David Martin

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The Challenges of Changing Renfrewshire

• David Martin
• Chief Executive
• Renfrewshire Council

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Renfrewshire to 2017Ambition, Priorities and
Challenges
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The Renfrewshire 100 in 2009

• Of the Renfrewshire 100
• 18 are children (aged 0-15 years)
• 66 are adults (aged 16-64 years)
• 16 are elderly (aged 65)
• Men can expect to live to around
• 72.5 years, women 78.3 years
• 17 live in council housing

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The Renfrewshire 100 in 2009

• Of the 66 adults within the Renfrewshire 100
• 7 of these adults are likely to be in receipt of
  incapacity benefit
• 10 of these adults are income deprived
• 49 are employed
• 4 work for Renfrewshire Council
• Of the 18 children
• 3 live in workless households
• Of the 100, 7 will probably receive care and
• support services from the council and other
• agencies

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Key Challenges a shared agenda for change

• Responding to recession and planning for recovery
• Sustaining regeneration momentum
• Supporting vulnerable people
• Tackling deep seated health inequalities
• Tackling violent crime
• Improving waste and carbon management
• Resourcing aspirations - vs - meeting needs
• Delivering modern, efficient public services
• Promoting Renfrewshire and fostering
• community confidence

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Community Planning in Renfrewshire
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Community Plan, SOA and Council Plan Themes

• Wealthier and Fairer
• Smarter
• Safer and Stronger
• Healthier
• Greener
• Vulnerable Adults
• Childrens Services
• Developing our Organisation

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Community Planning in Renfrewshire

• Genuinely drives public and voluntary sector
  action
• Keep it simple, keep it aligned
• Aim high and focus on additionality
• Match goals and milestones with resource planning
  cycles
• Sustained community engagement is essential we
  need active citizens
• Inclusive political and managerial leadership
• Council equally willing to lead and support
• Clear lines of accountability and effective
• scrutiny of progress and performance

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Ambitious for Renfrewshire Community Plan
HeadlineTargets
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Delivering the Outcomes Customers and Citizen
Focus

• Customer Service Centres/contact centre model in
  place
• Co-location of key public services
• Clear, widely promoted service standards
• Customer service viewed as a professional skill
  set
• Proactive, regular communication and feedback
• Local area committees active citizens, public
  scrutiny

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Delivering the Outcomes Culture and Leadership

• A single, corporate performance culture is
  essential
• Organisational change from difficult and
  challenging to innovative and exciting
• Member led, officer managed?
• Positive behaviours generate momentum
• Build the confidence to take acceptable risks

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Delivering the Outcomes Partnership Issues

• No added value, no need for partnership
• An agreed change agenda collective
  responsibility for outcomes
• The private and voluntary sectors have a key role
  to play
• Shared services worthwhile, but take time and
  effort to achieve results
• Good knowledge management can help provide rapid
  solutions
• The importance of good media relations

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Delivering the Outcomes Performance and Results

• Good governance requires good monitoring and
  scrutiny
• Celebrate successes, be open about setbacks
• Underpinned by a recognised QA approach
• Effective programme management capacity and
  skills are essential
• Inspection welcomed as an opportunity to focus
  and learn
• Renfrewshire Performs