of where investment in certain facilities may be required to facilitate wider change. Specific external reports have been commissioned on the Pitch Strategy and Swimming Pool provision to assist in establishing current and future requirements and this will contribute to the Council wide property lifecycle maintenance and investment strategy. Page 225 of 266
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PUBLIC 3.7. Footfall, capacity and cost data on all service areas has been collated and examined to support trend analysis for specific areas, to identify potential options and efficiencies which would reduce the level of Council subsidy. In addition to the data, service specifications and workflow analysis flowcharts have been utilised to determine service efficiency, effectiveness and potential for future service delivery. Community Centres 3.8. Workflow analysis has established that the processes for community centres and school's hall and room booking activities, arranging provision of the facilities and resourcing cleaning, opening, maintenance and preparation of the facilities are disjointed and in need of fundamental revision. At present bookings are not all managed through a single system, and the main system used for community and school bookings, Artifax, is at end of practical life and is no longer supported. OneRen utilise their own internal system for some sports hall bookings. There is no integration between systems which manage staff allocation, invoicing and payments, requiring manual entry and data handling. 3.9. While OneRen has operational and management responsibility for the facilities, there are practical arrangements in place whereby the Council open, clean, and secure the facilities. There is potential confusion for customers, requirements for convoluted communication, and a disconnect between systems for booking and scheduling. 3.10. Although there are systemic operational issues to address, a significant barrier to improving the overall service is the division of the function across OneRen and the Council, and the lack of a seamless interface between booking and staff management systems. It is proposed that a comprehensive revision of the booking, scheduling and resourcing is undertaken which will include identification of a new booking system which enables online booking for a more seamless customer experience, and back-end integration with other council systems and processes for community facility and non-sport school let bookings. 3.11. As indicated in the table at Section 1.10, One Ren is responsible for 13 community centres, but an additional 9 are self-managed by third party organisations. In practice, the self-managed centres are provided with the same level of Council support as those controlled by OneRen – the Council provides caretaker services, maintains the premises and retains all ownership responsibilities but is not involved in bookings and does not collect income from bookings to offset this cost. Page 226 of 266
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PUBLIC 3.12. The introduction of self-managed centres was intended at its inception as a step towards full CAT transfer to the organisations who now manage them. However, this has not progressed, and it is proposed that the Council now pursues the CAT transfer of these centres to the organisations who operate them as they have clearly demonstrated the ability to manage and operate the centres for a number of years. 3.13. To support this transition, it is proposed that the Council develops cost estimates which would ensure all halls are in a good condition which would incentivise the CAT process, and also offer transition support through the CAT team, including potentially the offer of an operating cost grant to cover the period of transition (potentially for 12-24 months) to enable the organisations to source, bid for and obtain funding to ensure sustainable operation. Transfer of all the self-managed halls on a CAT basis would remove a significant recurring cost burden from OneRen and the Council. Cost estimates would be the subject of a future update report and recommendation to this Board, however Council has set aside £0.8m to increase community ownership in setting the 2025/26 budget and this would provide a funding source. Pitch Strategy 3.14. A review of sports pitches has been undertaken which examined current provision across Renfrewshire and determined the demand trends and future requirements for both grass and synthetic pitches. As well as those operated by OneRen, the review has considered pitches provided at schools and those provided by private sector organisations to give a complete understanding of availability and need. The key outcomes of this pitch review are: 3.14.1. Renfrewshire has a total of 70 pitches, split between grass (54%) and synthetic (46%) surfaces. These are managed by OneRen, schools, and private providers. While the overall geographic spread of pitches is appropriate, there is an under-provision in the northwest of the Council area, where investment is already planned (eg synthetic pitch provision at both Dargavel Primary and Thistle Primary schools). Grass pitch utilisation is very low, averaging 7% at peak times, primarily due to the limited capacity of grass, maintenance requirements and weather dependency. Player pathways and training patterns are also a factor. 3.14.2. Synthetic pitch utilisation is 79% at peak times, which is in line with the expected 80% benchmark observed in comparable regions. Some locations, such as Johnstone Community Sports Hub (100%), Gryffe High School (97%) and Ralston Community Sports Hub (94%), reach or come close to full capacity. Page 227 of 266
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PUBLIC 3.14.3. Accessibility analysis confirms that 100% of the population is within a 10-minute drive of a sports pitch. Grass and synthetic pitches have high accessibility rates of 99% and 94%, respectively. 3.14.4. The data supports the case for shifting more usage to synthetic pitches without negatively impacting accessibility. 3.15. Consideration of the findings of the pitch review clearly indicate the developing transition from grass to synthetic surfaces, due in part to their ability to support diverse and wider utilisation throughout the year. The review has therefore undertaken an assessment and developed options for pitches which are underutilised, unsuitable or unsustainable including assessing the impact of a reduction in the number of pitches. 3.16. There are 3 playing fields where pitches have been identified as not being sustainable due to very low or no use as outlined in Appendix 1. It is proposed that low use pitches are removed from pitch categorisation and alternative uses are identified which align with council and national strategies. 3.17. Application of the same principles which led to the proposal to promote CAT transfer of self-managed community centres would indicate that those pitches which are operated by particular clubs on a licence to operate basis should progress to CAT transfer. These pitches are occupied by clubs who operate and manage them, but the Council continues to maintain and support this use at no cost. As with the community halls it is proposed that the Council develops options for transition support through the CAT team, potentially with additional support via an operating cost grant to cover the period of transition to enable the organisations to source, bid for and obtain funding to ensure continued operation. Swimming Pools 3.18 A comprehensive review of swimming pool provision across Renfrewshire has also been undertaken by an external provider, involving analysis of capacity, condition, long term viability and accessibility of all existing OneRen pools and the capacity provided by private facilities and accessible neighbouring provision. The Council currently operates 5 swimming pools: Erskine, Johnstone, the Lagoon, On-X and Renfrew Victory Baths. 3.19 The ON-X, Lagoon, and Johnstone Community Sports Hub are in satisfactory condition (Grade B) but require substantial M&E and compliance-related investment as part of ongoing lifecycle maintenance. These facilities are integrated with other services – the Lagoon and On-x with sports, leisure and community facilities and Johnstone with sports, leisure and school facilities. As such these venues operate in line with the preferred model the Council has Page 228 of 266
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PUBLIC agreed. Investment in both centres is ongoing, with the creation of the TAG Active at the Lagoon, and creating indoor football pitches at the ON-X in order to drive income generation and increased footfall. 3.20 The current condition of these integrated venues is broadly satisfactory and the cost per use is lower than standalone swimming pools; they are therefore considered sustainable in the medium to long term. However, investment is required in the fabric of these venues as part of ongoing lifecycle maintenance requirements. 3.21 In Erskine, the existing buildings are 25/35 years old and require significant investment or replacement. Erskine Pool is rated Grade B and is a stand-alone facility, as is Erskine Sports Centre. Erskine library is being moved to a temporary location pending identification of a permanent location. It is therefore proposed that options to modernise provision should be developed by officers as part of the wider review programme. 3.22 Renfrew Victory Baths is in poor condition (Grade D), with urgent structural, and M&E issues requiring major investment to enable the building to remain operational. As elected members will be aware from wider reports to policy boards, planned investment of £0.6m will be undertaken to address these immediate issues. As a Common Good asset, the building itself is now over 100 years old and it is recognised that the level of investment to modernise and develop the facility is likely to be significant, with any works likely to be exceptionally challenging due to the historic fabric and age of the building. As part of the review, it is proposed that options are developed in relation to the provision of a pool in Renfrew to allow for further consultation to take place on future provision. Indoor Sports Facilities 3.23 OneRen operates 10 sports venues with 8 providing indoor sports and leisure facilities. As outlined above, these must be considered in tandem with the swimming pools as there are integrated facilities providing both swimming and dry side activities, and at Park Mains and Johnstone the facilities are integrated with the schools. Table 4: Indoor Sports Facilities Venue Category Erskine Community Sports Centre Stand Alone Ferguslie Sports Centre Stand Alone Johnstone Community Sports Hub Integrated with swimming pool and school Lagoon Leisure Centre Integrated with swimming pool Page 229 of 266
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PUBLIC ON-X Sport and Community Centre Integrated with swimming pool Park Mains Sports Complex Integrated with school Ralston Community Sports Centre Stand Alone Renfrew Leisure Centre Stand Alone 3.24 Accessibility and location of these indoor sports venues has been mapped and analysed utilising the Council GIS resource and it can be seen from the map below that the current locations satisfy the locality principles established for this review, and this is further enhanced by the many schools and community facilities which provide sport and leisure spaces in addition to these dedicated venues. Mode Minutes %Pop’n Walk 0-5 5-10 10-15 5% 16% 31% Cycle 0-5 5-10 10-15 36% 74% 90% Drive 0-5 5-10 10-15 92% 100% 100% 3.25 The condition of the current indoor sports facilities is outlined below – only Ferguslie is rated A. There is currently no condition rating data available for Renfrew or Ralston but it may be assumed that Renfrew will be a similar rating to Erskine and Ralston may be best rated as C due to its age and condition. 3.25.1 Johnstone school rating is C – no rating directly for sports elements but some minor maintenance required 3.25.2 Park Mains school rating is B (no rating directly for sports elements) 3.25.3 Ferguslie is Rated A (due to recent investment) 3.25.4 On-x is rated B 3.25.5 Lagoon is rated B 3.25.6 Erskine is rated B Page 230 of 266
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PUBLIC 3.26 As outlined above in the swimming pool section of the report, the integrated facilities meet the locality principles and also the SPR principles of co-location and avoidance of stand-alone venues. Other than ensuring the lifecycle maintenance requirements are met these facilities are sustainable for the longer term, subject to Net Zero investment in future years. 3.27 As standalone facilities, both Erskine and Renfrew Sports Centres will require further investment and ongoing review to ensure the offering available meets service user requirements. As noted above in relation to swimming provision, options will be developed for wider sports and swimming facility provision for consideration as part of the review. 3.28 Ferguslie Sports Centre is the only venue rated A for both condition and EPC and has recently been updated with significant investment of £570K which has resulted in the lower operating costs. Cost data would indicate that this is currently a sustainable stand-alone venue. 3.29 Ralston Community Sports Centre has generally low operating costs, but utility costs are high. Some interest in CAT transfer has been expressed in relation to the centre, and this will continue to be progressed. 3.30 OneRen operates a golf course at Barshaw Park and has responsibility for 5 bowling greens at Gallowhill, Lochside, Robertson Park, Johnstone and Woodlands. Robertson Park is directly operated by OneRen but the others are committee controlled, although the Council does undertake necessary maintenance activities at a cost of £53,000 per annum. No use figures are available for the Bowling Greens as they are predominantly committee controlled. 3.31 The provision of the golf course will also be fully explored through the review, with options developed for consideration by elected members. 4 Workstream 2 – Culture and Libraries 4.1 This workstream has reviewed the Library Information, heritage, cultural and events services provided through the Libraries, Museums, Town Halls and Arts Centre. Similar to the Leisure and Sports services being reviewed in Workstream 1, the actual services provided are managed and operated by OneRen, and all the facilities utilised are owned and maintained by the Council and provided to OneRen in accordance with the conditions of the Property Agreement. Heritage, Cultural and Events Services 4.2 Heritage, cultural and events services have benefited from significant investment in recent years. This has resulted in transformational enhancement of Paisley Town Hall, Renfrew Town Hall, Paisley Museum and Paisley Arts Page 231 of 266
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PUBLIC Centre as part of the Future Paisley culture-led regeneration programme and earlier new builds at Johnstone Town Hall and Tweedie Hall in Linwood. 4.3 Following the significant investment in the Cultural Quarter in Paisley commercial business plans were drafted to provide a baseline operating strategy for the venues, and to project footfall, income and expenditure as part of driving footfall into the town centre as a cultural and tourism destination for the West of Scotland which is raising the profile of the region and attracting inward investment, awards and recognition. These plans were prepared for Paisley venues which received investment. Town Halls in Renfrew, Johnstone and Linwood were not included in the business planning exercise at that time. Work has therefore been undertaken to develop business plans for these venues which are appropriate to their location and to identify a clear core offer. 4.4 Data on footfall, income, expenditure and condition of all town halls was collated to enable an assessment of the utilisation and sustainability of each town hall to be undertaken and potential service change options developed for each. This demonstrates that all four town halls have significant overheads for property, utility and staffing costs. Analysis indicates that there is a mixed picture across the four venues in terms of income generation and utilisation, and therefore cost recovery. 4.5 Paisley Town Hall continues to develop as a stage for major new events including the Paisley Book Festival and Paisley Comedy Festival. Johnstone Town Hall is also recovering its place at the centre of its community following the pandemic disruption with performances and venue hire. Both Paisley and Johnstone Town Halls are realising increased income generated due to the events and festivals programme delivered by OneRen. Renfrew and Tweedie Halls have experienced much lower footfall/bookings than have been anticipated in recent years. 4.6 Following the analysis undertaken, each of the town halls have been reviewed both individually and holistically to understand each venue’s role and profile within the wider Renfrewshire cultural sector and to ensure that the venues are not inadvertently in competition with one another in terms of growing business and audiences. The goal is for each venue to have a clear purpose and vision that allows for targeted growth as well as meeting the wider OneRen objectives and values. It is proposed that the review now looks to establish a unique identity and purpose for Renfrew, Tweedie and Johnstone town halls to maximise attendance and use, and to introduce new functions where appropriate to attract different activities to those halls where the current traditional model is not delivering sustainable use, and to adapt the operating model to better align with the type and timing of events and activities taking place. 4.7 Adopting this approach will ensure increased activity and use at each Town Hall and increase income over time to reduce the level of subsidy required. After reviewing audience data the proposed unique identity and purpose of each Town Hall has been proposed by OneRen as follows. Page 232 of 266
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PUBLIC Table 5: Proposed Town Hall Identity and Purpose Town Hall Potential Identity and Purpose Paisley Premium events venue and one of Scotland’s best performance spaces. Johnstone Integrated community and town centre venue, providing performance spaces for popular theatre, community drama, dance shows, weddings and parties as well as library, cafe and council services Renfrew Town centre cultural and community hub including community museum, library and local arts / activity organisation/s all under one roof. Tweedie Business oriented hub in the centre of Renfrewshire that can support local business owners, community organisations and entrepreneurs offering affordable space. 4.8 Utilising the data available for each Town Hall, it is proposed to identify growth opportunities for each venue in line with the refreshed brand identities, optimising the facilities and USPs for each venue. The focus moving forward will be on ensuring delivery of revised business plan objectives and outcomes as these facilities become re-established and adapting the plans as usage data that is representative of expected and sustainable demand becomes available. As outlined above, and in support of the vision above, there is an option to explore in the relatively short term an option to relocate services currently delivered from Renfrew Library to Renfrew Town Hall. Renfrew Library is in a structural condition rated as poor and requiring significant investment in the building fabric. It is proposed that a costed option for this proposal is developed with a report back to this Board. 4.9 In addition, an analysis has been undertaken of dynamic opening times, involving a flexible scheduling system where OneRen retains the ability to adjust operating hours based on factors such as customer demand, seasonality, events, or staff availability which allows for greater adaptability and efficiency. This approach can enhance customer satisfaction by better matching availability to demand while optimising operational costs. However, it requires clear communication and reliable technology to keep customers informed of changing hours, and will require a change to the current service requirements which are as follows: Page 233 of 266
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PUBLIC Table 6: Current Town Hall Specified Opening Hours Paisley Renfrew Johnstone Tweedie Mon - Sat 8.45am to 4.45pm Mon - Fri 9.00am to 4.45pm Mon, Wed, Fri 8.45am to 5.00pm Mon – Sat 9.00am to 5.00pm Sat 10.00am to 2.00pm Tues, Thur 8.45am to 8.00pm Sat 9.00am to 5.00pm Also, outwith specified hours dependant on bookings and performance programme 4.10 Usage data and analysis demonstrates that an initial re-working of the Town Halls core opening times will provide operational efficiencies for OneRen whilst maintaining customer access and the availability of services and programmes within these venues. 4.11 It also is important also to recognise the significant investment that the Council has made in other facilities, specifically in Paisley Central Library, Museum and Arts Centre. These investments reflect the focus of the Council in terms of improving health and wellbeing and wider cultural and economic regeneration through a programme of step change which is very different to other local authority areas across Scotland. Each is an individual facility with specific offerings and ongoing review of the facilities in the cultural quarter will need to recognise and reflect this, tracking the business plans and revisiting the assumptions made where necessary. 4.12 Heritage services are incorporated under Renfrewshire Museums Service, which manages the museum collections and heritage archives, both subject to a separate agreement between the Council and OneRen. The Council has made significant investment with the museum store at the Secret Collection in 2018 and the new Paisley Museum campus opening in 2026, which incorporates Coats Observatory and will also include the Heritage Centre when the Museum reopens. The fifth heritage venue is Renfrew Museum located within Renfrew Town Hall and was refurbished in 2012. The Paisley Museum Reimagined project has enabled significant development in Renfrewshire Museums Service developing skilled community collaboration practice and enhanced research and collections development expertise which will continue to benefit the wider region after Paisley Museum is launched. Library and Digital Information Services 4.13 Workstream 2 has examined library and digital information services provided through the existing 12 library facilities, the home delivery service and the schools’ library service. This has involved detailed analysis of the costs of each aspect of the service, the usage across each, and the measurable service outputs from each location. Page 234 of 266
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PUBLIC 4.14 Libraries are one of the UK’s most trusted service providers. They are socially important, helping people navigate an increasingly complex world through a variety of systems and resources. Libraries provide open and accessible support to build social inclusion through safe spaces and access to information, acting as a help-point for residents and visitors and providing access to information through a wide variety of staff skills, media, and spaces, both physical and virtual. 4.15 It is clear from the data gathered to date that library provision has developed considerably in the last 25 years, in response to the changing requirements of local citizens and communities, but also in response to factors such as COVID and the cost of living crisis. This can be evidenced through footfall data which indicates a significant number of visits take place in relation to social connection or cultural opportunities or to access digital facilities and support, in addition to book lending itself. 4.16 It is recognised nationally through research undertaken that the provision of library services can faciltate social, cultural, economic and learning outcomes for citizens: • Cultural and creative enrichment • Increased reading and literacy • Improved digital access and literacy • Helping everyone achieve their full potential • Healthier and happier lives • Greater prosperity • Stronger, more resilient communities. These outcomes do not currently underpin the service requirements for library provision that the Council asks OneRen to deliver through the service agreement, with performance measures currently focusing on outputs such as book lending and opening hours rather than how libraries can support individual and community wellbeing and learning. 4.17 To address these changed demands and expectations the library delivery model has developed to provide a focus beyond the traditional library model reflecting the practices being observed and the data collated as part of this review. The aim is to modernise services and increase impact while reducing cost. As well as book lending and literacy support, the service delivery model encompasses: • Increasing digital services and assistance • Increased gateway function to wider services • Increased links to schools, employment and skills • Increased social hub functionality Page 235 of 266
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PUBLIC 4.18 This revised model is complimentary to the developing outcomes of the wider strategic Connected Communities review and indicates that the Library Service could be an integral element of wider colocation and service integration model. 4.19 A modern library service covers four key areas as identified in the Carnegie model: Library as a SOCIAL HUB • Support and services offered on a joined up basis • Tackling isolation • Promoting connection • Promoting health and wellbeing Library as a LEARNING HUB • Supporting literacy • Promoting digital skills • Early years support • Lifelong learning activities • English Language Skills Library as a CULTURAL CENTRE • Access to literature and the arts • Creative spaces • Small events spaces • Access to local heritage resources Library as an ECONOMIC ENABLER • Access to employment • Money Advice and support • Support for enterprise 4.20 The outcomes above could be enhanced through potential co-location of physical provision with other services, by exploring the potential for library and information provision to be a core element of the early help and intervention model being developed through the Council’s wider Connected Communities Programme, as well as opportunities to develop provision by testing new ideas or technologies which support the needs of local citizens. The focus will be on the services delivered rather than the buildings they are provided from. 4.21 The review has identified a number of property related issues with the provision of library services. SPR indicators highlight that 9 of the 12 standalone libraries are deemed to be Category 3 – with low demand, poor condition, location issues, unsuitability for new service delivery models, etc. In particular, Erskine Library is in the final year of its lease and temporary arrangements are being put in place to maintain porvision within Erskine, whilst (as outlined above) Renfrew Library is in a structural condition rated as poor and requiring significant investment in the building fabric. Others such as Ferguslie Library are situated in leased premises rather than a Council facility and will require consideration as part of the wider SPR. 4.22 The number of current library locations has also been examined and mapped to the locality principles outlined in Section 3 of this report. It is apparent that the provision and location of library services has been based on the historic location of stand-alone library buildings and based on a book lending model which is becoming less of a focus for the new delivery model. Page 236 of 266
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PUBLIC 4.23 The number of libraries in Renfrewshire exceeds the standards specified in the locality principles, but this is explained by the need for provision of the library services in the villages of Lochwinnoch, Bridge of Weir and Bishopton. In addition, the locality principles would require provision of a library in Erskine, Renfrew, Paisley, Johnstone and Linwood and the Central library in Paisley is classified as a Council wide resource. 4.24 As the library model is adapted, this would provide the opportunity to review the library estate to focus on service delivery in localities rather than physical dedicated locations. Options may emerge for reducing the dedicated stand- alone library estate which is a core principle of the review and integrating wider services within the remaining library locations, or relocating library provision to more appropriate co-located facilities to develop and deliver this integrated approach, which has been demonstrated to be very successful at Johnstone and Ferguslie. The library model would be an integral element of the place- based provision of access and support - as part of a wider integration of services in co-located facilities in line with the review principles. This work remains ongoing with officers from both OneRen and the Council continuing to focus on identifying specific opportunities to ensure the library and information model is financially sustainable, delivers agreed outcomes and is built on the foundations of co-location and collaboration 5 Workstream 3 – Finance and Governance 5.1 This workstream is reviewing the financial impact of the current delivery model from both a Council and OneRen perspective, undertaking cost analysis, leading a review of service level agreements, and examining how supporting services within OneRen and those provided by the Council are operating, with a view to assessing their effectiveness. This includes direct costs incurred by OneRen, indirect costs incurred by OneRen, and direct costs incurred by Renfrewshire Council related to these venues and activities. 5.2 When cultural services were transferred to Renfrewshire Leisure Limited in 2015, a suite of 10 legally binding supporting documents were signed by the Council and Renfrewshire Leisure Limited (RLL) to specify the nature and extent of services to be provided by RLL under its trading name OneRen, the Locality Library Provision 1 Erskine/Bishopton/Dargavel 2 2 Renfrew 1 3 Paisley 5 4 Johnstone/Lochwinnoch 2 5 Linwood/Houston/Bridge of Weir 2 Accessibility 15 minute walk 50% 10 minute drive 100% Page 237 of 266
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PUBLIC provision and maintenance of properties to be utilised by OneRen, the management of museum collections owned by the Council, and governance of the relationship and support provided by the Council. These agreements are listed in Table 7 below. Table 7: Governance Documentation 5.3 There are 4 SLAs within the 2015 suite that govern the provision of services to OneRen by the Council – Support services, Building Services, Caretaking, and Grounds Maintenance & Transport. These agreements are still applied and adhered to, but they do require to be updated and respecified to match the advances in services implemented within the Council since 2015. 5.4 Given that 10 years has passed since the SLAs were approved, it also is considered prudent to review the corporate support arrangements between OneRen and the Council to determine if improved arrangements can be implemented and if any duplication in activity can be reduced. 5.5 All of the documents in the suite will have to be revised to move to a more comprehensive outcome specification that can better support a flexible and agile approach to service provision, and to enable the Council to define challenging service improvement and enhancement targets and indicators, which are not part of the current arrangements. This will entail significant effort within the Council across all the services impacted, led by Legal Services and specialist external legal advisors where required. Any new monitoring requirements will include robust performance and financial scrutiny measures. Document Date 1 Phase 1 Transfer Agreement July 2015 2 Services Agreement July 2015 3 Collections Agreement July 2015 4 Property Agreement July 2015 5 Phase 2 Transfer Agreement November 2015 6 Supplementary Agreement November 2015 7 RC to RLL Support SLA July 2015 8 RC to RLL Building Services SLA July 2015 9 RC to RLL Caretaking SLA July 2015 10 RC to RLL Grounds Maintenance and Transport SLA July 2015 Page 238 of 266
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PUBLIC 5.6 The review of the documents will commence as the review establishes clear direction for services and facilities as each service change will have to be addressed within the various agreements, and a process of governance of interim changes will be developed to ensure effective and compliant service provision is continued until the final agreements are in place at the end of the review. This will enable appropriate changes to be introduced as the review progresses rather than waiting until its conclusion, supporting an agile implementation methodology and enabling service improvements, efficiencies, and changes to be approved and delivered on a rolling basis. 5.7 All proposed changes to the Transfer, Services, Collections and Property Agreements (Items 1-6 in Table 7) will be presented to this Policy Board for consideration and will require Board approval before implementation. The Head of Policy and Partnerships has monitoring responsibility for OneRen on behalf of the Council and shall approve and agree appropriate changes to the Agreements and SLAs with OneRen to implement the decisions of the Policy Board following approval. ___________________________________________________________________ Implications of the Report 1. Financial –Costs asscoiated with the development of a costed option for the provision of services currently delivered from Renfrew Library will be funded from existing Change Fund provision. The indicative proposals for service changes will be subject to further Board approaval at which point the financial implications will be outlined. 2. HR & Organisational Development – none 3. Community/Council Planning – OneRen are a key community planning partner, and a key focus of the review will be in relation to maximising the outcomes that OneRen is able to deliver in partnership with he Council 4. Legal – the report outlines the complexity of the current governance and monitoring arrangements between the Council and OneRen, and proposes fundamental review. 5. Property/Assets – a number of recommendations in the report may improve the overall efficiency of the OneRen and Council property portfolio. 6. Information Technology – the report outlines a recommendation to improve booking systems which may require investment in updated ICT systems. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because it provides a summary of Page 239 of 266
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PUBLIC key actions being progressed only. Specific proposals will be subject to detailed equality impact assessments were relevant. 8. Health & Safety – none 9. Procurement – none directly related to the recommendations in the report 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – the report outlines recommendations which would support the Council to align with recommendation in the Scottish Government and COSLA’s ‘Scotland’s Population Health Framework 2025-2035’ document. 13. Children’s Rights – none 14. Climate Change – the recommendations within the report may result in changes in the propoerty estate which would deliver efficieincies, potentially supporting the Council’s aim of reduced carbon emmissions. Page 240 of 266
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PUBLIC Appendix 1 Workstream 1 – Pitch Provision and Accessibility OneRen Private Total Synthetic 18 14 32 Grass 35 3 38 Total 53 17 70 Synthetic Grass Accessibility 47% in 20 minute walk 75% in 20 minute walk 95% in 10 minute drive 99% in 10 minute drive Usage 79% use at peak times 7% use at peak times Johnstone 100%, Gryff 97% and Ralston 94% Future Options Investment planned in current pitches Release 3 lowest used playing fields £800K committed to provide 2 additional pitches Promote CAT strategy for LTO playing fields Learning estate investment will increase 3G capacity Identify opportunities for LDP Page 241 of 266
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PUBLIC Grass Pitch Proposed Options Retain CAT CAT - Potential Potential Release Mixed use sites/high demand Complete or Ongoing Currently have LTO or lease with local teams Low/No use or demand Ferguslie Park Kirklandneuk Playing Fields King George V (Johnstone) Morar King George V (Renfrew) Barwood Park Moredun Glenpatrick (1 pitch) Ralston Lochwinnoch Inchinnan Durrockstock Seedhill Thomas Shanks St James Todholm Playing Fields (aka The Marshes) Viewfield Park Bishopton Playing Fields Glenpatrick (1 pitch) Page 242 of 266
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Council Event Planning & Programming ___________________________________________________________________ 1. Summary 1.1 This paper provides an update to members in relation to the council’s current event planning and delivery, as well as detailing progress made in year one of the Events Strategy 2025-28. 1.2 The paper also provides background information and recommendations to previous council motions on a fanzone for the 2026 World Cup and a feasibility study on a Cycling criterium event for Johnstone, as well as an update on the UK Government’s Town of Culture 2028 competition. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended members note the contents of the report and progress made against key strategic objectives in year one of delivering the events strategy. 2.2 World Cup Fanzone It is recommended members note the plans for fanzones being currently considered by commercial operators and agrees to continue to explore the potential benefits of a strategic partnership with Braehead Arena with a £10,000 financial support and delegates this decision to the relevant council officer and board convenor. Item 13 Page 243 of 266
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PUBLIC Johnstone Criterium Cycling Event 2.3 Note the feasibility study prepared by the events team, along with partners Johnstone Wheelers Cycling Club (JWCC) and Scottish Cycling (SC) for a Scottish Circuit Race Championship criterium cycling event including all categories (youth and adult), within Renfrewshire’s major events calendar in Johnstone in August 2027. 2.4 If members wished to consider committing one-off resources of £100,000 towards the costs associated with staging this event in summer 2027, a funding source from existing Council funds would need to be identified as part of this decision to incorporate it within the 2026/27 budget. UK Government Town of Culture 2028 competition 2.5 Members are asked to note the update provided on the UK Government’s Department of Media, Culture and Sport Town of Culture 2028 competition and agree to monitor and review the DCMS process and assess its future potential for Renfrewshire’s towns. ___________________________________________________________________ 3. Background 3.1 The council’s events strategy 2025-2028 approved at Leadership Board in February 2025 set out three clear strategic objectives. • Events that are unique to our place Collaborating with partners, local businesses, and the cultural and third sectors, to position Renfrewshire as leader in sustainable events across civic spaces, that bring people together and are accessible, inclusive and unique to Renfrewshire • Events that are good for business Collaborating with the wider business sector to generate more opportunities for businesses to participate and benefit from economic impact and local spend, boosting reputation and profile and attracting visitors and re-locators • Events that are considered and open to all Creating accessible, inclusive and collaborative events that allow as many people as possible to participate by reducing barriers, ensuring accessible transport links and working in partnership with local communities and third sector to ensure event delivery is informed by lived experience 3.2 In the first year of delivering the strategy targets were set against identified key performance indicators. The table below sets out delivery against each KPI Page 244 of 266
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PUBLIC Indicator Target Result Attendees 109k 122.3k Volunteer hours 350 427 Performers 825 1984 Participation 3,000 6,652 Economic Impact and local spend £4m £4.49m Civic Pride 90% 92% 3.3 The results against each KPI show targets were met and exceeded across each theme. This is in part due to the reshaping of the winter programme which brought a five-towns focus and saw events delivered and supported in Linwood and Erskine, alongside those traditionally held in Paisley, Renfrew and Johnstone. The format of Paisley Halloween Festival and Paisley Christmas lights also contributed in particular with participation and performance numbers. 3.4 In addition to the delivery of the events programme, a new Events Partnership Group has been created with membership of over 30 local business, community, cultural and voluntary sector organisations. The group acts as a forum to share skills, experiences and resources and seeks to develop a year round cultural calendar for all of Renfrewshire. 3.5 Initial meetings have focussed on partner information sharing with presentations from partners including Lochwinnoch Arts Festival, The Star Project, Lilias Day and Linwood War Memorial Association. Council services have also presented on the Events toolkit and RenZero. Future meetings are programmed to look at the business sector and volunteering. 3.6 2026 programme 3.7 The 2026 programme dates are set out below. Key Performance Indicators and targets will be set in advance of delivery of the programme. Date Event 24 and 25 April Paisley Food Festival 7 June Renfrew Gala Day 20 June Barshaw Gala Day 4 July Sma’ Shot Day 18 July Renfrew Pipe Band Page 245 of 266
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PUBLIC Date Event 15 August Fire Engine Rally 5 & 6 September Doors Open Day 23 & 24 October Paisley Halloween Festival 8 November Paisley Remembrance Service 14 November Paisley Christmas Lights switch-on 21 November Renfrew Christmas Lights switch-on 28 November Johnstone Christmas Lights switch-on November Linwood Christmas Lights switch-on November Erskine Christmas Lights switch-on 3.8 Engagement is continuing with key local stakeholders and members of the community to finalise switch on dates for Linwood and Erskine Christmas Lights events. 3.9 In addition to the council’s existing programme, the team has been asked to consider the delivery and feasibility of hosting a World Cup Fan Zone and a Criterium Cycling Event. 4.0 World Cup 2026 Fanzones 4.1 A council motion on 11 December 2025 asked officers to investigate the possibility of hosting an affordable and accessible family friendly fanzone without cutting across the efforts of hospitality businesses across Renfrewshire. 4.2 The National team will take part in the World Cup in June 2026 for the first time since the competition in France 1998. As well as the World Cup Glasgow will host the Commonwealth games between 23 July and 2 August. 4.3 The World Cup is being hosted across America, Canada and Mexico. Scotland’s opening match against Haiti will take place on Sunday 14 June with a kick-off time of 02:00 GMT, with subsequent fixtures taking place at 23:00 GMT on 19 June against Morocco and 24 June against Brazil. 4.0 Venue options 4.1 Through our discussions with local venues including OneRen, Braehead and St Mirren Football Club it is apparent there is an interest from a commercial view to host one or more fan zones across Renfrewshire which would not require a financial or resource commitment from Renfrewshire Council, although there are options available to consider. Page 246 of 266
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PUBLIC 4.2 OneRen were approached for consideration of the Lagoon, Paisley Town Hall and any other suitable indoor venues. Due to existing confirmed bookings with each of these venues on each match day or the preceding/proceeding days none of the venues are available. 4.3 Braehead Arena indicated they are already planning a fanzone for match day two and three which would focus on pre-match entertainment for a family and adult audience alongside a food village and live screening of the match. The details of the programme and costs for this are still being considered by the Arena who would be interested in developing a strategic partnership with Renfrewshire Council on the delivery of the fanzones. 4.4 The partnership could involve options for official partner status, access to free tickets for community groups, an ability to inform and add experience & value to the fanzone for the benefit of the residents of Renfrewshire. To partner in this event a contribution of £10k would be required. 4.5 St Mirren were approached as a potential partner in delivering a fanzone. Whilst the stadium itself is unavailable St Mirren has offered the free use of the external car park space within the grounds of the stadium which would allow for the creation of an outdoor fanzone for approximately 2000 people the format of which would be mixed seating and standing. 4.6 St Mirren would provide the venue and Health and Safety management team to oversee the events free of charge and in turn would take the income from any pitch fee levied to food or bar operators. Renfrewshire Council would be responsible for all infrastructure, marketing and programming costs at a total of approximately £117,000. This figure will rise as it does not currently include policing costs as the local division await a national policy on the approach to cost recovery. 4.7 A commercial third party is interested in running an event directly with St Mirren, although discussions are at very early stages at time of this paper going to print and therefore viability and details of this partnership cannot be shared. This would not require any event management or financial contribution from Renfrewshire Council. 4.8 A consideration was made to host the event within a park within Renfrewshire however costs would be over £180k and would provide significant noise nuisance to local residents and is therefore not considered a viable option. 5.0 Considerations 5.1 A number of risks exist around a council hosted fanzone that should be highlighted for members consideration: 5.2 Match kick-off times, in particular the opening match, make it difficult for the events to be family friendly. Opportunity for wider programming is very limited. Page 247 of 266
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PUBLIC 5.3 From our evaluation data of the events programme, we know families tend to dwell for a maximum of 2-3.5 hours at any events. It is unlikely families would attend an event in early or even late afternoon and then stay for a late kick-off. The number of families who would bring their children to a public fanzone with alcohol through the night would be very limited. Whilst we would work with the licensing team to try to permit under 18’s to the fanzones it is highly likely given the timings, the audience would be primarily adult only. 5.4 Unlike the existing council programme, these particular events are unlikely to produce any social or economic impacts. There would be limited opportunities for any participation or performance. In terms of the economic impact whilst some people may visit local pubs or restaurants prior to attending the fanzone the council would potentially be taking the customers out of these venues for the duration of the matches and therefore reducing the profits of the local hospitality sector. This is a significant risk which should be considered by members. 5.5 A discussion with Paisley First indicated most local pubs were interested in applying for late licences for each match and any fanzone could detract from their customer bases which may already be challenging given the match times. Paisley First and the council licensing team are discussing how this may be achieved, licensing are awaiting information from Scottish Government on a national approach to late licenses. 5.6 In terms of delivering an event within the grounds of St Mirren, the following points should be considered: • there would be limited public transport options for attendees leaving the fanzone area, trains and buses do not start until after 5.30am and 7:00 am respectively. • there is likely to be increased alcohol consumption in advance of each match due to the late kick-off times which will require additional stewarding and police support to manage. • the fanzone would take place outdoors in an uncovered area, wet weather could impact attendance at the event. Temperatures through the night would also be a consideration even in June. • The event would be ticketed and mixed in terms of standing and seating – due to space limitations seats would be available for 50% capacity of ticket holders. • Due to capacity and the nature of the event it would be advised to charge a nominal ticketing price. In previous experience of offering free tickets, these are often taken up and then large percentages of ticket holders do not attend on the day. A ticket fee of around £5 per adult £2 concession could be considered. At an occupancy rate of 80% this would provide less than £18k in revenue and would still require significant council investment. • The capacity of the events team to plan and support an external fanzone is limited. The team are already delivering a full summer Page 248 of 266
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PUBLIC programme of events and will require to bring additional freelance officers in to support the planning and delivery. • a commercial event is already planned for Braehead Arena. Any families or residents who wish to attend a fanzone have an opportunity to do this in an indoor environment. 6. Update on activity in other Local Authorities 6.1 We are aware of other local authorities who have been involved in fanzones in the past where demand for tickets was limited and the zones remained quiet, for example Euro 2020 in Glasgow, where less than a third of tickets were purchased across the campaign. 6.2 In East Ayrshire a small scale 500 capacity fanzone was held by the Leisure Trust in 2024 where tickets were priced at £80 for a table of four, these tickets sold out and the event was considered a success however kick-off times were at more traditional kick-off times with an ancillary programme of free family activity delivered as part of the experience. It would not be recommended that any potential council fanzone would price on a similar scale. 6.3 For this Summer’s World Cup, Glasgow and East Ayrshire councils are still considering their final position however are currently looking to existing hospitality businesses offering indoor screenings rather than outdoor public zones, primarily due to match kick-off times. 6.4 East Renfrewshire, Inverclyde, East Lothian, Dundee, Stirling, Fife, Scottish Borders and Clackmannanshire have all confirmed there are no current plans for any council-led fanzones. Falkirk are awaiting news if the football club plan to run any events within their stadium. 6.5 Commercial fanzones have been announced in both Edinburgh and Glasgow with no affiliations to their respective local authorities. 7.0 Summer of Sport 7.1 The Council’s existing events programme will support and celebrate the World Cup Campaign and the Commonwealth Games making football and sport a key theme in the programming throughout Spring/Summer events. The programme will partner with local organisations to develop a programme celebrating health and wellbeing and will look to develop national partnerships. 7.2 Given the potential for two privately run fanzones already in preparation to take place within the Renfrewshire, on this occasion it is not recommended the council take a lead role in this area. It is recommended that focus should be on activity across the summer months on Summer of Sport rather than individual fanzone events with limited participation, performance or volunteering options. Page 249 of 266
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PUBLIC 8.0 Criterium Cycling Events in Johnstone Town Centre 8.1 At a meeting of full council on 26 June a request was made that the Events Team undertake a feasibility study into the organisation of criterium cycle racing events in Johnstone town centre as part of their annual events programme, utilising funding for this from a variety of sources including, Scottish Cycling, OneRen, and business sponsorship; and involving local community and business partners. 8.2 A criterium, also referred to as a 'crit', is a type of bike race – popular across the United Kingdom – which entails several laps around a closed circuit. 8.3 Several meetings have taken place between Renfrewshire Council’s events team, Johnstone Wheelers Cycling Club (JWCC) and Scottish Cycling (SC) in development of this feasibility study, who would form the key partners involved in delivering the event and have expressed enthusiasm for, and commitment to, the event and to being involved in its delivery. Input has been sought from other partners including OneRen, Johnstone Business Consortium (JBC), Johnstone Community Council (JCC), and Johnstone Sound (JS). 8.4 This paper outlines the recommended options around hosting a cycling event in Johnstone Town Centre in 2027 and outlines the financial commitment required to deliver a one-off event. Evaluation from the event would be used to measure the impacts achieved, with a view to returning to Board with recommendations regarding future years. 8.5 This paper notes that the Tour de France has since unveiled its route for a ‘Grand Départ’ from Edinburgh in July 2027, which would bring further national interest in cycling. 9.0 Partnership Approach 9.1 Led by Renfrewshire Council, a partnership approach would be key to the successful delivery of this event, with several national and local partners working together to deliver the potential economic, social, reputational and environmental impacts. 9.2 Renfrewshire Council has successfully supported the delivery of several cycling events within the last 10 -15 years, including the National Youth Circuit Race Championships in Paisley in 2015, Scottish Championships in Erskine 2009 & 2010, and in Paisley in 2011 & 2012, and StreetVelodrome in Paisley in 2014 and 2015. 9.3 Renfrewshire Council would take a lead role in delivering the event, social and economic impacts, and visitor experience, as well as providing: • Infrastructure such as barriers, stewarding/security, power, toilets, hostile vehicle mitigation and marquees. • Traffic management Page 250 of 266
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PUBLIC • First Aid cover for event attendees and spectators • Entertainment programme for areas such as Houston Square, and Ludovic Square. • Marketing and communications of the event • Management of licensing and health and safety aspects of the event. • Event Control – multi agency input from Council Health & Safety team, Police Scotland, Fire, Civil Contingencies etc. • Change facilities and race headquarters • Facilitation of parking 9.4 Johnstone Wheelers Cycling Club 9.5 2026 marks the centenary of Johnstone Wheelers Cycling Club, founded in 1926. A civic reception has already been planned to celebrate this in November 2026. Working closely with Scottish Cycling, the Club would take a key role in the development and organisation of a criterium cycle racing event in Johnstone. 9.6 Johnstone Wheelers has played an important part in Scottish Cycling, not only in the West of Scotland but also at the national level. Many famous members have promoted the Club over the years with their racing exploits, including Johnstone’s own Rita Jones Montgomery, who won 8 Scottish Cycling titles. 9.7 Johnstone Wheelers would be a key partner coordinating the event with Renfrewshire Council, Scottish Cycling and participants. JWCC’s role would involve: • Coordinating the competition, race participants and race schedules • Promoting the event across their networks • Coordinating expenses of Officials • Coordinating Marshals (volunteers) • Coordinating race numbers for jerseys • Supplying prizes for the event • Ensuring race insurance is in place, via British Cycling • Supplying first aid cover for race participants • Seeking sponsorship from local businesses 9.8 Scottish Cycling is the national governing body for the sport of cycling, with a mission to inspire and support everyone to enjoy cycling. 9.9 Scottish Cycling is available to assist community organisers to deliver on their aspirations to host cycling events in their local area by providing advice and support. Whilst they are unable to provide funding, they can offer information on Scottish and British Cycling competitions that local organisers can bid to host, and support with this process. 9.10 Local, regional and national cycling events can be promoted through the Scottish Cycling networks and website. Page 251 of 266
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PUBLIC 9.11 Scottish Cycling would play a key role in supporting the organisers, Renfrewshire Council and Johnstone Wheelers, throughout the organisation and delivery of this event, including: • Supporting Johnstone Wheelers on delivering the race • Providing event site branding • Providing a presence on site • Acting as a conduit with British Cycling • Providing jerseys and medals for youth category winners. 9.12 OneRen would be open to looking at the hire of Johnstone Town Hall on a cost recovery basis. Johnstone Town Hall could be utilised for race participants and headquarters, as well as potentially for public events and activities. They would also provide a link to Active Schools, their Bike- ability programme, and wider sporting opportunities. 9.13 Business and community engagement 9.14 We would also seek to work with the wider business and community sector in Johnstone, and local organisations such as: • Johnstone Sound Community Radio • Johnstone Community Council • Johnstone Business Consortium • Active Communities • Renfrewshire’s Plan for Net Zero and links to encouraging active and sustainable travel. • Cycle Arts Renfrewshire and Cycle Arts Festival – funded by Renfrewshire Council’s Culture, Heritage, Arts & Events fund to deliver a programme of events in summer 2027. • Renfrewshire Council Cultural Regeneration– linking in on any planned improvements to the civic spaces in Johnstone. 10.0 Market Feasibility 10.1 The annual Johnstone Christmas event attracts more than 2,500 attendees and utilises Houston Square, where local acts perform in the bandstand, local businesses host stalls and street entertainment and funfair is enjoyed. The Christmas event is run in partnership with Johnstone Sound, and in collaboration with other local partners such as Johnstone Business Consortium. 10.2 The audience capacity of the route mapped out for the criterium would be approximately 7,500, and it is estimated in consultation with Johnstone Wheelers and Scottish Cycling that approximately 3,000 spectators would attend across the day, based on between 100-200 race participants. Page 252 of 266
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PUBLIC 10.3 There are several competition options available, including: 10.4 Elite British Cycling National Circuit Series 10.5 Hosting an Elite British Cycling National Circuit Series event would be subject to a bid process, which would be submitted to British Cycling in Autumn 2026. 10.6 Elite British Cycling National Circuit Series events typically take place on weekdays, so as not to clash with Elite British Cycling Championship road-race competitions and usually take place during June and July. Elite British Cycling Championships would not be available for us to bid for at this stage, as these have been awarded to Wales through until 2027 10.7 British Cycling are open to Elite British Cycling National Circuit Series events taking place at the weekends but there are more factors that would influence their choice, including tender bids from across the UK, and competing events in the British Cycling calendar. 10.8 Scottish Cycling have indicated that if we successfully hosted a Scottish Cycling Championship, that would give us a stronger bid, should we wish to bid for an Elite British Cycling National Circuit Series event in future years. 10.9 Scottish Circuit Race Championship Cycling 10.10 Scottish Circuit Race Championship Cycling events can take place anytime that fits within the Scottish Cycling calendar, preferably in the summer months. A Scottish Circuit Race Championship Cycling event would include all categories of race participant, under 12s, under 14s, men’s and women’s races. In many locations, the youth categories have been separated out. However, Scottish Cycling would prefer that all categories happen in the same location on the same day. 10.11 Scottish Cycling would provide jerseys and medals for the youth category winners, while JWCC would provide jerseys, medals and prizes for the adult's category winners, which has been accounted for in the costings as part of this paper. 10.12 Hosting a Scottish Circuit Race Championship cycling event, would allow us to create a family orientated, weekend event, that would bring the most impact economically and socially. Based on partner discussions, we would recommend aiming for a Scottish Championship in August 2027. 10.13 Regional or local, smaller scale events. 10.14 Economically, reputationally and socially, regional or local competitions would not have a viable impact, as they would not have the credibility of Page 253 of 266
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PUBLIC either a Scottish Championship or a British Cycling Series competition, or ability to attract a significant number of race participants or spectators. 11.0 Operational Feasibility 11.1 Timeline: February 2026 • Feasibility study and papers submitted for approval to Leadership Board. • Leadership Board decision. August 2026 • Meeting to discuss provisional plans with Scottish Cycling & Johnstone Wheelers. September 2026 • Lead organiser Renfrewshire Council submit their planned event and preferred dates for 2027. October 2026 • Scottish Cycling will share the initial draft calendar, with event organisers and other key stakeholders. December 2026 • Dates announced. August 2027 TBC • Event takes place in 2027, likely to be August 2027, so as not to clash with Elite British Championship or Series events; or Renfrewshire major events calendar. 11.2 Partners have considered various options for the race route, and event site, and have developed a route starting and finishing in Willam Street. The route provides a safe, straight stretch of road for start and finish of the race; excellent capacity for spectators, and opportunity to utilise Ludovic and Houston Squares as part of the event site. 12.0 Wrap around programming 12.1 Renfrewshire Council would enhance the social and economic benefits of the event, with wrap around programming. Opportunities could include BMX workshops, market stalls, bandstand performances, street performance, and engagement with Renfrewshire Cycle Arts Festival and associated artists. The stalls format would also present opportunities for partners to promote initiatives such as bike-ability, active travel, sport, and other charities. 12.2 The events team would utilise the bandstand, which forms a centre point in Houston Square, and programme this with local music acts and community groups throughout the day, adding to the atmosphere and animation of the town centre and event. 12.3 Engagement through OneRen and Active Schools would encourage participation from local school pupils and families in cycling activities. Page 254 of 266
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PUBLIC 13.0 Financial Feasibility 13.1 Renfrewshire Council costs would total approximately £100,000, which includes production, health and safety, insurances, evaluation, marketing and communications, and programming costs. It is estimated Johnstone Wheelers would have costs of approximately £7k which would be offset by entry fees and any local business sponsorship. 13.2 Local business sponsorship is unlikely to materially support the event costs in any significant way, and Scottish Cycling have indicated they do not have funding available for race event delivery; therefore, the majority of costs would need to be met by Renfrewshire Council. 13.3 Should Scottish Cycling’s Regional Sport Development Fund be available to apply for in 2027, the amount of funding available is unlikely to materially support the event costs in any significant way. Organisers could apply for up to £2,000 in 2025, with successful awards totalling between £300 - £1000, and a total funding pot £6,980 available for organisers in the West region to apply for. It's worth noting that this fund is available to Scottish Cycling members only, so would need to be taken forward by JWCC. 14.0 Risks 14.1 There are some risks members should be aware of when considering this proposal. There is a lack of any economic impact report with regards to other criterium events which makes it difficult to benchmark or create meaningful KPI’s. Scottish Cycling have been able to share only one report with us relating to an event in Perth in 2025 attached as Appendix 1. 14.2 Additional areas to consider include a potential low response rate from entrants or a lack of buy-in from local community and/or visitors. Mitigations for this will include a clear stakeholder engagement plan, partnership working and a marketing and communications plan. 14.3 A final risk to note is the emerging proposals for refurbishment of the bandstand in Houston Square. The project is being progressed as part of wider enhancements to the Civic Squares within Johnstone, supporting delivery of the Town Centre Vision approved by the Economy and Regeneration Board in May 2024. Delivery of the project is subject to external funding applications however it is anticipated that the timeframe for works would be between spring and early summer 2027. Any change to this timeframe would have an impact on the footprint and infrastructure requirements of the proposed event. Page 255 of 266
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PUBLIC 15.0 Impacts: 15.1 Social 15.2 30% of all attendees at the Johnstone Christmas Lights indicated that attending the event improved their impression of the town. There was strong civic pride, with particularly high levels of agreement regarding Johnstone’s friendliness, feeling more positive towards Johnstone and perceived improvements in events and activities over recent years. However, the percentage of people who said they are ‘proud of Johnstone’s culture and heritage’ and that ‘events in Johnstone make them feel proud’ was considerably lower than in Paisley and Renfrew (ave. 70% v 90%)– suggesting there is work to be done to increase awareness and bring high quality events to Johnstone. (Independent Evaluation report, Johnstone Christmas 2025) 15.3 The event presents opportunities for volunteering and volunteering hours. As well as opportunities to engage local people in cycling / sport pathways and inspiration, with quality sporting competition on their doorstep. 15.4 The event presents opportunities for local people to participate in the races and wrap around activities, encouraging outcomes including wellbeing, community cohesion, and civic pride. As well as potentially increased membership of JWCC and local cycling clubs. 15.5 The event offers opportunities to engage with schools, and local community groups, and bring people together towards better wellbeing and community pride. 15.6 Economic 15.7 As referenced in the risks above it should be noted by elected members that limited data exists to support the theory criterium events attract significant economic impact to a host town. Scottish Cycling were able to share a copy of one impact assessment from the Youth Tour of Scotland hosted in Perth in 2025 attached as Appendix 1 which indicates impact to the region through overnight stays. 15.8 The 2025 Johnstone Christmas Light Switch-On attracted around 2,500 attendees and supported local economic activity, with a net overall spend by attendees of £96,175, of which £27,000 was spent with local businesses out with the event site. 15.9 Engagement with local businesses, Johnstone Wheelers, Johnstone Business Consortium, and Johnstone Sound to promote the ‘Spend Local’ message in Johnstone helps generate additional footfall and local spend for businesses in the town. Page 256 of 266
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PUBLIC 15.10 Sustainability 15.11 The event offers an opportunity to promote Renfrewshire Net Zero 2030, encourage active travel and sustainable travel, as well as local cycle routes, bike fixing / mechanics and enjoyment of cycling. 15.12 Reputation and Profile 15.13 The event would deliver an excellent experience for race participants and spectators alike, enhancing the reputation and profile of Johnstone and wider Renfrewshire as an event host, as well as provide opportunities for media coverage and social media awareness; branding opportunities for local businesses and partners; and showcase opportunities for local sporting and cultural talent. 15.14 The event aligns with Renfrewshire’s Events Strategy 2025/28 and strategic priorities outlined in the strategy including supporting events that are ‘unique to our place’; ‘boost business’ and ‘are informed and open to everyone’; and that take place across the region. 16.0 Feasibility conclusion and recommendations 16.1 This paper recommends that the board note the requirements for delivering such an event and consider the benefits and costs of hosting a Scottish Circuit Race Championship criterium cycling event including all categories (youth and adult), within Renfrewshire’s major events calendar in August 2027. Taking a partnership approach would provide opportunities for a family-orientated event that could generate social, economic and sustainable impacts for Johnstone’s local communities, as part of Renfrewshire’s events strategy and ‘five towns’ approach. 16.2 Members are asked to consider the funding ask to support the delivery of this event in 2027, outlined in section 8 of this paper, of £100,000. 16.3 To note that this ask is for a one-year stand-alone event to allow a full social and economic impact analysis to take place during the 2027 event with a plan to return to board reporting any impacts and making further recommendations around any future cycling events. 17.0 UK Government Town of Culture 2028 competition 17.1 Background 17.2 The UK Town of Culture (TofC) 2028 is a new competition by the UK Government Department for Culture, Media and Sports (DCMS). Appendix 2 provides details on key dates, eligibility, criteria, timeline and the application process. Page 257 of 266
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PUBLIC 17.3 Summary Issues for Consideration 17.4 The UK City of Culture competition and now the addition of a UK Town of Culture competition are intended to provide a launch platform to help cities and towns kickstart a journey of cultural regeneration, growing cultural participation, stimulating community partnerships and support an area to recapture its community cohesion and pride in place. 17.5 It is recognised that even beyond the winner, those areas that bid have the potential to benefit in the same manner as the winner. Detailed below are extracts from the current guidance on the Town of Culture competition which captures the essence of these objectives. Aims The UK Town of Culture competition aims to celebrate the significant contributions of towns to our national story. The competition focuses on building a more socially cohesive country where communities feel proud of their place and empowered to celebrate it. The UK Town of Culture is an opportunity for places and communities to use culture and creativity to tell their story and why they are proud of their community. Benefits of winning In addition to the £3 million main prize and £250,000 finalist prizes, we anticipate that winning will lead to significant, demonstrable outcomes, including a boost in civic pride, greater participation in cultural activities, and the formation of enduring community partnerships. These partnerships will help build a strong sense of place and champion grassroots arts and culture, mirroring the proven impact of the UK City of Culture programme. Research has shown that for the UK City of Culture programme more than 70% of attendees to UK City of Culture events feel a greater sense of pride. We also know that the benefits for places extend well beyond their title period, leading to a lasting legacy of social and cultural change. We expect to see similar benefits for the UK Town of Culture. Benefits of bidding Competing for the title, irrespective of whether or not a place wins, can have a hugely positive impact on the local community. It fosters a sense of local pride and strengthens collaboration among local partners. Previous bidders for the UK City of Culture report that the process brought the community together to develop strategic and cohesive cultural leadership. In turn, this enabled them to showcase – and open up access to – local heritage, art, and culture. 17.6 In 2017 Paisley was a finalist in the UK City of Culture 2021 competition and while it did not win the title, the bid itself and its supporting campaign did indeed provide the platform suggested by the DCMS guidance and Page 258 of 266
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PUBLIC was the key catalyst to the successful growth in the cultural sector, community pride in Paisley and has been instrumental part of the journey to redefine Paisley’s profile and reputation as a place. 17.7 In addition, and despite not winning the title, the Council has also committed very significant “legacy investment” since 2017. A commitment that directed the £7m originally earmarked for the 2021 programme to support what became the Future Paisley & Cultural Funding Programmes (Cultural Organisations Fund and the Culture, Heritage and Events Fund) which have been instrumental in growing the scale and capacity of the cultural sector in Paisley. 17.8 There has also been significant annual investment in events since 2017, which now includes an enhanced events programme which delivers two major events each year for the town (Paisley Food and Drink and the Halloween Festival) as well as a number of other events. This has all consolidated the Council’s commitment to the importance of culture and community partnership to the regeneration of Paisley and has supported the Council to maximise the legacy benefits from the 2021 bid. 17.9 Additionally, the Council has also delivered infrastructure investment across Paisley’s cultural venues in terms of the Museum, Town Hall, Arts Centre, Museum Store and Central Library, as set out in the bidding process, raising the profile of the town. The Council also delivered multiple physical regeneration projects through the Townscape Heritage Initiative/Conservation Area Regeneration Scheme to help restore the town’s outstanding architectural legacy and bring historic buildings back into use. All of the above has complemented the step change in the cultural capacity developed and scale of community partnership and engagement secured through the legacy investments. Taken together, this legacy journey has been instrumental since 2017 in helping to fundamentally change people’s perception of Paisley. 17.10 This year will see the culmination of that investment with the opening of Paisley Museum, as well as wider investment realised with the new Paisley Grammar School and Community Campus, work on AMIDS South and continued work to progress plans for the Paisley Centre. There have also been several other successful investments across the town centre such as new housing on the Arnotts site and various other private-sector residential developments. Paisley has therefore already been on the journey that the City and now Town of Culture competition envisages for its bidders or even winners. 17.11 Additionally, bidding for a UK Town of Culture event presents some opportunities but also several challenges. As outlined above it has significantly less relevance for a contemporary Paisley and considering any of the other towns and villages across Renfrewshire, it would also present challenges given the growing maturity of the ambition and ongoing work for developing the destination brand for wider Renfrewshire and all that it has to offer. Page 259 of 266
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PUBLIC 17.12 In terms of resource, bidding for the 2021 competition required considerable financial investment and corporate resource and capacity, with the council having undergone significant service redesign in recent years. The recent resident research carried out in 2025 told us that although culture and events remain important to people, including fostering a sense of civic pride, it also highlighted other priorities that are important to our residents, including supporting those most in need, investment in local communities through essential services such as roads and local community enhancements, all considered to be more important and we want to reflect that in our ongoing resource and funding decisions. 17.13 The short timescales for this competition and deadline for Expressions of Interest at the end of March will divert resource from council teams in order to support the requirements of the competition, including developing the partnerships and community support required to demonstrate wide support for such a bid. 18. Conclusion 18.1 For the reasons outlined above, including the short timescale, officers do not recommend progressing a bid for the competition but propose continuing to monitor and review the DCMS process to establish whether a future bid would be of benefit to the Council, its partners and residents. This can also consider whether other parts of Renfrewshire (towns or wider areas) should be considered in the future in the context of the developing work on promoting Renfrewshire as a great place to live, work and visit. ___________________________________________________________________ Implications of the Report 1. Financial – The costs are outlined in para 2.3 and 2.4 and 2.7 should members decide to proceed with either or both events. These additional costs would need to be met entirely from new funding as a budget does not currently exist within the events revenue budget to deliver either event or strategic partnership. 2. HR & Organisational Development - None 3. Community/Council Planning Reshaping our place, our economy and our future – The recommendations provided within the report set out options to deliver against the Council Plan and continue to position Renfrewshire is a great place to grow up, it's a place of opportunity for those that live and work here, and it's a brilliant place for a day out. Events generate local spend and economic impact for Renfrewshire through attendees, participants, overnight commercial and non-commercial stayers. Page 260 of 266
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PUBLIC 4. Legal – If members proceed with delivering a fanzone independently or becoming a strategic partner in a commercial fanzone there are implications around licensing late hours and under 18’s policy which will require to be considered. Scottish Government plan to publish statutory guidance on licensing approaches for these events. 5. Property/Asset - None 6. Information Technology - None 7. Equality & Human Rights (a) No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report as any fanzone would be fully accessible. 8. Health & Safety – The existing events programme and any other agreed events will continue to be supported by the regular multi agency and event Health & Safety meetings. 9. Procurement - Event suppliers would be sought in line with procurement guidelines 10. Risk – Highlighted throughout the paper, concentrated in paragraph 5.6 and 14.0-14.3 focussing on both stakeholder impact and financial. 11. Privacy Impact - None 12. Climate Risk - None 13. Children’s Rights – None 14. Cosla Policy Position - None. ___________________________________________________________________ List of Background Papers (a) Appendix 1: Youth Tour of Scotland Economic Impact (b) Appendix 2: UK Town of Culture 2028 application process ___________________________________________________________________ Author: Pauline Allan, Events Manager Page 261 of 266
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PUBLIC APPENDIX 1 Youth Tour of Scotland - Economic Impact The Youth Tour of Scotland took place in Perthshire on Saturday 12th and Sunday 13th April 2025. Comprising of two days of racing, competitors travelled from across the UK and Ireland to compete in this event. Day 1 racing took place in and around Forteviot, while Day 2 took place on a City Centre circuit in Perth. Overnight stays = 473 overnight stays • 9 stayed 1 night • 109 stayed 2 nights • 54 stayed 3 nights • 14 stayed 4 nights • 4 stayed for a week or more Type of accommodation • 38% used a chain hotel – like Premier Inn or Travelodge • 23% used AirBnB • 12% used local hotels • 8% camped/caravaned • 3% stayed in a lodge/cottage Local spend on accommodation/food & drink = £67,861.50 • 12.6% spent up to £50 • 5% spent between £51 and £100 • 13.6% spent between £101 and £200 • 22.3% spent between £201 and £300 • 17.5% spent between £301 and £400 • 13.6% spent between £401 and £500 • 15.5% spent more than £501 Above spend has been calculated by scaling them up proportionally in line with the number of riders competing, and then using the midpoint of the range as estimated spend – for example using £150 for between £101 and £200 When asked if they would visit Perthshire to do more cycling in the future, 77% said Yes, 22% said Maybe, 1% said No. Page 262 of 266
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PUBLIC Appendix 2 UK Government Town of Culture 2028 Competition 1. Background Information Key Dates Expression of Interest and deadline (EOI) 14 January - 31 March 2026 Shortlisted Places Announced Spring 2026 Full Application Period Spring – Autumn 2026 Panel Visits Autumn 2026 Finalists and Winner Announced Early 2027 Delivery Period 2028 2. Eligibility and Criteria To be eligible, bidding places must demonstrate the capability to successfully manage, fund, and deliver a programme that clearly meets the established criteria. Bidders will be required to show their confidence in, and readiness for, programme delivery both in the EOI application and, in greater detail, during the full application stage. The DCMS expect bids to be from partnerships but require there to be a lead applicant for information and communication purposes throughout the application process. The DCMS suggest the partnership should consist of a range of community and cross sector partners such as local businesses, industry and civic leaders, cultural bodies, local library services, voluntary, community and social enterprise organisations. The winning town will be awarded £3 million to deliver a cultural programme in 2028 of around six months. Additionally, the other two finalists will receive £250,000 each to deliver elements of their bid. There will be three finalists, one from each of the following categories, ‘small town’ for populations of under 20,000, ‘medium town’ for populations of 20-75,000 and ‘large towns’ for populations of over 75,000. 3. Timeline There are three main stages to the competition. Stage 1 - Expression of Interest (EOI) The short EOI phase is an opportunity to succinctly articulate vision, key elements of their proposed programme, and readiness to deliver. There is no requirement for detailed data, research or in-depth delivery plans at this stage however evidence of an established place partnership and community support for a bid is required. Stage 2 - Shortlisted places make a full application Page 264 of 266
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PUBLIC The shortlisted places will be awarded a grant of £60,000 to support the development of the full application. Full application details are expected to be shared in Spring 2026 with a 5 month completion window. The full application will expect a detailed plan for how applicants will deliver their vision, including a programme plan and narrative, partnership details and budget. The DCMS will require information about local context, priority needs and challenges and how the UK Town of Culture will address them. There may be requirement to undertake research, present data relating to expected impact, as well as delivery, fundraising and governance plans. At this stage applicants will also need to consider how to deliver digital content for wider public engagement through the competition. Stage 3 - Shortlisted places host and present to the panel The panel will visit the shortlisted places, who will be invited to present to the panel and engage in detailed discussions about their plans. The panel will assess the full applications and presentations of the shortlisted places including any outcomes of public engagement and communications, and against the competition criteria. The panel will submit their recommendation for the finalists and overall winner of UK Town of Culture 2028 to the Secretary of State for DCMS, who will make the final decision. The DCMS aims to announce the UK Town of Culture 2028 winners in early 2027. 4. Application Process The EOI form comprises three sections which each require a statement response: • Your story: tell us about the unique story and culture of your town • Culture for everyone: tell us how you will design a cultural programme which will provide visible, accessible culture that boosts the profile of your town • Making it happen: tell us how you will deliver a successful programme ‘Your Story’ is split into three sections: Vision, Local Needs and Empowerment. ‘Culture For Everyone’ is split into four sections: Quality and Innovation, Opportunity, Accessible and Communication. ‘Making it Happen’ is also split into four sections: Partnerships, Programme Management, Financial Management and Monitoring, Evaluation and Legacy. Full guidance for application as well as the EOI form can be found here. end Page 265 of 266
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