Developing new Council and Community Plans
Renfrewshire Council · 29 April 2026
Back to Leadership Board — 29 April 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC _____________________________________________________________________________ To: Leadership Board On: 29 April 2026 _____________________________________________________________________________ Report by: Chief Executive _____________________________________________________________________________ Heading: Developing new Council and Community Plans _____________________________________________________________________________ 1. Summary 1.1 Renfrewshire’s Community Plan and Council Plan are nearing the end of their current lifespan, and work has commenced with wider services and partners to commence the refresh process for both plans. Officers will be analysing a range of data about Renfrewshire’s demography, economic profile, assets and opportunities as part of a Strategic Needs Assessment which will inform the development of the plans. Alongside this, officers have also been considering opportunities to build on the recent findings from the resident research exercise undertaken last year, to strengthen our local approach to engaging with local communities on what matters most to them. 1.2 This paper sets out the broad outline of the development process that is proposed for both plans over the next 12-18 months, including more detail on the wider engagement programme that is planned with a variety of different stakeholders. It includes proposals to develop a Citizens Panel and to engage with elected members through the Cross Party Sounding Board throughout the development process for both plans. 1.3 Section 6 of the report specifically highlights work being undertaken with colleagues in Renfrewshire HSCP to align the development of the new Council and Community Plans with the IJB’s Strategic Plan which is also due to be refreshed in 2027. Work will also be progressed with the Renfrewshire Children’s Services Partnership to align its future plan in 2027 with this process, providing a unique opportunity for the Council and its partners to work together to align strategic plans and priorities and reduce duplication of effort and consultation fatigue. 1.4 Regular updates on findings and outcomes will be provided to Elected Members through update reports to the Leadership Board. _____________________________________________________________________________
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PUBLIC 2. Recommendations 2.1 It is recommended that elected members: • Note the contents of the report. • Agree that engagement with elected members on the development of the new Council and Community Plans will be progressed through the existing Cross Party Sounding Board arrangements. _____________________________________________________________________________ 3. Background 3.1 The Community Plan is a statutory plan which must set out how local partners will work to improve outcomes and reduce inequalities within a local authority, usually over a longer period such as 10 years. The Council Plan is a key strategic document for Council employees, local people, businesses, partner organisations and voluntary organisations, setting out what the Council is aiming to achieve over the next 5 years. 3.2 Alongside Renfrewshire’s Community Plan, the Council Plan provides organisational direction, ensuring that the key strategic priorities of the Council translate into specific actions within service improvement plans. This provides a ‘golden thread’, illustrating the role all Council services play in delivering these objectives. 3.3 As elected members will be aware, the current Council Plan and Community Plan were refreshed during 2021/22 in response to the COVID pandemic and the emerging cost of living crisis. Both Plans were developed in tandem at that time, informed by a strategic needs assessment process which was co-ordinated by the Council. This included research gathered through a resident survey. 3.4 The Plans were subsequently subject to an extensive drafting process involving staff, community planning partners and with elected members through the Cross Party Sounding Board. Following the approval of the Plans in September 2022 by Council, work was then undertaken to develop a related performance framework for the Council Plan which was subsequently approved by Leadership Board in December 2022. The Council Plan was also refreshed at its midpoint in 2024. Six monthly update reports on the progress achieved against both of these plans have been provided to Leadership Board. 3.5 It is important to note that both plans were recognised positively by our external auditors, who noted the Council’s “clear strategic ambition”. Following feedback received through the Annual Audit process, work was undertaken to strengthen the Council Plan performance framework to ensure that reports clearly articulated the progress that had been made during the lifetime of the plan. 3.6 We are now approaching the final 12 – 18 months of the lifespan of the current Council and Community Plan(s), and work has commenced to develop new plans by September 2027.
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PUBLIC The development of these plans requires a considerable lead in time to ensure they are informed by a robust needs assessment process and a high quality and inclusive engagement process. Section 4 of this paper outlines the proposed timetable of activities which will be progressed to support the development of the new Council and Community Plans by September 2027, whilst section 5 provides information on the engagement programme which will underpin the development of both Plans, as well as informing the wider approach of the Council and it’s partners to listening and engaging in an open and transparent way with local citizens, communities and businesses. 4. Developing the new Council and Community Plans 4.1 The context in which the Council and its partners are operating has been subject to almost continuous change since both Plans were last refreshed in 2022, not least due to the introduction of new policy developments and legislation at a UK and Scottish Government level. It has been necessary to keep local priorities under regular review to ensure that the Council and its partners can respond to the changing requirements of local communities, citizens and businesses, whilst also addressing the significant financial pressures facing the organisation. 4.2 There is also increasing evidence of reduced trust in public organisations, with national bodies such as the Accounts Commission calling on local authorities to do more to engage with local communities on the pressures that are being faced and on how these might impact at a local level. 4.3 Given all of these factors, it is important that new Council and Community Plans are developed through a process which is evidence based, transparent and promotes meaningful engagement with all stakeholders. 4.4 A two stage process is proposed, the design of which has been informed from learning and knowledge gained through other strategic processes and provides a meaningful opportunity for the Council to respond to the recent resident research process, with the findings stressing the need for the Council to continue to engage with citizens and communities on what matters most to them. 4.5 The two stages can be described as follows Phase 1 – What matters in Renfrewshire (Strategic Needs Assessment Process) 4.5.1 This stage of the process will involve the gathering of local and national data which will support an initial assessment of the key issues which impact Renfrewshire and its communities. Local data will be gathered from Council services and wider partner organisations through a collaborative process (where this is not already held) and key findings analysed and shared. It is anticipated that this mostly desk-based stage of the process will be undertaken during the first half of 2026.
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PUBLIC Phase 2 – Your Voice Matters 4.5.2 Every conversation with local citizens, communities and businesses matters. This type of approach will be the cornerstone of the new Connected Communities model. Building on the extensive findings of the recent resident research exercise, employee survey and ongoing engagement across service areas on issues such as the learning estate and the Local Development Plan, we will launch the next phase of our planned engagement campaign which will support the development and finalisation of both Plans. 4.5.3 The engagement programme will involve a blend of broad engagement, more targeted engagement, and deeper listening – providing opportunities for people to get involved and tell us what matters to them and their communities, and also for the Council and partners to engage on some of the challenges and opportunities that we face locally. 4.5.4 The engagement programme is currently being finalised but will involve a range of face to face and digital mechanisms, with plans to engage at a local level through new and creative methods including the development of a Citizens Panel for Renfrewshire. It is proposed that engagement with elected members is also specifically undertaken through the existing Cross Party Sounding Board mechanism, building on the approach that was undertaken for previous strategic plan development. Section 5 provides further information on the engagement programme. 4.6 Indicative timelines for the development of the plans and the associated engagement programme are set out below: 5. What will engagement through Your Voice Matters will look like 5.1 As set out above, to inform the development of the Council and Community plan, a programme of public and stakeholder engagement will be developed. The purpose of the engagement programme will be to engage residents, communities, partners, and stakeholders in shaping the next Council and Community Plan and other strategic plans, ensuring the future direction of the Council family is informed by listening to what matters most to the people in our communities. The programme will also consult with and update Elected Members throughout.
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PUBLIC 5.2 The objectives of the public engagement programme are: • To encourage local people and groups to get involved in decisions which impact them • Actively demonstrate the Council values and our commitment to being a listening organisation. • Strengthen two-way dialogue and relationships. • Understand people’s perceptions of their place, how supported they feel and the Council, HSCP and other Community Planning Partners’ role. • Raise awareness of the Council and HSCP’s public‑service challenges and encourage co‑ownership of solutions. 5.3 Work is underway to ensure the programme is representative of Renfrewshire’s communities and will include: • Residents • Community organisations / local voluntary sector • Community Planning Partners • Integrated Joint Board partners and Renfrewshire Health and Social Care Partnership/ health stakeholders • Employees and Trades Unions • Elected Members • Local businesses and employers • Media (local and regional) Methods of engagement 5.4 The engagement plan will include a mix of broad reach engagement, more targeted engagement, and deeper listening. Communications will be optimised to be inclusive and accessible to a wide range of audiences with a range of formats. Broad Reach • Online engagement • Social media campaign • Paid-for marketing activity encouraging audiences to take part in the online survey to have their say • Council website consultation hub • Media features and press releases • Email newsletters / direct resident and stakeholder communications • Posters at key community sites
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PUBLIC Targeted engagement • Workshops in communities (hosted with local partners) • Targeted conversations (such as street surveys, gala days, bespoke events) • Partner‑led listening sessions (e.g. HSCP bespoke engagement, voluntary sector) • Meetings with representative groups (youth forums, older people’s networks, disability organisations, Lived Experience Panel, and existing service networks) • Employee engagement through general surveys and existing networks including employee forums Deeper listening • Facilitated conversations and bespoke session in targeted places or with particular groups • Existing service networks 6. Alignment with wider partnership plans 6.1 Elected members are asked to note that work is also ongoing to align the development of the Council and Community Plans, and the overall engagement process itself, with the refresh of specific partnership plans. Close partnership working will be progressed in order to align the development of both Plans with the Renfrewshire IJB’s Strategic Plan, which is also due to be refreshed next year. Aligning the plans within the same timeframe, provides a very unique opportunity to ensure that a shared understanding of local priorities and actions can be developed in partnership. This also links to the wider national context including the Population Health Framework which specifically notes the role of Community Planning Partnerships. Colleagues in the HSCP are key partners in the local co-ordination group that has been established to progress the strategic needs assessment and the engagement programme. 6.2 Discussions are also underway with wider services to align the development of Renfrewshire Children’s Services Partnership Plan in 2027 to the work planned in relation to the Community Plan and Council Plan. 7. Next steps 7.1 Regular updates will be provided to Elected Members through the Leadership Board on the development of both plans and any findings emerging through the engagement programme outlined in this paper. __________________________________________________________________ Implications of the Report 1. Financial – Costs relating to the planned Your Voice Matters engagement campaign are currently being considered, and may be incurred in relation to items such as venue hire to support face to face engagement or communication materials.
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PUBLIC 2. HR & Organisational Development – Council employees will encouraged to participate in the development of the Plans, including specifically in the engagement programme to be undertaken with key stakeholders. 3. Community/Council Planning – the report sets out the purpose of the Council and the Community Plans, and the proposed work programme to develop new plans by 2027. 4. Legal - none 5. Property/Assets - none 6. Information Technology - none 7. Equality and Human Rights – The report provides an overview of the planned work that will be undertaken to develop new Council and Community Plans, and is for noting. As such there are no impacts arising from the recommendation of this paper. It is however important to note that equalities data will be considered through the planned strategic needs assessment process, whilst equality groups will be consulted as key stakeholders as part of the wider Your Voice Matters campaign. Equality impact assessments will be prepared as part of the development of the new Plans. 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 – data relating to children and young people will be considered through the strategic needs assessment process, whilst children and young people will also be a key representative group which officers and partners will engage with through the planned engagement programme. _____________________________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships