Council Plan 2022-27 - Six Monthly Progress Update
Renfrewshire Council · 17 June 2026
Back to Leadership Board — 17 June 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: 17 June 2026 ________________________________________________________________ Report by: Chief Executive ________________________________________________________________ Heading: Council Plan 2022/27 – six monthly progress update ________________________________________________________________ 1. Summary 1.1 In September 2022, the Council approved a new Council Plan, which set the strategic direction and vision for Renfrewshire, covering the period 2022 to 2027. In order to best reflect the current context, a refreshed plan was approved by Leadership Board in June 2024, alongside an updated performance framework. 1.2 The Council Plan sits alongside Renfrewshire’s Community Plan. This covers the longer period of 2017 to 2027, but was revised in 2022 to consider how to respond to and recover from the unique challenges over the last few years. The Community and Council Plans are closely aligned, ensuring that the Council’s role in delivering a wide range of community outcomes is clearly understood. 1.3 The Council Plan sets out five strategic outcomes which the Council will work towards, grouped as Place, Economy, Fair, Green, and Living Our Values. Additionally, the Plan outlines a cross-cutting theme of improving outcomes for children and families, which underpins the delivery of the five strategic outcomes. 1.4 Alongside this, each Council service prepares a Service Improvement Plan, themed around the Council Plan’s strategic outcomes, demonstrating how each service will contribute to the delivery of the Council Plan. Progress is regularly scrutinised by the relevant Policy Boards.
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PUBLIC 1.5 The reporting framework for the Council Plan includes an action plan and performance scorecard, and is reported to Leadership Board biannually, which ensures actions are adaptable to any emerging national or local changes in circumstance while delivering agreed outcomes. This update report covers the 40 high level actions and 34 performance and data indicators in the Council Plan. 1.6 This report provides an update on progress made in the six months since the last update to Leadership Board in December 2025. Council services have continued to make good progress in terms of delivering against the five strategic outcomes and cross-cutting theme, as outlined in section 4 of this report. A detailed summary of progress against the action plan and key performance indicators is provided in Appendix 1. For contextual information, a summary of our 2024/25 performance in relation to the Local Government Benchmarking Framework (LGBF) is provided in Appendix 2. Reports on LGBF performance are provided to the Audit, Risk and Scrutiny Board every six months. 2. Recommendations 2.1 It is recommended that Elected Members: • note the progress achieved since the last report in December 2025 in terms of Council Plan delivery; and • note that progress reports will continue to be presented to the Leadership Board every six months with the next update scheduled in December 2026. 3. Background 3.1 Our Council Plan 2022-2027 was refreshed in mid 2024, in order to ensure that this was reflective of the current context in which the organisation is operating. Priority actions and indicators were also reviewed and refined at that time to ensure a stronger focus on key areas of delivery. 3.2 The Council’s vision to 2027, as described in the Council Plan is ‘Creating a fairer Renfrewshire built on innovation, wellbeing, and opportunity’. The five strategic outcomes which the Council is working with partners, communities, and businesses to deliver are: • 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; and • Living Our Values: making a difference together.
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PUBLIC 3.3 Each of these outcomes is being delivered in a way that directly contributes to the cross-cutting theme - Improving outcomes for children and families. Within the appendix, actions which significantly contribute to this cross- cutting theme are highlighted with a ‘CF’ and there is a section in the performance scorecard with indicators relating to this theme. 3.4 Council Plan activity also sits alongside the Council’s arrangements in relation to progressing and achieving Best Value. As well as the overarching Best Value work, all councils are included in annual thematic reviews. The thematic review area for 2025/26 was Asset Management and the Council provided evidence to our external auditors in March 2026. The findings of that audit activity will be reported to a future Audit, Risk and Scrutiny Board and any recommendations arising will be added to the Corporate Improvement Plan. As part of ongoing best value audit arrangements, auditors are also reviewing the Council’s activities against the theme “Fairness and Inequality”. 3.5 The delivery of the Council Plan is also closely aligned with the Council’s budget setting process, with the Council Plan setting the strategic direction and framework, the budget clearly setting out the focus of the Council’s financial spend, and the progress monitoring of the Council Plan, through regular reporting to Leadership Board, demonstrating progress and impact. This golden thread flows through to the Service Improvement Plan process, where services report delivery of Council Plan strategic outcomes at a service-level, again with a range of actions and performance indicators designed to demonstrate impact. 3.6 Linked closely to this is the new phase of the Council’s transformation programme, Reshaping Renfrewshire. This programme links the Council’s financial challenge, and the vision for our place as described through the Council Plan, and explores how we can continue to develop how we work and operate and ensure a financially sustainable long-term future, while transforming our impact across Renfrewshire and improving outcomes for our communities. This phase of our transformation programme also has a sharp external focus on the needs of our communities and to ensure our vital services are financially sustainable for the longer term – again this is closely aligned to the Council Plan. The Leadership Board receives regular updates on Reshaping Renfrewshire.
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PUBLIC 4. Progress of delivery of the Council Plan during 2025 4.1 This section provides an overview of recent achievements, progress with actions, and gives information on any areas of action where progress has been delayed. Strategic Outcome 1: Place 4.2 Another important milestone in the Council’s ambitious cultural infrastructure programme has been reached. Construction work on Paisley Museum is complete and the building has now been handed over to OneRen and is currently undergoing fit-out and object installation ahead of its reopening. The museum is the final project in the infrastructure programme which has also delivered a new flagship library in Paisley Town Centre as well as a refurbished Town Hall and Arts Centre for the town. The cultural regeneration is just one of the elements which contributed to Paisley being crowned Scotland’s Town of the Year in 2025. 4.3 The regeneration of town centres continues to progress, with a new Vision for Johnstone developed, with a particular focus on the two civic squares, the reimagining of the Town Hall, and the development of a heritage trail. In Erskine a study to identify potential proposals for improving public spaces and greenspaces was completed, including designs for a new civic square in the town centre, with construction starting - started ?? in February 2026. In Linwood, work is being developed to consider enhancements to the Linwood Lade area as part of a wider centre strategy review. In Renfrew a consultant has been engaged to produce detailed designs for transforming the former Brown Institute site into a new community space, with anticipated delivery in the last quarter of 2026. A new wayfinding strategy for Paisley has been developed to improve the visitor experience in the town centre. 4.4 Construction work on the new Paisley Grammar Community Campus is nearing completion and the construction of the road link has been accelerated to ensure full site access by July 2026. Familiarisation sessions are being arranged to support the transition for students, staff and visitors. The Outline Business Case (OBC) for the Johnstone Primary Schools was approved by the Education and Children’s Services Policy Board in March 2026 and a Full Business Case (FBC) will now be developed. The contract for the Park Mains extension has been awarded and the project remains on track for completion in August 2027. The construction of Thistle Primary is progressing as per targets and the new Head Teacher has recently started in their role. Work is already underway to plan the transition to the new school.
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PUBLIC 4.5 Positive progress is being made across in year 4 of our 10 year Housing- led Regeneration and Renewal programme. As reported to the Communities and Housing Board in August 2024, the acquisition and rehousing strategy is performing as planned and various phases of demolition are being taken forward as blocks become fully council owned and vacant. 4.6 Following extensive data-gathering and stakeholder engagement, our new transport strategy ‘Travel Renfrewshire 2035’ was approved by the Infrastructure, Land and Environment Policy Board in November 2025. 4.7 The Events Programme for 2025 was fully delivered, with events achieving and exceeding targets across all key performance indicators. Events delivered across the year included new events in Renfrew, Erskine, and Linwood as a result of a broader ‘five towns’ approach within the new events strategy and new community events partnership group. Research data showed that on average 91% of local people said the events programme gave them a feeling of civic pride and made them feel proud of their hometown. Strategic Outcome 2: Economy 4.8 A promotional event took place at the end of February 2026 to launch the new Glasgow City Region Investment Zone Tax Site and to raise awareness of the benefits of investing in AMIDS and the Airport. Further communications on the Tax Site to promote it further are expected later this year. 4.9 Tech Terrace is being progressed by Buccleuch as part of our AMIDS Joint Venture. Planning permission for Phase 1 has been applied for, and Phase 2 is now being worked on. Financial support for Phase 2 could potentially be provided through a City Region Enabling Commercial Development bid, and the business case for this is being prepared. That business case is due for submission at the end of 2026. 4.10 Across the year, Renfrewshire’s Community Wealth Building programme has continued to make steady progress and remains firmly embedded within the council’s approach to inclusive economic growth. With the Community Wealth Building (Scotland) Act now receiving Royal Assent, we will establish a new local partnership to formalise our work and deliver our new statutory duties in this area.
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PUBLIC 4.11 It was another successful year in terms of employability with key targets being exceeded. The Renfrewshire Local Employability Partnership (LEP) is considered best practice across Scotland, and working relationships and joint practice is continues to excel. Highlights included Employability Month (September) and the best school destination results ever for Renfrewshire, with 97.9% of school leavers entering positive destinations through LEP partnership working. The annual Renfrewshire Employability Partnership Conference, with 180 people attending, and sessions focusing on the response to the Scottish Government’s No One Left Behind (NOLB) strategy, support to New Scots and Migrant groups, as well as the skills agenda and Renfrewshire’s future labour market. Strategic Outcome 3: Fair 4.12 A new Fairer Renfrewshire Action Plan has been developed and approved, detailing the priorities and programme of work over the next 18-24 months. This is focused around four strategic priorities: Improving Financial Security; Strengthening Health, Wellbeing and Community; Embedding Equality and Inclusion; and Using Insight and Evidence for Impact. The Fairer Renfrewshire programme continues to support both the Summer of Fun and Winter Connections initiatives. Over the winter of 2025/26, over 1300 people benefitted from Winter Connections in its fourth year, and over 9000 people (children and their families) benefitted from the summer programme. 4.13 Following a successful bid for funding from the Scottish Government’s Child Poverty Accelerator Fund, work is underway to create a locally governed 'Insight Partnership' that uses existing data to identify families showing early signs of child poverty risk. The partnership will connect these families quickly to the right support, including income maximisation, employability help, cost of living advice, and family wellbeing services. 4.14 A new Equalities Outcome Action Plan was approved by Leadership Board in April 2026, following targeted consultation work with the third sector, community groups and Council services. This provided insight on existing good practices and on barriers across each of the six equality outcome areas. 4.15 The Chief Executive’s Service continues to lead the Trauma Informed and Responsive Renfrewshire programme, with sustained progress achieved over the past six months across leadership, policy, workforce development and wellbeing.
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PUBLIC Self-assessment approaches are being rolled out and a focus for the remainder of 2026 will be on providing an outturn report on the current Roadmap and the development of a new Roadmap to steer activity over the next three years. Strategic Outcome 4: Green 4.16 A revised approach to establishing a carbon budget was presented to the Ren Zero Focus Group in March. This approach focuses on implementing a carbon budget across 3 high consuming Council buildings in 26/27 with the aim of reducing energy demand, carbon emission and utility costs. The 3 buildings will act as a pilot prior to a wider roll out across Council buildings, if successful. 4.17 The development of a Low Emissions/Electrification Strategy is being taken forward by Glasgow City Region to ensure a joined-up approach to electric vehicle charging infrastructure across the wider area. This has now progressed to formal procurement with a contractor expected to be appointed by the end of summer 2026. 4.18 The Strategic Property Review will transition to the Strategic Property Programme as the review element is largely complete. Buildings continue to be rationalised where there is no longer a business need to retain them, and this includes some being considered for Community Asset Transfer. The Property Asset Management Strategy 2026 – 2030 was approved by the Finance, Resources and Customer Services Policy Board in June 2026. Strategic Outcome 5: Living Our Values 4.19 The latest update on the Council’s Reshaping Renfrewshire transformation programme was considered at Leadership Board in February 2026. Updates were provided across the range of activity underway, including delivery of the Digital Strategy, the Connected Communities programme, place-based programmes such as the Learning Estate Strategy and new- build council housing, and the review of services commissioned from OneRen. 4.20 Work on Best Value in recent months has been focused on this year’s thematic review on Asset Management. Evidence has been submitted to our external auditors and any recommendations arising from the work will be added to the Corporate Improvement Plan. The most recent update to Leadership Board on that Corporate Improvement Plan was in February 2026.
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PUBLIC 4.21 Progress continues with planning approaches to engage and consult with services on the four draft strategic outcomes of the new People Strategy, which will now be implemented, following members approval, mid-2027. This timeline will allow us to align the People Strategy to the priorities in the new Council Plan. A survey will be conducted during 2026 to gauge and understand how services’ workforce planning and organisational development needs can be met, whilst navigating current and future financial sustainability challenges. This will support existing engagement approaches such as our Employee Engagement forums. 4.22 A focus of the Digital Strategy work since the last update has been on AI transformation. The business case for the work programme was approved by Leadership Board in April 2026 and this represents significant digital transformation opportunities for the Council over the medium-term. Progress continues within the other key themes of the Digital Strategy including Digital Inclusion and the preparation of an evaluation report on DigiZones and using data to support and evidence a baseline of digital skills across the council. Cross-cutting theme: Improving outcomes for children and families 4.23 The 2026 Annual Report on Keeping the Promise in Renfrewshire was presented to the Education and Children’s Services Policy Board on the 12 March 2026 and is now published. Members of Renfrewshire’s Promise Strategic Oversight Group on the 13 March 2026 meeting were asked to share the report widely across their networks, ensuring strong visibility and awareness across services and partners. The report was also presented to the Audit, Risk and Scrutiny Board Meeting on Monday 16 March 2026 for the board to note. The report highlights strong local progress, emphasising the inclusion of infants and recognising the need for sustained national alignment and investment. The report will continue to be shared locally and nationally through the Stories of Progress route. 4.24 A new Renfrewshire Children’s Services Partnership Plan is currently being developed and will be informed by an updated strategic needs assessment. It will align to the new Council and Community Plans which will run from 2027, and to Renfrewshire’s new Promise Strategic Plan 2026-29. 5. Performance Indicators 5.1 The Council Plan performance framework has 34 indicators, of which 21 have targets; the remainder are data only. Of the 21 indicators with targets, 13 are meeting or exceeding the target, 5 are narrowly missing the target, and 3 are behind target.
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PUBLIC Within the attached appendix, there is a graphic which shows at-a-glance the overview of performance by Council Plan strategic outcome. Full detail is provided within Appendix 1, however in the next few sections we provide a summary in relation to performance. 5.2 Areas of strong performance include: • Supporting new business start-ups through Business Gateway, with 327 start-ups supported to launch in 2025/26 ; • Reducing CO2 emissions from public lighting, and we are also one of the best-performing councils for overall CO2 emissions; • Keeping our looked after children in family settings wherever possible, with 92.7% looked after in the community; • The uptake of free school meals in our primary schools; • Helping our citizens back into work, with at least 269 people supported by our employability service sustained in paid employment for at least six months; • Reducing the poverty-related attainment gap in literacy and numeracy, whilst recognising that the Council remains committed to progressing further in this area; • The percentage of FOI requests responded to within 20 working days is continuing to meet our target of 90%, despite increasing volumes and complexity of requests in recent years; • The amount of procurement spend which is with local suppliers. 5.3 We are narrowly missing our annual targets in relation to CO2 emissions from the public fleet; the average time to complete all duties for people presenting as homeless; pothole repairs; the percentage of housing stock meeting Scottish Housing Quality Standards; and the percentage of LGBF indicators where we are in the top two quartiles. 5.4 Areas for further improvement and development include: • Recycling rates; • The delivery of affordable housing by a mix of developers in line with projections, with fewer completions than originally planned; • Work days lost due to staff absence, which is currently a focus area for the officer Performance Group.
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PUBLIC 5.5 Our performance in relation to the Local Government Benchmarking Framework also demonstrates a number of key strengths. Renfrewshire can demonstrate improvement on 79% of indicators since the base year, higher than all of our family group comparators. In 2024/25 (the latest data available), performance improved in 58 of 92 indicators compared with the previous year, and performance relative to others improved for 63 indicators. Areas of improvement in the past year including in relation to the poverty-related attainment gap for literacy and numeracy, employability services, rent arrears, procurement spend with local suppliers, CO2 emissions and compliance with the Scottish Housing Quality Standard. A one-page overview of our LGBF performance is included as Appendix 2. 5.6 Internal scrutiny processes relating to performance management continue to be developed, including the establishment of a senior officer group to support continuous improvement. 6. Focus for the next six months 6.1 The Council Plan is moving into its final eighteen months, and 24 of the 40 actions have been completed. In the next six months, our areas of specific corporate focus will include: • Supporting the delivery of a balanced budget for 2026/27 and the Reshaping Renfrewshire programme in order to support the financial sustainability of the organisation; • Continuing to progress the delivery of our Learning Estate strategy; • Progressing the Investment Zone and Tech Terrace development at AMIDS and the delivery of AMIDS South transport links; • Progressing delivery of the Corporate Improvement Plan, continuing the Council’s commitment to Best Value; • Progressing Phase 2 of the Connected Communities model, strengthening how we work alongside our communities; • Continuing to refresh and modernise HR and OD policies, as well as prepare for the delivery of a new People Strategy; • Building on the work already delivered by the Resident’s Survey to ensure our consultation and engagement with stakeholders and communities is meaningful and timely; • Continuing to deliver our workforce actions, including improvement actions arising from our employee survey and our Cultural Assurance Model.
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PUBLIC 6.2 As reported to Leadership Board in April, officers are currently progressing a programme of work to develop a new Council Plan and Community Plan by September 2027. The Your Voice Matters engagement programme which is linked to the development of the plans, was launched in early June. Regular updates on the development of the Council Plan will be provided to Leadership Board, and also through the Cross Party Sounding Board. Implications of the Report 1. Financial – updates in the appended report relate to areas that fall under the remit of Finance, particularly relating to supporting the Council’s financial sustainability workstreams 2. HR & Organisational Development – updates in the appended report relate to areas that fall under the remit of HR and Organisational Development, particularly under strategic outcome 5, Living our Values 3. Community/Council Planning – the content of the report relates specifically to the delivery of the Council Plan and the appendix shows the associated progress for the first six months of 2026. 4. Legal - none 5. Property/Assets – the report provides an update on actions relating to property owned by the Council. 6. Information Technology – the report provides update on actions relating to IT provision. 7. Equality and Human Rights - The Recommendations contained within this report have not been assessed in relation to their impact on equalities and human rights because the report provides an update on progress with current actions and is for noting only. Impact assessments will be carried out by relevant services in relation to actions which require them. 8. Health and Safety - none 9. Procurement – updates in the appended report relate to areas that fall under the remit of the procurement team, under both the strategic outcomes relating to ‘economy’ and ‘green’. 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none
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PUBLIC 13. Climate Risk – the Council Plan priorities are underpinned by actions which will directly support the Council’s response to the climate emergency – ‘green’ has a particular focus on activities supporting this priority area. 14. Children’s Rights – the Council Plan includes a number of actions targeted at improving outcomes for children and young people. The Council is committed to complying with UNCRC and this will be reflected in our activity. Appendices: Six-month update report December 2025 Author: Lisa Fingland, Policy Manager Lisa.fingland@renfrewshire.gov.uk
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan Six monthly progress update June 2026
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level How we report progress • This update reflects on the past six months of delivering our Council Plan, highlighting areas where we’re already making progress and some areas we’d like to focus on more, perhaps because performance isn’t moving in the direction we anticipated or because of other pressures or factors that makes this even more of a priority for us. We previously reported on our progress in December 2025. • The following pages shine a spotlight on some great projects and practice. Towards the end of this document, you’ll find a full update against all the actions and performance indicators we use to measure progress. • Many of our performance indicators are high-level, annual indicators –our Council Plan spans a 5- year time period so it might take some time to show some trends and patterns. The Council also reports a wide range of performance indicators to our Council Boards through our Service Improvement Plans and also through regular operational performance updates –you can access these reports here.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan Context • As the overarching strategic plan for the organisation, the Council Plan sets the direction and vision that the Council is working towards and can measure itself against delivery. • This aligns closely with the Council’s approved budget –resources are targeted at the priorities for the organisation, as outlined in the Council Plan. • Some key workstreams feed into the Council Plan, which have been further developed over the past 6 months: • Reshaping Renfrewshire –the Council’s fifth phase of transformation, with a focus on how we work together with our communities to improve outcomes • Digital –a new digital strategy was approved in April 2025, aligned to the Council Plan, delivering across four strategic objectives –enabled people; corporate approach to transformation; data driven Council; and modern organisation. • Workforce–reflecting on and taking action to address the feedback from both the Cultural Assurance Model and the Council’s Employee Engagement Survey • The Corporate Improvement Plan continues to progress improvement actions to support our ongoing commitment to Best Value • To reflect the context additional actions have been included and some existing actions have been refocused –this is clearly shown in the action plan.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan: Progress at a glance
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place: Working together to enhance wellbeing across communities Town Centre Regeneration Town centre regeneration continues with a new Vision for Johnstone, ongoing construction of a new civic square in Erskine, a landscape framework for Linwood Lade, and designs being developed for the transformation of the former Brown Institute in Renfrew into a new community space. Cultural Infrastructure Programme Another major milestone has been reached with the completion of construction on Paisley Museum. The Museum has been handed over to OneRen and the fit-out and installation programme is underway ahead of its reopening. Learning Estate Construction is almost complete on Paisley Grammar Community Campus ahead of it’s opening in August 2026. Work is also progressing on schedule with both the new Thistle Primary and the extension to Park Mains High School.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy: building an inclusive, green and resilient economy Empowering People Through Employability It was another successful year in terms of employability with key targets being exceeded. The Renfrewshire Local Employability Partnership (LEP) is considered best practice across Scotland, and working relationships and joint practice is continues to excel. Highlights included Employability Month (September) and the best school destination results ever for Renfrewshire, with 97.9% of school leavers entering positive destinations through LEP partnership working, and the success of the hundreds of people who gain qualifications and employment with the support of our services. AMIDS and the Investment Zone A promotional event took place in February 2026 to launch the new Glasgow City Region Investment Zone and raise awareness of the benefits from investing in AMIDS and the airport. We have now applied for planning permission of Phase 1 of our Tech Terrace development at AMIDS, and work is underway to develop plans and a business case for Phase 2.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair: nurturing bright, happy and healthy futures for all Child Poverty Accelerator Fund Following a successful bid for funding from the Scottish Government’s Child Poverty Accelerator Fund, work is underway to create a locally governed 'Insight Partnership' that uses existing data to identify families showing early signs of child poverty risk. The partnership will connect these families quickly to the right support, including income maximisation, employability help, cost of living advice, and family wellbeing services Equalities Outcomes Action Plan 2026-2029 A consultation on Renfrewshire’s Equality Outcomes, which involved targeted outreach with third sector organisations, community groups, and Council services, took place later last year. In total 162 people responded to the consultation, including 101 face-to-face engagements, gathering information on areas of good practice and barriers to each of the six equality outcome areas. An action plan has now been developed based on the information gathered Attainment gap between the least and most deprived areas have decreased in both literacy and numeracy
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green: leading Renfrewshire to Net Zero Renfrewshire Council’s Carbon Management Plan (CMP) was finalised and approved by the Infrastructure, Land and Environment Policy Board in November 2025. Delivery of the plan is now being taken forward over the next 5 years to reduce the Council’s emissions in a number of service areas. We are supporting the delivery of a regional approach to Public Electric Vehicle Charging – the project has now progressed to a formal procurement stage Following the successful pilot the Climate Change Impact Assessment is now being piloted with EH&I projects prior to Council wide roll out over the summer period.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values: making a difference together 83,682 people engaging with the Council’s digital channels (not including website) 91.28% of all complaints dealt with at the frontline Driving Performance and Improvement A new Performance group to enhance senior officer scrutiny of council-wide performance was implemented this year The Performance group is now meeting every four weeks, with four initial deep dives covered over the first six months – planning and building standards; absence; complaints and enquiries; and justice social work A range of workstreams is now being progressed as a result of these deep dives and are reporting back to the group regularly Reshaping Renfrewshire The latest update on the Council’s Reshaping Renfrewshire transformation programme was considered at Leadership Board in February 2026. Updates were provided across the range of activity underway, including delivery of the Digital Strategy, the Connected Communities programme, place- based programmes such as the Learning Estate Strategy and new-build council housing, and the review of services commissioned from OneRen.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families 92.7% of our care experienced children and young people are looked after in the community. More than 5000 children received a Winter School Clothing Grant. The Promise We have continued to grow our Promise Keeper network, which now has more than 400 members and we hosted our third annual Promise Keeper Conference. The Council recently approved a new Guaranteed Interview scheme for care- experienced people applying for jobs with the Council who meet all the essential requirements.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Actions and indicators Full list December 2025
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place What we will do Due Date Status Progress update Progress Renfrewshire’s Housing-led Regeneration and Renewal programme 31 Mar 2027 Positive progress is being made across all areas where the agreed timeline shows, works scheduled in year 4 of this 10-year programme. As reported to the Communities and Housing Board in August 2024, the acquisition and rehousing strategy is performing as planned and various phases of demolition are being taken forward as blocks become fully council owned and vacant. Support our citizens to access affordable cross-tenure homes that are digitally enabled and meet community needs 31 Mar 2025 The Business Case for Smart Social Assets is now complete and has been shared internally within Renfrewshire Council and also with Glasgow City Region (GCR). The Council continues to investigate potential national funding opportunities via strategic partners such as Commsworld, CityFibre, etc. In addition, work is now underway with regards to the development of other stackable business cases that would supplement Smart Social Assets. Design a new Connected Communities service model for the Council, transforming how we support, collaborate and engage with our communities 31 Dec 2025 Work has been progressed to develop a new Connected Communities function within the Chief Executive’s Service which will bring together staff from the existing Community Learning and Development and Partnership and Inequalities teams. Phase one of this work which focuses on the enabling internal restructure is progressing, with the new service structure agreed and communicated. The Connected Communities Management Team now recruited and in place and progressing recruitment processes for the rest of the new service. Deliver the ambitions in our long-term place visions for our key settlements and town centres 31 Mar 2027 Work is underway to update the town centre strategies to align with the guidance and principles in National Planning Framework 4 (NPF4). Work in Johnstone includes the development of a new vision, feasibility work on several projects and securing funding to demolish a former supermarket, with works on that expected to start in summer 2026. Funding has also been secured to develop the site. In Erskine, work is well underway on the new civic square, which should be completed in the summer. Consultation is planned with residents in the Linwood Lade area on some initial landscape enhancements. Planning consent has been granted for works to transform the former Brown Institute in Renfrew. To complement the significant investment in Paisley’s cultural infrastructure, a new wayfinding strategy for Paisley has been developed to improve the visitor experience. Discussions continue with the owner of the Paisley Centre regarding potential mixed-use regeneration.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place What we will do Due Date Status Progress update Deliver Renfrewshire’s strategic capital investment programmes, including cultural, infrastructure, housing and school estate, and maximise the long- term benefits for our communities 31 Mar 29 As reported to the Finance, Resources and Customer Services Policy Board the capital programme is in line to break-even by 31/03/26. At 9 January 2026, 68% of the General Services capital budget and 58% of the HRA capital budget had been spent. A new 10-year capital investment plan was approved by the Council on 26 February 2026. Develop Travel Renfrewshire 2035, our Transport Strategy, supported by revised Active Travel and Public Transport Strategies and aligned to the regional and national travel strategies 31 Mar 2027 The strategy has been completed and was approved by the Infrastructure, Land and Environment Policy Board in November 2025.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place What we will do Due Date Status Progress update Deliver the next phase of Local Partnerships development, through our new Local Plans, Local Priorities and Local Voices programme 31 Mar 2025 The final round of Local Partnership meetings for 2024/25 took place in February 2025. All Local Partnerships have now finalised their local priorities following the review of the previously agreed local priorities in autumn/winter 2024/25. Local Partnerships continued to receive presentations on subjects relevant to each area, specifically Civil Contingencies (Gleniffer and Johnstone & Linwood), the refresh of the Villages Investment Fund (The Villages) and Winter Connections (Paisley North West and Central). Erskine, Inchinnan, Bishopton and Langbank Local Partnership also received an update on the development of Renfrewshire Community Transport. Young people’s representatives have now been nominated for Paisley North West and Central Local Partnership and an induction programme has been agreed. New arrangements were agreed for community members of Local Partnerships to claim expenses, which will simplify this process. Applications for Local Partnership funding for 2025/26 were invited from 10 February to 16 March 2025. Over 130 applications for funding were received, to be presented to the April/May 2025 round of Local Partnership meetings. Preparation for the 2025/26 Celebrating Renfrewshire Priority Budgeting exercise to take place during spring/early summer 2025 has also been undertaken. Progress development work in relation to the priority schools identified in the Learning Estate Management Plan. 31 August 2027 Construction work on the new Paisley Grammar Community Campus is expected to complete in June 2026 and the construction of the road link has been accelerated to ensure full site access by July 2026. Familiarisation sessions are being arranged to support the transition for students, staff and visitors. The Outline Business Case (OBC) for the Johnstone Primary Schools was approved by the Education and Children’s Services Policy Board in March 2026 and a Full Business Case (FBC) will now be developed. The contract for the Park Mains extension has been awarded and the project remains on track for completion in August 2027. The construction of Thistle Primary is progressing as per targets and the new Head Teacher has recently started in their role. Work is already underway to plan the transition to the new school.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Opportunities to see or hear something positive about Paisley and Renfrewshire 268,082,849 240,000,000 216,953,038 150,000,000 * 150,000,000 Q4 marketing activity focused on promoting the 2025 events programme, the Paisley Book Festival line up announcement, cultural funding grants and the launch of Paisley Food and Drink Festival with coverage appearing in the following titles: The National (online), The Herald, The Herald (online) The Scotsman (online), Glasgow Times online, List.co.uk, Glasgow Live. The Paisley Daily Express, The Gazette, What’s on network and Foodie Explorers. Marketing paid-for opportunities to see and hear will be available in Q2. *The 2025/26 data is not currently available Amount of land brought forward for re- use and development contributing to economic activity and enhancing the built and natural environment 40 Data Only 4.83 Data Only * Data Only The 2025 vacant and derelict land survey indicates that 4.83 hectares of land has been brought forward for reuse and redevelopment in the year April 2024 to March 2025. The figure varies considerably from year to year. Not all of this land is in council ownership so we have limited levers to influence development. *The 2025/26 data is not currently available
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Place Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Percentage of Council housing stock which meets the Scottish Housing Quality Standard (LGBF) 68.55% 100% 80.2% 71.5% 80.9% 82.23% Small increase from last year in the percentage of stock passing SHQS, mainly due to a small improvement in EICR and Smoke Detection rates and a minor gain in energy performance. The overall improvement was slightly lower than predicted due to the reduction in stock numbers. Affordable housing completions 196 159 104 159 98 159 This figure represents the total number of units on the three affordable housing sites that fully completed during 2025/26. The actual was lower than targeted. Some of the funding for affordable housing has been used for ‘Rental off the Shelf’ properties, that is, buying existing properties to make available for social rent. Percentage pothole repairs completed within timescales 94% 95% N/A 95% 93.9% 95% We have only recently had the facility to run performance reports on our asset management system ‘Confirm’. As a result, we were unable to monitor pothole performance with the same level of scrutiny as previous years, for the greater part of 2025/26. This has now been resolved.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy What we will do Due Date Status Progress update Develop an Investment Proposition for Renfrewshire that is clear on our economic ambitions for our place 31 Mar 2026 A new webpage has been created to highlight Renfrewshire’s key investment locations: (https://www.renfrewshire.gov.uk/article/13818/Renfrewshire-investment-prospectus) Additional information on investing in Renfrewshire and development opportunities has also been added to the Invest in Renfrewshire website: (https://investinrenfrewshire.com/locate-in-renfrewshire/) In addition, a dedicated website has been launched to promote investment opportunities at AMIDS: https://amids.co.uk/ A promotional event took place at the end of February 2026 to launch the new Glasgow City Region Investment Zone Tax Site and to raise awareness of the benefits of investing in AMIDS and the Airport. Further communications on the Tax Site to promote it further are expected later this year. Monitor the benefits of City Deal Projects, including Glasgow Airport Investment Area, Clyde Waterfront and Renfrew Riverside and City Region wide employment programmes 31 Mar 2025 Monitoring of benefits reported through the City Region PMO is ongoing. This is currently being transitioned to Regeneration Team as CWRR project now complete. Fully participate in the AMIDS joint venture 31 Jul 2024 AMIDS joint venture fully established and operational, Council is fully participating. Complete the Tech Terrace development and attract the first large occupier 31 Mar 2027 Tech Terrace is being progressed by Buccleuch as part of our AMIDS Joint Venture. Planning permission for Phase 1 has been applied for, and Phase 2 is now being worked on. It is intended that financial support for Phase 2 be provided through a City Region Enabling Commercial Development bid, and the business case for this is being prepared. That business case is due for submission at the end of 2026. Develop a Community Wealth Building Plan for Renfrewshire 31 Mar 2025 A “Community Wealth Building in Renfrewshire” paper has been produced and approved at board to set out the way forward. Additionally, the CWB(Scotland) Bill was published in March 2025 which sets out the way ahead for the public sector. Plans are moving forward with speed now, local events have been organised and board is being kept up to date.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy What we will do Due Date Status Progress update Continue to support local employment through the delivery of targeted support through the Council’s employability programme 31 Mar 2027 The 2025-26 year was again very productive in terms of employability with some very good results and all targets exceeded. The Renfrewshire LEP is considered best practice across Scotland and working relationships and joint practice are excellent. External funding from both Scottish and UK Governments has been claimed in full. For the first time there was an internal audit on the LEP and grants activity which showed no issues or follow up required. LEP highlights included Employability Month (September) and the best school destination results ever for Renfrewshire with 97.9% of school leavers entering positive destinations through LEP partnership working. All LEP planning and decision making for the year ahead (26-27) has been carried out and we are ready for another good year. Continue to progress core actions to support local and regional economic growth. 31 Mar 2027 The Council continues to focus on securing investment at AMIDS to unlock its full potential for job creation and economic growth. External funding from Scottish Enterprise and the City Deal has been identified to support the development of Tech Terrace—a speculative project that will deliver industrial floorspace for advanced manufacturing SMEs and start- ups. Construction of Phase 1 is due to begin later this year. The Council has worked with the Glasgow City Region and the Scottish Government to secure Investment Zone funding for a new tax site (£25m), which incentivises businesses to locate at AMIDS/Glasgow Airport. It is hoped that this will act as a catalyst for significant investment in the years ahead. Gateways 3 and 4 for the Investment Zone were submitted last year to the Government, and the Investment Zone and tax site are now live. A detailed update on the IZ was reported to Leadership Board in April 2026. Our Start-Up Street initiative continues to be a catalyst for business launch and growth, and has supported 59 new and early stage businesses across the three sites since it started in 2020. It has very high business survival rates – 86% - and strong progression, with 29 tenants so far moving on to larger premises. The model has drawn interest from other local authorities and is helping drive economic activity across our town centres.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Percentage of council procurement spend spent on local enterprises (LGBF) 20.15% 23% 22% 21% * 21% Growing direct spend with local suppliers is a core principle of Community Wealth Building. The use of public procurement to help generate, circulate and retain wealth within the local economy is explicitly recognised in the new Community Wealth Building Bill, introduced on 25 March 2025. To support this, the Corporate Procurement team is working in partnership with Economic Development to increase local business involvement in market engagement activity, including participation in the development of future council frameworks and bidding for contracts on frameworks approaching renewal. Development of a draft Local Supply Chain Engagement Strategy underway to identify how the Council can improve engagement with local businesses and services can be better supported to identify and invite local businesses to submit bids. Through the P2P Programme, a cleanse of over 6000 suppliers on the Business World system has been undertaken with updated categorisations added such as ‘local supplier’, SME, ‘third sector’ which will improve the recording of local suppliers and help highlight opportunities, where appropriate, to increase local engagement across specific areas. *The 2025/26 will not be available until summer 2026.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Gross Value Added (GVA) per capita (LGBF) £25,925 Data only * Data only * Data only Renfrewshire had lower percentage GVA growth than the Regional average but performed well in labour market indicators with employment increasing while unemployment and inactivity decreased - including a significant decrease in the number of people inactive due to long term sickness. There was a large decrease in the volume of residents with no qualifications but there was also a reduction in the volume of residents with degree level qualifications. According to ONS figures, overall GVA in Renfrewshire grew by £365 million between 2019 and 2022. Considering this period included the Covid pandemic, the growth is a positive sign. Renfrewshire also contributes the fourth highest level of GVA in the City Region (2022). *This is an LGBF indicator and the latest data is for 2022/23. Number of people supported, sustained in work at 6 Months through Renfrewshire Council Employability Programme (INVEST) 268 180 288 180 269 180 We have been able to confirm of those moving into work that 269 are still in employment 26 weeks later. Number of new business start-ups in Renfrewshire with Business Gateway support 305 320 265 320 327 320 Business start ups increased throughout the year and 327 people received support to start up a business throughout 2025-26.In Quarter 4, targeted marketing, community engagement, and partnership activity raised awareness of available support, resulting in greater uptake of those wishing to start their business.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Economy Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Renfrewshire Claimant Count 3,590 Data only 3,315 Data only 3,235 Data only This measure is a snapshot figure from March 2026 and is the number of people claiming unemployment-related benefits. The figure continues to reduce. The Council continues to provide employability support to hundreds of people each year. Percentage of Renfrewshire population working age (16-64) 63.9% Data only 64.3% Data only * Data only Work to explore Renfrewshire’s demographics was undertaken by officers following the census release and this also looked at the regular data updates from the National Records of Statistics, this showed that while Renfrewshire has an overall ageing population (in line with the national trends), our proportion of the population of working age is above average and puts us in the higher end, just behind the city authorities. *The 2025/26 data is not currently available. Percentage of Renfrewshire population working age (16–64) who are economically inactive 22.4% Data only 21.4% Data only 25.3% Data only This figure is for the calendar year 2025. The percentage had been falling for several years but has increased and is now above the Scottish average. This measure includes those who are students and those who are retired – 35.3% of the economically inactive in Renfrewshire are long- term sick (compared with Scottish average of 34.7%) and 18.1% are retired (compared with Scottish average of 14.8%). A further 21.4% in Renfrewshire are students.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Deliver the Fairer Renfrewshire programme, working with partners to support Renfrewshire residents through the cost-of-living crisis 31 Mar 2027 The Fairer Renfrewshire Action Plan has continued to be implemented under the four themes: Improving Financial Security; Strengthening Health, Wellbeing and Community; Embedding Equality and Inclusion; Using Insight and Evidence for Impact. The Winter Connections programme has ended, and an evaluation report will be presented to the Fairer Renfrewshire Sub-Committee. Work is underway to expand the network of DigiZones in Renfrewshire to support digital inclusion, and the Device Recycling project with Pachedu, which was funded by Renfrewshire Council has commenced. This project will provide refurbished devices to those who need them, as well as link with the Digital Champions network. Both Advice Works and RCAB have continued to provide advice to residents, and in particular to families with children. A £10,000 grant was paid to Renfrewshire Foodbank to support their work with low-income families and individuals by providing emergency food support. The Fairer Renfrewshire Panel has continued to input to policy and practice within Council services, most recently meeting with the Chief Officer of the HSCP and with the Community Justice Lead Officer. The Panel also input to the Equalities Outcomes work.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Develop mechanisms for supporting individuals with lived experience of poverty to influence policy in this area 31 Mar 2024 The Fairer Renfrewshire panel, facilitated by STAR Project, continues to meet with officers across Council services to ensure the voice of those with lived experience of poverty informs Council’s policy and practice. The Panel has provided insight in a number of areas. The initial discussion was around holiday provision in Renfrewshire, with the Panel contributing to the plans for our ‘Summer of Fun’, providing feedback on what is useful for low-income families, eg, provision of food in all settings, provision for siblings, local provision so there are no transport costs and provision for older teenagers. The Panel has also fed into the Council’s new School Meal Debt processes, which now include earlier referral to available supports. They have met the Digital Strategy Delivery Manager to discuss digital exclusion and have provided feedback and ideas to our Climate Emergency Lead Officer around Renfrewshire’s Net Zero Delivery Plan. Discussions with the panel around employability, especially parental employability have been used to inform events, and target work. As part of the Council Tax Debt Pilot, the panel were consulted with, to help those engaged in the Pilot to understand barriers to accessing support, such as advice, and to review correspondence associated with collection of Council Tax as well as potential for enhancing collection processes in general. The Panel has met with the Convenor and Depute of the Fairer Renfrewshire Sub-Committee and we also intend to bring the Panel together with the full Sub- Committee and Fairer Renfrewshire Officers Group to discuss Panel priorities and their future plans Developing new and radical approaches to tackling child poverty in Renfrewshire (CF) 31 Mar 2027 Significant work has been carried out within this period to refresh EqHRIA reporting templates, guidance and processes in order to continue to improve practice. Renfrewshire Council has made a successful bid to the Child Poverty Accelerator Fund and is creating a locally-governed Insight Partnership which will use existing data to identity families showing early risks of child poverty and ensure that families are connected quickly to the right support.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update The Promise Strategic Oversight Board and workstreams will progress and ensure Renfrewshire ‘Keeps the Promise’ and delivers improved outcomes for individuals who are care experienced, wherever possible keeping children within their families (CF) 31 Mar 2025 A comprehensive report outlining the first 5 years of Renfrewshire’s work to Keep The Promise was presented and discussed at the Education and Children’s Services Policy Board on the 13th March 2025. The publication of this report coincided with the 5-year midpoint of the 10-year programme to Keep The Promise by 2030. Going forward this report will be updated on an annual basis and presented to the Board for consideration by elected members. The report has been well received and shared across our local and national networks. The Promise Keeper Network sits at 362 Promise Keepers with efforts taking place to grow the network. The network is receiving both local and national interest. There has been engagement with Scottish Government’s Promise Team (Care Experience, Children’s Services Reform & The Promise Division) around the merits and best practice nature of this initiative. On the 26th March three Renfrewshire Promise Funded projects were showcased at the Promise Partnership Showcase Event in Stirling organised by CORRA. The projects, the Youth Services Led Grant Programme and the two Keep The Promise Funded Education Projects, were showcased and shared learning with partners across Scotland. The Promise Manager has been working with colleagues in Environment, Housing and Infrastructure (E,H&I) around how that service will work towards Keeping The Promise and support our Care Experienced Community, and a number of actions have been incorporated into EH&I’s 2025/26 Service Improvement Plan. At February’s Promise Strategic Oversight Group, it was agreed that a review of membership take place and a proposed refreshed membership proposal be made. A suggested proposal has been produced and submitted to the Chair, for approval. The Supporting the Workforce workstream is actively progressing on a number of projects of note: “Promise Human Library,” “Care Experienced network for staff and “Guaranteed Interviews” activity. A full update was provided at recent The Promise Strategic Oversight Group.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Build local capacity for transformational whole systems change and to scale up and drive the delivery of holistic whole family support services (CF) 31 Mar 2025 FORT data shows that 636 families have been supported through the community family wellbeing service since recording on this system began. Funded third sector organisations now using FORT to make referrals and record wellbeing information. Three successful family wellbeing launch events in November 2024 reached 559 children and families. Third sector evaluations now underway and outcomes will inform funding for 2025/26. 1086 families to date have been supported by the community family wellbeing team and funded third sector partner organisations. 62% of families supported are from SIMD 1-5 Outcomes recorded include: • Improved parental understanding of the need of child, including healthy attachment • Improved sleep routine • Improved parental understanding of the needs of unborn child • Improved participation in community facilities and universal services • Improvement in parenting, family functioning, relationships and reduction in child’s distressed behaviour Following a successful system proof of concept, a procurement exercise is currently underway to secure a client record system for Whole Family Wellbeing ( including partner third sector organisations) ; community learning and development and educational psychology service Following evaluation of partner third sector organisations, year 4 funding will be awarded to allow continuation and development of family support work already underway, with a key focus on partnership working for added impact. Currently exploring more joined up working with Connected Communities.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair What we will do Due Date Status Progress update Develop the Trauma Informed and Responsive Renfrewshire Programme 31 Mar 2025 The pilot of the Level 1 training will take place in the first quarter of 2025/26. The TIRR Steering Group has a refreshed membership and terms of reference and is meeting on a quarterly basis. A new officer is in post to help further roll-out the programme of work. Progress the design and delivery of the Curriculum, Learning, Teaching and Assessment; the Families and Communities; and the Inclusion Portfolios within Children’s Services (CF) 31 Mar 2025 All portfolios continue to focus on the actions plans which they have developed through self-evaluation activity. Portfolio planning teams meet regularly with heads of service to discuss progress and there is now a standing agenda item on challenges, so discussions are solution focused. Data continues to be shared across portfolios to ensure continuous improvement. Portfolio action plans are being developed to align with Service Improvement Priorities. Deliver mental health and wellbeing support, including Ren10 mental health and wellbeing network to support children, young people and their families (CF) 31 Mar 2025 A plan is in place for the next session (2025/26) and there will be a continuation of the support and resources which are demonstrating the biggest impact on children and young people’s mental health and wellbeing. Work is still ongoing to merge the referral process with FORT. Deliver strategic and operational responses to migration and asylum, supporting individuals and families into settled accommodation (CF) 31 Mar 2027 The census releases over the latter half of 2024 provided a significantly updated picture of Renfrewshire’s communities – significant work was undertaken to analyse this data. As part of Members Development Week 2025, a series of Ward Census Profile presentations were delivered to Elected Members and a data dashboard was developed and shared. A Senior Policy Officer post with a focus on Migration and Population was successfully recruited and is developing strategic needs assessment in partnership with the Strategic Migration Group, a workshop with a range of partners took place in October.Work is also being undertaken analysing the latest release of population projections, and Council officers continue to attend the COSLA population roundtable.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Percentage of children living in poverty (after housing costs) (LGBF) 24% Data only 21% Data only * Data only The percentage in Renfrewshire in 2023/24 was 21%, compared to 24% in 2022/23. The Scottish average was 22%. The Child Poverty (Scotland) Act 2017 set a Scotland wide target of 18% relative child poverty in 2023/24 falling to 10% in 2030/31. Only four local authorities had child poverty rates at or below the 18% target in 2023/24 and these same four were below 18% nearly a decade earlier in 2014/15. *The 2025/26 data is not currently available. Proportion of people earning less than the real living wage (LGBF) 16% Data only 15.5% Data only * Data only In Renfrewshire, about 15.5% of employees earn less than the real living wage (RLW) higher than the Scotland average of 11.3%. The combination of more lower-paid occupations, part-time/insecure work, local labour market dynamics, and structural issues (skill/qualification mismatch, deprivation) contribute to this gap. Because wholesale & retail is a large employment sector in Renfrewshire (14,000 jobs) and this sector nationally has a relatively higher share of jobs below the RLW (~30%) compared to many other sectors, it’s reasonable to infer that retail is likely a significant contributor to the lower-wage share in Renfrewshire. The accommodation & food services sector nationally has a very high share of below-RLW pay (~46% in 2023). Even if this sector’s share in Renfrewshire is smaller than the Scottish average, it may still contribute as Renfrewshire has 6,000 jobs in this sector. The fact that median hourly pay in Renfrewshire is around £19.52 suggests many full-time roles are above RLW—but that masks many part-time, lower-paid, or volatile roles (often found in retail, hospitality) which bring down the share earning below RLW. *The 2025/26 data is not currently available.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Percentage uptake of free school meals in primary schools 52.5% 60% 60.2% 60% 59% 60% The uptake for 2025/26 is 59.0% which is slightly below the target of 60%. Uptake did increase throughout 2025/26 and exceeded target for the final quarter of the year.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Number of children in receipt of school clothing grants 5,860 Data only 5,316 Data only 5,028 Data only The number of FSM/CG applications in 2025/26 fell by approximately 4.7% compared to 2024/25, with the number of children being awarded a Clothing Grant in 2025/26 falling by 5.5% compared to 2024/25. Whilst it cannot be definitively determined why there has been a reduction in the number of children being awarded a Clothing Grant, it appears that the primary reasons are due to either parental income exceeding the Clothing Grant eligibility thresholds for earned income within Universal Credit, or non-entitlement to Universal Credit. We would suggest that this could be a combination of three reasons: managed migration from tax credits/legacy benefits to Universal Credit where earned income thresholds are less generous but conditionality is more stringent, higher pay settlements as a consequence of inflationary rate pressures increasing wages, and/or parents taking on additional working hours to help alleviate cost of living pressures.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Fair Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Average time from household presenting themselves as homeless to completion of duty (number of weeks) 21.23 26 21.96 26 24.33 26 Average time to complete duty increased due to increased number of presentations.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green What we will do Due Date Status Progress update Develop costed, targeted interventions and actions to support our net zero journey within the Council and working in partnership with key stakeholders (CF) 31 Mar 2026 Priority projects and associated targets for the next 5 years have been identified and scoped in partnership with key service areas including Waste, Transport and OneRen as part of the new Carbon Management Plan (CMP) 2025-2030. Delivery of the CMP plan is now being taken forward over the next 5 years to reduce the Council’s emissions in a number of service areas. Development of Low Emissions / Electrification Strategy 31 Mar 2026 Led by Glasgow City Region, the project has now progressed to formal procurement stage with an invitation to participate process carried out. A new Charge Point Operator is expected to be appointed in August 2026. Develop a Strategic Property Review of Council operational, non- operational and surplus assets 31 Mar 2026 Officers have collated a large amount of data and information in relation to the Strategic Property Review. As such, the “review” aspect will close and move towards the Strategic Property Programme. As previously noted, buildings continue to be rationalised and the lease at 27 High Street has ended and other buildings moving towards Community Asset Transfer. The Head of Facilities and Property Services has reviewed and changed the structure of the team with a Lead Facilities Manager – Development and Strategy (Assets) and Asset Coordinator have been recruited. The structure will also be strengthened by formalising the Strategic Facilities Manager (Asset Management and Hard FM). The Property Asset Management Strategy 2026 – 2030 will be presented to the Finance, Resources and Customer Services Policy Board on 11 June 2026. Develop a funding strategy to support the resourcing of actions to deliver net zero 31 Mar 2026 Priority projects have been identified to support our net zero journey within the Council through the new Carbon Management Plan and our Climate Capital Programme for 2025/26. The Capital Programme has been developed over a 3- year period to indicate whether further investment/funding will be required to deliver projects in their entirety. The Council will continue to explore emerging opportunities for funding to support future climate related activity. A revised approach to establishing a carbon budget was presented to the Ren Zero Focus Group in March. This approach focuses on implementing a carbon budget across 3 high consuming Council buildings in 26/27 with the aim of reducing energy demand, carbon emission and utility costs. The 3 buildings will act as a pilot prior to a wider roll out across Council buildings, if successful.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green What we will do Due Date Status Progress update Establish a carbon budget for Renfrewshire Council 31 Dec 2025 A revised approach to establishing a carbon budget was presented to the Ren Zero Focus Group in March. This approach focuses on implementing a carbon budget across 3 high consuming Council buildings in 26/27 with the aim of reducing energy demand, carbon emission and utility costs. The 3 buildings will act as a pilot prior to a wider roll out across Council buildings, if successful. Review opportunities within the Council’s infrastructure pipeline projects to align with the skills transition and green skills development for local people 31 Dec 2026 Renfrewshire LEP have approved funding for a net zero “retrofit” programme to support unemployed people being trained in this area for future job roles. The Economic Development Team work with local contractors to maximise community benefit opportunities in all contracts and are able to identify where local people can benefit.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target CO2 Emissions area wide per capita (LGBF) 4.06 Data only * Data only * Data only Renfrewshire Council is below both the Scottish national average and the Family Group average for emissions area-wide per capita. Renfrewshire Council area saw a decrease of 7.7% compared with previous year. *This is an LGBF indicator and 2024/25 data is not yet available. CO2 Emissions area wide: emissions within scope of LA per capita (LGBF) 3.49 Data only * Data only * Data only Renfrewshire Council is below both the Scottish national average and the Family Group average for emissions area-wide within scope of the LA per capita. Renfrewshire Council area saw a decrease of 8.9% compared with the previous year. *This is an LGBF indicator and 2024/25 data is not yet available. Amount of CO2 emitted from Council buildings 12,719 Data only 12,550 Data only * Data only Please note 23/24 has been amended as original figure did not include water in buildings and electric vehicle charging points. 24/25 figure has decreased from previous year 23/24. *Figures for 2025/26 are not yet available.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Amount of CO2 emitted by the public vehicle fleet 3,118 3,000 3,180 3,000 * 3,000 The total for the year is 3,180 tonnes ofCO2 emitted which is slightly over the target of 3,000 tonnes of CO2e. *Figures for 2025/26 are not yet available Amount of CO2 emitted from public space lighting 1,216 1,100 1,217 1,100 1,053 1,100 This performance indicator is an annual indicator and not measured for quarters. Although not measured in quarters, the emissions levels are anticipated to level out year on year as the LED programme is substantially complete.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Green Indicator Current Status Short term trend Long term trend 2023 2024 2025 Explanation of performance Value Target Value Target Value Target Percentage of household waste Recycled (Calendar year data) (LGBF) 44% 50% 42.8% 50% * 50% There are several factors that have contributed to the reduction in recycling rate for 2024, these include: • Scottish Government introduced the legislation around Waste Upholstered Domestic Seating at the beginning of 2024, with the Council enforcing separate collections of these materials, some of which would have been recycled previously, now having to go to incineration. • A change in contractor and processing arrangements for our HWRC black bag waste which means less recycling can be recovered. • There was a general decrease in recycling collected at kerbside, however general market trends show that less Paper, Card and Cardboard is being collected at kerbside. *This is an LGBF indicator and 2025 data is not yet available.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Implement the next phase of transformation through the actions arising from the Council’s financial sustainability and improvement workstreams and the new Reshaping Renfrewshire programme 31 Mar 2027 The aim of this action is that the Council is able to maintain a balanced budget by 31 March 2028 within the context of a challenging financial environment. This has so far been achieved for 2025/26, the first of the three financial years in scope. The Transformation Board has met 7 times and considered updates and progress on a wide range of projects and programmes, providing advice and guidance as required. Deliver improvement activity across the organisation in line with revised best value audit methodology 31 Mar 2027 Following the publication of the Controller of Audit’s Best Value Report, the ‘areas of focus’ identified by the Accounts Commission have been added to the Corporate Improvement Plan. These were detailed in a report to Council on 26 June 2025. A progress report was taken to the Leadership Board in September 2025 and thereafter in February 2026, showing the majority of existing actions have been completed or are nearing completion. Two new actions were added from the Best Value thematic review on transformation and five new actions added in relation to the Residents Research undertaken by the Council. Evidence was submitted to the Council’s external auditors, Azets, at the end of March 2026 in relation to the Best Value thematic review on Asset Management. Any recommendations which come from this workstream will be added to the Corporate Improvement Plan. Work continues across all elements of the improvement agenda, continuing to represent a key focus for the CE’s service in the coming year.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Continue to develop our approaches and activities in relation to Equality, Diversity and Inclusion, responding to the needs and views of our workforce 31 Mar 2027 Key areas of progress include new and revised HR&OD Policies written using friendly, inclusive language and tone. The Council is embedding our economic development employability programmes throughout our recruitment processes ensuring barriers faced by employees and interns are removed. Recruitment, onboarding and pastoral support processes for overseas workers have been established, through participation in a Scottish Government pilot programme. Equality, Diversity and Inclusion Awareness is now one of the Council’s mandatory training modules and all employees are being supported and encouraged to complete the training, whether that be online or via face to face/toolbox talks. Our workforce received communications throughout November to encourage them to update their personal equality monitoring information currently held by the Council. This will enable the Council under its statutory duty to ensure the most up to date information is held and policies/strategies, etc are meeting the needs of our people. The Council is currently revising its Equality & Diversity and Respect at Work Policies and associated training, with a view to implementing later in 2025. The 3 year Plan will continue to be implemented throughout 2025 and beyond Develop new approaches to consultation and engagement with our communities, underpinned by our values. 31 Mar 2025 This action is complete. A new policy (with additional checklist and toolkit) and Terms of Reference for an officer-led engagement oversight group has been produced, responding to service engagement and feedback and national best practice guidance. The Policy was agreed in February 2025 and work is now underway on an implementation plan. There is a new action focusing on monitoring the effectiveness of our engagement with communities. Develop a framework to monitor the effectiveness of community engagement 31 Mar 2027 The Consultation and Engagement Advisory Group(CEAG) is now established and meets every 6 weeks. The CEAG is lead by the Senior Policy Officer for Engagement and Consultation and are continuing to develop a toolkit focusing on guidance, training and governance to support, streamline and monitor engagement and consultation activity across the council. Colleagues in Marketing and Comms and Policy and Insight have continued to collaborate on the resident survey and subsequent focus groups have taken place to support this work. As reported to Leadership Board in April, an ongoing programme of consultation and engagement is being delivered to support the development of the new Council and Community Plans.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Lead implementation of the council brand, ensuring council communications are responsive, informed, inclusive and accessible (CF) 31 Mar 2025 This action is complete. A report was taken to Leadership Board in 2024 to update members on the outcome of the evaluation of place brand activity over the past five years and the findings of an independent review, and to recommend next steps for place promotion. Officers from marketing and communications will work with regeneration and economic development colleagues and wider place partners to explore the six recommended areas of activity to help drive the marketing of Renfrewshire in future. A further report will be taken to Leadership Board in the autumn to update on progress. Deliver a refreshed approach to workforce planning and workforce innovation, with a focus on recruitment and retention; learning and development; and career pathways. 31 Mar 2027 Progress continues with planning approaches to engage and consult with services on the four draft strategic outcomes of the new People Strategy, which will now be implemented, following members approval, mid-2027. This will align to the key priorities of the new Council Plan. A survey will be conducted early 2026 to gauge and understand how services’ workforce planning and organisational development needs can be met, whilst navigating current and future financial sustainability challenges. We continue to gather insights and views from across the workforce, via our established Employee Engagement forums. As these approaches evolve, they will become an integral part of how we listen and involve our workforce in shaping the future of our organisation.Benchmarking and development of the 4 strategic outcomes has informed the main content of the survey to go to key stakeholders. This will be conducted imminently, following which the year 1 and 2 priority actions of the People Strategy will be identified. Drive improved attendance and reduced absence across the organisation 31 Mar 2025 The Workforce Planning Group are progressing the key priorities of the People Strategy, taking forward the recommendations from the Best Value audit and will work collaboratively with the Head of People and OD on strategic approaches to workforce planning and OD to establish new key priority areas over the next 5 years. A bi-annual report on our People Metrics was presented to FARS Board on 13 February 2025 for noting and monitoring.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living our Values What we will do Due Date Status Progress update Embed our Wellbeing Strategy, meeting the current and future needs of our workforce 31 Mar 2025 Training for colleagues who are already mental health first aiders on how to support colleagues with specific types of mental health conditions was rolled out on 5th December – A conversation on Anxiety. Further sessions planned during 2025 will be delivered on Suicide, Depression, Self-Harm and Psychosis. We continue to raise awareness of menopause. An action plan of support based on findings from the Menopause Survey conducted in November 2024 will include further RenTalks on Supporting Menopause during February, toolbox talks on support for employees and managers and ‘Let’s Pause’ sessions, our virtual get-together. Council officers continue to work in collaboration with RCA Trust to provide colleagues with specialist support, training and advice on gambling addiction. ‘Bet you can help now’ training is being rolled out during January and February, with focus groups consisting of line managers, People & OD and Trade Unions. We have recently been recognised as a Breastfeeding Friendly Scotland employer. Training will be rolled out to the Customer Contact Centre employees initially, to provide advice and signposting people to available facilities and Council locations outwith Renfrewshire House. This training will be recorded and developed as a module on iLearn for all employees. A Council website page is being created in the staff information section that will include guidance around reasonable adjustments etc. Wellbeing Support toolbox talks are being rolled out to line managers within HSCP and EH&I. This will also be delivered during the Head Teachers meeting in February. Implement the new Digital Strategy 31 Mar 2030 Since the last update in Jan 2026, there has been significant work undertaken on validating the AI business case with input from senior officers from across all services including Finance Business Partners. The business case is now complete and has been reviewed and approved by the Corporate Management Team. The business case represents one of the most significant digital transformation opportunities for the Council over the medium term. A report is being submitted to the April Leadership Board for approval. Progress continues within the other key themes of the Digital Strategy including Digital Inclusion and the preparation of an evaluation report on DigiZones and using data to support and evidence a baseline of digital skills across the council. The Data Advisory Group (DAG) continue to meet with a focus on data management, data analysis and data skills. It is anticipated that DAG priorities will be to support any future AI programme of work.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Average number of work days lost through sickness absence per employee 12.75 9.9 13.38 9.9 12.88 9.9 Councilwide sickness absence has decreased in 2025/26 compared to the previous financial year, based on total work days lost. The reduction is primarily driven by lower levels of work days lost due to psychological, musculoskeletal, stomach/bowel/blood & metabolic disorders, and respiratory related absence across the organisation. These reductions have outweighed increases observed in a small number of other absence categories over the year. Absence remains an area of focus for the Council’s Performance Group. Employees continue to have access to Occupational Health services and the Time for Talking counselling service, alongside ongoing, timeous caseload management with oversight and support from People & OD across all services. Through continued focus on absence management and sustained support for managers and employees, improvement is expected to be maintained over the coming year.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Percentage of posts of the highest 5% of earners among employees (excl. Teachers) who are women (LGBF) 57.59% Data only 57.1% Data only * Data only Total number of employees = 6,268 Total number of employees in top 5% = 324 (per guidance value 313 has been increased to 324 due to numbers on the salary point) Total number of women in top 5% = 185 (57.10%) The number of employees in top 5% has increased by 1 and the number of women in top 5% has decreased by 1. This has resulted in a decrease of 0.49% for 2024/25. The decrease in this indicator from 57.59% in 2023/24 to 57.10% in 2024/25 has arisen due to turnover activity within the Council. We will continue to monitor this indicator as part of our equality monitoring processes to ensure that our recruitment, training, development, and retention processes treat everyone in an equal and consistent basis. We also now provide senior officers with frequent statistics inclusive of attrition & retention to help create awareness of where potential challenges may exist whilst offering a range of interventions. Due to several external factors out with the council’s control it is difficult to accurately predict future impact, however, based on the council’s trends and interventions over recent years it is hoped that performance levels will improve or at least be maintained over the next financial year. This indicator is taken from the Local Government Benchmarking Framework and data for 2025/26 will not be available until later in the year.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Percentage gender pay gap between average hourly rate of pay for male and female employees (LGBF) 0.44 Data only -0.52 Data only * Data only As at 31st March 2025, the Council’s mean gender pay gap stands at -0.52%. This figure is based on and follows the standard methodology of comparing the mean hourly pay of males and females, excluding overtime payments. Average hourly rate (Male): £21.25 Average hourly rate (Female): £21.36 Gender Pay Gap: -0.52% A number of structural and strategic factors have contributed to this positive shift: · The ongoing implementation of the Council’s revised Pay & Grading Model continues to create a more equitable pay structure across roles and grades. · Service redesigns and targeted workforce planning have supported more balanced recruitment, retention, and progression opportunities across genders. · Natural turnover and external labour market factors have had some influence but appear to be offset by internal interventions. · People & OD continue to develop and implement progressive HR policies which support out workforce to share parental and caring responsibilities. We will continue to monitor, benchmark and report our performance annually. While external factors, such as labour market trends and workforce demographics, remain outside the Council’s control, the consistent downward trend in the gender pay gap in recent years, culminating in a reversed gap, suggests that sustained improvement is achievable. Ongoing monitoring and evaluation will be essential to maintaining this position. This indicator is taken from the Local Government Benchmarking Framework and data for 2025/26 will not be available until later in the year.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Living Our Values Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Complaints closed at Frontline Resolution as a percentage of all complaints 82.8% 85% 63.5% 85% 91.28% 85% A total of 12,550 complaints were received during 2025/26. From this total, 11,452 Frontline cases were closed during the reporting year. Percentage of FOI requests completed within timescale 89.9% 90% 90% 90% 90% 90% As the Council’s performance is currently achieving target, there are no issues regarding this. However it may be worth noting that the increased use of the escalation process over the past few months is one factor which has helped to maintain the Council’s FOI performance. This is against a backdrop of increased FOIs from 24/25 (1528 compared to this year’s 1698). Additionally we are seeing an increase in the use of AI platforms to formulate FOIs which has increased the complexity of requests. During 2025/26 a total of 1698 with 1524 requested completed within target (90%). The Information Governance team are due to conduct bespoke training for our service representatives which will improve their expertise in processing FOIs. Percentage of LGBF performance indicators performing in the top 2 quartiles 50% 56% 50% 56% 55% 56% This figure represents a snapshot and is reported with a one year lag due to publication dates, so the 2025/26 data mainly reflects the reporting year 2024/25. As of April 2026, the 2024/25 data had been published for 92 indicators, and Renfrewshire was in the top performing 50% of councils for 51 indicators, giving us 55%. This is slightly behind target set. The Council's Performance Group supports targeted improvement work on indicators that are behind target and this is expected to support improvement on this measure in the future.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Literacy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) 14 10 9 10 * 10 The size of the attainment gap has decreased by 6 percentage points since 2023-24 as a result of increased attainment of pupils living in SIMD 30% most deprived areas. The size of the gap is the lowest in the previous 7 years at 9 percentage points. Pupils living in most deprived areas were more significantly impacted by the pandemic which caused these gaps to widen. The data indicates that positive progress has been made to rectify this, and the size of the gap is now lower than in 2018-19. Percentage Point Gap in % Pupils Achieving Expected Level for their stage in Numeracy between pupils living in 30% Most Deprived areas and those living in 70% Least Deprived Areas (SIMD) 11 9 9 9 * 9 The size of the attainment gap has decreased by 2 percentage points since 2023-24 as a result of improved attainment of pupils living in SIMD 30% most deprived areas. The size of the gap is the lowest in the previous 7 years. Pupils living in most deprived areas were more significantly impacted by the pandemic which caused these gaps to widen. The data indicates that positive progress has been made to rectify this, and the size of the gap is now lower than in 2018-19. Data on attainment is based on academic years; the academic year 2025/26 does not end until 31 July 2026 and new data will not be available until the end of 2026.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families Indicator Current Status Short term trend Long term trend 2023/24 2024/25 2025/26 Explanation of performance Value Target Value Target Value Target Average total tariff score of leavers living in SIMD 30% most deprived areas 681 700 728 700 * 700 It is not possible to make a like for like comparison to previous years within this measure due to the cancellation of exam diets in 2020 and 2021. Renfrewshire’s data follows national trends with an increase during this period which is now returning to post-pandemic levels. Renfrewshire is consistently ahead of the national figure in this measure but remains marginally below the virtual comparator. The latest data is ahead of the 2018/19 leavers cohort, which was 674. Targets for this measure were set before the pandemic. *Data for 2025/26 is not yet available. Average total tariff score of all school leavers in Renfrewshire 941 965 975 970 * 975 As above, it is not possible to make a like for like comparison to previous years within this measure due to the cancellation of exam diets in 2020 and 2021. Renfrewshire’s data follows national trends with an increase during this period which is now returning to post- pandemic levels. Renfrewshire is consistently ahead of the national figure in this measure but remains marginally below the virtual comparator. The latest data is ahead of 2018/19 leavers cohort, which was 923. Targets for this measure were set before the pandemic. *Data for 2025/26 is not yet available.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Improving Outcomes for Children and Families Indicator Current Status Short term trend Long term trend 2023/24 2024/25 Q1 2025/26 Explanation of performance Value Target Value Target Value Target Proportion of children being looked after in the community (LGBF) 90.9% 89.9% 91.6% 89.9% * 89.9% The proportion of looked after children residing in community settings has increased by 0.2 percentage points, reaching 91.8%. The majority of looked after children continue to be cared for within the community, either with their families or with alternative carers such as extended family or friends. This reflects the service’s ongoing commitment to prioritising family-based care wherever appropriate. While residential placements may be necessary for a small number of children and young people due to their individual needs, such arrangements are considered only when community-based care is not suitable. The overarching aim remains to support children in environments that promote stability, wellbeing, and continuity of care. This indicator is also reported annually through the Local Government Benchmarking Framework (CHN9: ‘Balance of care for looked after children’), which measures the percentage of children being looked after in the community. The most recent published data for 2023/24 shows that 92.8% of looked after children in Renfrewshire were cared for in community settings, exceeding the national average of 88.8%. *Data for 2025/26 is not yet available.
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Title can go here • Click to edit Master text styles • Second level • Third level • Fourth level • Fifth level Council Plan Six monthly progress update December 2025 For more information, please contact: policycefar@renfrewshire.gov.uk
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PUBLIC