4 - Steeple Buildings Kilbarchan - AM reviewed
Renfrewshire Council · 5 November 2024
Back to Economy and Regeneration Policy Board — 5 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Page 1 of 7 ___________________________________________________________________ To: Economy and Regeneration Policy Board On: 5 November 2024 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Steeple Buildings Kilbarchan - Update ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to provide members with an update on the proposed refurbishment and potential reuse of the Steeple Buildings in Kilbarchan. It offers an overview of a recent Options Appraisal and updates on essential repairs scheduled for 2025. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: (i) Authorises the Head of Economy and Development to investigate the recommendations from the options appraisal, undertaking feasibility work to further explore in more detail the design and funding of the preferred option; (ii) Authorises the Head of Economy and Development to offer further support to stakeholders, specifically the 'Friends of the Steeple' group, to help them explore governance options and determine whether any transfer of ownership or management, potentially through a Community Asset Transfer, may be viable; (iii) Authorises the Head of Economy and Development to explore the ecomuseum model as a way of framing the Kilbarchan Cultural Quarter concept. ___________________________________________________________________
Page 2
Page 2 of 7 3. Background 3.1 The 18th-century Steeple Buildings, located in Kilbarchan's Conservation Area and jointly owned by Renfrewshire Council and the Kilbarchan General Society (KGS), hold cultural significance as a Category A listed property and are the centre of the village's annual Lilias Day celebrations. OneRen currently leases the building as a community hall, though it has remained closed since the pandemic. While the building saw limited community use pre- pandemic, other venues are available in Kilbarchan. Repairs have been conducted as needed, with a report on the building's electrical condition due in October 2024. ___________________________________________________________________ 4 Stakeholder Engagement 4.1 A report to the Economy and Regeneration Board on 23 January 2024 provided an update on the progress of Council Motion 9 from 4 May 2023 and outlined how the £700k allocation would be spent. It emphasised the significant stakeholder engagement that has taken place, including extensive consultation with Kilbarchan Community Council (KCC) and their desire to create a 'Friends of the Steeple' sub-group. Since then, officers have facilitated the formation of this group. After a series of informal public meetings with various stakeholders, it was agreed to formally establish the 'Friends of the Steeple' sub-group as part of KCC. The sub-group, consisting of 12 members—including a KGS representative—who are interested in playing a more active role in decision-making around the Steeple Buildings, is a temporary measure under KCC. Depending on the findings of the attached Options Appraisal, the sub-group will decide whether to establish itself as a separate entity from KCC. ___________________________________________________________________ 5 Options Appraisal 5.1 Also highlighted in the report to the Economy and Regeneration Board on 23 January 2024 was the intention of officers to appoint a consultant to conduct a detailed Options Appraisal looking a future uses for the Steeple Buildings. The Options Appraisal is attached at Appendix 1 of this report. 5.2 In February 2024, Glasgow Building Preservation Trust were appointed to carry this appraisal. The objectives were to explore suitable uses for the Steeple Buildings within the proposed "Kilbarchan Cultural Quarter," consider various options such as a community museum, assess the viability and costs of these options, and recommend the most viable one for Council approval. 5.3 The Options Appraisal has produced consensus on a preferred use for the Steeple Buildings. This maintains the integrity of the main spaces and sees: (i) The ground floor hall being turned into a licensed café/restaurant. (ii) The original meal market room reinstated by extending the existing kitchen into the adjacent storeroom.
Page 3
Page 3 of 7 (iii) The first floor Ladies Room maintained as a meeting room for KGS with secure storage, but available for other groups to hire. (iv) The first floor hall maintained as a community hall for hire. (v) The entrance and toilet areas reconfigured on both floors to offer accessible facilities, including a platform lift. (vi) Provision for display cases and interpretation panels in the ground floor café/restaurant and first floor Ladies Room promoting Kilbarchan’s heritage. 5.4 The cost to internally refit and fully refurbish the Steeple Buildings’ interior for this preferred use is estimated at £384,000+VAT. 5.5 While continued ownership by Renfrewshire Council and KGS is preferred by the community, the Options Appraisal has not reached a consensus on the building’s future management and instead presents three alternatives for further discussion. The key question the community now needs to address, with a preferred option in hand, is what level of involvement—if any—the community wish to have in the future management of the building. The 3 management options are: (i) Management Option A in which Renfrewshire Council retains ownership (with KGS) and the Council, or OneRen, operate the building, leasing halls/rooms to tenants and managing short and longer term lets. In this scenario, the council is likely to retain full responsibility for repairs and income from lets and commercial activities will go to the council. This setup benefits from existing management structures however capital funding options are more limited and use of the first floor community space may be less tailored to the needs of the community. (ii) Management Option B in which ownership (excluding KGS’s room) or management of the building is transferred to a community group, potentially via Community Asset Transfer (CAT). In this scenario, the community group – most likely a Scottish Charitable Incorporated Organisation (SCIO) or a Company Limited by Guarantee with Charitable Status – is responsible for repair (possibly excluding the Steeple itself) and leases the building to tenants. While this setup relies far more on community volunteers, the community has more control over the use of the building and benefits more directly from any income. Compared to the council, a community body, such as a charity, will be able to approach a greater range of funders.
Page 4
Page 4 of 7 (iii) Management Option C where Renfrewshire Council leases the entire building (excluding KGS’s room and possibly the Steeple itself) to a commercial tenant. This scenario places the least strain on the resources of the council, OneRen, and the local community. However, under this option, community use of the main spaces may be limited to specific functions, which could, in turn, restrict eligibility for funding. 5.6 Revenue costs have been estimated for Management Options A and B for Years 1 to 5. Option A enables the Council to operate the building at a small annual surplus from Year 2, whereas Option B enables a community organisation to operate the building at a marginally higher surplus from Year 1. 5.7 Informal feedback from the Council’s Planning team has indicated they would take a pragmatic approach to any change of use for the Steeple Buildings and similarly, solutions for elements such as kitchen extraction, bin storage and an air source heat pump. 5.8 Over and above the standard requirements, there are currently no additional restrictions on licensing in Kilbarchan. 5.9 In response to the desire to refurbish the Steeple Buildings in the context of a wider Kilbarchan Cultural Quarter, the Options Appraisal suggests that the “ecomuseum” model could be explored as a way of framing and developing the idea. 5.10 The term "ecomuseum" is a blend of "eco-" from the Greek oikos (meaning "house" or "environment") and "museum." This reflects the idea of a museum that is closely linked to place and community - it is not a museum of ecology, though it may incorporate elements of natural heritage. 5.11 An ecomuseum is a dynamic, community-based project focused on preserving both tangible and intangible heritage in a way that benefits local people and the environment. Unlike traditional museums, which are housed in single buildings, ecomuseums are typically spread across multiple locations. The core idea is to involve local communities in managing, protecting, and showcasing their heritage and environment, creating a living, evolving museum. 5.12 The ecomuseum model could provide a way to gather and promote the diverse range of cultural and heritage offers in Kilbarchan, including for example, the Steeple Buildings, the Weavers Cottage, Lilias Day, and the new heritage trail. ___________________________________________________________________ 6 Repairs Programme 6.1 The Economy and Regeneration Board (January 2024) approved the implementation of a first phase of major repairs, valued at £308,000+VAT, prioritising immediate and urgent work on the roof, leadwork, and rainwater systems.
Page 5
Page 5 of 7 6.2 In September 2024, conservation specialists MAST Architects were appointed to develop and oversee the delivery of the first phase of major repairs, scheduled for 2025. In addition to conserving the main external fabric, this first phase aims to explore the possibility of reopening the building in an interim capacity. The findings of Building Services' upcoming electrical report will help determine whether interim use will be feasible without further works. ___________________________________________________________________ 7 Funding 7.1 The cost of the first phase of works to the Steeple Buildings plus the estimated cost of the refit and full refurbishment of the interior for the preferred option is £692,000+VAT – just short of the £700,000+VAT budget allocated by the council. 7.2 The estimated cost of delivering the additional repairs identified in the condition report, which have not been prioritised as part of the Phase 1 works, is £232,000 +VAT. However, it should be noted that these repairs were not classified as 'immediate' or 'urgent.' 7.3 In anticipation of any potential funding shortfall, initial conversations about future applications to help refurbish the Steeple Buildings took place in 2023 with National Lottery Heritage Fund (NLHF) and Historic Environment Scotland (HES): (i) Given its location, NLHF had expressed doubts that any proposed use for the building would engage sufficiently with their target communities; (ii) HES were open to an application to their Historic Environment Grants programme; however, any application was subject to Renfrewshire Council being able to demonstrate that a sustainable, long-term use for the building had been identified. 7.3 Funders such as NLHF and HES are likely to be more in favour of a use which maintains the integrity of the main spaces within a category A-listed building. ___________________________________________________________________ 8 Next Steps 8.1 Officers will work with MAST Architects to finalise the repairs programme and tender the contract for appointing a contractor to deliver the first phase of the major repairs. The goal is to make a recommendation for the contract award at the Finance Board meeting on June 12, 2025. 8.2 Officers will conduct further feasibility work to explore in more detail the design and funding of the preferred option identified in the Options Appraisal. They also plan to liaise with stakeholders regarding the findings of the Options Appraisal, aiming to agree on a preferred management option. Additionally, officers will investigate whether the concept of an ecomuseum model could be viable in Kilbarchan as a way to frame the Kilbarchan Cultural Quarter concept.
Page 6
Page 6 of 7 _________________________________________________________________ Implications of the Report 1. Financial - £700,000 has been allocated by Renfrewshire Council for the refurbishment of the Steeple Buildings. Additional funds would need to be sourced to carry out all the external repairs itemised in the 2023 condition report and carry out a full refurbishment of the interior in accordance with the costings calculated for the preferred option in the 2024 options appraisal. 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is thriving – The project supports development which will protect and enhance the built heritage of Renfrewshire’s village centres, contributing to the creation of thriving places which support individuals, communities, and businesses. • Reshaping our place, our economy and our future – The project will help support the restoration and productive re-use of a landmark building in the centre of a Renfrewshire village, improving the built environment, helping to create job opportunities and contribute to economic growth. • Working together to improve outcomes - The project is working in partnership with local groups and organisations to achieve positive outcomes. 4. Legal – The Steeple Buildings are jointly owned with local charity, Kilbarchan General Society (who own a single room on the first floor). 5. Property/Assets - Property Services are acting as Client Advisor for the Phase 1 repair programme 6. Information Technology – None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report because for example it is for noting only. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. (Report author to arrange this). 8. Health & Safety – MAST Architects have been appointed as Principal Designer for the Phase 1 repair programme. 9. Procurement – The appointment of a main contractor for the Phase 1 repair programme will be managed by CPU.
Page 7
Page 7 of 7 10. Risk – There is a need to stabilise the fabric of the building and an ambition to bring the building back into a use which is sustainable. 11. Privacy Impact - None 12. Climate Risk – With cognisance of Historic Environment Scotland’s ‘A Guide to Climate Change Impacts: On Scotland’s Historic Environment, Our Place in Time, 2019’, the repair and maintenance of the Steeple Buildings will contribute to the restoration and repair of Renfrewshire’s historic fabric and will improve the performance of this property over time. 13. Children’s Rights – None 14. Cosla Policy Position - None _______________________________________________________ List of Background Papers Appendix 1 - Kilbarchan Steeple Options Appraisal October 2024 ___________________________________________________________________ Author: Euan Shearer; Regeneration and Place Manager Email: euan.shearer@renfrewshire.gov.uk
Page 8
Kilbarchan Steeple Buildings Options Appraisal Appendix 1
Page 9
2 Glasgow Building Preservation Trust Wellpark Enterprise Centre, 120 Sydney St, Glasgow G31 1JF web: www.gbpt.org | tel: 0141 554 4411 Document Version Date Author(s) Approved by Kilbarchan Steeple Buildings Options Appraisal 1 26-09-24 N Gallacher/ Ingrid Shearer N Gallacher 2 04-10-24 N Gallacher/ Ingrid Shearer N Gallacher 3 09-10-24 N Gallacher/ Ingrid Shearer N Gallacher
Page 10
3 Contents 1.0 Introduction 2.0 Executive Summary 3.0 Context 4.0 The Building 5.0 Strategic Context 6.0 Consultation 7.0 Development of Options 8.0 Business Plan 9.0 Capital Costs 10.0 Revenue Costs 11.0 Funding 12.0 Risk Analysis 13.0 Conclusion & Recommendations 14.0 Action Plan Appendix A: Community Consultation Report & resources Appendix B: Business Plan Appendix C: 2023 Condition Survey, JGA Architects Appendix D: 2023 Luths Services Appraisal Appendix E: 2024 NBM Cost Plan: Internal Refurbishment Appendices
Page 11
4
Page 12
5 This Options Appraisal (the appraisal) has been commissioned by Renfrewshire Council to consult with the community and stakeholders to investigate and assess the viability of options for the restoration and adaptation of the Kilbarchan Steeple Buildings, with the aim of identifying a sustainable future use for this historic landmark. 1.0 Introduction Renfrewshire Council (the Council) is the client for the appraisal and jointly own the building with the Kilbarchan General Society. The Council has responsibility for the maintenance and future use of the building. Key Stakeholders Kilbarchan General Society (KGS) was founded in 1765 and has been raising funds to support the people and organisations of the village ever since. KGS retains ownership of a first floor room in the building. As part of their philanthropic activities, KGS is in the process of restoring a vintage fire engine which was previously housed on the ground floor of the building. Kilbarchan Community Council (KCC) is a voluntary organisation run by local residents to act as a voice on behalf of local people and improve quality of life, civic pride, local amenities and services. Friends of The Steeple (The Friends) were formed in 2024 as a sub-group of KCC, to focus on the future of the building. The Friends include representation from KCC and KGS. OneRen is a charity and part of the Renfrewshire Council family that provides culture, leisure and sporting opportunities. OneRen managed the building as a community hall on behalf of Renfrewshire Council prior to its closure . Aims The aims of the study are: • To undertake a consultation exercise to investigate and understand the local need and demand for new uses in the building. • To provide a business plan covering an analysis of existing community facilities, the financial sustainability of proposals and the potential governance and funding options. • To obtain up to date condition surveys of the building along with proposals for restoration and reuse. • To produce a document which will be available to stakeholders to understand the context of the building when considering how to proceed. • To provide information that will assist fundraising should a project be taken forward. The Options Appraisal is funded by Client Project Coordinator Glasgow Building Preservation Trust Community Consultation Glasgow Building Preservation Trust Architect John Gilbert Architects Business Planner Community Enterprise Cost Consultant NBM Project Team
Page 13
6 Source: canmore_image_SC02025374
Page 14
7 This options appraisal, conducted between March and September 2024, consolidates reports, consultation feedback and discussions on developing a vision for the future of the Steeple Buildings. Led by Glasgow Building Preservation Trust, the appraisal team carried out a comprehensive engagement process involving Renfrewshire Council, local stakeholders, the Kilbarchan community, Friends of the Steeple, and various local groups. Their goal was to explore the significance of the Steeple Buildings from heritage and community perspectives, review the building's condition, develop layout proposals, assess business case viability, and consider governance and management strategies. Throughout this process, one key theme emerged: the community's deep affection for the Steeple Buildings and their symbolic value for Kilbarchan. The community, alongside key stakeholders, has shown strong support for restoring and adapting the building to a new use that complements the village’s existing heritage and hospitality offerings. Given its central location, the Steeple Buildings project is viewed as a potential catalyst for broader regeneration within Steeple Square, which in turn would support ambitions for establishing a Kilbarchan Cultural Quarter that could encompass the Steeple Buildings, Kilbarchan Cross and the Weaver’s Cottage. The design team has proposed a hybrid model incorporating commercial and community uses that can be accommodated within the building while preserving its principal spaces and historic character. These plans would allow the Steeple Buildings to serve multiple functions without requiring significant structural changes. The estimated cost for internal refurbishment is in the region of £384,000. Renfrewshire Council has committed significant funds towards the refurbishment of the Steeple Buildings. This appraisal is intended to support further discussions between the Council, the community, and stakeholders to reach a consensus on the best way forward. A collective effort will be essential in developing a project, business, and funding strategy that ensures the long-term sustainability of the Steeple Buildings, allowing them to serve the Kilbarchan community for generations to come. 2.0 Executive Summary
Page 15
8 Steeple Buildings The Old Library Centre Parish Church Hall Kilbarchan Performing Arts Centre Scout Hall Masonic Hall Lodge of St Barchans Weaver’s Cottage Bobbins Cafe Guide Hall Habbies Pub & Grill Trust Inn Kilbarchan Bowling Club Key Tourist attraction Pub/ Restaurant/ Cafe Hall/ venue for hire Steeple Buildings: focus of this report
Page 16
9 East building prior to restoration Kilbarchan has a population of 4,653 per the 2022 Census. The village is home to 61 listed buildings, the highest profile of which is the National Trust Weaver’s Cottage. It is part of the National Cycle Network routes 7 and 75 and features in the Paisley Pattern visitor itinerary. There are several cafes, but little visitor accommodation. Kilbarchan has other multi-use halls for community use, including the Performing Arts Centre representatives of which have been consulted as part of research for this report. 3.0 Context Kilbarchan takes its name from the Gaelic "Cill Bhearcain," meaning "the church of St. Barchan”, and first appears in the historical record in 1175 as ‘Kylberhan’ in the Registrum Monasterii de Passelet. The dedication to St Barchan, an early eighth- century Irish saint , suggests there was an ecclesiastical site predating the twelfth century. The village lies at the centre of the wider parish of Kilbarchan. In 1740, it had a modest population of around 200 people, primarily centred around the village cross at the intersection of what are now known as Steeple Street, Church Street, Shuttle Street, and New Street. The mid-1700s marked a significant period of growth for Kilbarchan, driven by the booming handloom weaving industry, along with other local enterprises such as candle factories, bleachfields, and a brewery. The village's development was closely tied to the Milliken family, wealthy local landowners who had made their money in the slave trade and sugar plantations. In 1751, James Milliken II gifted land for a parish school and proposed the addition of a steeple to house the village bell and a room for a meal market. Built in 1755 by local mason David Kerr, the Steeple has since become a prominent landmark and a symbol of civic pride. The north wing of the Steeple housed the meal market, while the south wing served as the school. The Kilbarchan General Society, founded in 1765, is one of the oldest charitable organizations in Scotland. It has played a vital role in supporting local members in need and has a long-standing association with the Steeple. Throughout the 19th century, Kilbarchan expanded its public amenities, including the establishment of the Front Committee in 1822, which managed local resources and maintained public facilities like wells and the Steeple clock. The village became known for its strong community ties and active participation in civic matters. By the mid-20th century, Kilbarchan faced challenges regarding the maintenance of its historic buildings. In response, a restoration campaign was initiated in the 3.1 Kilbarchan Village 3.2 Demographics 1950s, ensuring the Steeple and surrounding structures were preserved for future generations. Recognized for its architectural and historical significance, Kilbarchan was designated as an Outstanding Conservation Area in 1973. Today, Kilbarchan is celebrated for its heritage, including the annual Lilias Day festival, which features parades and community gatherings, linking the present to the village’s storied past. The continued efforts to maintain and revitalize its historic buildings underscore Kilbarchan’s commitment to preserving its unique character and sense of community. Above: historic postcard with view to the Steeple Buildings; Source: eBay
Page 17
10 4.0 The Building The Steeple Buildings have played a significant role in the social, cultural and business life of Kilbarchan and dominate the village skyline, contributing to the exceptional townscape of the conservation area, which has been classed as “outstanding” since 1973. Category A listed, it occupies an elevated site in Steeple Square at the heart of the village. The buildings’ most prominent feature is the classical four storey tower, designed in the manner of a Tolbooth. Constructed from roughly coursed sandstone rubble, with dressed margins under a slate roof, the building would originally have been lime harled. The tower has a carved ashlar belfry and spire (bell cast by Thomas Mears of London 1811), a Gibbsian door surround, a third floor venetian window with arched niche that houses a bronze statue of celebrated local piper Habbie Simpson (installed in 1932 replacing the 1821 wooden one) and a clock with balustraded parapet at belfry level. Originally planned as a small parish school, meal-market and steeple with village bell, the first iteration of the building was completed by mason David Kerr in 1755. A room above the meal-market was retained by local landowner, James Milliken of Milliken for his family. The Milliken family were wealthy local landowners whose money came from the slave trade and sugar. This room became known as the “Ladies Room” as it was used by local ladies, between church services and during hunt meetings. The Kilbarchan General Society (KGS) was founded in 1765 to provide relief to local members in need. A 1723 horse-drawn fire engine owned / operated by KGS was stored in the meal-market. In 1782, to accommodate the growing population the south building was demolished and replaced by a larger school room. In the late C18 the north building was extended to create a strong room for the meal-market with additional accommodation above. Ownership of parts of the building passed to The Kirk Session in 1765 then to John Holmes who assigned the building to the Parochial Parish Board in 1892, which was superseded by Kilbarchan Parish Council in 1894. Renfrewshire District Council united 4.1 History & Ownership ownership of the building in 1930, with the exception of the first floor “Ladies Room”, which was conveyed by the estate of Sir Robert John Milliken Napier to the Kilbarchan General Society in 1869 (the Society retain ownership to this day). Fundraising after WWII enabled restoration works valued at £12,000 in memory of the fallen. Completed in 1957, these works included a new entrance linking the two wings. The ground floor was used as a village hall with council offices above. The old fire engine was relocated at this time to make space for a small kitchen. The significance of the Steeple Buildings was confirmed in 1971 with the award of a ‘Category A listing for buildings of national or international architectural or historic importance’. 1902 view of the men's hot baths, this altered space still exists on the first floor Above: phases of building development, GBPT
Page 18
11 Collapsed roof in 1st floor room As the village’s principal landmark, the Steeple has acted as gathering point for the community, in particular the annual Lilias Days celebrations, when the statue of Habbie Simpson “comes to life” and leads a parade through the village playing the bagpipes. Most recently the property has been managed as a community hall by OneRen on behalf of the Council, being used around seven hours per week in 2019, which is understandable when you consider the various competing venues available in Kilbarchan. Like all venues, the building closed in 2020 due to the Covid-19 pandemic and has not reopened. The Council has carried our regular inspections and maintenance while a comprehensive scheme of repair and proposals for a new sustainable use are developed. Above: archive view of first floor hall © Crown Copyright: HES. Right: Above: historic postcard with view to the Steeple Buildings; Source: eBay
Page 19
12 Existing Ground Floor Plan 4.2 Existing Building Layout and Significance The Steeple Buildings have been altered by successive generations as the needs of the village and community changed. Floor plans from Canmore have been coloured by John Gilbert Architects to highlight the various phases of development from the 18th Century to the 20th Century. The most significant areas contain the historic fabric. The works undertaken in the 20th Century, are of less historical significance and allow scope for internal alterations to improve access. On the ground floor the former school room now functions as a hall. The old strong room was converted to WC’s in the 20th century. At the same time a new stair to the first floor was added and the former meal -market was subdivided into a kitchen and store. The first floor contains a large hall, with an elegant high coved ceiling and originally featured a corner fireplace. The other principal space on this level is the meeting room owned by the KGS, which also contains original features and a fire place. The first floor also benefits from WCs and stores. The tower can only be accessed externally and has five floors with a narrow spiral stair leading from first floor to the clock and belfry. https:// canmore.org.uk/site/43216/kilbarchan-steeple-square-steeple-and-steeple-buildings Hall WC Kitchen Store Main Entrance Steeple Access Key 1755 1782 Late 18th Century 20th Century Access WC
Page 20
13 Existing First Floor Plan Hall General Society Room Existing Second Floor Plan Existing Third Floor Plan Existing Fourth Floor Plan WC WC
Page 21
14 4.3 Building Condition Survey John Gilbert Architects were commissioned in 2023 by the Council to survey the building, assess its condition and advise on the priority of repairs. The JGA report from October 2023 identified and categorised the following items: Immediate • Replace all lead work (finishes, upstands, flashings, sealant etc.) to steeple roof and belfry roof and ensure stone finials and stone balustrade are properly dowelled and secured to the building. Lead gutter renewed and reconnected to downpipes. • Full re-slate of the roof with all associated flashings and fixings. • Strip finishes and any damp substrate or structure below from flat roof area. • Replace all three rooflights. Ensure watertight line is continuous from slate roofs to flat roof and rooflights. • Renewing all rainwater goods and soil / waste goods. Urgent • Repairs and sealing of chimneys with slate cappings. Reinstate like for like chimney pots throughout. • Stone indents to west elevation at junction with steeple. • Removal of all external wiring to allow for works. Ideally no external wiring would be returned to the building. • Cut out and replace rotten sections of some windows. Necessary • Replace external lighting to steeple. • All stonework to be DOFF cleaned, cement mortar raked out and full repointing of the whole building, including the spire and belfry. • Remove all paint to corner profiles, opening surrounds, feature bands, clock surrounds etc. as it is flaking in many areas and looks to be trapping moisture in the stone behind. Repaint with a natural mineral based exterior paint, colour to match existing. • Most windows are in good condition but require sanding, repainting, cleaning, checking of opening mechanisms and weights to sashes and a reapplication of putty and / or burnt sand mastic. • Some external doors require repairs, sanding and repainting. Internal repairs and redecoration to floors, walls and ceilings generally. • Sanding and repainting all internal doors and windows but generally retaining ironmongery. Desirable • Cleaning and conservation of weathervane. • Some external doors require only a sand and repaint. • Cleaning and conservation of clock faces and mechanisms, wall mounted streetlights and statue of Habbie Simpson.
Page 22
15 Slate roof, lead flashings and clips in need of repair / some replacement. Flat roof and rooflights in poor condition and leaking. Stone belfry, balustrade and leadwork in poor condition generally Existing stone spire and finials in need of repair and new restraint fixings Rainwater goods need to be replaced. External stone requires 100% cleaning and repointing Timber windows with areas of rot, flaking paint- work and missing burnt sand mastic. Repairs required to windows and doors Painted quoin stones flaking throughout Evidence of lime harling on stonework
Page 23
16 First floor hall: existing floor warped due to moisture and decoration affected by water ingress Kitchen is small and would require upgrading to allow a commercial use Ground floor hall: interior requires attention due to lack of use, heating and ventilation Kilbarchan General Society meeting room Ground floor changes in level restricts accessibility Stair only access to first floor limits accessibility WC’ fittings are serviceable but would benefit from refurbishment
Page 24
17 Luths Services Ltd were also commissioned by the Council in 2023 to survey and report on the condition of the following existing services installations: Mechanical • Heating • Ventilation • Domestic hot water Electrical • LV Distribution – Main Switchgear and Sub-Distribution • Wiring installations • Lighting installations • Emergency lighting installations • Small power sockets • Fire alarm • Clock mechanism The main issues identified in the survey were: No/Natural Ventilation There is a lack of ventilation which has resulted in poor indoor air quality and mould collection. Installing mechanical ventilation systems would vastly improve air circulation. Damaged Gutters: The chimney and gutter are damaged leading to rainwater accumulating in the walls of the building. This has caused potential mould growth and structural damage. Promptly repair or replace the gutters to maintain the building’s integrity. Mould on Ceilings Due to lack of ventilation and proper heating there is mould on most ceilings and especially in the ground floor hall. Ceiling mould indicates excessive moisture. Identify the moisture sources and remediate mould to ensure a healthy indoor environment and structural integrity. Electric Heaters Old electric space heaters are inefficient and costly. Upgrade to heat pumps or new heating for improved performance and energy savings. Distribution There is a potentially damaged conduit in the electrical cupboard from the general distribution board. This risks electrical hazards. Repair or replace dam- aged conduit to protect wiring and ensure electrical safety. Lighting All lighting fixtures are CFLs. Replace CFLs with LED fixtures to reduce energy consumption and maintenance costs whilst improving lighting quality. 4.5 Current works to the building The Council appointed MAST Architects to implement a package of repair works in September 2024. 4.4 Building Services Survey
Page 25
18 Collapsed roof in 1st floor room East building prior to restoration In this section Community Enterprise sets out the key national, regional and local policies and strategies which will influence the project, and identifies the existing priorities it may support. It also summarises other wider factors that have been taken into consideration in the options appraisal. • Place: the plan emphasises access to facilities (including places to eat and cultural opportunities) within communities, and states that “we will continue to celebrate the arts, culture and our heritage in Renfrewshire”. The plan references a whole-place approach. This has been prioritised in this project, seeking a future use for the Steeple Buildings which complements Kilbarchan’s existing heritage and community assets, in particular the presence of various other community halls and large gathering spaces. • Economy: one of the priorities is creating sustainable employment opportunities, which a commercial tenancy at the Steeple will provide. 5.3 Economic Development Renfrewshire’s Economic Strategy 2020-2030 recognises that attracting people of working age to live and work in the region is key. Under this objective, interventions including levering investment into town centres. The strategy also seeks “to foster an entrepreneurial culture and support the creation of new and growing businesses”, including in the creative industries. Flexible business space at other units such as Start Up Street has been in high demand, and consultation with Business Gateway Renfrewshire and local businesses in Kilbarchan showed that there was demand for customer-facing premises. 5.4 Tourism Renfrewshire’s Tourism Today is Renfrewshire’s tourism plan for 2024-27, and seeks to grow the value of tourism in Renfrewshire and enhance its benefits, including to businesses and communities. One of the projects identified is to support the Villages’ tourism offer, leading to increased capacity to attract and accommodate visitors. Preventing future deterioration of the Steeple, a high-profile heritage building among Kilbarchan’s many historic sites, will support the village’s tourism appeal. Meanwhile, commercial use of the ground floor as a bistro has the potential to increase visitor dwell time and spend in the area. 5.0 Strategy and Context The National Planning Framework 4 (NPF4) is the long-term plan for Scotland to 2045 and sets out where development and infrastructure is needed. Within this, Local Authorities must also prepare a Local Development Plan. Renfrewshire’s most recent Plan was adopted in 2021. This sets out a practice of continued support for the redevelopment and regeneration of brownfield and previously used sites, recognising opportunities for the historic environment to contribute positively to placemaking. Policy Env 3 on Built and Cultural Heritage states that Renfrewshire’s built and cultural heritage will be safeguarded, conserved and enhanced. It also notes that the sympathetic restoration of listed buildings will be supported when it allows a building to remain in active use, although the design should be sensitive to the building’s character, appearance and setting. There is a presumption against demolition or other works that would actively affect listed buildings. Renfrewshire Council licensing and planning representatives have been consulted and have confirmed that there would be a pragmatic approach to any application for a change of use for the Steeple Buildings, and to minor changes needed to the building to put in kitchen extraction, bin stores and air source heat pumps as needed. 5.2 Council Plan Renfrewshire Council’s Plan for 2022-2027 (refreshed in 2024) is the overarching plan setting out how the Council will work towards “creating a fairer Renfrewshire built on innovation, wellbeing and opportunity”. The project aligns particularly with the following high-level priorities of the plan: 5.1 Planning Policy
Page 26
19 5.5 Community planning Kilbarchan forms part of Renfrewshire’s Local Partnership for the Villages area. Priorities identified for this area are connectivity and transport (including public transport and green routes), environment and parks, access to services, facilities and assets, and village identity and character. Finding sustainable future use for the Steeple contributes strongly to the last two of these. 5.6 National heritage strategy Our Past, Our Future: The Strategy for Scotland’s Historic Environment Scotland’s national strategy for the historic environment for 2023-2028. Developing Kilbarchan Steeple Buildings fits well with all three priorities: • Priority 1: Delivering the transition to net zero. Reduced emissions (outcome 1) and climate resilience (outcome 2). Although this is not primarily a project with an environmental focus, the Steeple Buildings have historically had high energy usage indicating inefficient heating and lighting. Energy efficiency, reuse of materials (reducing embodied carbon) and design for future climate conditions will be integral to regeneration plans. • Priority 2: Empowering resilient and inclusive communities and places. The strategy seeks to ensure that organisations that care for the historic environment have the right skills and are more resilient. It is not yet clear who will manage the Steeple Buildings, but the options appraisal undertaken has aimed to identify a financially viable usage for the building, avoiding a scenario where its future is dependent on funding in the long term. • Priority 3: Building a wellbeing economy. The strategy seeks to promote fair work, responsible contributions to Scotland’s economy and increasing engagement with the historic environment, particularly through activities that enhance wellbeing. In addition to this strategy, the Options Appraisal has also taken into consideration the economic pressures facing the heritage sector. Rising operating costs have affected many organisations managing heritage assets: see for example a recent statement from Museums and Galleries Scotland, in which they state that 11% of accredited museums participating in a recent study feel that their organisations are at risk of closure in the next 12 months. 5.7 Community engagement Community and stakeholder consultations carried out by GBPT, Community Enterprise and John Gilbert Architects revealed several key insights regarding the future of the Steeple Buildings. Findings are summarised in section 6.0. In brief, key points relevant to the business case were: • There was strong support overall for the restoration and reuse of Kilbarchan Steeple Buildings that maintains community access. • People recognised that Kilbarchan has enough community halls and gathering spaces, so any future development should complement these rather than compete. • Commercial usage was generally not seen as a concern, and people were open to the inclusion of some commercial activities in line with the community’s values and needs. • Many participants did want to see elements of heritage interpretation, but this could take the form of exhibitions or displays integrated into the building (and potentially spread out across the village), rather than entire rooms dedicated to heritage.
Page 27
20 5.8 Non-displacement and Partnership Working A priority for the options appraisal has been to identify a future use for the Steeple Buildings which will not duplicate or take business away from other businesses and community spaces in the village. Community Enterprise reached out to local businesses, including other community halls, to find out how what opportunities they saw, and how regeneration of the Steeple Buildings would affect them. Interviews were carried out with the Performing Arts Centre, the Parish Church, and the owner of Habbies and the Trust Inn. We contacted Old Library Centre, the Scout and Guide Halls and Masonic Hall, but they did not respond or were not able to take part in an interview within the research period. In addition, we interviewed Business Gateway and a local commercial Estate Agent about the demand for commercial property. Key findings were: • There was general agreement that there are enough halls in the village without bringing the main hall at the Steeple Buildings back into community use. • Hospitality is profitable in Kilbarchan, existing pub/restaurants are busy 7 days per week. There was consensus among participating businesses that there was a gap in the hospitality market for somewhere to go in the evening outside of a pub setting, rather than a café open in the daytime. • The cost of rent is a major barrier for people starting a business in the area. Flexible business space, where available, has been popular. Outside of the hospitality sector, it is uncommon for a business to take on a long lease in the area. • There are a lot of lifestyle business start-ups in the area – these types of businesses don't need office space and often operate from home, but some are interested in customer-facing premises. • There is not much visitor accommodation in Kilbarchan, and the three rooms above Habbies pub are well used. However, some of the organisations consulted were unsure of the practicalities of managing a holiday let and how compatible it would be with other use of the rest of the building. • As part of consultation, Renfrewshire Museums were consulted about the potential for use of the Steeple Buildings as a heritage centre, possibly as an outreach space for Paisley Museum Reimagined. The Museums team confirmed that they did not have capacity or budget to manage another site. If the Steeple Buildings were developed into a standalone museum, Renfrewshire Museums would be open to co-producing programming as part of their outreach strategy (in development at the time of the consultation). They advised, however, that a heritage centre at the Steeple Buildings would need a collection appealing to people beyond the local area to have a chance of being viable. Similarly, the National Trust for Scotland were consulted by Glasgow Building Preservation Trust (see section 6.0), and have suggested there may be potential to display items from the Weavers Cottage collections within the Steeple Buildings, if insurance, environmental, and display standards were acceptable to the collections care team at NTS. There is also potential for reciprocity in terms of joint events and cross-promotion. NTS requested that they be kept up to date as plans evolve.
Page 28
21 Above: Consultation poster displayed on community notice board Left: Consultation poster prepared to publicise project and event
Page 29
22 6.1 Community Consultation Community and stakeholder consultations carried out by GBPT, Community Enterprise, and John Gilbert Architects revealed several key insights regarding the future of Kilbarchan Steeple Buildings. The following points summarize the findings: • Support for Building Restoration There was overwhelming support for the restoration and reuse of the Steeple Buildings. Participants expressed strong interest in seeing the building repaired and made functional again. • Existing Community Halls Participants acknowledged that Kilbarchan already has sufficient community halls and gathering spaces. Therefore, any future development should aim to complement rather than compete with existing facilities and local businesses. • Accessibility Improving accessibility within the building was identified as a priority. Ensuring that the building is accessible to all, especially for those with disabilities, was a consistent theme throughout the consultations. • Potential Commercial Uses Commercial uses for the Steeple were generally not viewed as a concern, indicating an openness to the inclusion of some commercial activities as long as they align with the community’s values and needs. • Mixed-Use Preferences Participants favoured a mixed-use approach, combining different functions and uses within the Steeple Buildings which could serve various segments of the community while maintaining the historical and cultural value of the building. • Heritage Interpretation Many participants expressed a desire to see the building incorporate elements of heritage interpretation, with a particular focus on Kilbarchan's history, especially its rich textile heritage. This could take the form of exhibitions, interpretive displays, or other educational features celebrating local history. 6.0 Consultation • Visitor Engagement The need for additional activities, attractions, and better signposting for visitors was frequently mentioned. This would help to promote the area to visitors and improve overall engagement with the village’s heritage and support current and planned initiatives such as Kilbarchan Smile’s heritage garden and trail. • Crafts and Creative Workshops There was a recurring suggestion to create a space within the Steeple Buildings for the sale of high-quality crafts, coupled with creative workshops that could attract both locals and visitors, whilst supporting local artisans and promoting Kilbarchan's craft traditions. Aims and Audiences The community engagement process, led by GBPT, took place from July to September 2024 and ran concurrently with business planning and architectural design work. The main aims of this community engagement programme were: • To raise awareness of the Steeple Buildings historical significance and current conservation needs. • To understand community perceptions of the Steeple Buildings and its surrounding environment. • To involve local residents in the decision-making process, ensuring that community voices influenced the project direction. • To gather views on the best future uses for the Steeple Buildings, considering the local context and community needs. • To assess potential impacts of the proposed restoration and development plans on the community. • To identify additional stakeholder groups, ensuring that voices from various communities of interest were included. • To gauge appetite within the community for taking a more active role in the future management of the Steeple Buildings.
Page 30
23 Community consultation event in August 2024
Page 31
24 Primary Audiences The engagement primarily targeted residents of Kilbarchan and those with a connection to the village. Specific stakeholder consultations were held with local interest groups such as the Friends of the Steeple, Community Council, NTS Weavers Cottage, businesses, and craftspeople to ensure that all relevant perspectives were considered. These findings and community insights will guide the next steps in developing the Steeple Buildings to ensure it serves as a valuable, accessible, and multifunctional space that is useful to the local community and visitors alike. Engagement Approaches To gather input from the community, a variety of engagement methods were utilized, ensuring broad participation and feedback. The primary methods included: Consultation Event: A key event where community members were invited to share their views, learn more about the project, and discuss potential future uses of the Steeple Buildings. Surveys (Online and Hard Copy): Both online and hard copy surveys were distributed, allowing people to submit their thoughts in the format most convenient for them. One-to-One Conversations: Individual conversations were held with key stakeholders and community members to ensure that in-depth feedback and specific concerns could be addressed. Focus Group Session: A focus group was organized to facilitate more detailed discussions on the building's future, targeting a smaller group of participants for in-depth engagement. Follow-Up Feedback Event: A final feedback event was held to present the findings of the consultation and allow the community to comment on the proposed options. The consultation events and survey were widely promoted by Renfrewshire Council using various platforms: • A dedicated page on the Council's website which provided updates and information on the project. • Social media channels, such as local Facebook groups, were leveraged to reach a broader audience, encouraging participation in the survey and events. • Local news outlets, including the, Daily Record, Paisley Gazette and Gryffe Advertiser, helped to raise awareness. • Hard copy posters were placed in key locations such as local businesses, churches, and community noticeboards to reach those without internet access. Additional Engagement Tools • GBPT produced a short video (https://youtu.be/WxM1sFzgcHc) detailing the history of the Steeple Buildings and an interactive timeline (https://www.gbpt.org/kilbarchan.html )to engage the community and promote both the survey and events. • Posters and Interpretative Materials: Posters and materials covering topics like the Steeple's history, architecture, and conservation were developed to inform attendees. These resources explained the building's phases, ownership, governance, legal protections, and the options appraisal process. Promotion and Publicity
Page 32
25
Page 33
26 Events The initial public consultation event was originally planned to take place on June 1st to coincide with Lilias Day, a local celebration, but had to be rescheduled due to the pre-General Election period. The event was moved to August 3rd and was held as a drop-in information session. A follow-up feedback session was undertaken on September 7th to present findings and gather further community input. Both events were hosted at the Kilbarchan Parish Church Hall, located directly across from the Steeple Buildings, making it a convenient location for attendees. No formal attendee profiling was conducted during the public consultation events, and only a few photographs were taken during the sessions. This approach was intentional, as the events were designed to foster an open and informal atmosphere, encouraging participants to discuss issues freely without feeling observed or intruded upon. At the conclusion of each event, staff made a series of general observations. These included an informal analysis of the attendee profile, along with notes and comments from individual conversations. This allowed the team to capture insights and feedback while maintaining the relaxed and approachable nature of the sessions. Survey An anonymous, online survey was designed to gather information on people's awareness of the Steeple Buildings conservation needs, perceptions of and values associated with the buildings and surrounding area, and their views on potential future uses of the complex. It also gathered information on respondents' demographics. The survey was circulated via Smart Survey and promoted at events and through the publicity campaign. It was also available as hard copies. The questions and responses are reproduced in Appendix A.
Page 34
27 Awareness of the Steeple Buildings Most respondents and attendees had visited the Steeple Buildings at some point. It was clear that the Steeple Buildings had, historically, been used for a wide range of activities and functions catering to all ages and interests. This included hosting community council meetings, ballet and dance classes, playgroups, art classes, public lectures, exhibitions and concerts and private functions such as birthday parties. Perceptions of the Area Around the Steeple Buildings The public realm around the Steeple Buildings was generally considered adequate, but there is significant room for improvement in aesthetics, comfort, accessibility, and functionality. The Square is recognized as a historic, civic, and cultural focal point for the village. Many attendees emphasized the need for improved access for prams, pushchairs, and wheelchairs. While parking in the Square is deemed essential for residents and users of local facilities, there is a desire for measures to deter opportunistic parking and to re-establish the Square as a vibrant civic space rather than a car park. There was also a general aspiration to see the Square used more often. Community Needs The answers to questions around what is missing from the community, and the types of activities and events people would like to see in the buildings, produced mixed and often contradictory responses. Social/gathering spaces and performance/exhibition spaces were highlighted by around half of respondents as being something they would like to see within the buildings, but many
Page 35
28 subsequently acknowledged the abundance of lettable halls in the village. Through deeper conversations with attendees at events, we have interpreted this as representing a desire to see the Steeple Buildings used as a community resource, and an appetite for a new or different offer, rather than highlighting a lack of facilities in the village. A desire for greater flexibility in booking arrangements was also mentioned, including the potential for longer-term block bookings across multiple days or weeks. Others felt that the previous booking system, which required a minimum hire of two hours, was too proscriptive and expensive for small, short-term hires. Additionally, there was a call for spaces to support local craftspeople, makers, artists, and small businesses. Participants identified a need for studio and workshop spaces, as well as venues for exhibiting and selling work. Parallels were drawn with nearby Lochwinnoch, which is emerging as a thriving artist community and visitor destination. Implicit in many conversations was a recognition of the heritage value of the building in terms of its architectural and historical significance, its function as the civic heart of the village, and memories of past events and offers in the buildings. Somewhere to celebrate the heritage of the village, and attract visitors was also seen as a priority, and unsurprisingly, many felt that the Steeple Buildings would be an appropriate venue for hosting a heritage offer. Several respondents flagged the potential for a café or restaurant offer, with the caveat that any new offer should be distinct and not compete with existing businesses. Other suggestions included the creation of a holiday let or accommodation offer on the upper floor. It should be borne in mind that the community needs outlined above represent the desires of the demographic who engaged with the consultation, who were predominantly older. The needs of the younger cohort should be identified as the project progresses.
Page 36
29
Page 37
30
Page 38
31 Management and Ownership Two questions were posed in the survey in relation to future management and governance of the Steeple Buildings. When asked ‘Who should manage the Steeple Building, many (41%) of respondents selected ‘not sure’ and comments revealed a mixed level of understanding of the relevant organisations and their roles and responsibilities. For those who expressed a preference, the responsibility for management of the Steeple Buildings was split fairly evenly between OneRen and the formation of a new charity. There was concern that OneRen may not have the capacity to manage the facility, but equally there was an understanding that a new charity would require community support. A few people suggested that the National Trust for Scotland could manage and/or take ownership of the buildings, but this was tempered with an acknowledgement that the NTS may be reluctant to take on additional properties. Responses to the ownership question showed a clear preference for Renfrewshire Council and Kilbarchan General Society retaining ownership, however, over 30% of respondents were unsure how to answer the question. As one respondent pointed out “This is difficult to address at present. And needs more consideration”. While there was a general consensus around a preference for ownership retention by Renfrewshire Council and Kilbarchan General Society, many people expressed dissatisfaction with the current management of the building. We can conclude that while there is a strong interest in the building and potential future uses from within the community, they are reluctant to express their opinions on long-term management and ownership until they are fully appraised of the potential options and the implications and considerations involved. Heritage Preservation and celebration of local heritage, particularly textile heritage, was frequently mentioned, both as a source of local pride and identity, and as a way to attract visitors to the area. Options for a heritage centre were explored as part of the consultation and business plan. The National Trust for Scotland (NTS), who own and operate the Weavers Cottage in Kilbarchan, were consulted as a key local stakeholder. The Weavers Cottage achieved 3,583 visitors in 2023 (source: Association of Leading Visitor Attractions: ALVA | Association of Leading Visitor Attractions ). Discussion with Stuart MacKinnon, Operations Manager at NTS on the 5th September indicated broad support for the preferred option at the Steeple Buildings. Mr MacKinnon also suggested there may be potential to display items from the Weavers Cottage collections within the Steeple Buildings, if insurance, environmental, and display standards were acceptable to the collections care team at NTS. There is also potential for reciprocity in terms of joint events and cross-promotion. NTS requested that they be kept up to date as plans evolve. Kilbarchan Museum Without Walls A useful option to explore is the ‘ecomuseum’ model. The term "ecomuseum" is a blend of "eco-" from the Greek oikos (meaning "house" or "environment") and "museum." This reflects the idea of a museum that is closely linked to place and community, rather than just a building displaying objects. It is not a museum of ecology or the environment, though it may incorporate elements of natural heritage. An ecomuseum is a dynamic, community-based heritage project, focused on preserving both tangible and intangible heritage in a way that benefits local
Page 39
32 people and the environment. Unlike traditional museums, which are typically housed in a single building, ecomuseums are more integrated into the environment and often spread across multiple locations within a community. The core idea is to involve local communities in managing, protecting, and showcasing their heritage and environment, making it a living and evolving museum. An ecomuseum could provide an umbrella project to gather and promote the diverse range of cultural and natural heritage offers around the village. The Steeple Buildings would naturally form part of the eco-museum, but without the financial and administrative burden of a traditional-style heritage or interpretation centre. This approach would also align with proposals to develop a cultural quarter for Kilbarchan and support emerging and current heritage initiatives such as Kilbarchan Smile’s heritage trail, Lilias Day and other local events and traditions. Key features of an ecomuseum include: Community Involvement: The local community plays a central role in the ecomuseum, helping to manage, develop, and present their heritage. It emphasizes participation and collaboration, making it a shared project. Cultural and Natural Heritage: Ecomuseums are not limited to artefacts or exhibitions. They encompass cultural traditions such as annual fairs and events (e.g. Lilias Day), historical sites and buildings, landscapes, biodiversity, local crafts, oral histories and traditional practices. Decentralized Structure: Unlike traditional museums which have centralized buildings an ecomuseum often encompasses a variety of outdoor sites, including villages, monuments, farms, and natural areas, thus creating a museum without walls. Education and Experience: Instead of presenting objects or exhibits, ecomuseums encourage interactive and immersive experiences. Visitors often engage directly with the surrounding environment (streets, buildings, greenspaces etc) and local practices, deepening their understanding of the culture and history of the area. Sustainability and Conservation: Ecomuseums focus on the sustainable development of the region or place they represent. They aim to protect both the natural environment and cultural heritage, promoting conservation efforts and fostering an understanding of the relationship between people and their environment. The concept originated in France in the 1970s and is seen as a way to revitalise communities and strengthen local identity by connecting people with their surroundings and their past. The idea is well-established, with over 300 operating worldwide, mostly in rural France, Spain, Italy and Poland. There are several recent additions in Scotland, including: • Moffat Ecomuseum: https://moffatmuseum.co.uk/moffat-ecomuseum/ • Flodden 1513 Ecomuseum: https://www.flodden1513ecomuseum.org/
Page 40
33 Memories, Perceptions and General Observations (selected quotes) • ‘I used to come here for ballet classes and the tufty club when I was young. Aerobics classes and discos as a teen. ‘ • ‘Attending meetings of the local beekeepers association. ‘ • ‘I have lived in Kilbarchan for 20 years but have never been in the Steeple Buildings. I am aware of occasional functions in the early time but nothing that attracted my attention. ‘ • ‘Attended numerous Glasgow University extra-mural classes over a period of 6-7 years. Wine circle met regularly in upper hall. Various dances and parties held in the Steeple Hall.’ • ‘Needs tidying up and some benches and flowers and signage. ‘ • ‘Token disabled accommodations and no separation of the hall and the surrounding car parking. Vehicles can and have parked across the doors to the steeple preventing access. Seating between the building and Steeple Street, with access, would improve things. A waste bin like the one outside the Library would be nice.’ • ‘It's ok for me but I can't think it's an easy space to access if you have mobility issues. It would be really nice if there were planters/flower baskets during the summer months to make it more attractive.’ • ‘As a resident of Steeple Square I am happy about the access and use of the square.’ • ‘The public space is ideally placed within the conservation area and can link to the Weavers Cottage, Kirk creating a cultural quarter. Space - buildings speak to each other aesthetically generally - space for cafe/ bistro ??? - farmers markets.‘ Community Needs and Potential Use Options (selected quotes) • 'Uses that support and enhance existing services - Bobbin's Cafe, Arts Centre, Weavers Cottage.' • ‘Flexible social/gathering spaces for events, exhibitions etc. Plus a kitchen for self-catering or use by caterers booked for events. Kilbar- chan only has 1 cafe and 2 pubs where snacks/meals are available. No catering will reduce interest and demand in using the refurbished steeple for parties, shows etc. ‘ • ‘With bowling club, scout hall, guide hall, church hall and Masonic hall, Kilbarchan has more than enough venues, all of which are better suited to the above than a renovated steeple. Renovated suitable for some small local business to use or share is likely to be cost effective.' • 'Would like to see a permanent exhibition about Kilbarchan’s weaving heritage. Then space for a monthly craft fair/ farmers market and for pop-up exhibitions/craft courses.' • 'No objection to a business owning or managing provided the build- ing is used and not left empty, access still needed for lilias day. Pref- erence is to the one who can commit best to the future after renova- tion.' • 'Need to fill a gap. Lots of crafters and artists in the area could be brought together for arts, crafts, music etc as a creative centre. Repli- cate or partner with success of Made in Paisley, Loud and Proud, PACE, etc. Probably consider more dance provision as so many dance schools and teachers looking for premises. '
Page 41
34 Event / Activity Description No. Attendees Attendee/Respondent Profile Drop-in Information Session at Kilbarchan Parish Church Halls Date: O3/08/2024 11am—3pm The event, held at the Kilbarchan Parish Church Halls, was facilitated by two staff members from GBPT, alongside representatives from John Gilbert Architects, Community Enterprise and Ren- frewshire Council. The session aimed to provide attendees with detailed information about the Kilbarchan Steeple Buildings and gather community feedback. Catering was provided by Bobbins Café, offering refreshments for attendees. Children’s activities were run by Habbie Crafts, ensur- ing families could participate while their children were engaged in creative activities. Materials and Presentations: • Information Posters: Six A0 posters were displayed, offering insights into the history of the buildings, the options appraisal process, and key considerations for the project. • Architectural Plans: John Gilbert Architects presented four potential options for the future of the Steeple Buildings, giving attendees a visual and conceptual understanding of the possibilities. • Case Studies: Community Enterprise showcased three case studies of similar heritage and community projects, discussing the pros and cons of each to encourage thoughtful dis- cussion. • Surveys and Feedback: Hardcopy surveys were available for attendees to fill out on-site, and materials were provided for feedback and memory gathering, allowing participants to share personal stories or reflections related to Kilbarchan and the Steeple. 51 Attendee Profile and Engagement Summary The attendees of the drop-in information session were primarily older individuals, with most being 40 years or older. Almost all participants were residents of Kilbarchan, and showed strong local interest in the project. Key Observations: • Intentional Attendance: The majority of attendees had come specifically for the event, demonstrating a keen interest in the future of the Steeple Buildings. • Familiarity with the Steeple: Most attendees had visited the Steeple Buildings in the past, indicating a personal connection to the site. • Awareness and Concern: There was a high level of awareness among partici- pants regarding the issues facing the building, with most expressing concern for its future. • Survey Participation: Most attendees had already completed the online survey prior to the event, and an additional 16 completed hardcopy surveys during the session. • High Engagement Levels: Attendee dwell time was notably high, with most indi- viduals staying for at least 30 minutes and engaging deeply with staff and the materials. This level of interest and participation exceeded expectations. Update and consultation meeting with the Friends of The Steeple, representatives of the Kilbar- chan Community Council and Renfrewshire Council. Date: 20/08/2024 6pm—8pm The session at Kilbarchan Performing Arts Centre, facilitated by GBPT staff and a Renfrewshire Council representative, provided an update on progress and initial findings from the August 3rd event. An informal discussion followed, focusing on suitable end uses, potential end-users, and long-term governance of the Steeple. The heritage of the building and village was also dis- cussed, including the old fire engine, which, while significant to the village’s history, was consid- ered unsuitable for display in the Steeple due to space constraints. 8 8 individuals drawn from the local community, with an interest in the Steeple Build- ings. All attendees bar two were members of the Friends of Kilbachan Steeple, a sub-group of the Kilbarchan Community Council. Key Observations: • Familiarity with the Steeple: Most attendees had visited the Steeple Buildings in the past, indicating a personal connection to the site. • High levels of local knowledge. Attendees were from a mix of backgrounds but had an extensive overview of local businesses, cultural activities, community organisations and heritage.
Page 42
35 Event / Activity Description No. Attendees Attendee/Respondent Profile Online and hard-copy survey—’Finding A New Future For Kilbarchan Steeple Buildings’ (Smart Survey) Date: Open from 15/07/24 to 12/09/2024 106 A total of 106 respondents participated in the survey, with the following demo- graphic breakdown: • Gender ratio: 70% female, 30% male. • Age profile: Skewed towards an older demographic, with 75% of respondents aged 40 or older. • Residency: Almost 90% of respondents were residents of Kilbarchan, and 92% lived within the PA10 postcode. A full breakdown of findings is included in Appendix A. Drop-in Information and Feedback Session at Kilbarchan Parish Church Halls Date: 07/09/2024 (1pm-3pm) The event, held at the Kilbarchan Parish Church Halls, was facilitated by two staff members from GBPT, alongside representatives Community Enterprise and Renfrewshire Council. This session included all previous interpretation and consultation materials, along with updated panels providing feedback on initial findings drawn from survey responses and consultation. Plans and drawings of the preferred option were presented The session was advertised as part of Renfrewshire Doors Open Days weekend and included two tours of the Steeple Buildings. 26 The attendee profile for this session was similar to the first drop-in event, with around half having attended the August 3rd session. Others were aware of the pro- ject but had missed the initial meeting, while a few had booked the tour of the Steeple Buildings without realizing it was part of a consultation. Key Observations: • High Engagement Levels: Attendee dwell time was notably high, as in the previ- ous event. • Concerns About Competition: A small number of attendees raised concerns about potential competition with local businesses, but overall responses to the preferred option were positive. • Condition of Interiors: Several tour attendees noted that the building interiors were in worse condition than they had anticipated. Total attendees and respondents 191
Page 43
36 7.0 Development of Options Based on the 2023 and 2024 online community survey feedback and discussions with stakeholders, JGA Architects developed four mixed use options for discus- sion at the August community consultation event. These uses covered a variety of ideas including commercial lets, multi-use halls, a museum / heritage space, a holiday let, a workshop / office space and a market hall/ exhibition spaces. Each of the four options incorporated the following general improvements • External doors to incorporate accessible thresholds. • Install a new platform lift giving access to upper floor. • New WCs and an accessible WC with baby changing facilities. • Install a new platform lift giving access to all levels. • Existing stair and landing redecorated and new rooflights installed. • New sanitaryware in WC's where needed. • Secure storage added for Kilbarchan General Society in first floor meeting room • All upper floor areas redecorated where needed. 7.1 Brief Illustration: Clyde Valley Regional Plan 1946
Page 44
37 7.2 Option 1 Ground Floor Plan : Restaurant and hospitality This option is based on the refurbishment of the Steeple building including fabric repairs with small scale internal changes. The key interventions include a lift to enable full accessibility and changes to the kitchen layout. The lift is positioned to allow access from the reception to a ground floor Bistro style restaurant and to a first floor multi use venue. A new larger kitchen is provided which has its own external access and a servery to the bistro. On the first floor the existing layout is retained and refurbished, maintaining the historic integrity of the former schoolroom and General Society Room. The General Society Room will have additional secure storage. Both of these spaces would be available for hire by the community and others.
Page 45
38 The benefits with this approach are: • An Internal reconfiguration which allows access throughout • Public access to both ground and first floors • External fabric repairs which will protect and preserve a building of heritage value • An upgrade of essentials such as redecoration, kitchen, toilets, heating and other services • Income generated by ground floor business • Principal spaces retain their current form The main issues with this approach are: • Ensuring the bistro style restaurant doesn’t compete with existing offerings in the village. • A more commercial use in a building that has previously been community focused • Programming events that will attract people to visit Kilbarchan. First Floor Plan: Multi-use Hall & meeting room
Page 46
39 7.3 Option 2 Ground Floor Plan : Multi-use Hall & Kilbarchan Fire Engine This option was informed by suggestions about developing a holiday let in the building. It considered how to incorporate a residential element in the confines of the A-listed structure whilst still maintaining a community space and storage for the historic fire engine with the associated interpretation. The building would be refurbished and repaired with a new lift. The ground floor would contain a reception area, a multi-purpose hall, a new accessible WC and a dedicated heritage room for the historic fire engine and local memorabilia. The first floor would be converted into a holiday flat, accessed from a landing shared with the General Society Room. The creation of the flat in the former school room would be the most physically invasive option and would result in the loss of the historic volume. The flat would have 2 double bedrooms, a kitchen/living room with a coved ceiling and family bathroom.
Page 47
40 The benefits with this approach include: • An internal reconfiguration which allows access throughout • Public access to ground floor and General Society Room • External fabric repairs which will protect and preserve a building of heritage value • An upgrade of essentials such as redecoration, kitchen, toilets heating and other services • Income generated by the first floor holiday let The main issues with this approach are: • First floor historic space is considerably altered • Residential change of use - greater interventions may suggest Listed Building Consent could be more difficult to obtain • Management of a holiday let • Managing public access and rental priorities • Issues with mixed use building and noise potentially affecting the flat • The floor space occupied by the fire engine and heritage items which will not generate significant income or repeat visits • Loss of public access to a principal space First Floor Plan: Holiday Let
Page 48
41 7.4 Option 3 Ground Floor Plan : Exhibition & Market Hall This option took on board feedback that there could be a need for spaces for artists, makers and creative workers along with dedicated heritage space. The building would be refurbished and repaired with a new lift. The ground floor would contain a reception area, a multi- purpose hall and a new accessible WC. The hall would be renovated to become a multi-use space with dedicated storage for market stalls and exhibition equipment. The existing kitchen and store would be combined as a space for the historic fire engine with new double doors added for access. The main structural change would be the insertion of the new opening and folding partition between the heritage space and market space. The first floor hall would be upgraded to provide flexible workspace or studio space with associated breakout, meeting area and storage. The General Society room would be available for the community when not used by the General Society.
Page 49
42 The benefits with this approach include: • An internal reconfiguration which allows access throughout • An upgrade of essentials such as redecoration, kitchen, toilets, heating and other services • A dedicated heritage space for the fire engine • Public access to the market hall and General Society Room • A multi-functional ground floor room with new stor- age. • A new co-working / studio space for creative and arts practitioners • The historic fire engine is returned to its home The main issues with this approach are: • The loss of public access to the first floor hall, which is one of the nicest spaces in the building • The fire engine and heritage items are unlikely to generate significant income or repeat visits • The size of the fire engine won’t allow for flexibility or other temporary uses • Responsibility for the insurance and maintenance of the fire engine would need to be investigated • Greater number interventions may suggest Listed Building Consent could be more difficult to obtain • Management and programming of the market hall with events that attract people to visit Kilbarchan First Floor Plan: Flexible Studio/work space
Page 50
43 7.5 Option 4 The focus of this option was the provision of a dedicated museum/ heritage space and cafe on the ground floor, with a multi-use hall on the first floor alongside the General Society room. A lift would be installed and the building would be refurbished and upgraded. The ground floor would contain a reception area leading to the lift and accessible WC. A museum and heritage space would occupy part of the existing lower hall. The major change with this option is the creation of an opening between the existing kitchen/store and hall to create a café that opens out onto and activates the Steeple Square elevation. The upper floor would maintain the existing arrangement with the large hall and Gen- eral Society meeting room, supported by toilets and a store. Ground Floor Plan : Museum/ Heritage Space and Cafe
Page 51
44 The benefits with this approach include: • An internal reconfiguration which allows access throughout • An upgrade of essentials such as redecoration, kitchen, toilets, heating and other services • Public access is maintained to the ground floor and first floor • Food offering would provide some income to support heritage offering • A dedicated heritage space to showcase the history and crafts of the village The main issues with this approach are: • A new café would compete with Bobbins Café next door and would need to be pitched at a different market • Any working relationship with the Weavers Cottage and OneRen would have to be negotiated • Management, maintenance and insurance of heritage items • How will the heritage offering generate sustainable income or repeat visits • Greater number interventions may suggest Listed Building Consent could be more difficult to obtain First Floor Plan: Flexible Multi-use Hall
Page 52
45 7.6 Preferred Option The draft options were presented to the community at a consultation event and shared online. Feedback from this event and the survey was discussed with The Friends of the Steeple group, the Council and stakeholders to develop a preferred option. It was agreed that Option 1, which combines a commercial use (licensed bistro style food offering with seating for around 40 guests) on the ground floor and multi-purpose use on the first floor, will reintroduce public access to the building and provide a source of revenue to support activity in the building. It is important to the community that the history of the Steeple Buildings and their role in the development of Kilbarchan is recognised and threaded throughout the refurbished building (rather than concentrated in one room), allowing visitors to engage as they pass through different areas. This could take the form of interpretation developed with the community and curation of objects and ephemera for display which relate to weaving and other crafts. The preferred option recognises the significance and constraints of the existing building and its layout reflects its original use with larger spaces on each floor, supported by smaller ancillary and service areas. The proposals seek to preserve and enhance the most significant elements of the building whilst altering and replacing the least significant elements in order to improve and upgrade the existing accommodation and generate regular activity and income. A welcoming accessible reception area will greet visitors from Steeple Square enhancing the route to the ground floor commercial space and up to the first floor. Accessibility in the building will be improved by the new lift, which links all floors. The WCs and kitchen will be refurbished and upgraded to provide modern facilities required. The ground floor hall, first floor hall and General Society Room will retain their historic volumes. On the first floor, the larger meeting room (former schoolroom) will remain as one large space to allow maximum flexibility for functions, events, workshops and other community or income-generating events. The first floor can also act as an “overflow” function space for the bistro to host larger events and allow it to be hired as one venue if required. The spaces of less historical significance (toilets and kitchen) will remain in their existing locations, albeit refurbished and upgraded to meet modern requirements and visitor expectations. The General Society room will be repaired, retaining the original features, but incorporating heritage items and new secure storage. When not being used by KGS, the room will be available for hire for smaller meetings and or one to one therapeutic services. There is an opportunity to review and enhance the immediate surroundings of the building and take full advantage of the unique nature of Steeple Square providing outdoor seating and services for complimentary outdoor events like farmers markets. The internal refurbishment cost of this proposal is estimated at £384,000. Please refer Section 9.0 of this report and the NBM cost plan in Appendix E for further information.
Page 53
46 Col- lapsed The Steeple Buildings are Category A Listed which means that any proposed alterations will require to be justified in terms of their impact on the historic significance of the building and will require Listed Building Consent from Historic Environment Scotland and Planning Consent from Renfrewshire Council. Any alterations will also require a Building Warrant from the Council. In terms of technical compliance, the preferred option is an improvement on the existing sanitary facilities and building accessibility. The preferred option has been discussed by the Design Team and Council representatives internally, but no formal discussions have yet taken place with Statutory Authorities. Informal feedback notes that planners would take a pragmatic approach to any application for a change of use for the Steeple Buildings, and similarly solutions for kitchen extraction, bin stores, air source heat pumps, etc. A suggestion to potentially lease spaces as artists’ studios as an interim use would probably not require a change of use application. 7.7 Statutory Approvals Some key items we have considered that would be developed further in a future phase include: Ventilation The east elevation of the building would be preferable for ventilation and extract given it is of least significance / prominence and there is an existing vent terminating on that elevation from the toilet extracts and a minimal number of windows for the extract to interact with. Refuse Provision of refuse storage could be sensitively incorporated on the Steeple Square side of the building as part of improvements to the immediate public realm and creation of some outdoor seating space. Public Realm There is an opportunity to enhance Steeple Square with carefully considered works which could landscaping, lighting, outdoor seating services for markets and lighting. Licensing An application for a new liquor license would have to be submitted to and approved by the Council.
Page 54
47 8.0 Business Plan Although the preferred use has been identified, this could be managed in different ways. Options for management are referred to as A, B and C. These management options are described in the tables on the following pages. Developing the preferred option for the Steeple as outlined has the potential to deliver the following benefits: Social Benefits • The project will prevent deterioration of a high-profile Category A-listed building at the heart of the village. There is potential to tie in with improvements to the public realm around the Steeple Buildings. Revitalising the village centre and developing the cultural life of the village will contribute to making Kilbarchan a better place to live and foster a sense of pride in the community. Environmental Benefits • In line with current Historic Environment strategy, preserving and adapting the building will reduce the need for new construction materials, thereby reducing embodied carbon and construction waste to landfill. Building services will be upgraded to maximise energy efficiency. Economic Benefits • Employment opportunities will be available during the refurbishment work, and the potential for partnership with training providers such as West College Scotland could be explored. • Once the refurbishment is complete, commercial use of the ground floor as a bistro will provide ongoing employment opportunities. A licensed bistro of this size open four to five evenings a week could be expected to employ a chef and kitchen assistant as well as two to three front-of-house staff, creating four to five new jobs in total. • A higher-end bistro in Kilbarchan will encourage visitors to stay longer and spend more, in line with Renfrewshire Tourism Today’s strategy for the Villages. 8.1 Building management options
Page 55
48 Management Option A Process Pros Cons • Further discussion with OneRen as to whether they would relinquish the ground floor only (for lease to a commercial tenant) or the whole building. • Renfrewshire Council carries out refurbishment work. • OneRen has existing staff and systems to take, manage and invoice for bookings. The costs of these resources, along with office costs and accountancy fees, are split across multiple sites. The costs to OneRen of continuing to manage the Steeple Buildings in addition to other venues would presumably be relatively low, although this would require further discussion. • OneRen is a charity, and as such qualifies for 80% mandatory relief on non-domestic rates. This does not apply if the Council manages the building, as local authorities do pay non- domestic rates. • OneRen has a track record of managing buildings, including historic sites. Some funders may be more receptive to an application from the larger, more established council-linked charity. • Capital funding options are more limited. • In community consultation, there was recognition that OneRen may not have the capacity to manage and promote the building as actively as a local community group might. This may mean that the local community gets less use from the first-floor space, and that income is lower. Renfrewshire Council retain ownership while either its Estates team or OneRen continue to manage the building and lease it to tenants. No tenant has a full repairing lease, so the council has responsibility for repair.
Page 56
49 Management Option B Process Pros Cons • The new organisation prepares its governing document: liaise with Engage Renfrewshire and use the Scottish Government’s Model Documents to meet criteria for CAT. Registration with OSCR and/or Companies House; recruit- ment of at least three unrelated trustees/directors; bank account setup. • Submit expression of interest to Renfrewshire Council: see Process Guide. Support available from the Community Ownership Support Service. • The new organisation should do its own research and develop its business case. At this stage, the organisation may also need to raise funds for tech- nical fees, particularly legal fees (given that it will be entering into leases). Renfrewshire Council and the new community organisation will need to come to an agreement as to how much of the refurbishment works will take place prior to transfer, and how much (if any) fit-out will be undertaken by the community organisation. • Proceed to formal Community Asset Transfer Request. • CAT request validation period (up to 6 months). • CAT Decision-making Process. At this stage, OneRen's board discuss whether to approve the relinquishing of the building/part of a building back to council to allow council to progress with Asset Transfer or leasing. • Assuming CAT request is approved, building handover takes place. Possibility of some internal fit out being undertaken by the community group • Gives the local community control over usage of the first floor of the building, which is likely to enable a wider range of use and higher occupancy. • Assuming the community organisation is a charity, it would qualify for 80% mandatory relief on non-domestic rates. • If the community organisation takes on ownership and management, then undertakes the final portion of the refurbishment work, it will be able to access a wider range of grant funding than the local authority. • A community organisation may be able to raise a proportion of funds for any capital work it undertakes through local fundraising or crowdfunding. • Reliant on volunteers to act as directors/ trustees, manage bookings, monitor finances (including maintaining a sufficient reserve to cover unexpected costs) and commission ongoing repairs. • Requires setup and maintenance of a website and booking system. A community organisation that is a charity must also produce externally verified annual accounts. Within a larger organisation, these costs are spread across many properties, whereas a community organisation set up solely to manage the Steeple would have to cover these operating costs from income from this property alone. • Some funders will not fund organisations which are less than a year old and have not produced annual accounts. This will limit the organisation’s access to funds to pay for final fit-out of the spaces it will operate. Transfer of ownership or management of the full building to a community group, potentially via Community Asset Transfer (CAT). The community group is responsible for repair and leases the building to tenants. It is likely that this community group would be a charity: either a Scottish Charitable Incorporated Organisation (SCIO) or a Company Limited by Guarantee with Charitable Status.
Page 57
50 Management Option C Process Pros Cons • OneRen discuss whether to relinquish the site, as in option B). • This option places the least strain on the resources of OneRen and the local community. • A successful operator may be able to market the first-floor space for a variety of events, maximising the economic impact of the business (more employment, attracting visi- tor spend, etc.) • Given the listing of the building, a full repairing lease may not appeal to prospective tenants, so RC may have to retain some or all responsibility • Uncertain whether affordable community access to the first-floor space could be guaranteed under this model. • Lack of open access may affect eligibility for funding • Single income stream is less resilient to loss of tenant. Renfrewshire Council leases the entire building (possibly excluding the Steeple itself) to a commercial tenant. The tenant would then manage the upper floor as well as the ground floor.
Page 58
51 A capital cost schedule has been prepared based on the preferred option by NBM Quantity Surveyors. A copy of the full NBM cost report is included in Appendix E. A summary of estimated costs are shown in the table to the right. We have included contingencies as required by a number of funders for this type of project, along with design team fees at an indicative rate of 14% at this stage. The summary costs in the table exclude: • Concept and Project Development Fees • Site Acquisition • Business Plan • Legal Fees • Finance Charges • Insurances • Clients Furniture, Fixtures & Equipment • VAT • Inflation Assessment Further design development or interventions within the building may significantly affect these estimated costs. Estimated Capital Costs 9.0 Capital Project Costs Element Cost £ Works Cost 237,109 Preliminaries (15%) 35,570 Contingencies (10%) 27,270 Inflation uplift Oct 23—Oct 24 (2%) 5,999 Works Sub Total 305,948 Design Team Fees 14% 42,833 Clerk of Works 5,000 Surveys & Site investigations 15,000 Client held contingency 15,000 Total Capital Costs 383,781
Page 59
52 10.0 Revenue Costs Operational cash flow projections have been produced for the first two management options outlined in Section 8.0. An overview of each is below. Under each option, the Steeple Buildings operates at a small annual surplus after the initial year. The differences between cost and income estimates for each option are set out in the following sections, but in brief, the main differences are the inclusion of non-domestic rates in option A, and higher marketing, accountancy and professional costs in Option B (offset by a slightly higher occupancy) 10.2 Running costs The following assumptions on major ongoing costs have been made in order to prepare our financial projections: Gas and electricity OneRen has provided past energy usage data from 2020-21 up to midway through 2023-24. In the last two full years, energy usage has averaged 93,612 KWH per year, with the building closed. Cost over these two years averaged £15,242 a year. Given that the building has been empty and underheated (according to the 2023 Services Condition Appraisal by Luths), these costs reflect a heating system that is inefficient, relying solely on electric space heaters. The report also notes that inefficient fluorescent lighting has been used. It is assumed that new, more efficient heating and lighting will be installed. The Luths report provides estimated annual heating costs for various heat pump systems, ranging between £6,000 and £7,000. These are for the full site. Assuming that the ground floor is rented to a tenant, the building occupant would only be responsible for energy bills for the first floor: we have Option A: Management by Renfrewshire Council and/or OneRen Option B: Management by a community organisation Year Year 1 Year 2 Year 3 Year 4 Year 5 Total income £ 16,459 £ 21,717 £ 23,758 £ 24,308 £ 24,874 Expenditure Salaries and wages £ 1,844 £ 4,153 £ 4,278 £ 4,406 £ 4,538 All other expenditure £ 15,515 £ 14,295 £ 15,402 £ 15,020 £ 15,899 Total expenditure £ 17,359 £ 18,448 £ 19,680 £ 19,426 £ 20,437 Net cash surplus (deficit) -£ 900 £ 3,269 £ 4,079 £ 4,882 £ 4,437 Opening bank balance 0 -£ 900 £ 2,369 £ 6,447 £ 11,329 Closing bank balance -£ 900 £ 2,369 £ 6,447 £ 11,329 £ 15,766 Year Year 1 Year 2 Year 3 Year 4 Year 5 Total income £ 16,459 £ 21,717 £ 24,103 £ 24,663 £ 25,240 Expenditure Salaries and wages £ 1,844 £ 4,153 £ 4,278 £ 4,406 £ 4,538 All other expenditure £ 12,895 £ 13,717 £ 14,824 £ 14,442 £ 15,320 Total expenditure £ 14,739 £ 17,870 £ 19,101 £ 18,847 £ 19,859 Net cash surplus (deficit) £ 1,720 £ 3,847 £ 5,002 £ 5,816 £ 5,381 Opening bank balance 0 £ 1,720 £ 5,568 £ 10,570 £ 16,385 Closing bank balance £ 1,720 £ 5,568 £ 10,570 £ 16,385 £ 21,766 10. 1 Overview
Page 60
53 estimated 50% of the full building figure with air source heat pump, plus a 20% allowance for other energy costs (lighting, small amount of office equipment etc). Water rates OneRen data provided also includes water usage and rates for the same period. This shows a lot of fluctuation, with higher water usage and cost in 2022-23. The average water usage over the last three years was 595 M3, and the average cost was £1,203 per year. A future owner of the building would receive reduced water and sewerage charges through the Water and Sewerage Charges Exemption Scheme only if: • it has charitable status • its income is below £300,000 per year • it has no permanent alcohol license, charity shop or public café on the premises Given the preferred use and management options identified, it is unlikely that these criteria will be met under either option, so water usage at an increased level is included in financial projection. Business rates Ratable value of the site is £4,800 but it is likely that it would need to be revalued following a change of use of the ground floor, after which the ground floor tenant would assume responsibility for non-domestic rates on that part of the site. The amount of rates to be paid depends on the management model: • Assuming that the new rateable value of the first floor is no more than the current rateable value of the entire site, the first floor would qualify for 100% relief under the Small Business Bonus Scheme, if it is the only property occupied. This would apply only if the building is occupied by a new community body. • Charities qualify for 80% mandatory rates relief on non-domestic property occupied primarily for charitable purposes, and the council may award discretionary relief to remove the remaining 20% of rates. This would only be applicable if the building is occupied either by OneRen or by a new community body which is a charity. • Renfrewshire Council offers a Fresh Start Scheme giving 100% rates relief for 12 months for properties which have been empty for 6 months or more. Given the uncertainty at this stage, we have assumed that the liability remains unchanged, and that 80% relief is granted under Option B. Insurances The building occupant would need buildings insurance on the entire site. This is likely to be higher given the proposed use of the ground floor as a restaurant. Assuming that the building occupant also manages spaces on the upper floor which are hired out for short-term use and used for occasional community and heritage events, public liability cover for this part of the building would also be needed. The tenant on the ground floor would be responsible for maintaining suitable insurance policies for their business and leased premises. Maintenance An allowance for routine maintenance tasks such as cleaning gutters, checking electrical systems, repainting and refinishing as well as periodic larger repairs has been included in financial projections. Staffing When open under OneRen, the building had a caretaker present for just under 15 hours a week, working mostly in the evenings. Given the plan for the ground floor to be under a commercial lease, we have assumed
Page 61
54 that there would be a reduced need for staffing at around 7 hours a week. This depends on access to the hall space and KGS room on the first floor being available without the staff member being on site to let people in, e.g. via a code access system and CCTV. The estimated cost of installing and maintaining these systems has been built into financial projections. Marketing and customer relations Marketing costs for the spaces on the first floor will depend on the management model chosen. If OneRen continues to manage the building (option A), the first-floor venue can be promoted via the organisation’s existing channels. There is an existing venue hire team to manage bookings. There would be some initial setup costs: updated photography and staff resource to create a venue profile and update online listings. In the longer term, the additional cost of marketing one more venue is assumed to be marginal. If a new community organisation manages the top floor (option B), they will need a way to promote the venue and manage bookings. The cost of setting up and maintaining a basic website has been built into this version of the cash flow projection. Similarly, this version includes a subscription to venue management software, which would simplify the work of taking bookings, monitoring availability and invoicing clients as much as possible. We assume that volunteers would be willing to take on these tasks. Accountancy, professional and office costs If the Steeple is managed by a larger organisation (option A), a certain amount of its internal resources will be dedicated to managing the building. However, further consultation with the Estates team at Renfrewshire Council and/or OneRen would be required to arrive at a realistic estimate. These costs are excluded in this version of the financial projections. If the building is managed by a community organisation (option B), this organisation will be required to produce annual accounts. An allowance of £1,500 for accountancy fees and independent examination has been included in this version of the financial projections. 10.3 Income streams The following assumptions have been made in order to prepare financial projections: Tenancies The Estates team at Renfrewshire Council have provided the following detail on rental rates for commercial premises in Johnstone (£110 - £140 per square metre) and smaller village centres (£95 - £110 per square metre). The Estates team estimate that Kilbarchan would be on the lower end given location and associated demand. Taking an estimate of £105 per square metre for lease of a refurbished shell suitable for use as a licensed restaurant, the 135-square-metre ground floor (excluding the Steeple itself) would bring in rent of £14,175 per year. Hall rent Taking an estimate of £100 per square metre, the 69-square-metre hall space would bring in rent of up to £6,900 per year. However, this may be made available on more flexible terms suited to small businesses and creative professionals, so an allowance for 50-60% occupancy is made in the financial projections (increasing from year 1 to year 3). Because a local community body may be better connected with potential users of the space, the financial projections for Option B include slightly higher occupancy in later years. Occasional use of Kilbarchan General Society room Kilbarchan General Society have indicated that they intend to continue using the room
Page 62
55 they own on an occasional basis, and permanently for storage. Outside of this use, the room will be available for hire for small meetings. Assuming that this room can be rented at £15/hr (comparable to similar venues) for around 4 hours a week (0.5% occupancy, based on 12 usable hours a day), this will generate just over £3,400 a year. 10.4 VAT and Corporation Tax Most repair and improvement work on existing buildings, regardless of listed status, is subject to VAT at the standard rate. Renting property and short-term hire of rooms, are usually exempt from VAT. This assumes that no additional services (e.g. catering) are provided by the building manager. Opportunities to reclaim VAT may therefore be limited. If any of the regeneration work is undertaken by new community body, this group should seek a VAT assessment identifying which of the planned income streams are subject to VAT and how much (if any) VAT paid out on construction may be reclaimed once the building is in use. If necessary, this body could seek to become VAT registered even if it is not otherwise required to do so, in order to reclaim VAT and therefore reduce the amount of external funding needed. However, this would lead to more complex financial management. Under management options A or B, the building will be managed by an entity that is exempt from corporation tax: the local authority, OneRen, which is a charity, or a local organisation (which would be likely to seek charitable status).
Page 63
56 Availability of funding will depend on which entity is to manage the building, and the conditions of their tenure. Many funders will only fund applicants with charitable status or purposes, or have an upper limit on applicant turnover. The Council has had previous discussion with Historic Environment Scotland and the National Lottery Heritage Fund. Both could be approached about funding the preferred option regardless of the management model. The following funds would not be open to Renfrewshire Council, but a community body taking on management of the building would be eligible to apply. These would be relevant if a community group takes on ownership or management of the Steeple Buildings and completes some of the fit-out work. In general, funders will require that the group has secure tenure, i.e. a long lease or ownership. Some of these funds require charitable status. • Screwfix Foundation provides small grants of up to £5,000 for capital projects. Examples of projects funded include installation of a new kitchen or bathroom, painting or decorating, improving building safety or efficiency. This small grant should cover the majority of project costs, so this is best suited to small renovations or upgrades at an early stage. (Does not require charitable status) • Barcapel Foundation: grants up to £20,000 (occasionally up to £100,000) for charities working in areas including heritage (built environment and cultural heritage). (Requires charitable status) • Wolfson Foundation will fund charities carrying out conservation/restoration work to listed buildings of historical significance, generally £15,000- £100,000. However, Grade A-listed sites will be prioritised, so an application at the lower end of this scale may have better chances. (Requires charitable status) • Hugh Fraser Foundation: grants for charities working in areas including arts 11.0 Funding & culture. A few major awards over £100,000 each year, with others averaging £5,000. (Requires charitable status) • Barrack Charitable Trust, £500 - £5,000. Arts, heritage and culture and provision of recreational facilities are among its core purposes. (Requires charitable status) • Dalrymple Donaldson Fund, up to £5,000 for restoration of buildings of historic interest (including many church buildings). Best fit would be small repairs, in sympathy with the building’s past e.g. using traditional material). (Does not require charitable status). • Awards for All is the National Lottery Communities Fund’s small, open programme: grants up to £20,000. This could cover start-up costs or operating costs in the first year. The lottery’s larger funding programmes (including grants for community-led activity and wellbeing) are currently closed for review. (Does not require charitable status). • The project location is within the required 10-mile distance of landfill sites for the Scottish Landfill Communities Fund. Grants of up to £50,000 are distributed by various bodies; applications can be made to more than one (list available here). Projects involving “the maintenance, repair or restoration of a historic building” are eligible, but only if the site will be open to the public: at least 4 evenings or 2 days per week or at least 104 days in any year – under the preferred use, this may not be the case. Other funds of interest: • The Architectural Heritage Fund does not currently provide capital funding (outside of its William Grant Tailored Support Fund, which aims to meet specific needs of projects not meeting other grant criteria). However, its Project Viability Grants (up to £10,000; average £6,000) may be a useful source of funding if a community organisation comes forward that is interested in taking on ownership or management of the building, to cover expenses such as legal fees.
Page 64
57 12.0 Risk Analysis & Mitigation As in any significant development of this nature there are a number of risks that need to be identified along with appropriate action points and strategies. These key risks and mitigating strategies are tabulated below: Risk Impact Probability Existing Controls Action Required Lead Responsibility Preparation, Development and Construction phases Difficulty securing capital funding Medium Medium Discussions with funders underway If required, develop a phased approach to upgrades with most urgent and beneficial works prioritised. Renfrewshire Council Delivery phases Difficulty securing ground floor tenancy High Low Input from Estates team on market rates Suitable marketing of the tenancy opportunity Renfrewshire Council High-profile historic village centre location has previously attracted attention. Low levels of volunteer availability Low High Low reliance on volunteers for day-to-day running of the preferred usage option. Develop heritage offering in consideration of levels of volunteer availability Dependent on management model Under option B, ensure that community group has sufficient skill and capacity. Loss of ground floor or first floor tenants High Medium For first floor, a lower occupancy rate has been built into financial projections under the assumption that tenancies will be more flexible. Flexibility of spaces allow for different con- figurations and adaptation to future market conditions Consideration of lease terms and conditions with Renfrewshire Council’s legal team Under option B, the community group may need support to develop suitable lease agreements, book- ing terms and conditions and cancellation policy Dependent on management model
Page 65
58 13.0 Conclusion & Recommendations The Steeple Buildings are the most significant historic building in Kilbarchan and a key part of the village’s identity and heritage. The buildings have been vacant since their closure in 2020, and a new use needs to be found to ensure they are secured for future generations. The Council is undertaking a proactive scheme of repair works to address the immediate condition issues and consolidate the buildings for potential meanwhile uses and regeneration projects. Through consultation, it is clear the local community have a strong interest in potential plans, however, there is uncertainty about how much involvement the community wishes to take in managing and maintaining the buildings. The consultation process demonstrated that the community understand that Council- subsidised, under-used community spaces are unviable and alternative options need to be explored. The proposed vision for the Steeple Buildings has the potential to deliver economic, social and environmental benefits. It is a mixed-use solution that restores the landmark building and balances public access with income-generating activities. The preferred option includes hospitality services (high end bistro) on the ground floor, while the first floor would feature flexible rooms available for hire. This approach retains the historic character of the building, ensures it remains a hub for community activity whilst also being carefully balanced with an income generating use. A new bistro could potentially create up to four or five new jobs and encourage visitors to stay longer and spend more, in line with Renfrewshire Tourism Today’s strategy for the Villages. In addition to this, the Steeple Buildings could play a vital role in the regeneration of Steeple Square. By enhancing the outdoor spaces with landscaping, seating, and lighting, the square could become a lively venue for outdoor markets, festivals, and events, complementing nearby attractions such as the Weavers Cottage and the Kilbarchan Performing Arts Centre. In order to develop this outline proposal further, a key issue which must be addressed is whether an existing or new organisation can be identified that can manage and maintain the building whilst also balancing the need for public access against income generation to support the maintenance of the site. Community ownership or management could provide more funding opportunities and ensure that any commercial function directly supports community use. It is recommended that Renfrewshire Council continue the discussions around governance and management with the community, Friends of the Steeple and potentially interested parties to understand if there is an appetite for more community responsibility in the development, management and programming of the rejuvenated Steeple Buildings.
Page 66
59 14.0 Action Plan The table below outlines the next steps that can be taken by the Council and Stakeholders to develop the vision for the Steeple Buildings Action Plan Lead Oct-24 Nov-24 Dec-24 Jan-25 Feb-25 Mar-25 Apr-25 May-25 Jun-25 Jul-25 Aug-25 Sep-25 Oct-25 Nov-25 Dec-25 1 Council review of options appraisal Council 2 Review with Community and stakeholders on Options Appraisal Council 2 Agree aspirations for Steeple Buildings including, ownership, tenure, governance, funding Council 3 Develop funding and brief for Steeple Rejuvenation Feasibility Study Council 4 Council approval (Elected members) Council 5 Procurement of Feasibility Team (Project Organiser, Arch, QS, Business Planner, Services Engineer, Engagement) Council 6 Project Organiser (PO) and Team for feasibility study appointed RC 7 Inception, mobilisation and commence study DT 8 Develop detailed design of preferred option DT 9 Develop & deliver stakeholder & community consultation plan DT 10 Develop preferred option business case DT 11 Cost plan information DT 12 Develop detailed funding plan & initial discussions with funders PO 13 Conclude feasibility & business plan DT/PO 14 Council review and decision to proceed with Capital Works Council
Page 67
60 Appendix A: Community Consultation Report & resources Appendix B: Business Plan Appendix C: 2023 Condition Survey, JGA Architects Appendix D: 2023 Luths Services Appraisal Appendix E: 2024 NBM Cost Plan: Internal Refurbishment 14.0 Appendices