Best Value Asset Management Thematic Report
Renfrewshire Council · 21 September 2026
Back to Audit, Risk and Scrutiny Board — 21 September 2026 and its agenda
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PUBLIC ___________________________________________________________________ To: Audit, Risk and Scrutiny Board On: 21 September 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Best Value: Asset Management Thematic Report ___________________________________________________________________ 1. Summary 1.1 As part of national best value audit arrangements, the Accounts Commission selects an additional thematic area to be considered by external audit teams each year as part of their overall audit programme. This year’s theme was identified as asset management, and our external audit team were asked to assess the Council’s performance in relation to 3 broad areas: Part 1 – To what extent does the council have a clear asset management strategy and plans that are affordable, align with its corporate objectives, the changing needs of its population, and net zero commitments? Part 2 –To what extent do the council’s governance and accountability arrangements support effective asset management? Part 3 – To what extent does the council have a robust approach to working with partners and communities in managing its assets? 1.2 The audit process in relation to this thematic area was conducted earlier in 2026, with a range of evidence and information provided to the Council’s external audit team. The final report outlining the findings from the thematic audit has now been provided to the Council, with an overall positive assessment of the Council’s approach to asset management. 1.3 Auditors note within the report specifically that the Council has continued to deliver a range of “major complex capital projects despite the external pressures” it has been required to manage. The report also notes that “The council works effectively with partners and communities to deliver its projects”.
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PUBLIC 1.4 A small number of recommendations have been made by the audit team which relate to opportunities to strengthen and enhance existing practice. Further detail is provided within the body of the report and within the audit team’s report at Appendix 1. 1.5 Updates in relation to these recommendations will be monitored by the external audit team through the annual audit process and reported in next year’s annual audit report. Actions relating to the recommendations will also be included in the Council’s Corporate Improvement Plan, progress against which is reported to the Leadership Board on a six-monthly basis. 1.6 Recent progress in relation to broader asset management activities between 2021-2026 was reported to the Leadership Board in February 2026, with a new Corporate Asset Management Strategy 2026 to 20230 also approved at that time. 2 Recommendations 2.1 It is recommended that members of the Audit, Risk and Scrutiny Board: • Note the content of this report. 3 Background 3.1 The duty of Best Value applies to all public bodies in Scotland and requires organisations to ensure that there is good governance and effective management of resources, whilst also ensuring activities focus on improvement and deliver the best possible outcomes for the public. 3.2 The Accounts Commission’s approach to Best Value involves reporting on individual local government bodies and thematically across the local government sector through performance reports. The Accounts Commission reports nationally on thematic aspects of local government bodies’ approaches to, and performance in, meeting their Best Value and community planning duties. Local government appointed auditors report locally on any such Best Value thematic work prescribed by the Accounts Commission. 3.3 For 2026, the Accounts Commission has directed auditors to report on how well councils are managing their assets. In carrying out the work, auditors have considered the following questions: • Part 1 – To what extent does the council have a clear asset management strategy and plans that are affordable, align with its corporate objectives, the changing needs of its population, and net zero commitments? • Part 2 –To what extent do the council’s governance and accountability arrangements support effective asset management? • Part 3 – To what extent does the council have a robust approach to working with partners and communities in managing its assets?
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PUBLIC 3.4 The audit work relating to this thematic area, was undertaken by Azets earlier in 2026. Officers provided evidence to the external audit team in relation to the key areas of focus, with the final report completed in August 2026 and attached as Appendix 1. 4. Best Value Thematic Report on Asset Management in Renfrewshire Council 4.1 The report prepared by the Council’s external audit team is positive, and provides an assessment of performance against the three key areas of focus being assessed through the thematic review of asset management. Each area is assessed against criteria agreed at a national level, with a red, amber, yellow or green rating allocated. 4.2 In summary, asset management arrangements in Renfrewshire have been allocated two “green” ratings and one “yellow” rating with a small number of recommendations made by the external audit team to support improvement. An overview of audit findings is provided within the following table: Area of focus Audit opinion To what extent does the council have a clear asset management strategy and plans that align with its corporate objectives, new ways of working, the changing needs of its population and net zero commitments? The council’s recent, fully integrated Corporate Asset Management Strategy provides a clear corporate framework for asset management. There is a strong link between assets, service delivery, financial sustainability and Net Zero, consistent with CIPFA guidance on integrated capital and asset planning. The Strategy supports the Council’s Net Zero by 2030 commitment by embedding decarbonisation, energy efficiency and low-carbon investment across buildings, fleet and service transformation, reinforced through robust governance and regional collaboration. The council demonstrates a clear understanding of both short- term budget pressures and long-term financial sustainability and explicitly links these to its ability to invest in, maintain and rationalise assets. Reporting on affordability could be further strengthened by including sensitivity analysis. To what extent do the council’s governance and accountability arrangements support effective asset management? The council has strong governance arrangements for asset management, with clear corporate oversight, integration with financial planning, and structures to allow effective member and officer scrutiny. Reporting is regular and transparent, and improving in quality, supported by robust risk management. The council has demonstrated the ability to deliver major strategic projects in the challenging post-COVID environment amid widespread cost, inflation and supply chain pressures. Performance has been especially strong in the delivery of housing projects. However, these pressures have continued to affect elements of the wider capital programme, contributing to recurring underspends and rephasing. This suggests there may be some scope to enhance budgets to better reflect spend profiling, particularly in non-housing projects.
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PUBLIC Over the past year, the council has improved reporting to members by providing greater detail on project variances in monitoring reports and making wider use of options considerations and recommendations. The asset performance is generally strong for operational buildings and with housing indicators available showing an improvement trend. To what extent does the council have a robust approach to working with partners and communities in managing its assets? The council demonstrates strong and well-established partnership working across regional, local and organisational levels, with clear alignment to strategic priorities such as net zero, infrastructure and economic growth. Collaboration with other councils and partners has enabled large- scale delivery, access to funding and shared risk, while internal joint working supports services sharing buildings and more efficient use of assets. Community engagement is extensive and embedded across major programmes, with structured processes and good transparency, including robust arrangements for community asset transfer. The council made use of co-design and co delivery approaches for some of its projects. The council has effective cross-service collaboration structures in place with senior management team as members of the key capital projects boards. 4.3 Three recommendations are outlined within the report which relate specifically to suggested improvements which could be undertaken to further strengthen existing reporting arrangements in relation to asset management. These are outlined in detail within Appendix 1 but include areas such enhancing capital forecasting and reporting arrangements, reporting of capital project milestones and information at the outset of projects on the consideration of potential financial risks such as inflation etc. 4.4 Elected members are asked to note that the recommendations and any related management actions will be added to our Corporate Improvement Plan, progress against which is reported to the Leadership Board every 6 months. The external audit team will also review progress and report on this through the Annual Audit report next year. ___________________________________________________________________ Implications of the Report 1. Financial – none 2. HR & Organisational Development - none 3. Community/Council Planning – our commitment to Best Value and the delivery of many of the activities (including self-assessment) is clearly
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PUBLIC established within our Council Plan, particularly through the Living Our Values strategic priority. 4. Legal - none. 5. Property/Assets – the report relates to a thematic review of asset management arrangements in the Council, with related recommendations and actions to be added to the Corporate Improvement Plan 6. Information Technology - none. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. There are no particular aspects in relation to equalities and human rights which require to be flagged to the report, other than the positive assessment by auditors of the Council’s approach to engaging positively with communities on capital projects. 8. Health & Safety – none 9. Procurement – none 10. Risk – none 11. Privacy Impact – none 12. COSLA Policy Position – none 13. Children’s Rights – none 14. Climate Risk- as part of the thematic review, the external audit team considered how current asset management arrangements support the Council’s commitment to Net Zero. __________________________________________________________________ List of Background Papers: none __________________________________________________________________ Author: Laura McIntyre, Head of Policy and Partnerships
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themat azets.co.uk How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change Best Value thematic work in councils 2025-26 September 2026 Renfrewshire Council
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How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change Best Value thematic work in councils 2025-26 Page 2 of 49 Table of Contents Introduction 3 Asset management planning 8 Governance and performance 17 Partnership working and community engagement 29 Appendix 1: Action plan 36 Appendix 2: Case study – Renfrewshire’s Learning Estate Strategy 39
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How well councils are managing assets to achieve their corporate objectives and respond to challenges around financial sustainability and climate change Best Value thematic work in councils 2025-26 Page 3 of 49 Introduction Asset management directly impacts how councils provide services and achieve their own corporate priorities and longer-term financial sustainability. Limited capital budgets make it challenging for councils to maintain their existing assets and estates, invest in new assets and achieve net zero targets. The Code of Audit Practice sets out the requirements for Best Value audit work. This report covers the thematic aspect of the Best Value audit requirements. The Accounts Commission has directed auditors to report on how well councils are managing their assets. In carrying out the work, auditors have considered the following questions: • Part 1 – To what extent does the council have a clear asset management strategy and plans that are affordable, align with its corporate objectives, the changing needs of its population, and net zero commitments? • Part 2 –To what extent do the council’s governance and accountability arrangements support effective asset management? • Part 3 – To what extent does the council have a robust approach to working with partners and communities in managing its assets? An improvement action plan is included at Appendix 1 of this report. This sets out audit recommendations in key areas, and the council’s planned response including responsible officers and dates for implementation. The coverage of the work is in line with the expectations for council’s arrangements for the seven Best Value themes in the Local Government in Scotland Act 2003, Best Value Statutory Guidance 2020.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 4 of 49 www.azets.co.uk To what extent does the council have a clear asset management strategy and plans that align with its corporate objectives, new ways of working, the changing needs of its population and net zero commitments? Auditor judgement Effective and appropriate arrangements are in place, with small improvements possible The council’s recent, fully integrated Corporate Asset Management Strategy provides a clear corporate framework for asset management. There is a strong link between assets, service delivery, financial sustainability and Net Zero, consistent with CIPFA guidance on integrated capital and asset planning. The Strategy supports the Council’s Net Zero by 2030 commitment by embedding decarbonisation, energy efficiency and low‑carbon investment across buildings, fleet and service transformation, reinforced through robust governance and regional collaboration. The Council demonstrates a clear understanding of both short-term budget pressures and long-term financial sustainability and explicitly links these to its ability to invest in, maintain and rationalise assets. Reporting on affordability could be further strengthened by including sensitivity analysis.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 5 of 49 www.azets.co.uk To what extent do the council’s governance and accountability arrangements support effective asset management? Auditor judgement No major weaknesses in arrangements but scope for improvement exists The council has strong governance arrangements for asset management, with clear corporate oversight, integration with financial planning, and structures to allow effective member and officer scrutiny. Reporting is regular and transparent, and improving in quality, supported by robust risk management. The council has demonstrated the ability to deliver major strategic projects in the challenging post-COVID environment amid widespread cost, inflation and supply chain pressures. Performance has been especially strong in the delivery of housing projects. However, these pressures have continued to affect elements of the wider capital programme, contributing to recurring underspends and rephasing. This suggests there may be some scope to enhance budgets to better reflect spend profiling, particularly in non-housing projects. Over the past year, the council has improved reporting to members by providing greater detail on project variances in monitoring reports and making wider use of options considerations and recommendations. The asset performance is generally strong for operational buildings and with housing indicators available showing an improvement trend.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 6 of 49 www.azets.co.uk To what extent does the council have a robust approach to working with partners and communities in managing its assets? Auditor judgement Effective and appropriate arrangements are in place, with small improvements possible The council demonstrates strong and well-established partnership working across regional, local and organisational levels, with clear alignment to strategic priorities such as net zero, infrastructure and economic growth. Collaboration with other councils and partners has enabled large-scale delivery, access to funding and shared risk, while internal joint working supports services sharing buildings and more efficient use of assets. Community engagement is extensive and embedded across major programmes, with structured processes and good transparency, including robust arrangements for community asset transfer. The council made use of co-design and co- delivery approaches for some of its projects. The council has effective cross-service collaboration structures in place with senior management team as members of the key capital projects boards.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 7 of 49 www.azets.co.uk Definitions We use the following gradings to provide an overall assessment of the arrangements in place as they relate to the wider scope areas. The text provides a guide to the key criteria we use in the assessment, although not all of the criteria may exist in every case. There is a fundamental absence or failure of arrangements There is no evidence to support necessary improvement Substantial unmitigated risks affect achievement of corporate objectives. Arrangements are inadequate or ineffective Pace and depth of improvement is slow / needs to extend further Significant unmitigated risks affect the achievement of corporate objectives No major weaknesses in arrangements but scope for improvement exists Pace and depth of improvement are adequate Risks exist to the achievement of operational objectives Effective and appropriate arrangements are in place Pace and depth of improvement are effective Risks to the achievement of objectives are managed
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 8 of 49 www.azets.co.uk Asset management planning Councils’ capital programmes are a necessary component of modernising services to improve outcomes for local communities. Doing this successfully requires good strategic medium to long-term asset management and planning. The Accounts Commission’s Local government budgets 2025/26 briefing reported that capital funding for 2025/26 had increased but remained lower than in 2023/24 and that investing in new buildings and assets is increasingly expensive. Councils are relying on borrowing as the main source of funding for capital projects. In 2025/26, councils intend to borrow £3.13 billion, an increase from £2.67 billion in 2024/25. The Corporate Asset Management Strategy The council’s Leadership Board approved its Corporate Asset Management Strategy (CAMS) 2026-30 in February 2026. It is the first fully integrated corporate asset management strategy created for the Council. The Strategy sets out how Renfrewshire Council will plan, manage, invest in, and use its assets to support service delivery, financial sustainability, organisational transformation and the Council’s Net Zero ambitions. The Strategy has the following objectives. These objectives collectively provide a clear framework to ensure the Council’s assets are used effectively and sustainably to meet current and future needs. Exhibit 1: The strategic objectives Source: The Corporate Asset Management Strategy 2026-30
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 9 of 49 www.azets.co.uk The strategy applies across a wide range of asset groups presented below. Exhibit 2: Assets managed Type Number of assets/length Value Public buildings, including Cultural Assets 213 £590m Commercial buildings 232 £11m Open spaces 264 £9m Roads Footways Bridges & Structures Other infrastructure* 871km 1,141km 316 £355m Fleet 297 £6m Housing 13,787 £846m ICT assets 21,948 £7m (*) Value includes street signs, furniture and lighting, traffic signals and car parks Source: The Corporate Asset Management Strategy 2026-30 Strategic and operational aims For each asset class, CAMS sets the strategic direction rather than detailed delivery plans: • Property: maintain safe, compliant buildings, reduce and rationalise the estate, and modernise assets to support new ways of working. • Open space: protect and improve parks and play areas, supporting wellbeing and climate resilience. • Roads and infrastructure: deliver sustained investment, with a focus on condition, safety and active travel. • Fleet: transition to a fully decarbonised fleet by 2030. • Housing assets: deliver large-scale investment in quality, energy-efficient council housing through the Housing Asset Management Strategy. • ICT: strengthen digital infrastructure and data to support decision-making and asset performance management. Corporate objectives CAMS is aligned to the Council Plan, with investment and decision-making shaped around the Corporate Plan’s strategic themes. Corporate Plan theme CAMS alignment Place The Strategy supports it by taking a whole-place, data-led approach to modernising the estate, ensuring communities have
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 10 of 49 www.azets.co.uk access to high-quality, safe and welcoming buildings that strengthen local identity and resilience. Economy CAMS aligns with it priority by enabling productive, modern workspaces, supporting employability and skills activity, and ensuring assets contribute to inclusive economic growth through programmes such as the Learning Estate Strategy and the regeneration of community facilities. Through significant investment in roads and wider infrastructure this further supports connectivity and access to good quality roads and infrastructure, including new strategic connections into Renfrewshire, for business, residents and visitors. Fair The strategy also reflects the objective, with a commitment to tackling inequalities by prioritising investment in areas of greatest need and ensuring buildings are accessible, inclusive and designed to support vulnerable groups and reduce barriers to participation. Green A strong emphasis on sustainability means the strategy directly advances the theme, embedding net-zero principles into capital planning, lifecycle maintenance and major programmes such as the Housing Energy Standard and the modernisation of public buildings. Living Our Values The principles are embedded through transparent governance, digital transformation, robust engagement processes, and partnership working - including structured community engagement and community asset transfer processes that empower residents and build trust. Improving Outcomes for Children and Families Finally, the strategy makes a significant contribution to, with the long-term Learning Estate Strategy ensuring that children learn in safe, modern, digitally enabled and energy-efficient schools that support attainment, inclusion and wellbeing. CAMS explicitly states that it underpins the Council Plan, Capital Programmes, Learning Estate Strategy, Housing Asset Management Strategy, Commercial Property Review and Plan for Net Zero. The Strategy also aligns with the medium-term financial plan and capital strategies, confirming this holistic approach, centred around aligning corporate objectives to asset strategy. Population needs and new ways of working A key principle of the strategy is delivering services “in the right ways and in the right places”, ensuring assets support locality‑based working and are located where demand is greatest.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 11 of 49 www.azets.co.uk This moves the focus away from maintaining under‑used or poorly located buildings and towards better‑targeted, more flexible assets that respond to different community needs. The strategy aligns investment with core population priorities, particularly housing, education, wellbeing and mobility. Large‑scale housing investment addresses demand for affordable, high‑quality and energy‑efficient homes, while learning estate investment reflects changing school‑age populations. Investment in parks, play areas, open spaces and active travel supports physical and mental wellbeing across all age groups and helps create inclusive, liveable communities. The Strategy recognises that Renfrewshire’s population is changing and that the Council’s assets must adapt to reflect how communities live, age and access services. CAMS also emphasises community involvement, committing to work with communities to shape asset use and, where appropriate, pursue community asset transfer to add local value. While detailed demographic analysis sits mainly in supporting strategies, CAMS provides a flexible, high level data‑led framework that ensures population needs remains a key driver of asset planning and investment over time. The asset management strategy contains a section titled ‘Consultation and Engagement’ that details the council’s initiatives to strike up collaboration with key stakeholders to ensure that decisions about its assets meet the needs of the communities they serve. Recent consultation exercises include: • Participatory Budgeting used to empower residents to directly decide how a portion of public funds is spent, aiming to allocate 1% of the budget this way to improve local communities. • Residents Survey - the Council undertook research with Renfrewshire residents in summer 2025 to measure residents’ views on council services and help inform future decision making. • Annual rent consultation exercise with council tenants, which helps inform the housing investment programme. • The new Paisley Grammar School Community Campus, set to open in August 2026 on Renfrew Road, was developed through extensive consultations with pupils, staff, and the community, featuring "design charettes" to incorporate their input. • Community Asset Transfer Strategy consultations. The Strategy links to the new ways of working and the opportunities that have emerged, particularly since the pandemic, including consolidating assets by bringing more Council staff into core buildings, such as the move from Abbey House to HQ, and also utilising space within HQ to rent out to partners, for example, Scotland Excel. More recently the Council brought Renfrewshire Joint Valuation Board into HQ, again allowing to declare the Robertson Centre surplus to requirements and market it for sale which it was sold last year and is fully
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 12 of 49 www.azets.co.uk occupied. The Council have operational and strategic groups overseeing these processes and considerations. Net zero commitments CAMS supports Renfrewshire Council’s net zero by 2030 commitment by embedding carbon reduction into how assets are planned, invested in and managed. It recognises that buildings, infrastructure and fleet are major sources of emissions and treats asset management as a key tool for climate action. The Strategy prioritises low-carbon investment, directing funding towards improving energy-inefficient assets, reducing demand through fabric improvements, and supporting the transition away from fossil-fuel heating. This approach cuts emissions while reducing long-term operating costs and exposure to energy price volatility. It also links asset decisions to service transformation, enabling fewer, better-used assets through digital delivery and new ways of working, which reduces overall energy consumption. Climate performance is embedded within governance and reporting arrangements, ensuring progress toward net zero is monitored, scrutinised and continuously improved. The council has a Net Zero Collaboration Group in association with other similar local government bodies. This project recognises that across different councils they share many similar types of properties, schools and council homes and that by sharing data with regional partner local authorities Renfrewshire Council can build up a clearer picture of the cost of improving the whole portfolio. The buildings account for the majority of the Council’s organisational emissions, and the Council has therefore prioritised targeted decarbonisation projects across its estate, including expansion of building management system, solar PV installation, and development of district heating networks such as at AMIDS, which will deliver over a 95% carbon reduction across its lifecycle. The Council’s asset strategy also embeds energy efficiency and sustainable heat planning, supported by Local Heat and Energy Efficiency Strategy (LHEES) work and emerging clean heat business cases. Case study: The council points to their sector-leading regional collaborative work with HubWest Scotland on the Net Zero collaboration group which is a good example of looking wider than Renfrewshire and maximising the use of resources as the Council share the resource pressure to technically scope retrofit works across a range of archetype models. This project recognises that across Councils they share many similar type of properties, schools, Council homes and that by sharing data with regional partner local authorities they can build up a clearer picture of the cost of improving the whole portfolio.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 13 of 49 www.azets.co.uk Other key activities in this area include a new fleet strategy which has a close alignment with net zero commitments; the Housing Asset Management Strategy makes Net Zero a core organising principle and aligning all investment decisions with upcoming statutory requirements such as the Scottish Social Housing Net Zero Standard and the Council’s Local Heat & Energy Efficiency Strategy (LHEES); transition its fleet towards low-emission and alternative-fuel vehicles. Strategy implementation The council supports the strategy framework via asset management and capital plans which include specific actions, timescales and costs. There is a link between the council’s asset management plans/capital programmes and long-term estate planning. Non-housing plans Renfrewshire Council has an asset management framework, supported by a 10-year rolling Non-Housing Capital Investment Programme and an approved Corporate Asset Strategy. The capital plan sets out long-term investment in the Council’s estate and infrastructure and is explicitly aligned with strategic priorities, including lifecycle maintenance, the Learning Estate Strategy, City Deal programmes, and climate objectives. The Council has adopted a financial planning principle that capital grant is directed first to lifecycle maintenance to protect existing assets. The Capital Strategy confirms that investment decisions follow structured governance including option appraisal, asset management planning and affordability testing in line with the Prudential Code. As noted above, the Council has also undertaken a Strategic Property Review to determine the optimum size and sustainability of the estate, ensuring future capital plans reflect operational needs, carbon reduction ambitions, and statutory compliance requirements. Renfrewshire Council is enhancing biodiversity through a landscape‑scale approach that strengthens parks, woodlands, nature reserves and habitats, creating connected green and blue networks that support nature recovery and climate resilience. The Biodiversity Action Plan restores habitats such as wetlands and peatlands and promotes community involvement in managing greenspaces. Community groups and volunteers play an active role through conservation, monitoring and citizen science, supported by the People Power priority. Additionally, £350,000 from the Nature Restoration Fund is tackling invasive species along riverbanks, restoring river habitats while reducing flooding risk, soil erosion and carbon emissions in support of Net Zero. Housing Renfrewshire’s Strategic Housing Investment Plan 2026 to 2031 sets out a development programme of affordable housing projects across Renfrewshire that will be supported by Scottish Government funding through the Affordable Housing Supply Programme.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 14 of 49 www.azets.co.uk The Housing Asset Management Strategy (2025–2030) provides a framework for how the Council manages, maintains and invests in its housing assets, ensuring decisions are based on stock condition data, regulatory standards and long‑term sustainability. The Housing Capital Programme 2026/27 to 2030/31 reflects the strategic priorities, with over £337 million of investment planned over the life of the plan, including £174m for existing homes, £104m for regeneration and renewal, and £30m for new supply out with regeneration areas. Investment decisions follow structured governance including option appraisal, asset management planning and affordability testing in line with the Prudential Code. Affordability considerations The council has considered the affordability of its capital programme and asset management plans. The council can demonstrate a clear and structured approach towards affordability through its asset management strategies and plans, combined with proposed future capital budgets. The Revenue Budget for 2026/27 provides background information highlighting the challenging financial environment in which the council operates. Supporting figures and analysis of current economic conditions are provided to ensure the council’s focus on delivering asset-related investment in a sustainable, efficient manner, in sync with medium term affordability. Affordability is included in the way the Council finances large-scale asset programmes. For example, the Council has built in a recurring £5.5m revenue contribution into the base budget to support delivery of the Learning Estate Strategy, ensuring long-term capital investment is fully linked to revenue affordability. The council policy is that any new commitments should be supported by offsetting sustainable savings or increased resources, ensuring affordability is built into decision making from the outset. The Council considers its debt to expenditure levels on a regular basis via capital plans and treasury management reports. Renfrewshire Council has one of the lowest debt to spend ratios in Scotland, the ratio of financing costs to net revenue stream (general fund) was 2.9% for 2024/25 versus the Scottish council average of 6%. The Council further shows good practice through recognition of lifecycle maintenance as a recurring requirement, with additional funding allocated to address historic under-investment and rising costs. This supports a move towards a steady, planned approach to asset upkeep rather than reactive or piecemeal intervention. The Learning Estate Strategy in particular illustrates strong affordability discipline, with phased delivery aligned to the capital programme and the development of a long-term funding model that considers borrowing, receipts and lifecycle costs together. As a landlord, the Council also manages affordability through the Housing Revenue Account, using a multi-year rent strategy, tenant consultation and participatory budgeting to balance tenant affordability with long-term investment needs. In digital assets, strategic choices such as a “buy not build” approach have reduced costs which improved services resilience. The
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 15 of 49 www.azets.co.uk Council shows a good understanding of both short-term budget pressures and longer-term financial sustainability, and links these to its ability to invest in, maintain and rationalise assets. Overall, this reflects a sound and considered approach to affordability, which is treated as an important strategic factor influencing the scale, timing, delivery and prioritisation of assets. Recommendation: The council’s reporting on affordability of capital projects and asset management should consider providing additional scenario/risk analysis to show the impact of changes in inflation and interest rates or the impact of changes in demand for services, to provide users of the report with a greater understanding of the potential consequences factors out with the council’s control could bring. Building safety risks arrangements The council has a plan in place for monitoring and addressing significant building risks identified. Last year the council agreed a Housing Landlord Compliance Strategy for 2025- 2028, which focused on 6 key areas of compliance for social landlords to adhere to (gas safety, electrical safety, fire safety, lift safety, asbestos management and water safety). These compliance policies will ensure that buildings are managed in an appropriate manner to ensure the safety of all users of the relevant buildings, mitigating both short- and long-term risks. The council report bi-annually on housing landlord compliance (most recently in May 2026) and in this process, 26 KPI’s were identified relating to the six areas of compliance, with 22 out of 26 KPIs showing 99% compliance. From this we can conclude that the policies in place are having a positive impact, with the other KPI’s with lower compliance levels being highlighted and actioned for improvement, showing that a plan to address those is in place. Facilities and Property Services are carrying out updated condition surveys of the public building portfolio, with priority given to the Learning Estate to support statutory Core Facts reporting. Schools assessed as Category C (Poor – Showing major defects and/or not operating adequately) are being targeted for review and investment. The survey results will inform the lifecycle maintenance programme, support decisions on property rationalisation, and feed into short- medium and long-term asset planning. In parallel, as set out in the Housing Asset Management Strategy, the Council is undertaking Single Building Assessments for all multi-storey blocks to PAS 9980 standards, focusing on fire safety and external wall systems. Funded by the Scottish Government, this work will inform the multi-storey investment programme, ensuring any required safety or cladding remediation is clearly identified and planned for. The council has focused on actions designed to eliminate the risk of the presence of RAAC in used buildings. Significant works have been undertaken by Facilities and Property Services to
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 16 of 49 www.azets.co.uk review the council’s portfolio of buildings to identify any RAAC. Where any buildings are found to have RAAC, property services work in conjunction with engineering consultants to come up with the most appropriate solution, with safety being the priority, this recently took place for the Castlehead High School gym area (this was the only building where RAAC was identified in the most recent report).
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 17 of 49 www.azets.co.uk Governance and performance It is essential that the council has effective governance arrangements in place to enable transparency, oversight and scrutiny of progress with implementing its capital programme and asset management strategy. This enables better-informed decision making and corrective action where needed. Governance arrangements The Corporate Asset Management Strategy provides a single, corporate governance framework for the planning, management and investment of all Renfrewshire Council assets. CAMS is integrated with the Council’s capital investment programmes and medium-term financial planning arrangements. Asset investment proposals are developed and approved through established capital governance routes, ensuring affordability, deliverability and alignment with revenue budgets are considered before commitments are made. The strategy provides a corporate framework within which asset-specific strategies (such as Learning Estate, Housing Asset Management, Property, Fleet and ICT) operate, each with their own governance, reporting and approval mechanisms. CAMS brings these together to provide a consistent and coordinated approach. Overall strategic responsibility for asset management sits corporately, with the Council, and specifically with its Leadership Board, ensuring asset management is treated as a cross-cutting organisational function rather than a service-specific activity. This reinforces accountability at the Member level and ensures that asset decisions support the Council Plan, Net Zero commitments, service transformation and financial sustainability. Elected Members via Policy Boards provide democratic oversight of asset-related strategies, capital programmes and major investment decisions within their remit. This allows scrutiny, challenge and alignment with local priorities.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 18 of 49 www.azets.co.uk Exhibit 4: Member level governance structure Source: The Corporate Asset Management Strategy 2026-30 The Council officer level oversight is led by the Corporate Management Team and the Asset Management Oversight Group. Additional, specialised governance arrangements are in place for key asset areas, including the Housing Asset and Investment Programme Board, Housing Regeneration Programme Board and the Learning Estate Programme Board support robust decision making, scrutiny and accountability.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 19 of 49 www.azets.co.uk Exhibit 5: management oversight structure (CMT – Corporate Management Team) Source: Council internal documentation Performance monitoring and reporting Monitoring arrangements Performance in relation to asset management is monitored through: • At a member level, every Board cycle there is an update on the Capital Programme. All the operational update reports also cover progress against asset management plans. • Regular reporting to relevant Policy Boards (Communities and Housing Policy Board; Finance, Resources and Customer Services Policy Board; Infrastructure Land and Environment Policy Board). With the largest projects including the Learning Estate and City Deal where the reporting tends to be more detailed allowing better scrutiny. • Operational update reports are provided regularly to policy boards which cover investment programmes across all asset classes. • Service update reports and service improvement plans. • Programme-specific governance arrangements for major investment programmes. This enables progress, risks and emerging issues to be identified and addressed in a timely and transparent way. Future corporate progress updates on CAMS will be presented to the Leadership Board, supporting an integrated view of asset performance across the organisation. Additional, specialised governance arrangements are in place for key asset areas, including the Housing Asset and Investment Programme Board, Housing Regeneration Programme Board and the Learning Estate Programme Board.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 20 of 49 www.azets.co.uk The full Council approves its capital programmes in February every year and then receives another report update in May on any changes voted when setting up the budget. A high level update is also presented to the Council at its September meeting as a part of Financial Outlook and Medium-Term Financial Plan consideration. The key council committee monitoring the capital expenditure is Finance, Resources and Customer Services Policy Board which considers revenue and capital budget monitoring reports on capital projects on a quarterly basis. These contain information on housing and non-housing projects progress, with details of changes to the capital programme and reasons for those, prudential indicators which include forecast expenditure and implications. Our review of the reports presented to the Council shows that the quality of those have improved over recent years. In addition, the Council maintains other resources that are available, such as the ‘How we are doing’ interactive story map which allows viewers to review Council performance within the LGBF using a PowerBI dashboard, which includes national comparisons and time series performance information, aid in public transparency regarding the council’s active progress on projects. Recommendation: Individual projects are reported to individual thematic council Boards and include details of performance against the budget in monetary terms and explanations of any in-year adjustments. These reports could be further strengthen by including timelines for each individual project which would allow more focused scrutiny. Risk management and assurance Asset-related risks are formally identified and managed through the corporate risk management framework. Key risks are recorded in the corporate risk register and reported through the Council’s established audit and scrutiny arrangements, including updates to the Audit, Risk and Scrutiny Board. This ensures that condition, compliance, climate and financial risks associated with the asset base are actively monitored and mitigated. The council has appropriate leadership arrangements in place for its capital programme and asset management strategy. Every board cycle the capital programme is updated, to reflect all operational update reports and track progress towards asset management plans. In terms of the overall Asset Management Strategy, corporate oversight is provided by the Council, Leadership Board, and relevant Policy Boards. Officer coordination is led by the Corporate Management Team and the Asset Management Oversight Group. Delivery of the asset management plans and capital programme The Council has had an ambitious rolling capital programme in place which historically covered periods of five years for both housing and non-housing programmes. The most
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 21 of 49 www.azets.co.uk recent capital programme approved in February 2026 totals to £832million. It consists of capital spend of £495million for non-housing projects to be delivered over 10 years and £337 million for housing projects to be delivered over 5 years. Exhibit 6: Rolling capital budgets Approved in Period Non housing budget (£m) Housing budget (£m) Total budget (£m) 2022 5 years 437.2 242.7 679.9 2023 5 years 424.3 270.9 695.2 2024 5 years 450.4 281.3 731.7 2025 5 years 286.2 292.4 578.6 2026 10/5 years * 494.5* 337.3 831.8* (*) Non-housing budget moved to 10-year cycle and housing remained at 5-year cycle. Source: Council’s capital programmes 2021/22 delivery of the capital plan had been significantly impacted by COVID-19 and relating construction and wider market factors. Over the next three years that followed the Council has been able to deliver c. £120m of capital expenditure every year which was consistently below the initial capital budgets approved. A high-level analysis is presented below. Exhibit 7: Capital programme performance Year Initial budget (£m) Actual spend (£m) (Under)/ overspend (£m) (Under)/ overspend (£m) 2021/22 £136m £82m (£54m) (40%) 2022/23 £161m £119m (£42m) (25%) 2023/24 £176m £125m (£51m) (29%) 2024/25 £183m 120m (£63m) (34%) Source: Council’s capital programmes, Council’s Annual accounts, Azets Annual Audit Reports The Council has consistently reported variances between the initial capital budget and actual expenditure. The Council's capital programme is being delivered in a challenging financial and operational environment. Increasing asset maintenance requirements, construction cost inflation and wider market pressures are affecting the affordability and delivery of projects. The programme also includes a number of complex, large-scale regeneration and infrastructure projects, which require significant coordination, external funding and long- term planning. Like many councils, Renfrewshire continues to manage the legacy impacts of the COVID-19 pandemic, including project delays, supply chain disruption and increased costs. The Council must also balance investment in existing assets with emerging priorities such as decarbonisation, climate change adaptation and net-zero commitments. Funding uncertainty, including reductions in capital grant funding and limited opportunities to generate capital receipts, has increased reliance on borrowing and external funding. In
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 22 of 49 www.azets.co.uk response, the Council has adopted a longer-term approach to capital planning, with an emphasis on affordability, prioritisation, partnership working and securing external investment to support delivery while maintaining financial sustainability A number of significant projects, including Paisley Museum, Paisley Town Hall and Paisley Town Centre initiatives, have been reprofiled and expenditure deferred into future years. As a result, the variances do not necessarily represent cancelled or abandoned investment, but instead reflect a combination of project rephasing and delays to planned expenditure. However, the recurring nature of these variances indicates that the initial capital programme may not consistently reflect the timing of project delivery. This creates a risk that approved budgets overstate the level of expenditure expected to be delivered within a financial year, reducing transparency over the extent to which investment is progressing as originally planned. While the Council updates and reprofiles its capital programme during the year, the information presented does not always make it sufficiently clear whether variances arise from genuine underspends, changes to project delivery timescales, or revised project scopes. This limits the ability of members and other stakeholders to scrutinise capital programme performance and assess the realism of initial budget assumptions. The trend is more evident within the non-housing capital programme, whereas housing- related projects have generally been delivered broadly in line with planned expenditure. Given the scale and complexity of the Council's ongoing capital investment programme, maintaining robust forecasting, timely rephasing of budgets and transparent reporting of delivery milestones will remain important. Recommendation: The Council should review whether further enhancement can be made to capital forecasting and reporting arrangements. In particular, it should consider strengthening the distinction in reporting between genuine underspends, project rephasing and changes in project scope. These improvements would enhance the transparency and reliability of capital programme reporting, support more effective member scrutiny and provide greater assurance that annual budgets reflect realistic expectations of project delivery. Major recent capital projects The Council's capital programme is being delivered in a challenging financial and operational environment. While significant investment continues across infrastructure, regeneration and public assets, increasing demands on the asset base and wider economic conditions are placing pressure on available resources. The Council reports that asset lifecycle maintenance requirements remain substantial, with ongoing investment needed to maintain the condition,
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 23 of 49 www.azets.co.uk safety and functionality of existing assets. At the same time, construction cost inflation and market pressures continue to affect the affordability and delivery of capital projects. The Council also faces the need to balance investment in existing assets with emerging priorities, including decarbonisation, climate change adaptation and wider net-zero commitments. These requirements are increasing demand for capital investment and influencing the prioritisation of projects within the programme. Funding uncertainty remains a key external factor. The Council notes reductions in capital grant funding and uncertainty over the allocation of some national funding streams, requiring ongoing review of investment plans. In addition, opportunities to generate capital receipts from asset disposals are limited, increasing reliance on borrowing and external funding to support delivery of the programme. In response to these pressures, the Council has adopted a longer-term approach to capital planning and continues to place emphasis on affordability, external funding opportunities, partnership working and the prioritisation of investment. This is intended to support delivery of key projects while managing financial sustainability and maintaining flexibility to respond to changing circumstances. Despite the context and difficult environment outlined above, Renfrewshire council has been able to deliver a number of key capital projects in the last few years. For example, opening of the Renfrew Bridge and the £104m cultural infrastructure programme which included major renovations to the Paisley Town Hall and Arts Centre, along with a new Paisley Library and Learning Hub. The other three key group of projects include Advanced Manufacturing Innovation District (AMIDS), Learning Estate development and Digital projects. AMIDS is Scotland's home of manufacturing innovation. The development was a collaborative project, led by Renfrewshire Council and also focused on a net zero future. Developing the district is bringing skilled jobs, training and opportunities to Renfrewshire, bolstering manufacturing sector in Renfrewshire which provides more than 8,000 jobs - around 10% of total jobs in the area. The Council also received £38.7m Levelling Up Funding to support the AMIDS South Link between AMIDS and Paisley, improving links between Paisley and the AMIDS site. Netherton is a new development on land between the White Cart river and Glasgow Airport. It is home to two new world-class innovation centres - the National Manufacturing Institute Scotland (NMIS) and the Medicines Manufacturing Innovation Centre. Facilities based here benefit from a state-of-the-art low carbon District Heating Network supplying heat and hot water 90% greener than a gas boiler.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 24 of 49 www.azets.co.uk Funding through the Glasgow City Region City Deal has allowed the Council to jointly fund and deliver the enabling infrastructure, better connecting AMIDS to nearby commercial centres and enhancing walking and cycling provision. Further City Deal funding is creating improved connections between the district and the wider Glasgow City Region through delivery of the first opening road bridge over the River Clyde at Renfrew. The new bridge is operational, bringing a new vital transport link to Renfrewshire. Renfrewshire Council’s Learning Estate Strategy sets out a comprehensive, long-term plan to modernise its school infrastructure and ensure all children learn in high-quality environments. Developed in 2024, the strategy is grounded in evidence-based assessment of all schools using condition, suitability, sufficiency, and deprivation metrics. This analysis revealed an inconsistent estate, with some modern facilities alongside ageing, underused buildings, and highlighted declining pupil rolls leading to significant overcapacity. As a result, the Council adopted a whole-estate approach focused on transformation rather than piecemeal repairs. Central to delivery is a structured four-stage business case framework aligned to HM Treasury principles, ensuring transparency, accountability, and best value. Schools were prioritised based on objective criteria, with initial projects targeting those facing the greatest challenges. Engagement with stakeholders has been embedded throughout, ensuring community views shape proposals from the outset. The strategy promotes consolidation, new builds, and better use of existing high-quality assets to address inefficiencies and improve educational outcomes. Robust governance arrangements, including multi-layered oversight and staged financial controls, ensure strong programme management. Overall, the approach integrates financial, environmental, and social considerations, aligning with wider corporate goals such as net zero and community development, while remaining firmly focused on delivering modern, inclusive learning environments for future generations. More detail is included in the Appendix 2: Case study – Renfrewshire’s Learning Estate Strategy. Digital Journey is a number of projects where the Council has been delivering its digital asset management plans effectively, demonstrated by the transformational expansion of gigabit capable connectivity to over 90% of population by 2024/25. The Council’s Digital journey has evolved over the last 10 years with a core aim of transforming how the Council delivers services and enables digital inclusion. The programme is closely linked to the organisation’s strategic corporate objectives and has involved communities and a number of third party partners over a long term basis. A good example of working with partners and communities on this programme, has been the use of UK wide funding to progress the development of a business case to install free superfast broadband in 80% of social homes, building on the Council’s initial foundation of a 20 year Connectivity as a Service Framework which invested around £2m to connect all council buildings to a new superfast broadband network and which attracted an additional £40m of follow-on private investment to develop a commercial
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 25 of 49 www.azets.co.uk gigabit network across Renfrewshire. This resulted in connecting businesses and homes alike and promoting Renfrewshire as one of the most digitally connected geographies in the UK. The Smart Social Housing programme is a proposed digital transformation initiative that would introduce fibre broadband connectivity and smart technology within the Council's housing stock to support digital inclusion and service improvement. As of February 2026, the programme was at the business case stage, with a pilot involving around 2,000 homes planned to test feasibility and benefits before any decision on wider implementation. The Council considers the programme to be an important component of its wider transformation agenda, although the anticipated benefits have yet to be evidenced through delivery and evaluation of the pilot. Our report on Transformation: how councils are redesigning and delivering more efficient services to achieve planned outcomes presented to the council in September 2025 contains a full case study on digital projects.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 26 of 49 www.azets.co.uk Key performance indicators Scottish Housing Regulator performance indicators The Council, as a registered social landlord, is required to submit an annual return outlining service performance against performance indicators. The newest submission gives performance against 31 applicable indicators including five new indicators. Of the 26 indicators where performance can be compared with last year, the majority – seventeen - have improved, seven remain unchanged (or without newest data available) and two have dipped slightly in performance. The most notable improvements have been in void property management, rent arrears performance and complaint handling, with the proportion of Stage 1 and Stage 2 complaints responded to within target increasing significantly in 2025/26. Performance remains strong in several operational areas despite ongoing pressures facing the housing sector. However, challenges remain in achieving housing quality standards, particularly those linked to newer requirements around energy efficiency and compliance. The Council continues to monitor these areas and has reported targeted actions to improve performance through the Communities and Housing Policy Board. Overall, there is an improvement in housing performance, with particular progress in service efficiency, asset management and customer service, while acknowledging the ongoing challenges associated with meeting evolving housing quality and safety requirements. Local Government Benchmark Framework Local Government Benchmark Framework (LGBF) is a high-level benchmarking tool designed to helps councils compare their performance against a suite of efficiency, output and outcome indicators that cover all areas of local government activity. There is a number of indicators available commented below which relate to the asset management activities. Percentage of operational buildings that are suitable for their current use 10 years ago the Council had 100% of their assets being suitable for their current use. Since then, the trend has been downwards with over 90% maintained over the last 8 years. This is better than the average council in Scotland and better than the specific Renfrewshire Council family group average.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 27 of 49 www.azets.co.uk Source: LGBF website Percentage of internal floor area of operational buildings in satisfactory condition The Council has had an upward trend for this indicator taking it from 70% in 2011-12 to a peak of 95% in 2018-19. Since then, the trend has been downwards, and in 2024/25 the council has been just below 90% and slightly below the Scottish and family group averages. Source: LGBF website Proportion of council dwellings meeting Scottish Housing Quality Standards The Council started from a low position of just over 60% in 2013/14, to improve it significantly to almost 95% in 2019/20 when it met the Scottish and family group averages. After that period the trend has been significantly downward to hit below 60% in 2021/22, from which the council is working on improving year on year and currently sitting at 80%. This is currently slightly below both Scottish and family group averages.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 28 of 49 www.azets.co.uk Source: LGBF website Proportion of council dwellings that are energy efficient This area has seen a significant improvement since 2015/16, starting with 66% to the peak of almost 87% in 2020/21, with a downward trend recorded in the next year, and with no further data being collected for LGBF reporting purposes beyond 2021/22. Source: LGBF website Overall, the indicators suggests that the Council is managing well when it comes to their operational and corporate assets, however the housing specific indicators present a mixed picture and an area of challenge.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 29 of 49 www.azets.co.uk Partnership working and community engagement It is essential that councils consider how they can collaborate across services and with other public and third sector organisations to manage assets. This has the potential to achieve savings, better align service provision and create opportunities for joint working. Councils should also have transparent and robust processes in place for supporting and assessing community asset transfer requests and engaging with their communities on asset management plans and priorities. Working collaboratively The council’s asset management strategy is aligned to the Council Plan which sets out how the council has considered options for working with partners and across services and therefore how to improve the way in which assets are used. The council presented good evidence of partnership working across different levels and sectors. This work is aligned to strategic aims, has examples of long-term partnerships and tangible outcomes in form of funding infrastructure delivery and impact. Working with other local authorities The council’s work with other local authorities is shown through its involvement in large- scale, long-term regional partnerships and coordinated programmes. A key example is the Clyde Valley Residual Waste Project, which involves several councils working together over 25 years in a £700 million partnership to manage waste and generate low-carbon energy. This reflects joint commissioning, shared investment, and coordinated long-term planning across multiple authorities. The partnership enables councils to deliver services at a scale that would not be achievable individually, supported by joint commissioning and long-term collaboration. It delivers collective environmental outcomes, including significant reductions in landfill use, increased recycling performance, and lower carbon emissions. The scale, duration, and complexity of the project indicate sustained collaboration, formal governance arrangements, and a shared commitment to delivering consistent outcomes across participating council areas. The council is also part of a Glasgow City Region initiative to expand electric vehicle charging infrastructure in partnership with seven other councils. This collaboration has secured national funding and allowed a coordinated and strategic approach to delivering charge points across the region. By working together, the councils are able to jointly plan the development of a wide EV charging network across the region, supported by collaborative design and formal partnership agreements. The scale of the programme creates a market opportunity, enabling the appointment of a private sector delivery partner. The approach also supports more inclusive provision, including expanding access for residents without
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 30 of 49 www.azets.co.uk home charging and in areas less likely to attract private investment, contributing to a wider transition to zero-emission transport. These arrangements allow councils to access funding, share risks, and deliver infrastructure and services more efficiently than would be possible individually. Overall, the council’s approach demonstrates established regional working focused on shared priorities such as net zero and infrastructure development. Across both examples, outcomes are measured through a combination of: • Shared performance indicators tied to the purpose of each programme (e.g. carbon savings, infrastructure delivery). • Funding and compliance measures set by national bodies. • Collective targets agreed across participating councils. Working with private and third sectors The Council demonstrates innovation in asset management through a range of partnership models, including joint ventures, regional collaborations and long-term strategic relationships with private sector organisations. Partnership working is used to support regeneration, infrastructure investment, digital transformation and delivery of net-zero objectives, enabling the Council to access additional expertise, investment and delivery capacity. Examples include the Council's joint venture arrangements linked to regeneration and the Advanced Manufacturing Innovation District Scotland (AMIDS), as well as innovative projects such as the proposed district heating network extension to Glasgow Airport and wider place-based regeneration initiatives. With the private sector, partnership working is largely focused on infrastructure, digital transformation and investment delivery. The Council works with strategic partners across connectivity, data services, digital platforms and cyber security, including Commsworld and CityFibre, which support the Council's digital infrastructure and transformation programme. The Council's approach is to develop longer-term strategic relationships rather than one-off projects, with partners contributing to the development and delivery of sector-leading solutions. The Council also collaborates extensively through regional and cross-sector partnerships. Examples include the Clyde Valley Residual Waste Project, the Glasgow City Region EV charging programme and HubWest, which enable resources, risks and investment to be shared across partners. Outcomes from these arrangements are typically measured through delivery outputs and service outcomes, including infrastructure installed, service performance, carbon reduction and contribution to wider economic, digital and net-zero objectives.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 31 of 49 www.azets.co.uk Overall, the Council demonstrates a willingness to use innovative delivery models and strategic partnerships to support major infrastructure, regeneration and digital projects that may not be achievable through traditional delivery approaches alone. With the third sector and communities, partnership working is more locally incorporated and focused on participation, co-design, and stewardship of assets. Examples such as Friends of Barshaw Park and the Team Up to Clean Up campaign show sustained collaboration with volunteer groups in managing and improving local spaces. These partnerships are supported by council resources and structured programmes, and outcomes are reflected in levels of participation, volunteer activity, and environmental improvements. Community involvement is also formalised through mechanisms such as Local Place Plans, where communities help shape land use and local priorities, supported by dedicated funding. Overall, the approach is partnership-specific rather than standardised, with measurement frameworks aligned to the purpose and scale of each collaboration. Working collaboratively within the council The council’s internal partnership working is demonstrated through the joint use of assets and service co-location, particularly in relation to estate rationalisation and new ways of working. An example is the consolidation of services within Renfrewshire House, where different teams, including social work, have been brought together into shared accommodation following the end of the Abbey House lease. This included the creation of trauma-informed spaces, with family rooms designed in collaboration with service users. There is also evidence of shared use of assets. For example, learning estate facilities are used for both school and community purposes, including sports provision at locations such as Johnstone Sports Hub and Dargavel Primary School. New developments, including Paisley Grammar Community Campus and Thistle Primary School, have been designed with community use in mind. Renfrewshire Council has a large-scale and long-term asset transformation agenda spanning education, culture, leisure and the wider property estate. The Council has committed significant investment in its learning estate, including major new-build and refurbishment projects, supported by a structured prioritisation process to inform future investment decisions. The Council is also reviewing the future delivery model and sustainability of OneRen, which manages a substantial portfolio of cultural, leisure and community assets on the Council's behalf. Alongside these programmes, the Local Strategic Property Programme is intended to rationalise and modernise the Council's wider estate, improve asset utilisation and support
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 32 of 49 www.azets.co.uk service transformation and place-based regeneration. Collectively, these initiatives represent a significant programme of change and investment, requiring effective long-term planning, prioritisation and management of affordability and delivery risks. In additions, collaboration is demonstrated in specific service delivery arrangements, such as the co-location of the CCTV control room with Police Scotland, where the majority of footage requests come from Police Scotland and they contribute to running costs. Furthermore, internal working contributes to wider projects, such as heat network development and digital transformation, which involve multiple council functions alongside external partners. Engaging with communities The Council supports a range of approaches to community engagement in decision-making about assets, investment and service delivery. Key examples of engagement are outlined below. The You Decide participatory budgeting programme enables residents to suggest and select local projects, supported by engagement through community events, gala days and online promotion. Over three years, more than 4,800 people have taken part, with £1.2m allocated to over 50 projects including safety improvements, accessibility works and community facilities. The programme also connects with existing engagement structures such as community councils and local partnerships. The £100m, ten-year Housing Led Regeneration and Renewal Programme aims to deliver improved, energy-efficient council housing across eight areas in Paisley, Renfrew and Johnstone. It includes upgrading existing homes and neighbourhood environments, selective demolition where needed, and the construction of around 350 new council homes. Community engagement is a key part of the programme. Residents were consulted at an early stage, and plans were revised in response to feedback. Door-to-door surveys were carried out in the identified areas, providing information on residents’ needs, experiences and views, which informed the development of proposals. Engagement continues throughout delivery, ensuring communities remain informed, involved and able to influence decisions as plans evolve. This includes regular pop-up events, newsletters, social media updates and having staff based locally to answer questions and build relationships. These consistent, visible engagement methods help build trust and ensure communication is accessible and ongoing. This approach includes ongoing consultation and engagement with residents, providing opportunities to contribute views and feedback as plans develop. Neighbourhood Renewal Plans are being prepared with input from communities and council services in each area, addressing wider issues such as health and wellbeing, access to outdoor space, sustainable travel, and employment or training opportunities.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 33 of 49 www.azets.co.uk Engagement is also built into decisions about asset use and change. The Beechwood Centre provides an example of the Community Asset Transfer process in practice. Following the existing management group stepping back, a transfer request was submitted by an external organisation. The Council published the request and gathered representations, while the applicant carried out a structured programme of consultation including surveys, public meetings, stakeholder discussions and community events. This ensured that local views, including those of existing users, were considered before any decisions were made. More generally, changes of use, demolition and asset disposals are subject to statutory planning and governance processes. This includes public consultation, formal engagement with community councils and decision-making through open committee processes, with reports and meetings available to the public. Major capital projects also incorporate stakeholder engagement. The Paisley Grammar School project involved pupils, staff, parents, community representatives and council services throughout both design and construction. Engagement included workshops, design sessions, surveys, regular meetings and on-site presence by the project team. During construction, further engagement took place through site visits, layout reviews, and ongoing updates. Internal council services and external stakeholders such as emergency services and neighbouring organisations were also involved to inform design, operational requirements and compliance. The Council’s digital inclusion work also supports community engagement, with initiatives such as DigiZones and the Digital Champion network providing direct support to over 800 residents. These are complemented by partnership structures such as the DigiRen Network and Citizen Voice Forum, which bring together community representatives and third sector organisations to inform service design. Engagement is also a requirement within targeted investment programmes such as play parks. Consultation approaches include online surveys shared with schools and community groups, direct engagement with nearby residents, and in-person drop-in sessions. Additional targeted work is carried out with children and young people and local organisations to ensure that proposals reflect local needs and priorities. Overall, the activities show a well-established and structured engagement framework, with strong coverage across major programmes and statutory processes. Paisley Museum co-design case study The project has placed co-design and community participation at the centre of the museum's redevelopment. Audience research informed the project throughout, including studies on visitor needs, accessibility, public perceptions and barriers to engagement. Content, text, films, digital games and learning resources were tested with more than 600 people, including children, families, people with disabilities and communities experiencing poverty, with feedback directly influencing the final offer.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 34 of 49 www.azets.co.uk Co-production has been a significant feature of content development. Around 20% of museum displays were either fully co-produced or shaped through extensive participation, involving local groups, schools, community organisations and international partners. Participants contributed to exhibition design, interpretation, films, animations and digital content, helping to ensure displays reflect diverse perspectives and local experiences. The museum's education programme was also co-created with schools across Renfrewshire. Eighteen primary schools were directly involved in designing new learning experiences, a further 32 schools peer reviewed resources, and more than 500 pupils participated in testing activities. This collaborative approach aimed to align museum learning with curriculum needs and improve accessibility for learners. The public programme was developed through engagement with over 70 local organisations and services. This resulted in pilot projects focused on themes such as health and wellbeing, employability, literacy and creativity, involving 27 partner organisations and more than 500 participants. The learning from this process has informed ongoing partnership working and a commitment to delivering future programmes through co-creation with community groups and stakeholders. Transparency of the community assets transfers The council has a published Community Asset Transfer Strategy (CAT) and detailed process guide that provides a framework for all aspects of the process - enquiries, assessment, decision making and appeals. This is aligned with the Community Empowerment (Scotland) Act 2015. The CAT Panel in charge of these processes comprises senior officers across the Council and is chaired by the Head of Economy and Development. The Strategy has the following process and governance in place: • Pre-application checks assess eligibility and suitability • Valid requests are published publicly, allowing community representations • Competing requests are managed through coordination or parallel review • A right of appeal exists to the Scottish Government The policy reflects the requirements of national legislation by incorporating a legal right for community bodies to request ownership or control of assets. It also adopts the principle of a presumption in favour of transfer, which means that decisions are not based solely on financial considerations but instead take into account a wider range of potential community benefits.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 35 of 49 www.azets.co.uk The process set out in the policy is structured and includes several transparency measures. These include the maintenance of public asset registers, the publication of applications, and opportunities for community representations. Together, these elements provide a basis for accountability and allow interested parties to observe and contribute to decision-making. The inclusion of review and appeal mechanisms, including escalation to the Scottish Government, introduces an additional level of oversight beyond the local authority. The policy is linked to wider strategic priorities set out in the Our Renfrewshire Community Plan, including economic development, wellbeing, fairness, and safety. This connection indicates that asset transfer is intended to contribute to broader policy objectives rather than operating independently of them. In addition, the policy places emphasis on the capacity of applicant organisations. Groups are expected to demonstrate appropriate governance arrangements, financial viability, and the ability to deliver proposed outcomes. These requirements serve to assess whether a transfer is likely to be sustainable over time, although they may also increase the level of preparation needed for applicants.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 36 of 49 www.azets.co.uk Appendix 1: Action plan Our action plan details the weaknesses and opportunities for improvement that we have identified during this audit. Issue / risk Recommendation Agreed management action / timing 1. Sensitivity analysis affordability reporting The council’s reporting on affordability of capital projects and asset management should consider providing additional scenario/risk analysis to show the impact of changes in inflation and interest rates or the impact of changes in demand for services, to provide users of the report with a greater understanding of the potential consequences factors out with the council’s control could bring. We recommend that the Council should consider developing its reporting further. Response: This detailed reporting is done at project level when business cases are being brought before elected members for approval. The Business Case format will be reviewed to assess whether further sensitivity analysis is required. Responsible officer: Strategic Change Manager Due date: 31 December 2026
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 37 of 49 www.azets.co.uk Issue / risk Recommendation Agreed management action / timing 2. Timelines reporting on capital projects Individual projects are reported to individual thematic council Boards and include details of performance against the budget in monetary terms and explanations of any in-year adjustments. The explanations for variances in these reports could be further strengthened by including timelines for each individual project which would allow more focused scrutiny. We recommend that the Council should consider developing its reporting further. Response: Capital monitoring reports will be reviewed in advance of the next financial year. Reporting of timelines will be considered for major projects (e.g. over £5m) and not cyclical programmes. Responsible officer: Head of Finance and Procurement Due date: 31 July 2027
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 38 of 49 www.azets.co.uk Issue / risk Recommendation Agreed management action / timing 3. Budget setting and management process The Council should review whether further enhancement can be made to capital forecasting and reporting arrangements. In particular, it should consider strengthening the distinction in reporting between genuine underspends, project rephasing and changes in project scope. These improvements would enhance the transparency and reliability of capital programme reporting, support more effective member scrutiny and provide greater assurance that annual budgets reflect realistic expectations of project delivery. We recommend that the Council should consider developing its budget setting and management process in line with the recommendation. Response: capital budget monitoring is reported to policy boards regularly throughout the financial year. Any updates to the phasing of spend related to the timing of the project is reported here. Genuine underspends and overspends are reported as they arise, both via procurement reporting and policy board reports on individual projects. Responsible officer: Director of Finance and Resources Due date: n/a
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 39 of 49 www.azets.co.uk Appendix 2: Case study – Renfrewshire’s Learning Estate Strategy 1. Introduction Renfrewshire Council’s Learning Estate Strategy represents one of the most ambitious educational infrastructure programmes undertaken in the authority’s recent history. Designed to transform the school estate in the years ahead, the strategy is based on the vision of creating the best possible learning estate to allow children and young people to thrive. This case study sets out how the Council has developed and delivered evidence-based principles, and a best-value approach towards the improvement of its learning establishments. Drawing upon the overall strategy, the approach to business case development, engagement, and project/programme management, this case study demonstrates how Renfrewshire has created a forward-looking, robust methodology for investing in its learning estate. 2. Strategic Ambition and Rationale for Change In 2024, Renfrewshire Council approved a new Learning Estate Strategy establishing a structured and consistent approach to evaluating every school building across the authority. Schools were assessed using Scottish Government Core Facts criteria—Condition, Suitability, and Sufficiency, and Quartile ratings relating to deprivation. This assessment revealed an inconsistent estate: some schools were modern, high-performing assets in excellent condition, while others suffered from poor condition, constrained sites, and outdated learning environments. At the same time, demographic modelling identified declining school rolls and populations in multiple communities, resulting in significant overprovision of school places. In a number of schools, occupancy was projected to fall below 50% over the next decade. This combination of factors created a compelling case for transformation. The Council recognised that simply repairing old buildings or rebuilding on a like-for-like basis would not deliver best value. A strategic, whole-estate approach was required, one that ensured all children, regardless of background, could access modern learning environments designed for 21st-century education. 3. A Structured, Transparent Business Case Framework To ensure clarity, accountability, and best value, Renfrewshire adopted a four-stage business case process, adapted from, but aligned to HM Treasury’s Green Book Business Case approach: 1. Strategic Case for Change (SCC)
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 40 of 49 www.azets.co.uk 2. Outline Business Case (OBC) 3. Full Business Case (FBC) 4. Final Delivery Business Case This framework will support consistency and rigour across all projects. At each stage, the Council will produce comprehensive documentation demonstrating strategic alignment, affordability, achievability, and long-term value. This structured approach was agreed by Elected Members and embedded in the programme’s governance arrangements. 4. Evidence-Led Prioritisation of Schools Through the prioritisation methodology, all 63 of Renfrewshire’s schools were scored and ranked. This resulted in the schools being allocated into three sections as follows: Section 1 – Prioritisation cohort: Schools to progress to business case assessment in a phased approach. Section 2 – Middle cohort: Schools to progress to business case stage in the next 10-15 years, with a focus being applied to lifecycle maintenance and interim investment. Section 3 – Long term cohort: New build / PPP schools, with a focus being applied to net zero transition. Within the prioritisation list, 14 schools were identified. To develop a manageable programme of work based on funding and resource availability, the following schools were identified to immediately begin the business case process: • Auchenlodment Primary • St Margaret’s Primary • Thorn Primary • Johnstone High School • Trinity High School These were assessed as having significant challenges related to poor condition, ageing infrastructure, or misalignment with projected school rolls/demand. The prioritisation matrix (Condition, Suitability, Sufficiency, Deprivation Quartile) provided a transparent and objective basis for decision-making that received cross-party political support to remove subjectivity. In each Strategic Case for Change, the Council presented clear evidence of: • Deteriorating fabric and rising maintenance liabilities • Suitability issues affecting curriculum delivery • Enrolment patterns showing long-term decline
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 41 of 49 www.azets.co.uk • Inefficient utilisation of modern high-quality assets (e.g., Fordbank PS, West Johnstone Joint Campus) This evidence formed the foundation for later option appraisals and investment decisions. 5. Engagement-Driven Understanding of Community Need Following publication of the Strategic Cases for Change in 2025 for the agreed priority projects, Renfrewshire undertook early engagement with parents, staff, pupils, and community stakeholders. Stakeholders were invited to comment on: • What they valued in current schools • What they would change • Priorities for future investment Feedback consistently emphasised: • The importance of modern, well-maintained school buildings • Improved outdoor learning spaces and playground environments • Better provision for Additional Support Needs (ASN) • Safer travel routes and improved traffic management Stakeholders also expressed strong appreciation for modern, bright, well-designed facilities such as St Anthony’s Primary and Fordbank Primary, reinforcing the alignment between facility quality and positive learning experiences. 6. Interim Options Appraisal: Establishing Viable Routes Forward In October 2025, the Council published an interim update presenting early triage outcomes for all possible options. This served two purposes: 1. To eliminate options that fundamentally failed to meet best-value criteria 2. To provide transparency to the community and elected members about the longlist and decision-making process To be able to determine whether a route forward offered value and wider benefit for further investigation, the following criteria were considered, with detailed explanations for all possible routes forward per project: • Strategic fit • Value for money • Achievability • Site constraints • Legislative compliance, including minimum site sizes under the 1967 regulations
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 42 of 49 www.azets.co.uk This interim stage identified non-viable options such as: • “Do nothing” approaches • Retrofitting schools on constrained sites (e.g., St Margaret’s Primary & Trinity High School) • Rebuilding schools that would still operate significantly below optimal occupancy Only options demonstrating long-term sustainability, best value, and strategic alignment progressed to the OBC stage. 7. Outline Business Cases: A Preferred Way Forward for Each Area In March 2026, Renfrewshire produced Outline Business Cases for: • Johnstone Primary School Estate • Johnstone High School • Trinity High School These documents provided detailed longlist and shortlist analysis, exploring costs, benefits, risks, and site options. This resulted in a shortlist of options for each project progressing to the Full Business Case stage, which is currently being undertaken. 7.1. Johnstone Primary School Estate The OBC concluded that only Route 4: Masterplan Redesign met all critical success factors. This involved three linked proposals: 1. Merge Auchenlodment & Thorn Primary Schools A new two-stream non-denominational primary school (approx. 434 places) with early years provision would replace both schools. Three site options were shortlisted, including the existing Auchenlodment or Thorn sites, and one additional. 2. Merge Cochrane Castle & Fordbank Primaries at Fordbank This would consolidate two catchments into an efficient, modern building operating closer to optimal occupancy. Projections showed combined demand stabilising around 85–90% occupancy within the decade. 3. Merge St Margaret’s & St David’s into one Denominational School This addressed the small, constrained St Margaret’s site while optimising utilisation of the modern Joint Campus facilities, into a single denomination school. Together, these measures addressed: • Overprovision • Poor condition assets • Connecting investment to areas of greatest need
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 43 of 49 www.azets.co.uk • Efficient use of high-quality buildings 7.2. Johnstone High School Three viable options were shortlisted: 1. Major retrofit on existing site 2. New build on existing site 3. New build on an alternative site with one additional alternative site shortlisted 7.3. Trinity High School Due to an extremely constrained existing site falling well below minimum space requirements, only one viable route existed: • A new build school on a new site, with three possible locations shortlisted. 8. Demonstrating Best Value: Financial, Environmental & Social Outcomes At the FBC stage, the Council has committed to undertaking a whole-life evaluation considering options not just by capital cost but by: • Long-term maintenance and lifecycle costs • Operational costs (staff, transport etc.) • Energy performance and carbon impact • Community benefit and accessibility • Educational outcomes Examples of best-value drivers include: Optimising Existing High-Quality Assets Johnstone’s PPP-built schools (Fordbank, Cochrane Castle, St David’s) are maintained to exceptionally high standards; underutilising them represented poor value. Consolidation addressed this directly. Avoiding Investment on Sites Below Modern Standards St Margaret’s PS and Trinity HS sit on sites far below minimum area requirements. Investing heavily in constrained locations would not deliver long-term value. Creating Efficiently Sized Schools New education-led buildings will be designed to match projected demand rather than historic capacity, preventing future underutilisation.
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 44 of 49 www.azets.co.uk 9. Programme Governance: A Model of Transparency and Assurance One of the strongest features of the Learning Estate Strategy is its governance framework, set out in the Programme Terms of Reference. 9.1. Multi-Layered Governance Structure The Council established a clear hierarchy with distributed accountability as follows: • Education & Children’s Services Policy Board (ECSPB) Ultimate member-level oversight and decision-making. • Learning Estate Delivery Board Chaired by the Director of Children’s Services; responsible for strategic steering, risk, scrutiny, and programme funding. • Learning Estate Project Board Chaired by the Head of Education (Strategy & Improvement); responsible for operational delivery decisions, scope, timeline, and budget within agreed parameters. • Collaboration Group A broad information-sharing forum involving planning, education advisers, property, legal, procurement, climate, comms, and finance officers. This structure ensures: • No single officer makes key decisions • Transparent approval routes • Strong financial governance • Full cross-service integration • Clear escalation pathways 9.2. Defined Roles and Responsibilities The Terms of Reference explicitly describe expectations for key roles across the programme including:
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 45 of 49 www.azets.co.uk • Strategic Learning Estate Manager • Programme Manager • Business Change Project Managers • Technical Project Managers • Finance, Legal, Procurement, Communications, Sustainability (all other relevant subject matter expertise) This clarity supports accountability, risk management, and quality assurance. 9.3. Budget Management and Delegated Authority The governance framework also defines: • Stage-based budgets, rather than full financial commitment to a hypothetical project at the outsets • Approval thresholds • Monthly monitoring • Virement and re-profiling powers • Requirement for FBCs before capital commitments • Clear link to Standing Orders for procurement This ensures all expenditure is justifiable, fully authorised, and aligned to long-term affordability. 10. Integration With Wider Corporate Objectives The strategy also aligns directly with: • Renfrewshire’s Plan for Net Zero • The Strategic Property Review • Council Plan 2022–27 • Scottish Government’s Learning Estate Strategy This creates a coherent policy environment where learning estate decisions contribute to: • Carbon reduction • Place-making • Community resilience • Digital equity
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 46 of 49 www.azets.co.uk • Fairer local service delivery 11. Continuous Learning, Review & Community Voice The Learning Estate Strategy also embeds continuous improvement through: Post-Project Reviews Required for all investments >£2m within six months of project completion. Post-Occupancy Evaluations Completed after one year to assess actual building performance against design intent. Iterative Engagement Throughout each phase (SCC, OBC, FBC) the Council will conduct staged engagement exercises involving: • School communities • Parents and carers • Staff • Community groups • Elected Members • All other stakeholders with a connection to the asset This ensures that final decisions balance technical, financial, educational, and community perspectives. One of the stand out differences in Renfrewshire’s Learning Estate Strategy and approach to business case production is that stakeholder and community views will be an integral part of the decision making. Historically, and evidenced in other Councils, community views on the recommended option are only gathered at the final stage of assessment which is the statutory consultation period in line with the Schools (Consultation) (Scotland) Act, 2010. With the approach defined in the strategy, views will be sought from the outset, through options generation, all the way to construction and opening. 12. Conclusion Renfrewshire’s Learning Estate Strategy demonstrates a transparent and controlled approach to long-term public asset planning by consisting of the following key concepts: • Strategic - rooted in clear policy alignment and evidence • Transparent - supported by strong engagement and governance • Data-Driven - with detailed forecasting and options analysis • Best-Value Focused - targeting resources where they will have the greatest impact
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 47 of 49 www.azets.co.uk • Forward-Looking - integrating net zero, digital connectivity, and community use • Well-Governed - with multi-layered oversight and robust financial controls • Child-Centred - designed to deliver outstanding learning environments for generations
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Renfrewshire Council: Transformation - how councils are redesigning and delivering more efficient services to achieve planned outcomes. Best Value thematic work in councils 2025-26 Page 48 of 49 www.azets.co.uk
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