Review of OneRen’s Annual Business Plan for 2026-27
Renfrewshire Council · 29 April 2026
Back to Leadership Board — 29 April 2026 and its agenda
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PUBLIC ___________________________________________________________________ To: Leadership Board On: 29th April 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Review of OneRen’s Annual Business Plan for 2026-27 ___________________________________________________________________ 1. Summary 1.1 OneRen submits an annual Business Plan to the Council which sets out the charity’s priorities for the year ahead and outlines how it will deliver the services specified in the Service Agreement. The business planning process provides the opportunity to assess the context in which the charity is operating and to identify and consider how to meet changes in community and customer needs. 1.2 OneRen’s five-year business strategy (2021-2026) is the charity’s roadmap and forms the basis of the business plan. It reflects the goals of key stakeholders and aims to help support delivery of Council and Community Planning Partnership objectives. 1.3 Officers have assessed the business plan and agree that it is compliant with the conditions of the service agreement. The implementation of Business Plan actions and achievement of key priorities will be reviewed on a quarterly basis by the Council’s designated OneRen monitoring officer to assess compliance with the service agreement and funding arrangement, with six- monthly updates on OneRen activities provided to Leadership Board.
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PUBLIC 1.4 It is recognised that additional activities are delivered by OneRen as a core strategic partner, over and above those which are set out in the current Service Agreement. Work continues to be progressed on the review of services commissioned from OneRen by the Council, as part of the wider Reshaping Renfrewshire programme, with updates being provided to the Leadership Board on this programme on a regular basis. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that Elected Members: • agrees OneRen’s annual Business Plan for 2026/27 attached at Appendix 1. • notes the monitoring arrangements in place for the Head of Policy and Partnerships (the nominated monitoring officer for OneRen) to undertake quarterly performance monitoring meetings with OneRen and to provide six monthly progress reports to the Leadership Board. ___________________________________________________________________ 3. Background 3.1 OneRen is responsible for the strategic management, operation and development of cultural, leisure and sport services in Renfrewshire. The charity is commissioned to provide indoor and outdoor sport and leisure, town halls, community venues, libraries, heritage, arts, museums, sports and health development services for the public of Renfrewshire. It provides a range of services that are open to all and designed to improve personal, social and economic outcomes. 3.3 OneRen develops a Business Plan each year which sets out the charity’s main priorities and actions for the year ahead. The Business Plan is submitted to the Council in line with the terms of the Service Agreement and reflects the priorities set out in the Council Plan where they relate specifically to the role and remit of OneRen. 4 OneRen Business Plan 26/27 4.1 OneRen have developed an updated business plan for 26/27, which was approved by its Board of Directors on 19th March 2026, and submitted to the Council for approval. OneRen have indicated that this year’s business plan builds on the approach taken over the past few years, providing continuity for staff, directors and stakeholders. It has been based on the charity’s updated
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PUBLIC business strategy and present operating conditions, and to ensure links are made to its strategic objectives within the national and local strategic contexts. A copy of the annual Business Plan is attached at Appendix 1. 4.2 The Plan recognises the main factors which will influence OneRen over the next few years; particularly, the uncertain economic environment and increasing operating cost pressures; the impact of the cost-of-living crisis on local communities, customers and employees; investment programmes in key cultural and leisure venues; and working closely with the Council to review commissioned services as part of the Council’s wider transformation programme. 4.3 The Business Plan is underpinned by 4 key outcomes, the delivery against which will be measured through a balanced scorecard approach: • Grow sustainable revenue • Deepen audience reach and loyalty • Elevate quality and visitor experience • Strengthen organisational systems and capabilities 4.4 The key priorities noted in the Business Plan for the year ahead include: • Working to complete the final stage fit out and completion of Paisley Museum • The ongoing development of One Ren’s cultural programme with a particular focus on driving the success of the key festivals including Paisley Arts Festival. • Supporting commercial growth – developing corporate hire, catering and audience development programmes. • Delivering planned improvements at the Lagoon Leisure Centre • Delivering a programme of wider major and local sports and wellbeing events • Co-ordinating the development of the local Physical Health and Wellbeing Framework • Continuing to strengthen the commitment to the Promise. 4.5 A range of assumptions have been built into OneRen’s 2026/27 budget, and the key points are: • Gross expenditure is budgeted at £26.007m. • Gross income is budgeted at £25.673m, and this includes the service payment from the Council. • The core service payment for 2026/27 is £14.708m. • Overall, the approved budget presents a planned deficit of £0.334m for 2026/27; the intention is to fund this from OneRen reserves.
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PUBLIC 4.6 The assumptions used to develop the budget will be regularly reviewed and revised by OneRen on a quarterly basis to reflect any further changes in the operating environment. 4.7 The Business Plan has been reviewed by senior officers and assessed as meeting the requirements of the service agreement. Overall, the Business Plan takes account of Council Plan priorities and is clearly linked to local and national strategies and references the role OneRen plays in their delivery. It reflects the dynamic environment in which the organisation is operating and what will be delivered through the resources available to the organisation. 4.8 OneRen’s business plan is updated annually to reflect emerging changes and any new priorities which may impact on the delivery of its long-term objectives. Quarterly performance reports are provided to the Council’s monitoring officer for OneRen. Regular reports are also provided to OneRen’s Board of Directors and the Council’s Leadership Board which gives an update on the delivery of the plan and performance indicators for the services commissioned. It is recognised that future business plans will require to reflect the outcome of the review of the services that the Council funds One Ren to provide. 5. Operational agreement relating to Paisley Grammar High School 5.1 As elected members will be aware, work is ongoing to deliver a new Paisley Grammar High School. Once operational, the campus will provide facilities for community use, the co-ordination of which will be managed operationally by One Ren. Elected members are asked to note that the current Services Agreement between One Ren and the Council will require to be updated to reflect this operational change. Subject to further discussion and agreement with the One Ren on the principles of this arrangement, an update will be provided to Leadership Board for oversight and approval. ___________________________________________________________________ Implications of the Report 1. Financial – The annual Business Plan for OneRen covers the financial year 2026/27. The budget for the provision of cultural and leisure services delivered by OneRen in 2026/27 is a planned deficit of £0.334m, to be funded from its reserves. The core service payment from the Council is £14.708m. 2. HR & Organisational Development – none
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PUBLIC 3. Community/Council Planning – Senior officers in OneRen were involved in the development of the Council Plan and Community Plan and the key strategic priorities in OneRen’s Business Plan are closely aligned to both of these plans, specifically in relation to Council Plan priorities relating to tackling inequality, health and wellbeing and cultural and economic regeneration amongst others. 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 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 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 – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact – None. 12. Climate Risk - None 13. Children’s Rights – None 14. Cosla Policy Position – None. List of Background Papers (a) None. Author: Laura McIntyre, Head of Policy and Partnerships, Telephone: 0141 618 6807 - laura.mcintyre@renfrewshire.gov.uk
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Business Plan 2026-2027
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1 Introduction: Improving lives, delivering for communities 2 OneRen: Services offering something for everyone 5 National Policy Context 7 Renfrewshire Strategic Context 8 Business Strategy 10 Business Planning 2026-27 12 Highlights for the year ahead 18 Summary of our Key Activities Contents 32
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#WeAreOneRen Reach your goals. At OneRen, we are passionate about helping local people live healthy, happy and fulfilled lives. In every corner of the region, our work improves residents’ lifelong physical and mental health. We share a collective desire to help Renfrewshire thrive. As a charity, our vision is clear. So too is our commitment to delivering on it, whether that be through our affordable and accessible leisure, sport, library, arts or cultural services. Everything we do is designed to improve personal, social and economic outcomes: enhancing social connection, meeting local needs and improving lives, changing the dial on how the region is perceived, building programmes to support new inward investment. We work in partnership with organisations of all kinds to make this happen. For some, the results of our work are transformational, whether that be through supporting them on their wellness journey, through being inspired by arts and culture or through the jobs we create and career pathways we offer, or because we are building a new narrative and reputation for the region. 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. Introduction: Improving lives, delivering for communities This is built around our four strategic aims: • A Sustainable Local Economy • A Great Place to Live, Play and Visit • A Healthy Community • A Sustainable, High-Performing Charity A shared ambition As the local charity established by Renfrewshire Council to provide culture, leisure and sporting opportunities, our objectives are aligned closely to those of the local authority. 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. As a charitable trust, we have been able to achieve significant savings, such as relief on non-domestic rate charges, and successfully apply for grant funding, both of which mean greater investment into frontline services. As a local not-for-profit charity, every pound spent with OneRen services, or in our venues, is for the benefit of communities across Renfrewshire, supporting residents to be healthy and active and to lead fulfilling lives. It’s an investment in everyone’s future. 1
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OneRen: Services offering something for everyone Whether in our leisure centres or libraries, swimming pools or museum collections, outdoor pitches, heritage archives or events venues, OneRen can be a part of everyone’s lives locally. Our services are a rich tapestry which run through the fabric of our diverse communities. They encourage a sense of pride and belonging. They all improve health and wellbeing - and they are increasingly important to the region, socially and economically. With continued investment in our services, that contribution - in every possible way – will continue to grow. All of our services are designed to be inclusive, accessible and adaptable. This is made possible through: 1. The range of opportunities available through the week. 2. Targeted services for those with health conditions, recovery needs, or who have been long-term physically or socially inactive. 3. Providing additional pathways to partners and specialist services to ensure every individual’s particular cultural or sporting needs and talent can be appropriately identified and supported. Across these three strands, we are building our strength in relevant methodologies such as social prescribing and co- production, which enables us to identify with communities how we can best support their current health and wellbeing priorities, and we are also working to better quantify the social value our services provide. Innovative, imaginative, impactful Renfrewshire Council provides an annual management fee to OneRen, however this doesn’t cover all of our operating costs. So that we can deliver a full suite of important community services - whether in-person or digitally - the rest of our charity’s costs have to be met through a combination of commercial income and fundraising. We do this by offering a range of paid-for services such as leisure memberships, charged-for events and external hires. In a challenging and competitive operating environment we continue to innovate to encourage new streams of income which align with our mission, vision and values. OneRen recognises the ongoing impact of the cost-of-living crisis and, while we need to charge for some services, we continue to work with ‘pay what you can’ models to ensure low, or no cost access, to programmes such as the annual Paisley Book Festival alongside a variety of year- round programming across our libraries network. At the same time, we know we must continue to sustain earned income to meet rising costs and reduced funding. As the operators of venues and custodians of globally significant and cultural collections, OneRen has an increasingly important part to play in the economic regeneration and civil renewal of Renfrewshire. In addition to supporting and serving local communities, OneRen’s developing cultural portfolio, which includes the transformation of Paisley Museum, is intended to support the profile of Paisley and wider Renfrewshire as a national and international cultural and tourism destination. Working for Renfrewshire’s residents As a charity, we are accountable to Renfrewshire Council and the residents of Renfrewshire, to the Office of the Scottish Charity Regulator (OSCR) and Companies House (UK Company Act). OneRen is the trading name of Renfrewshire Leisure Limited, a Company Limited by Guarantee (490998), with Charitable Status (SCO 33898). The charity has a Board of eleven directors providing a wealth of experience in business, community, cultural, leisure and sport matters. The Board comprises of six independent directors, two staff directors, and three elected member Directors appointed by Renfrewshire Council. OneRen employs around 365 permanent staff who deliver a year-round programme of cultural and leisure activities and services, supported by seasonal and casual workforce to meet customer demand. We also provide volunteering opportunities for hundreds of local people each year. We work closely with Renfrewshire Council to meet ongoing funding challenges in the public sector and to carefully manage our finances, while prudently managing the challenge of rising operating costs. Collaboration is at the heart of everything that we do. 32
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National Policy Context Public services across Scotland continue to operate in a challenging financial environment. At OneRen, we work carefully to manage the impact of this so we can deliver the greatest benefits for our communities. Demand for services remains high, with diminishing resources nationally across leisure and culture sectors. This general trend shows no sign of slowing. Fiscal forecasts point to continuing real-term reductions in the immediate future. Despite this, there is growing recognition of the complementary and prevention role that culture, leisure and sport can play in improving health and wellbeing and reducing demand for acute services. We know that the services we provide play an important part in easing the strain on health and social care services by helping keep people well - mentally and physically - while supporting their recovery from illness. In the wider policy context, our work also supports the aims of Scottish Government priorities including tackling child poverty, growing the economy, and delivering high- quality and sustainable public services. OneRen is a catalyst for positive progress in communities and for economic regeneration through its major events, festivals and key attractions. OneRen’s commissioned services for culture, leisure and sport touch on a wide variety of national and local policy contexts. These include: • National Performance Framework • Physical Activity and Health Framework • National Tourism Strategy • A Cultural Strategy for Scotland • Creative Industries • Climate Change • Heritage • Learning • Communities • Equalities Each of these contexts are influenced by some, or all, of the following key policy drivers: • A focus on outcomes and prevention • Co-design of services with people using or affected by these services • Increased efficiency, coordination and integration • Partnership across sectors • Increased and improved access to services • Growing digital capability • Audience development The main challenges influencing these drivers are: • Demographic shifts including an ageing population • Increasing social care and health demands • Funding pressures • Poverty and inequality • Improving public sector outcomes and transformation • Enabling sustainable economic growth • Economic and political issues linked to global events 54
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Renfrewshire Strategic Context OneRen’s objectives are align with Community Planning Partnership and Council outcomes to ensure that, through the contract for services we have with the council and as a community planning partner, we demonstrate how we deliver for both residents and visitors to Renfrewshire. In particular, as a community planning partner, we have sought to acknowledge the partnership’s current priorities to support low-income families, tackle inequalities, and address the climate emergency, which will influence the design of our programmes and services, working collaboratively in a financially challenging environment. Renfrewshire Community Planning Partnership published a 10-year plan (2017- 27, refreshed 2023) with four community plan themes: • Our Renfrewshire is thriving: maximising economic growth that is inclusive and sustainable. • Our Renfrewshire is well: supporting the wellness and resilience of our citizens and communities. • Our Renfrewshire is fair: addressing the inequalities that limit life chances. • Our Renfrewshire is safe: protecting vulnerable people, and working together to manage the risk of harm. The Council’s plan (2023-28) outlines five strategic outcomes: • Place: working together to enhance wellbeing across communities • Economy: building an inclusive, green and resilient economy • Fair: nurturing bright, happy and healthy futures for all • Green: leading Renfrewshire to Net Zero • Living our values: A cross-cutting theme of ‘improving outcomes for children and families’ runs through all five of the Council’s strategic outcomes. 76
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Business Strategy Our Vision Everyone locally living lives that are healthy, happy, and fulfilled. Our Mission To improve our community’s health and wellbeing by working in partnership to design and deliver life-enhancing and accessible cultural, leisure and sporting opportunities that meet local needs and improve life chances across the population. Our Values Integrity We value honesty and high ethical standards in how we work within and outwith our organisation; we are passionate in our determination to always do the right thing. Excellence We will work collaboratively in pursuit of our community’s shared goals; in everything we do, we aim to deliver a quality experience and actively champion high standards. Creativity We are innovative and flexible in responding to local needs; in meeting challenges, we are creative thinkers, with a consistent focus on outcomes. Fairness We focus on inclusion to ensure we deliver for everyone across our community; we are caring and kind to each other and in the way we support the community. Our business strategy is our roadmap and reflects the goals of key stakeholders, including Council and Community Planning Partnership objectives. A healthy community We aim to help everyone lead healthier, happier and more fulfilled lives. We want to play an active role in improving health and well-being outcomes, addressing inequalities and improving life chances amongst the people of Renfrewshire. We will work collaboratively to deploy a range of interventions to tackle poor mental and physical health in our community. A sustainable local economy We aim to play a positive role in developing the local Renfrewshire economy. We want to create opportunities for high quality and sustainable jobs as well as build wider local employability through providing positive development pathways. We will contribute to the local partnership effort to build inclusive economic growth that benefits everyone. . A great place to live, play and visit We aim to keep building a positive reputation for Renfrewshire as a place for a wide range of exceptional leisure and cultural experiences. We want a growing recognition for our regional leisure opportunities, rich local heritage and diverse cultural programme. We will help provide a high-profile platform for local economic and civic opportunities. A high-performing, sustainable charity We aim to build a sustainable business founded on fairness, providing flexible services which enable everyone locally to live healthy, happy and fulfilled lives. We want to build on our charitable credentials, allowing diverse funding streams to be used to challenge inequality. We will provide modern services based on deep rooted values. Strategic Aims: 98
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Business Planning 2026-27 In 2026/27, the Business Plan is underpinned by the development of four business outcomes: 1. Grow Sustainable Revenue Diversify and scale income across key leisure products, venue hire, retail, box office fees, and catering, while controlling cost-to-serve and improving conversion. 2. Deepen Audience Reach & Loyalty Accelerate audience development through the new Marketing & Communications team, improved data management, and differentiated programmes, products and services, both paid for and free to access. 3. Elevate Quality & Visitor Experience Embed Visitor Experience principles to establish a repeatable, evidence based improvement cycle, which can be rolled out across services and achieve 4–5 ASVA star outcomes in priority venues. 4. Strengthen Organisational Systems & Capability Stabilise marketing and Business Development operations; implement sales system recommendations, pricing and yield disciplines, and supplier partnerships that enhance resilience and meet customer needs To support these outcomes and our strategic aims, through 2026/27 we will work to the following objectives, which will be monitored through a balanced scorecard: Financial & Social Value • Grow earned income across cultural programmes • Diversify revenue and strengthen non- core income • Increase recurring income and stabilise membership revenue • Improve efficiency and reduce cost to serve • Strengthen social value evidence and funding resilience Customer & Community • Increase cultural participation and audience reach • Strengthen health & physical activity participation • Improve inclusion, fairness and accessibility • Strengthen community contribution & learning • Enhance digital engagement and customer relationships Internal Processes • Deliver safe, compliant and resilient operations • Optimise visitor experience and service standards • Strengthen programming quality and efficiency • Improve data insight, marketing processes & reporting • Strengthen commercial & funding pipeline • Enhance data and digital capability Learning & Growth • Build staff capability and leadership • Strengthen inclusive workplace culture • Develop strong external partnerships • Embed sustainability behaviours and culture • Strengthen workforce pathways • Strengthen volunteering culture and opportunities 1110
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Highlights for the year ahead Paisley Museum 2026 will focus on completing the museum’s exhibition fit out and object installation, alongside a major expansion of operational readiness. Key activity includes: • Customer care/Visitor experience development • Opening programme planning • Recruitment • Marketing and communications • Retail and catering development The Renfrewshire Museums Service will deliver a Public Programme aligned to UN Sustainable Development Goals, centred on: • Equity & Accessibility • Sustainability & Climate Action • Health & Wellbeing • Learning & Innovation • Belonging, Community & Neighbourhood Our Creative Learning team will continue shaping a learning offer that embeds creativity, curiosity, dialogue, discussion and debate across all programmes. This work aims to strengthen family engagement from early years onward and improve children’s wellbeing through cultural participation. We will also build on the successful Esmée Fairbairn Collection Fund partnership with Jambo Radio and Pachedu, deepening engagement with diverse communities and enhancing opportunities to explore careers in culture and heritage. Cultural Programming Our performance programme across Paisley Town Hall, Paisley Arts Centre and Johnstone Town Hall continues to grow, offering diverse year round cultural experiences for audiences across Renfrewshire. A major focus for 2026/27 will be the continued development of OneRen’s four established festivals: • Paisley Arts Festival • Paisley Book Festival • Paisley Comedy Festival • OneRen Winter Festival Following the successful launch of Paisley Arts Festival in 2025/26, supported by Creative Scotland multi year funding, we will continue raising Renfrewshire’s national cultural profile, enhancing festival content and aligning activity with OneRen’s expanding public programme. 1312
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Catering & Hospitality Our catering model continues to evolve to meet audience needs and reflect each venue’s brand identity. In 2026/27 we will implement sole supplier arrangements in key locations to improve revenue, enhance product quality and strengthen customer experience. Major launches will include: • Paisley Town Hall bars and event catering • Paisley Museum daytime café and event catering • Tag Activ at the Lagoon Corporate hire will be a key development area, targeting national partners to increase business tourism and optimise usage during off peak performance periods throughout the year. Commercial Development & Sales Systems To support commercial growth, OneRen has undertaken a full review of sales systems, aimed at improving data insight, customer experience, product range and operational efficiency. Recommendations will be implemented and monitored throughout 2026/27. We will also roll out OneRen’s Audience Development Plan, developed with The Audience Agency, enabling evidence based programming and targeted engagement. Sports, Health & Wellbeing Facilities Throughout 2026 we will progress a planned refurbishment of the Lagoon fitness facility, including: • Installation of 41 new cardiovascular innovation machines • Introduction of EGYM HUB with advanced 3D imaging and machine-learning-driven onboarding • Refurbished changing areas • Digitised member journey and support services • Launch of a family membership offer Community Sports Key programmes and events in 2026/27 include: • Hosting the Paisley, Johnstone and District Youth Football League Cup Finals at KGV Renfrew (36 finals, 4,000+ spectators) • The No Substitute for Life tournament at Ferguslie Sports Centre • St Mirren Charitable Foundation summer camps at Seedhill Community Sports Complex • The Himalayan Community of Scotland tournament • Six-week M3 Ballers coaching programme at Seedhill Community Sports Complex • Scottish Disability Sport National Cross- Country Championships at St James’ Playing Fields • Ralston Community Games at Ralston Sports Centre We continue to develop four strong Community Sports Hubs, supporting 56 clubs across Linwood; Johnstone & Gryffe; Paisley; and Park Mains & Renfrew. 1514
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Major events (10K) In 2026 OneRen will build on the growing success of the Paisley 10K and Fun Run, delivered with Renfrewshire Council and Kilbarchan AAC. The event remains one of Scotland’s largest road-running events. 2025 saw record participation levels with 5,579 entries. The route showcases Paisley’s regenerated cultural landmarks, including the Town Hall, Central Library and Paisley Museum. Swimming Our Learn to Swim programme has grown significantly, with a 38% increase (+1,300 users) following investment in a newly designed instructor recruitment and training programme. Plans for 2026/27 include: • 250 additional programme spaces • Two further swim teacher training courses • Launch of an accessible daytime programme for pre-school children and carers Active Schools The Active Schools programme remains buoyant, delivering more than 5,000 sessions and 44,000 visits across 28 sports. Targeted inclusion work is now fully integrated into the core programme. Support focuses on children and young people facing the greatest barriers to participation, including disabled pupils, Care Experienced young people, families affected by poverty, LGBTQ+ young people and those requiring wellbeing support. Over the past three years, more than 1,600 young people have been supported through referral pathways. The team has also achieved the LGBT Youth Scotland Bronze Charter, with over 100 staff trained. Physical Activity for Health Framework We will continue to coordinate development of Renfrewshire’s Physical Activity for Health Framework, establishing an Oversight Board and action plan with national and regional partners. Community Leadership/ Volunteering Leadership and volunteering remain core strengths for OneRen. In 2025, 60 participants in the Renfrewshire School of Sport Education delivered more than 3,600 volunteering hours and achieved over 20 accredited awards. This programme will continue in 2026. Across our wider organisation, approximately 283 volunteers and 54 sessional coaches contribute each week, an invaluable support to providing opportunities to Renfrewshire communities. The Promise Our Promise Keepers continue to play a vital role in embedding the values and commitments of The Promise throughout all OneRen activity. We remain committed to advocating for Care Experienced people through inclusive HR practices and through strengthened partnerships with Promise stakeholders. In 2026, we have introduced The Promise e learning module as mandatory training for all employees, ensuring that the principles of The Promise are consistently upheld across the organisation. 1716
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Summary of Our Key Activities Community Programmes & Inclusion • Audience diversification • Core community programming unit • Community sports hubs • Volunteering and Placements • Enhanced Learn To Swim Programme • Physical Activity and Health Framework • Library and digital information services Cultural Festivals & Events • Paisley Arts Festival • Paisley Book Festival • Paisley Comedy Festival • Winter Festival • Paisley 10K and 3K races • Venue Hire & Events • TAG active play Cultural Assets & Visitor Economy • Open Paisley Museum • Open Secret Collection • Raise profile of Paisley’s cultural offer • Develop Travel Trade B2B work • Visitor Experience standards • Increase and retain Leisure Memberships Organisational & Staff Development • Social value impact research • Staff development and training • Marketing & Communications development • Environmental Sustainability practice • Anti-racism practice • Business Continuity Planning • Alternative funding sources 1918
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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 20