Agenda Document Pack - Economy and Regeneration Policy Board - 18/03/2025
Renfrewshire Council · 18 March 2025
Back to Economy and Regeneration Policy Board — 18 March 2025 and its agenda
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11/03/2025 Notice of Meeting and Agenda Economy and Regeneration Policy Board Date Time Venue Tuesday, 18 March 2025 10:00 Council Chambers (Renfrewshire), Council Headquarters, Renfrewshire House, Cotton Street, Paisley, PA1 1AN Membership Councillor Andy Steel (Convener): Councillor Michelle Campbell (Depute Convener): Councillor Alison Ann-Dowling: Councillor Stephen Burns: Councillor Graeme Clark: Councillor Andy Doig: Councillor Neill Graham: Councillor Robert Innes: Councillor Janis McDonald: Councillor Jamie McGuire: Councillor Marie McGurk: Councillor Iain McMillan: Councillor John McNaughtan: Councillor Iain Nicolson: Councillor Jim Paterson: Further Information This is a meeting which is open to members of the public. A copy of the agenda and reports for this meeting will be available for inspection prior to the meeting at the Customer Service Centre, Renfrewshire House, Cotton Street, Paisley and online at http://renfrewshire.cmis.uk.com/renfrewshire/CouncilandBoards.aspx For further information, please email democratic-services@renfrewshire.gov.uk Members of the Press and Public Members of the press and public wishing to attend the meeting should report to the customer service centre where they will be met and directed to the meeting. Hybrid Meeting Please note that this meeting is scheduled to be held in the Council Chambers. However, it is a hybrid meeting and arrangements have been made for members to join the meeting remotely should they wish. MARK CONAGHAN Head of Corporate Governance
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11/03/2025 Webcasting of Meeting This meeting will be filmed for live or subsequent broadcast via the Council’s internet site – at the start of the meeting the Convener will confirm if all or part of the meeting is being filmed. To find the webcast please navigate to https://renfrewshire.public-i.tv/core/portal/home
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11/03/2025 Items of business Apologies Apologies from members. Declarations of Interest and Transparency Statements Members are asked to declare an interest or make a transparency statement in any item(s) on the agenda and to provide a brief explanation of the nature of the interest or the transparency statement. 1 Revenue and Capital Budget Monitoring 2024/25 at 7 January 2025 Joint report by Chief Executive and Director of Finance & Resources. 1 - 10 2 Community Wealth Building in Renfrewshire Report by Chief Executive. 11 - 28 3 UK Shared Prosperity Fund 2025/26 Report by Chief Executive. 29 - 34 4 Town Centre Regeneration – Update Report by Chief Executive. 35 - 58 5 Renfrewshire Town Centre Premises Fund Update Report by Chief Executive. 59 - 62 6 Built Heritage – Buildings at Risk Register (BARR) Update Report by Chief Executive. 63 - 70
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 18 March 2025 ___________________________________________________________________ Report by: Chief Executive and Director of Finance and Resources ___________________________________________________________________ Heading: Revenue and Capital Budget Monitoring 2024/25 as at 7 January 2025 ___________________________________________________________________ 1. Summary 1.1 At the close of reporting Period 10 on 7 January 2025, the projected revenue outturn at 31 March 2025 for those services reporting to the Economy and Regeneration Policy Board was an underspend position of £0.097m (4.1%) against the revised budget for the year. 1.2 The projected capital outturn at 31 March 2025 for projects reporting to the Economy and Regeneration Policy Board is a break even position. 1.3 This is summarised in the table below and further analysis is provided in the report and appendices. Revised Annual Budget £000 Projected Outturn £000 Budget Variance (Adv)/Fav £000 Budget Variance % Revenue Economy and Development 2,376 2,279 97 4.1% Capital Economy and Development 16,882 16,882 0 0.0% 2. Recommendations 2.1 Members are requested to: a) Note the projected Revenue outturn underspend position of £0.097m; b) Note the projected Capital outturn break even position; and c) Note the budget adjustment detailed at section 6. Item 1 EAR180325 Page 1 of 70
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3. Revenue Budget Projection – underspend of £0.097m by 31 March 2025 3.1 The tables in Appendix 1 present the projected year-end position for all services reporting to this board, by both subjective analysis (what the budget is spent on) and objective analysis (which division is spending the budget). Significant variances affecting the projected position are analysed further below. 3.2 It should be noted that the projected outturn position reported here is based on the latest information available, which is subject to change during the financial year. The impact of any change on this projection will be updated at each board cycle until the close of reporting Period 10. 4. Objective Analysis – Significant Variances 4.1 Regeneration - £0.097m underspend This forecast position reflects the historic impact of vacancies in the earlier periods of the financial year. 5. Subjective Analysis – Significant Variances 5.1 Employees - £0.097m underspend by 31 March 2025 This projected underspend represents the historic impact of vacancies, now filled, in the Regeneration service. 6. Revenue Budget Virements 6.1. Under the Council’s financial regulations, Directors and their nominated officers, in consultation with the Director of Finance and Resources, have certain delegated authority to transfer sums between subjective budget headings within a service division to enable budget management throughout the financial year. This is known as ‘budget virement’. Transfers between divisions of the same service / department in excess of £100,000, and transfers between services / departments must be authorised by the respective service Director/Chief Executive and the Director of Finance and Resources for submission to the relevant policy board for approval. Future reports may therefore ask the board to approve budget adjustments that are deemed necessary for good budget management. The following budget adjustment reflects the application of pay award inflation from centrally-held budgets and is therefore for noting only: Page 2 of 70
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Revenue Budget Adjustments Service Amount (£m) Reason Economy and Development 0.070 Pay award inflation from 1 April 2024 transferred from centrally-held budget 7. Capital Budget Projection – break even position by 31 March 2025 7.1 The approved Capital Investment Programme 2024/25 to 2028/29 for Economy and Regeneration was £17.302m. The revised capital spend for 2024/25 is £16.882m. 7.2 The in-year Capital budget is forecast to break even by 31 March 2025 after a number of budget adjustments between years have taken place, to reflect revised programming of some capital projects. Details of these adjustments, which amount to £0.420m, are as follows: Project Amount (£m) Budget carried forward into 2025/26 for updated cashflows Place Based Investment Fund (0.341) Town Centre Capital Fund (0.079) Total (0.420) Implications of the Report 1. Financial The projected budget outturn position for Finance, Resources and Customer Services’ Revenue budget is an underspend of £0.097m (4.1%) at 31 March 2025. Income and expenditure will continue to be monitored closely for the rest of the financial year and as far as possible, steps will be taken to mitigate any overspend. The projected outturn position for Economy and Regeneration Capital budget is break-even, after the adjustments outlined at section 7. 2. HR & Organisational Development While staffing budgets form a significant proportion of the Council’s revenue budgets, there are no direct implications arising from the recommendations in this report. Page 3 of 70
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3. Community/Council Planning Community Plan Our Renfrewshire is thriving The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Our Renfrewshire is well Our Renfrewshire is fair Our Renfrewshire is safe Council Plan Reshaping our place, our economy and our future The Council’s revenue and capital spend ensures that its facilities are fit for purpose and safe for the community, to maximise accessibility. Building strong, safe and resilient communities Tackling inequality, ensuring opportunities for all Creating a sustainable Renfrewshire for all to enjoy Ongoing revenue and capital budget monitoring is a tool to enable good financial management so that the Council has resources now and in the future for continued service delivery. Working together to improve outcomes 4. Legal There are no direct implications arising from the recommendations in this report. 5. Property/Assets The capital expenditure noted in this report will result in improvements to Culture and Heritage assets and delivery of strategic place-shaping and regeneration. 6. Information Technology There are no direct implications arising from the recommendations in this report. 7. Equality & Human Rights While new areas of spend may impact on particular groups, any such impact would be assessed prior to the spend being incurred, therefore there are no direct implications arising from the recommendations in this report. 8. Health & Safety There are no direct implications arising from the recommendations in this report. Page 4 of 70
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9. Procurement While Procurement is an important consideration prior to the Council incurring any revenue or capital spend, there are no direct implications arising from the recommendations in this report. 10. Risk The potential financial risk that the Council will overspend its approved revenue budgets for the year is managed at a Council-wide level by the Chief Executive and Directors. 11. Privacy Impact There are no direct implications arising from the recommendations in this report. 12. Cosla Policy Position N/a 13. Climate Change The Council aims to reduce its carbon and other emissions to net zero by 2030, however there are no direct implications arising from the recommendations in this report. 14. Children’s Rights There are no direct implications arising from the recommendations in this report. List of Background Papers • Revenue Budget and Council Tax 2024/25, Council 29 February 2024 • The Capital Investment Programme 2023/24 to 2027/28, Council 29 February 2024 Author: Valerie Howie, Finance Business Partner; and Geoff Borland, Finance Manager. Page 5 of 70
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Appendix 1 RENFREWSHIRE COUNCIL REVENUE BUDGET MONITORING STATEMENT 2024/25 1 April 2024 to 7 January 2025 POLICY BOARD: ECONOMY AND REGENERATION Objective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Economy and Regeneration Management 35 10 45 45 0 0.0% 0 0 Economic Development 1,213 27 1,240 1,240 0 0.0% 0 0 Regeneration 1,058 33 1,091 994 97 8.9% 92 5 NET EXPENDITURE 2,306 70 2,376 2,279 97 4.1% 92 5 Subjective Summary Annual Budget at Period 6 Budget Adjustments Revised Annual Budget at Period 8 Projected Outturn Budget Variance (Adverse) or Favourable Previous Projected Outturn Variance Movement £000 £000 £000 £000 £000 % £000 £000 Employees 4,571 242 4,814 4,717 97 2.0% 91 5 Premises Related 84 (7) 77 76 1 1.8% 1 0 Transport Related 3 0 3 4 (1) (33.3%) (1) 0 Supplies and Services 127 0 127 127 0 0.0% (1) 1 Third Party Payments 0 0 0 0 0 0.0% 0 0 Transfer Payments 2,347 (165) 2,182 2,181 1 0.0% 2 (1) Support Services 45 0 45 46 (1) (2.2%) (1) 0 Depreciation and Impairment Losses 0 0 0 0 0 0.0% 0 0 GROSS EXPENDITURE 7,177 71 7,248 7,151 97 1.3% 91 6 Income (4,871) (1) (4,872) (4,872) 0 0.0% 1 (1) NET EXPENDITURE 2,306 70 2,376 2,279 97 4.1% 92 5 Page 7 of 70
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Appendix 2 Prior Years Approved Budget Revised Projected Expenditure Budget Adjustments Budget Outturn Total Approved Projected to 31/03/2024 2024-25 since previous 2024-25 2023-24 Budget Outurn Project Title Board report to 31-Mar-29 to 31-Mar-29 £000 £000 £000 £000 £000 £000 £000 ECONOMY & DEVELOPMENT Paisley Art Centre Redevelopment 2,881 869 0 869 869 0 0% 3,750 3,750 0 0% Paisley Town Hall Redevelopment 24,747 518 0 518 518 0 0% 25,265 25,265 0 0% Paisley Learning & Cultural Hub 6,654 346 0 346 346 0 0% 7,000 7,000 0 0% Paisley Museum 39,228 8,893 0 8,893 8,893 0 0% 53,001 53,001 0 0% Paisley Junctions and Charging Hub 431 541 0 541 541 0 0% 972 972 0 0% Sports Development - St James Playing Fields Redevelopment 425 3,075 0 3,075 3,075 0 0% 3,500 3,500 0 0% Sports Development - Ferguslie Pavillion Upgrade 531 460 0 460 460 0 0% 992 992 0 0% Sports Development - Hockey Pitch at On-X 0 600 0 600 600 0 0% 600 600 0 0% Place Based Investment Fund 1,214 660 (341) 319 319 0 0% 2,628 2,628 0 0% Town Centre Capital Fund 766 109 (79) 30 30 0 0% 876 876 0 0% Town Centre Regeneration 1 95 0 95 95 0 0% 2,050 2,050 0 0% Shared Prosperity Fund 197 843 0 843 843 0 0% 1,040 1,040 0 0% Retail Improvement Scheme 0 70 0 70 70 0 0% 70 70 0 0% Townscape Heritage CARS 2 3,876 223 0 223 223 0 0% 4,099 4,099 0 0% Total Economy & Development 80,951 17,302 (420) 16,882 16,882 0 0% 105,843 105,843 0 0% TOTAL ECONOMY & DEVELOPMENT 80,951 17,302 (420) 16,882 16,882 0 0% 105,843 105,843 0 0% *Rolling programmes have a prior year year expenditure of £0 as the expenditure is not directly linked from one year to the next as a singular project. RENFREWSHIRE COUNCIL CAPITAL INVESTMENT STRATEGY - NON-HOUSING SERVICES 1 April 2024 to 7th January 2025 POLICY BOARD: ECONOMY & REGENERATION Current Year 2024-25 Full Programme - All years Budget Variance (Adverse) or Favourable Budget Variance (Adverse) or Favourable Page 9 of 70
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___________________________________________________________________ To: Economy and Regeneration Policy Board On: 18th March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Community Wealth Building in Renfrewshire 1. Summary 1.1 Community Wealth Building [CWB] has been a growing economic development agenda over the last few years and there is a new Scottish Government Bill anticipated this year. 1.2 In anticipation of the Bill an introductory Community Wealth Building in Renfrewshire paper has been developed to outline the key concepts to Renfrewshire and to highlight current examples of good practice. 1.3 The paper sets out a clear set of actions to progress the CWB agenda in Renfrewshire and highlights some of the opportunities that CWB can create for local organisations, people and places to thrive and prosper. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: • Note the Introduction to Community Wealth Building paper found at Appendix 1 to this report as the starting point to further joint actions across Renfrewshire. • Note that further updates on the Community Wealth Building Bill and Council actions will be reported to a future board. ___________________________________________________________________ Item 2 EAR180325 Page 11 of 70
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3. Background 3.1 Community Wealth Building [CWB] is not a new agenda, instead it continues a long history of work and initiatives under terms such as social inclusion and inclusive growth, that is largely focused on equalities, tackling disadvantage, local people and places. At its core, CWB aims to ensure that every public pound spent has the potential to drive economic growth and realise fairness and prosperity. 3.2 Over the past 4 years, CWB has gained more prominence and is now considered by the Scottish Government to be a key means by which to deliver wellbeing economy objectives. It was a key feature of the Renfrewshire Economy Conference in June 2024. 3.3 To support the implementation of this growing agenda, Renfrewshire Council appointed a CWB Coordinator to develop and progress the Council’s CWB policy position and action plan. The CWB Coordinator represents the Council at strategic meetings including the recently formed national CWB Practitioners Network. 3.4 Current policy areas that have already been linked to, and reference, CWB include the Renfrewshire Council Plan, Council Procurement Strategy, National Planning Framework (NPF 4) and the Community Learning and Development Plan (2024-2027). 3.5 CWB focused workstreams are already being delivered through a number of routes, including the Renfrewshire Community Benefits Forum, partnership working between economic development and procurement staff and an anchor partnership with NHS GG&C and UWS to encourage more local businesses to bid for public sector contracts. Further steering groups will be formed to embed and align CWB principles and objectives across more of the Council workstreams once the Bill is announced. 3.6 The Introduction to Community Wealth Building paper (see Appendix 1 to this report) has been developed to facilitate further discussion and to promote involvement from other Council departments, public sector partners, local organisations and community groups on what is meant by CWB and how it can be supported across all areas of work. ___________________________________________________________________ 4. Introduction to Community Wealth Building Paper 4.1 The paper sets out the aims and principles of the approach at a national level and focuses on what this will mean at a local level. 4.2 It aims to promote a shared understanding of Community Wealth Building across Renfrewshire, demonstrating through examples of current activity how organisations and communities can participate in, and benefit from, local economic activity. The paper aims to encourage action that stimulates new opportunities for local businesses, communities and people. 4.3 The paper outlines the principles of Community Wealth Building and how they act as a framework for activity across five interlinked pillars: Page 12 of 70
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- Inclusive Ownership- Developing more local enterprises which generate community wealth, including social enterprises, employee-owned firms and co-ops. - Finance- Ensuring that flows of investments and funding and financial institutions work for local people, communities and businesses. - Workforce- Increasing fair work practices and developing inclusive local labour markets that support the wellbeing of local people and communities. - Spending- Maximising community benefits through local procurement and commissioning. Developing good enterprises, fair work and shorter supply chains. - Land and Property- Growing the social, ecological, financial and economic value that local communities gain from land and property assets. 4.4 The pillars aim to provide practical levers for anchor agencies and local organisations to strategically and intentionally maximise their economic potential as employers, purchasers, asset owners, investors and wealth creators. ___________________________________________________________________ 5. Next Steps and action plan 5.1 The Community Wealth Building Bill is anticipated in June 2025 and a further paper will be brought to Board to assess the implications of its content, once known. 5.2 Structured discussions with local partners and organisations will take place to establish a Community Wealth Building network for Renfrewshire. The network will work to identify a range of measurable indicators and targets to progress key areas of work under the themes of CWB. 5.3 A Community Wealth Building Conference is planned to be held in autumn 2025 to bring together partners contributing to CWB in Renfrewshire. The conference will provide opportunity to discuss the key themes and agendas of CWB on a national and local level and will encourage greater networking and collaboration to promote local partnership working. 5.4 Further reports will be brought to board as this agenda develops further. ___________________________________________________________________ Implications of the Report 1. Financial – There are no implications 2. HR & Organisational Development – There are no implications Page 13 of 70
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3. Community/Council Planning – CWB is mentioned across the current council plan, procurement strategy and community learning and development plan. 4. Legal- There are no immediate implications however, the Scottish Government’s programme for 2024/2025 indicates that a Community Wealth Building Bill will be introduced to parliament in the coming year (anticipated June 2025). 5. Property/Assets- There are no new implications however, land and assets are a key theme of CWB with a particular focus on community asset transfer and the inclusion of a CWB provision within the National Planning Framework (NPF4) published in 2024. 6. Information Technology – There are no implications 7. Equality & Human Rights- There are no implications 8. Health & Safety- There are no implications 9. Procurement - There are no new implications however, procurement and the tracking of the public pound and local spend are a key focus of the spending pillar of CWB. 10. Risk- There are no implications 11. Privacy Impact- There are no implications 12. Climate Risk - There are no implications 13. Children’s Rights - There are no implications 14. COSLA Policy Position- COSLA strongly supports the concept of Community Wealth Building (CWB), advocating for its implementation across Scotland through legislation and collaborative efforts with local authorities, businesses, third sector organisations, and communities to ensure wealth generated within communities is redistributed and benefits local residents; essentially seeing local government as a key "anchor institution" to drive CWB initiatives. _________________________________________________________ List of Background Papers none ___________________________________________________________________ RC/MD 20/02/2025 Author: Morag Doig, Community Wealth Building Coordinator, Renfrewshire Council email: morag.doig@renfrewshire.gov.uk Page 14 of 70
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An Introduction to Community Wealth Building 2025/26 Appendix 1 Page 15 of 70
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Contents 2 Foreword 3 What is Community Wealth Building 4 Pillars of Community Wealth Building- Our Shared Priorities 5 Local Ownership 6 Local Finance and Investment 7 Local Employment 8 Local Purchasing 9 Local Land and Property 10 How to get involved in delivering Community Wealth Building 11 Delivering Community Wealth Building Together in Renfrewshire- Next Steps Page 16 of 70
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Foreword Community Wealth Building is about working with communities and businesses to build a strong and resilient local economy. At its core, CWB seeks to rebalance wealth inequality by focusing on practical actions that can be taken across five key priority areas: local ownership, local finance and investment, local employment, local purchasing and locally owned land and assets. As outlined in the National Strategy for Economic Transformation [NSET], the local and national economic context has changed considerably in recent years. In response to the new economic challenges that we face, CWB brings forward new ways to deepen our wellbeing economy aspirations and to continue to develop a people-centred approach to our local economy that will support stronger outcomes for all local people. The purpose of this Community Wealth Building document is to promote a shared understanding of CWB that sets out how we can all utilise our different organisational activity to maximise the social and economic impact in local areas and support more participation in the local economy. Seeing what we do through a Community Wealth Building lens will be critical to retaining greater local wealth and maximising opportunities to add value and create benefit to Renfrewshire communities. This document will take you through the aims of each of the five priority areas and will set out some of the practical actions you can take to achieve these. A range of case studies have been provided which illustrate examples of work that local organisations are doing to help people and improve the outcomes of communities, and businesses in Renfrewshire and will provide examples of what community wealth building looks like in action. Community Wealth Building [CWB] is a growing agenda in Scotland and already key to economic development action and practice across the work of communities, businesses, enterprise agencies, local authorities, and other key anchor organisations. 2 Page 17 of 70
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What is Community Wealth Building? Community Wealth Building is a people-based approach to local economic development that aims to add more economic benefit and added value at a local level. At its core, Community Wealth Building promotes the collective power of communities, businesses and organisations across all sectors working together to build a strong, resilient, and sustainable local economy that works for all. CWB is focused on growing the influence communities have on the economy. By applying a CWB way of thinking to existing ways of operating our local economy can deliver: The Scottish Government is committed to adopting a Community Wealth Building approach across Scotland and will be bringing forward new Community Wealth Building Legislation during 2025. Outlined in the National Strategy for Economic Transformation [NSET], CWB aims to be a key practical means by which we can achieve our wellbeing economy objectives : “An economy that celebrates success in terms of economic growth, environmental sustainability, quality of life and equality of opportunity and reward.”- NSET Added social value for communities Added economic benefit for local areas Improved wellbeing and better outcomes Greater local participation in the economy More opportunities and fairer access for all 3 Page 18 of 70
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Pillars of Community Wealth Building- Our Shared Priorities The five Pillars of Community Wealth Building recognised by the Scottish Government form the principal ways in which we can ensure we utilise our spend, assets, employment, and financial powers for local good. Linked together the pillars can help us to identify ways in which we can bring more local added value in what we do to create more benefits for our local area. Community Wealth Building is a practical approach to local economic development that supports the delivery of a wellbeing economy for Scotland. It delivers actions that give the people of Scotland a greater stake in our economy and wealth, making it work for us and our planet. The sections below explain the key themes of each pillar in more detail, including actions to consider and case study examples of the pillar in practice. The key themes of each pillar: • Local Ownership • Local Finance and Investment • Local Employment • Local Purchasing • Local Land and Property Inclusive Ownership Finance Workforce Spending Land and Property Developing more local enterprises which generate community wealth, including social enterprises, employee owned firms and co-ops. Ensuring that flows of investments and funding and financial institutions work for local people, communities and businesses. Increasing fair work practices and developing inclusive local labour markets that support the wellbeing of local people and communities. Maximising community benefits through local procurement and commissioning. Developing good enterprises, fair work and shorter supply chains. Growing the social, ecological, financial and economic value that local communities gain from land and property assets. 4 Page 19 of 70
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Local Ownership AIM: Developing and growing small enterprises, community organisations , employee-owned businesses and co-operatives will enable local communities to generate and retain wealth within their local area. Locally owned and socially minded enterprises are more likely to employ, buy and invest locally, locking wealth into place. Being deeply rooted in their local communities, they can provide a better response to local needs, fill gaps in existing services, develop their communities by giving opportunities to disadvantaged groups and use social innovation to improve their communities. ACTIONS TO DEVELOP SHARED OWNERSHIP IN RENFREWSHIRE: • Provide opportunities and support for cooperatives, social enterprises and supported businesses to start-up and grow through knowledge sharing, funding, and training and development. • Encourage sustainable enterprises through business support, mentoring and expert advice. • Consider social enterprises, cooperatives, supported businesses and third sector organisations as suppliers and delivery partners to support the social economy to be more financially generative. • Work with Social Enterprises and Third Sector organisations to facilitate good community engagement to understand community needs when developing local services. Case Study: Engage Renfrewshire Case Study: KLAS Care Engage Renfrewshire is a third sector interface which provides advice and support to local community focussed groups including social enterprises, community development trusts and charitable groups. Through RenSen (Renfrewshire Social Enterprise Network) Engage supports over 88 social enterprises to start up or grow further through knowledge sharing activity, capacity building, business modelling and signposting to funding and investment opportunities. Through adopting a social enterprise business model, KLAS Care have been able to attract social investment funding and match funding to provide a service that meets the local need for affordable childcare supporting more parents to work. With social value at its heart, KLAS Care provide additional social benefit by reinvesting profits, giving opportunities to local people through accredited training for volunteers and subsidising fees for low-income families. 5 Page 20 of 70
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Local Finance and Investment AIM: Attract funding and investment to support a sustainable local economy. By prioritising local spending, saving, and investment, we aim to ensure that the flow of local finance directly benefits local people, communities, and businesses. This will help generate and retain wealth within the community, maximising the impact of money already circulating locally. Encouraging people and companies to choose to spend, save and invest their money in the local economy can have a significant and long-term impact on the community’s ability to utilise and retain wealth. ACTIONS TO DEVELOP LOCAL FINANCE MODELS IN RENFREWSHIRE: • Choosing to purchase local goods and services to help develop a strong local business base which supports a greener economy. • Supporting long term investment in Renfrewshire to ensure future jobs, prosperity, and economic growth. • Invest locally by choosing community finance services such as credit unions whose members pool their savings to provide credit at a low interest rate. • Work with others to help to widen access to good financial education for local people to reduce financial exclusion and help tackle poverty and inequality. Encouraging people to spend locally helps to recirculate wealth back into the local economy. The Renfrewshire spend local campaign encourages people to use the Renfrewshire gift card to spend in local independent businesses, supermarkets and Braehead shopping centre reducing carbon footprint, supporting local entrepreneurs, developing future talent, and helping local villages and towns to thrive and regenerate. Case Study: Spend Local Campaign Case Study: Right Way Credit Union Right Way Credit Union in partnership with Invest in Renfrewshire provide interest free business restart loans to local small and start-up businesses and self-employed people. By partnering with a local credit union, Invest in Renfrewshire can help local businesses gain access to affordable finance, reducing financial exclusion and promoting responsible lending and investment that prioritise community value. 6 Page 21 of 70
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Local Employment AIM: Creating more opportunities to develop local people's skills and experience to enter and / or progress within the labour market is paramount in building a resilient, skilled, and sustainable future workforce. Ensuring that no one is left behind and supporting those most disadvantaged with priority issues to find good quality employment opportunities with help to create a more inclusive and fairer place to live and work for all people and will promote healthier communities. ACTIONS TO DEVELOP LOCAL EMPLOYMENT IN RENFREWSHIRE: • Widening access to good quality employment opportunities for local people and ensuring that recruitment processes are accessible to those most disadvantaged and facing barriers to employment. • Ensuring that there are job pathways or upskilling opportunities for all employees. • Becoming a living wage employer, offering stable contracts, and closing the pay gap providing workers with a better standard of living. • Developing fair work practices which supports the wellbeing of people and communities by giving people effective voice, opportunity, security, fulfilment, and respect. Renfrewshire’s Local Employability Partnership (LEP) has the aim of supporting those furthest from the labour market into work. Around 2,000 local residents are supported each year with a focus on priority groups such as: unemployed or low income parents; young people, including those who are care experienced; people with disabilities, those with long term conditions, and/or health issues; people involved with the justice system; minority ethnic groups including refugees. Moving into employment and reducing the dependency on benefits is key to reducing child poverty and reducing economic inactivity. As one of the largest employers in the area Renfrewshire Council recognises the role it can play to support people getting back into work. Over the past 10 years the Council has provided over 1000 paid traineeship and internship roles for local unemployed people to gain skills and work experience across council services. Trainees are paid the Scottish Local Government Living Wage and gain up to 26 weeks of experience within service areas with regular vacancies and entry level job roles. As well as completing a range of training courses and qualifications, the trainees are supported with job search, cv preparation and interview practise. Case Study: Renfrewshire Local Employability Partnership Case Study: Invest in Renfrewshire 7 Page 22 of 70
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Local Purchasing AIM: Through developing a more inclusive procurement and commissioning model and considering all ways of contracting goods and services more money stays in the local area, creating more jobs, and developing a more diverse local supply chain. Anchor organisations within Renfrewshire such as the Council, NHS, Police, University, College, and large businesses, both collectively and individually provide considerable buying power, and as such can have a significant impact on the local economy. ACTIONS TO DEVELOP LOCAL PURCHASING IN RENFREWSHIRE: • Maximising the social and economic value of community benefits through procurement and commissioning so local communities and good causes can receive additional social value from spending. • Increasing spend with local suppliers by promoting tender opportunities, providing feedback on bids, identifying contracts accessible to SMEs, and providing business support to help local SMEs to understand tender requirements. • Developing good enterprises by choosing suppliers who demonstrate the values of fair work and sustainability. • Consider making all ways of contracting more accessible to local businesses including the use of frameworks and quick quotes. Where appropriate, local organisations will have a fair chance to bid for work. Community benefits are the method by which local communities and good causes can receive additional social value from public spending. Renfrewshire Council mandates Community Benefits on regulated procurements above the threshold of £50k and has a forum of local delivery partners in place to help suppliers to meet their community benefit requirements. In Financial Year 2024-25, approximately 375 benefits have been committed to be delivered across 93 council projects. Along with anchor partners NHS Greater Glasgow & Clyde, University of the West of Scotland and Scotland Excel, Renfrewshire Council deliver an annual supply chain development event which supports local businesses to understand tender requirements and to develop their business as a supplier. Public sector contracts in Scotland are worth around £16bn per year and this approach helps many more local businesses to bid for some of this work. Case Study: Community Benefits Case Study: Supply Chain Development 8 Page 23 of 70
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Local Land and Property AIM: Making use of underutilised, unused, or vacant spaces can create opportunities to revitalise community spaces bringing added value and social gain for those who live there. These local spaces can be used by communities, businesses, and organisations for social, community, health and educational activities creating opportunity for greater community involvement and environmental stewardship, making our places work better for our communities. By maximising our use of space, we can create more warm spaces, local meeting places, community hubs and growing grounds. ACTIONS TO DEVELOP LOCAL LAND AND PROPERTY IN RENFREWSHIRE: • Community Asset Transfers – transferring the ownership, lease or other management rights of under- utilised public land and/ or buildings to community-controlled organisations and supporting their long- term sustainability through business support and funding advice. • Support the just transition to a greener economy by providing access to grant funding and developing more locally based projects that support sustainability and food security. • Engaging with communities and local partners to identify unused spaces which can support good community projects and recognising where external funding may be required to support this. • Consulting with communities to help address local priorities when developing local place plans and identifying housing, business, and investment opportunities. Through community asset transfer from Police Scotland, the former Johnstone Police Station now Station Seven is a brand-new, community-led health and wellbeing hub operated by local charity Active Communities. The £2.2million funded development now provides a community food pantry, events spaces, meeting rooms, co-working spaces, and business incubators for local business start-ups. In 2021, Inchinnan Development Trust acquired Taucheen Wood from private ownership through a community buy-out to deliver environmental and community- led projects within the woodland. In order to further deepen the preservation of the communities local green assets, in 2022, the trust successfully secured a Community Asset Transfer of India Tyres Playing Fields from Renfrewshire Council for local led regeneration through a 5-year development plan which will transform the site into an accessible, shared greenspace that services the local community. Case Study: Station Seven Case Study: Inchinnan Development Trust- 9 Page 24 of 70
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How To Get Involved in Delivering Community Wealth Building At its heart Community Wealth Building is about ensuring that we use our individual and collective powers as employers, purchasers, suppliers, asset owners and wealth creators to encourage and support a strong local economy that works for all. By thinking about how you can add more value in what you do, we all have a huge opportunity to direct wealth into our local economy. This can be done by focusing on areas of impact and establishing a baseline for activity which is aligned to the themes of CWB, reviewing how strategic plans and operational policies support the principles of Community Wealth, and by sharing and adopting good practice. In summary, organisations of all sizes whether they are social enterprises, community groups, local businesses or anchor organisations all play a vital role in delivering good community wealth. Things you can do to support community wealth building in Renfrewshire Provide good quality jobs for local people Use as many local businesses as possible in your supply chains Work with, support, and collaborate with social enterprises and third sector partners Become a living wage employer Make sure your spend brings added value for our local people, communities, and businesses Support the journey to net zero Develop greener jobs in the future Open up our underutilised spaces for community use Get involved in spend local campaigns Engage with local communities to develop projects that are needed Ensure fair and accessible recruitment Support local projects Invest in the future of your workforce 10 Page 25 of 70
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Delivering Community Wealth Building Together in Renfrewshire- Next Steps Strong partnership working is the key to progressing and delivering good Community Wealth Building. To help grow the CWB agenda across Renfrewshire, key actions have been set out below to help facilitate the process of consultation and collaboration moving forward: For further information contact: Morag Doig Community Wealth Building Coordinator Renfrewshire Council 0141 487 1445 morag.doig@renfrewshire.gov.uk We will hold a Community Wealth Building Conference to raise awareness of CWB and to consult and engage with local partners, community groups and organisations on how we can progress Community Wealth in our local areas. We will develop a Renfrewshire Community Wealth Building partnership group to explore the emerging needs, and challenges of delivering good community wealth in Renfrewshire and identify opportunities to grow the CWB agenda through attracting ongoing investment and funding. We will work together with anchor partners to develop a Community Wealth Building Framework for Renfrewshire in 2025/26. This will involve partners working together to establish baselines for key areas of work, carrying out benchmarking exercises and setting targets to progress CWB themes in Renfrewshire. 11 We Will Hold A Conference We Will Establish a Partnership Group We Will Develop a Framework Page 26 of 70
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___________________________________________________________________ To: Economy and Regeneration Board On: 18th March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: UK Shared Prosperity Fund 2025-26 ___________________________________________________________________ 1. Summary 1.1 This report provides an update for the extension year (2025/2026) of the Renfrewshire (and wider Glasgow City Region) UK Shared Prosperity Fund (UKSPF) allocations, following the confirmation of the budget from the UK Government. 1.2 Board are asked to approve the recommended breakdown of funds. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: a) Note the contents of the report and the Renfrewshire plan for UK SPF 2025-26; b) Approve the proposed breakdown of funding highlighted in section 7.2 of the report ___________________________________________________________________ 3. Background 3.1 The current UKSPF 3-year programme budget runs until 31 March 2025. The allocation across the Glasgow City Region (GCR) for the period was just under £74m with Renfrewshire’s allocation being £6,290,987. 3.2 The UK Government committed to a one year extension of the current UKSPF programme in their Budget Statement, 30 October 2024. While this extension year is welcomed, the quantum for the extension year was significantly less than the UKSPF budget for the current financial year (2024/2025). The total 2024 / 2025 UKSPF budget allocation was £1.5bn, the financial commitment for the extension year is £900m, equating to a 40% overall reduction. Item 3 EAR180325 Page 29 of 70
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3.3 While this level of funding was confirmed in the UKG Autumn Budget Statement, individual regional / local authority allocations were not clarified until Friday 13 December 2024. ___________________________________________________________________ 4. 2025 / 2026 UKSPF Allocation Methodology 4.1 Part of the reason for the delay in the confirmation of the 2025/2026 budget was a change in the allocation methodology by UKG. While the overall Scottish allocation remained as 8.42% of the total UKSPF budget, not all Local Authority allocations were reduced by an equivalent amount. 4.2 The UKSPF 2025/2026 budget has been allocated by UKG using a six-step methodology (a summary of which is provided below); • Step 1: Set national quantums • Step 2: Capital allocation • Step 3: Revenue allocation • Step 4: Local authority level allocation • Step 5: Aggregate to lead local authority • Step 6: Reallocate reserved MCA budget 4.3 Step 1: New national quantums have been calculated using the average nation shares for core UKSPF 2022/2023 to 2024/2025, set at 8.42% for Scotland. As a result, the National Allocation for Scotland for the year 2025/2026 is £75,970,095. 4.4 Step 2: In Scotland and Wales, capital has been allocated based on historical local authority core UKSPF proportions. Each local authority receives an amount equal to their historical share multiplied by the new capital total. With the total Scottish capital allocation being £19,708,428 (26% of total allocation). 4.5 Step 3: Allocations have been adjusted to prioritise areas with the highest levels of deprivation, while ensuring funding in all places is high enough to remain viable. To measure the level of deprivation in individual areas these allocations used the most recent Index of Multiple Deprivation (IMD) for each nation, to identify the 20% of local authorities with the highest levels of deprivation. A ‘prioritisation adjustment factor’ was then applied. 4.6 Step 4: The full local authority allocation was determined by combining Steps 3 & 4. 4.7 Step 5: Regional allocations were then calculated based on the aggregation of individual local authorities. 4.8 Step 6: Was only relevant for English combined authorities. Page 30 of 70
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4.9 Following the methodology outlined under section 3.2, UKG have now contacted individual LA chief executives with confirmation of their 2025/2026 UKSPF allocations. After applying the revised allocation methodology, four LAs in the Glasgow city region have had their UKSPF budget reduced by 45% and four LAs have had theirs reduced by 20%. 4.10 Across the 32 Local Authorities in Scotland, the six most deprived (of which four are in the GCR) received the 20% reduction. It should be noted that as Multiply funding was not continuing in the extension year, the equivalent of the Yr3 Multiply budget was netted off prior to the 45% or 20% reduction being applied. Renfrewshire’s reduction is 45% (on 2024/25 levels) as it is not one of the four most deprived LAs in the city region. ___________________________________________________________________ 5. Proposed GCR Capital Allocation 5.1 In addition to the reduction in the overall UKSPF allocation for the extension year, there has also been a revision to the capital allocation. While the original indication from UKG was this would be a flat 26% across all LAs, this now also has an allocation based on deprivation. As with the initial three- year UKSPF programme, this is a minimum level of capital expenditure within the budget. 5.2 UKG have confirmed that those six local authorities across Scotland, considered the most deprived, and therefore received the 20% reduction, will also have a lower level of mandatory capital expenditure – at 21.4%, the remaining 26 local authorities will have a minimum capital expenditure of 28.4%. 5.3 This approach to the capital allocation will have a ‘double hit’ for the four LAs in the city region who don’t fall within the most deprived Local Authorities, as they have received a 45% reduction in their overall allocation and an increased minimum capital expenditure floor. It should be noted, as with standard accounting procedures, revenue budgets can be converted to capital expenditure, but not the other way round. 5.4 Due to the nature of the way UKSPF is managed in the GCR, one overall regional capital allocation (£6,868,820), with individual LAs notified of their own individual total, there is the opportunity for the city region and the LAs to manage the capital allocation in a more flexible manner. When GCR report expenditure to UKG, it is one report based on a cumulative summary of LA spend in that period. As a result, there is the opportunity for the LAs to each maintain a consistent level of capital expenditure across the eight. This would mean a 23.33% capital allocation for each LA. The split is outlined in Table 2. 5.5 This revised split was agreed at the GCR CEG and Cabinet Group in February 2025. ___________________________________________________________________ Page 31 of 70
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6. Local Authority Allocations 6.1 Table 1 provides details of the confirmed allocation by LA, the total for the GCR and the variance from the Yr3 (2024/2025) total allocation. Table 1. 2025/2026 UKSPF Allocations 2024/25 Allocation Total (inc. Multiply) Full Allocation 2025 / 2026 Suggested Allocation Capital 23.33% 2025/2026 Allocation Revenue 2025/2026 Variance from Yr 3 total Member Authority E. Dunbartonshire £2,072,697 £1,159,173 £270,614 £888,559 (£913,524) E. Renfrewshire £1,929,328 £1,078,992 £251,895 £827,097 (£850,336) Glasgow City £15,951,695 £11,834,805 £2,762,883 £9,071,922 (4,116,890) Inverclyde £2,089,711 £1,550,389 £361,945 £1,188,444 (£539,322) N. Lanarkshire £8,133,224 £6,034,163 £1,408,699 £4,625,464 (£2,099,061) Renfrewshire £3,688,691 £2,062,930 £481,599 £1,581,331 (£1,625,461) S. Lanarkshire £7,166,203 £4,007,757 £935,627 £3,072,130 (£3,158,446) W. Dunbartonshire £2,284,294 £1,694,752 £395,647 £1,299,105 (£589,542) TOTAL £43,315,843 £29,422,961 £6,868,908* £22,554,053 (£13,892,88) ___________________________________________________________________ 7. Renfrewshire Council UK SPF 2025-26 7.1 Renfrewshire Council has a total allocation of £2,062,930 for 2025-26 of which £481,599 is the minimum capital spend; leaving £1,581,331 as the revenue allocation. 7.2 The proposed breakdown of the allocation is as follows: SPF Theme Capital Revenue Total People and Skills £0 £1,000,000 £1,000,000 Business £0 £581,331 £581,331 Communities and Place £481,599 £0 £481,599 Total £481,599 £1,581,331 £2,062,930 7.3 The allocation is significantly lower than the previous year and a fraction of what was available under the previous EU programme. Priority for funding has gone to the areas involving the continuation of staff and services where previous budgets have been cut. Page 32 of 70
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7.4 The allocation would support the continuation of existing employability and business development staff and activities and would facilitate additional capital spend under the Communities and Place theme. 7.5 A full plan for the year ahead is currently being developed for submission and will be outlined in more detail in a future board report. _________________________________________________________________ Implications of the Report 1. Financial – No additional funding is sought. All funding is accounted for within existing Council budgets and external funding. 2. HR & Organisational Development - funding secures the continuation of staff posts 3. Community/Council Planning – none 4. Legal – None. UK SPF is routed through the Glasgow City Region and formal relationships are established with them. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact - None. 12. Children’s Rights - None 13. COSLA Policy Position – Not Applicable. 14. Climate Risk – Not Applicable. __________________________________________________________________ List of Background Papers Economy and Regeneration Policy Board, 23rd August 2022, “UK Shared Prosperity Fund Update” Page 33 of 70
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Economy and Regeneration Policy Board, 23rd May 2023, “UK Shared Prosperity Fund – Year 1 Report” Economy and Regeneration Board, 7 November 2023, “Shared Prosperity Funding: Business Challenge Fund” Economy and Regeneration Board, 5 November 2024, “Shared Prosperity Fund Update” ___________________________________________________________________ RC 20/02/2025 Author: Ruth Cooper, Economic Development Manager; Email: ruth.cooper@renfrewshire.gov.uk Page 34 of 70
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___________________________________________________________________ To: Economy and Regeneration Board On: 18 March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Town Centre Regeneration – Update ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to update members on the delivery of projects supporting town centre regeneration across Renfrewshire and to set out emerging projects being developed over 2025. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board:- (i) Notes progress and continuing actions to deliver town centre regeneration projects across Renfrewshire. _________________________________________________________ 3. Background 3.1 Town centres play a vital role across Renfrewshire, offering a variety of distinctive places with mixed uses, supporting economic activity, and serving as hubs for community and social interactions. 3.2 The Renfrewshire Local Development Plan 2021 identifies a network of centres, with strategies in place for Paisley, Renfrew, Johnstone, Erskine, and Linwood. These strategies outline actions to help centres evolve into diverse, thriving places that meet the needs of local communities. ___________________________________________________________________ Item 4 EAR180325 Page 35 of 70
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4. Town Centre Regeneration 4.1 Work has progressed in recent months on several projects supporting the regeneration of town centres across Renfrewshire. These projects align with centre strategies and include actions to repurpose underused land and properties, enhance public realm, create new greenspaces, and deliver activities that help drive footfall, such as heritage trails. Erskine 4.2 A review of the Erskine Centre Strategy in early 2024 identified the opportunity for enhancements to underused land and public realm within the town centre and riverfront. The Economy and Regeneration Policy Board of 19 March 2024 noted that external funding from the Scottish Government Place Based Investment Programme would support the development of a landscape framework and future delivery of enhancements. 4.3 A framework was produced over late 2024, informed by consultation with local members, key stakeholders and the local community. The framework (see Appendix 1 of this report) sets out a series of short, medium and long term measures, including a civic plaza, a new ‘linear park’ and the reimaging of land adjacent to the River Clyde as recreational greenspace. 4.4 Informed by the outcomes of consultation, development of a new civic plaza and garden space within the town centre is identified within the framework as the initial ‘early win’ project. Detailed designs are being progressed in this context and will be subject to further engagement, supporting delivery in late 2025. Johnstone 4.5 The Economy and Regeneration Policy Board of 28 May 2024 approved the Johnstone Vision Framework Adopted_Johnstone_Vision.pdf. Developed with the local community, the framework guides a place vision which supports the future transformation and growth of Johnstone town centre. 4.6 The Board noted opportunities to deliver a small number of project ideas within the Vision as ‘early wins’. Good progress has been made in relation to each of these actions, including:- • Early feasibility of proposed enhancements at the civic squares has been progressed. This has identified opportunities to enhance the role and function of the squares, their accessibility and connections to the wider town centre, as well as improvements in relation to landscaping, lighting and street furniture. Concept designs are now being developed and will be subject to consultation with local members, key stakeholders and the local community later in 2025. • Specialist consultants have recently been appointed to consider opportunities to enhance Johnstone Town Hall. The study recognises that the role of the Town Hall has evolved post pandemic and will consider the potential for new and refreshed uses which support the building in its role as a focus for civic and cultural activities. Page 36 of 70
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• Work to reflect opportunities which celebrate the history of Johnstone will commence in spring 2025. This is anticipated to focus on development of a heritage trail, co-produced with local community groups, which helps to strengthen local identity and supports footfall within the town centre. Linwood 4.7 Following a review of the Linwood Town Centre strategy, work is being progressed to prepare a landscape framework for enhancements within the Linwood Lade area, immediately south of the town centre (see Appendix 2 to this report). 4.8 The framework is anticipated to focus on biodiversity, footpath and heritage enhancements within the Lade, as well as connections to the town centre and the wider active travel network. A key aim of the framework is to enhance the Lade area for informal recreation while supporting the town centre as a sustainable and thriving place. 4.9 Initial proposals are anticipated in spring 2025 and will be the subject of consultation with local members, key stakeholders and the local community, informing next steps and detailed designs. Paisley 4.10 In recent years Paisley town centre has benefitted from a series of place strategies driving forward regeneration, including the UK City of Culture bid, PaisleyUntoldStory.pdf and a 2030 Vision Paisley Vision Document. 4.11 Funding unlocked by these strategies has supported investment in many of the town’s key cultural attractions, including the refurbishment of Paisley Town Hall and Paisley Arts Centre, construction of the new Paisley Central Library and the ongoing transformation of Paisley Museum. 4.12 To support this investment, work is underway to develop a refreshed wayfinding strategy for the town centre, helping visitors and pedestrians easily navigate key venues, public spaces, and travel connections. The strategy’s outcomes will be shaped by consultation with local members, key stakeholders, and communities, providing a series of costed options to inform future funding considerations for implementation. 4.13 Work is also progressing to support Paisley West and Central Community Council in relation to the development of a walking trail which explores the heritage of the Oakshaw area of the town centre. The trail, which is anticipated to comprise of both a physical document and being available as a free digital resource on a walking app, celebrates the heritage of this part of Paisley and generates footfall, supporting the local economy and the town centre as a destination. 4.14 In addition to supporting regeneration of the town centre, the trail will support delivery of Renfrewshire’s Tourism Plan 2024-27, which sets out actions to support Paisley as a tourist destination. 4.15 Finally, Paisley town centre has been supported by the TH/CARS (Townscape Heritage/Conservation Area Regeneration Scheme) project. Page 37 of 70
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This regeneration initiative was aimed at preserving and enhancing historic fabric within the town centre. It has seen millions of pounds of investment into historic building restoration, public realm improvements and community engagement and skills training. Renfrew 4.16 The Planning and Climate Change Policy Board approved the retrospective demolition of the Category B listed Brown Institute on 27 August 2024, recognising it as a regrettable loss to Renfrew’s heritage. 4.17 Despite this loss, the Board acknowledged opportunities for redevelopment to benefit the wider community. Consideration was given to architectural salvage and plans to honour the building’s legacy in the site's future use. 4.18 In this context, work is being progressed to consider a landscape solution for the site and the development of a garden space which reflects the heritage of the building and supports wider community activity within the town centre. Initial designs developed for the site include opportunities for a space which provides for community events with seating and a wildlife area, supporting biodiversity in the heart of the town centre. 4.19 Several architectural elements were salvaged from the building, including red sandstone, a cupola, carved panel stonework, and plaques. It is anticipated that some of these elements will be incorporated into the design of the new garden space, ensuring the site's heritage is preserved. 4.20 Designs will be subject to consultation with local members, key stakeholders, and the local community, with delivery expected in late 2025. 4.21 Officers are also seeking funding for a series of essential repair and maintenance works at the former police station in Renfrew. This includes the removal of rot and asbestos from the building, as well as the demolition of the former cells and offices at the rear. These works are necessary for safety, future development, and to prevent further deterioration. The ultimate goal is to find a viable and sustainable use for the building to secure its future. ___________________________________________________________________ 5. Funding and Next Steps 5.1 The Council meeting on 3 March 2022 approved an investment package for town and village centres across Renfrewshire to support their ongoing regeneration. This included £1m for Renfrew, £0.5m for Johnstone, and £0.3m for Erskine. It is anticipated that this funding will support the delivery of the projects outlined above in these centres. 5.2 For Paisley and Linwood, opportunities will be explored to identify appropriate funding sources to enable the delivery of ongoing projects. 5.3 Progress on project delivery will be reported back to the Board on a rolling basis, with future projects brought forward for the Board’s consideration in due course. Page 38 of 70
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________________________________________________________________ Implications of the Report 1. Financial – Projects within Renfrew, Johnstone and Erskine centres will be funded/part funded from the allocation agreed at the Council meeting of 3 March 2022. External sources of funding may be required to deliver some of these projects. Funding opportunities will continue to be explored for delivery of projects within Paisley and Linwood. 2. HR & Organisational Development – None 3. Community/Council Planning – Creating a sustainable Renfrewshire for all to enjoy – The projects identified within this report will support the empowerment of local communities to become more involved in shaping their places. 4. Legal – None 5. Property/Assets – None 6. Information Technology – None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety – None 9. Procurement – None 10. Risk – None 11. Privacy Impact – None 12. Climate Risk – Projects identified in this report will encourage sustainable neighbourhoods, sustainable links and enhancements to greenspace 13. Children’s Rights – None 14. Cosla Policy Position – None _______________________________________________________ List of Background Papers (a) Planning application 24/0362/LB – Demolition of the Brown Institute, Renfrew (retrospective), Planning and Climate Change Policy Board, 27 August 2024 Page 39 of 70
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(b) Johnstone Vision Framework – Economy and Regeneration Policy Board, 28 May 2024 (c) Regeneration Funding Bids Update 2024 – Economy and Regeneration Policy Board, 19 March 2024 (d) Revenue Budget 2022/23 - Council Meeting, 3 March 2022 Appendices 1. Erskine Town Centre Enhancements – Framework Summary 2. Linwood Lade Framework – Location Plan ___________________________________________________________________ ES 06/03/2025 Author: Euan Shearer, Regeneration and Place Manager euan.shearer@renfrewshire.gov.uk Tel: 07483 136235 Page 40 of 70
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framework summary Erskine Town Centre Enhancements v.1: 08/01/2025 Appendix 1 Page 41 of 70
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Erskine Town Centre Enhancements 0 Contents 1. Introduction ............................................................................ 1 2. Site Appraisal .......................................................................... 2 Context & Location .................................................................. 2 Site Features ........................................................................... 2 Key Principles ......................................................................... 3 3. Landscape Framework ............................................................ 4 Key Projects and Features........................................................ 5 Civic Plaza & Garden ............................................................... 6 Destination Play ...................................................................... 8 Linear Park ............................................................................ 10 Gateways ............................................................................. 12 4. Next Steps ............................................................................ 14 Erskine Town Centre Enhancements 0 Contents 1. Introduction ............................................................................ 1 2. Site Appraisal .......................................................................... 2 Context & Location .................................................................. 2 Site Features ........................................................................... 2 Key Principles ......................................................................... 3 3. Landscape Framework ............................................................ 4 Key Projects and Features........................................................ 5 Civic Plaza & Garden ............................................................... 6 Destination Play ...................................................................... 8 Linear Park ............................................................................ 10 Gateways ............................................................................. 12 4. Next Steps ............................................................................ 14 Erskine Town Centre Enhancements 0 Contents 1. Introduction ............................................................................ 1 2. Site Appraisal .......................................................................... 2 Context & Location .................................................................. 2 Site Features ........................................................................... 2 Key Principles ......................................................................... 3 3. Landscape Framework ............................................................ 4 Key Projects and Features........................................................ 5 Civic Plaza & Garden ............................................................... 6 Destination Play ...................................................................... 8 Linear Park ............................................................................ 10 Gateways ............................................................................. 12 4. Next Steps ............................................................................ 14 Erskine Town Centre Enhancements 0 Contents 1. Introduction ............................................................................ 1 2. Site Appraisal .......................................................................... 2 Context & Location .................................................................. 2 Site Features ........................................................................... 2 Key Principles ......................................................................... 3 3. Landscape Framework ............................................................ 4 Key Projects and Features........................................................ 5 Civic Plaza & Garden ............................................................... 6 Destination Play ...................................................................... 8 Linear Park ............................................................................ 10 Gateways ............................................................................. 12 4. Next Steps ............................................................................ 14 Page 42 of 70
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were appointed in epare a landscape ports a review of tre Strategy for aim of re imagining and enhancing the town centre Erskine Town Centre Enhancements Ironside Farrar were appointed in Spring 2024 to prepare a landscape The framework supports a review of the existing Centre Strategy for Erskine, with the aim of re imagining underused land and enhancing public spaces within the town centre 1. IInnttrroodduuccttiioonn Ironside Farrar were appointed in Spring 2024 to prepare a landscape The framework supports a review of the existing Centre Strategy for Erskine, with the aim of re imagining underused land and enhancing public spaces within the town centre Ironside Farrar were appointed in Spring 2024 to prepare a landscape framework for Erskine Town Centre. The framework supports a review of the existing Centre Strategy for Erskine, with the aim of re- imagining underused land and enhancing public spaces within the town centre and Riverfront. Informed by consultation with the local community and key stakeholders, the framework sets out short, medium and long term enhancements as a basis for future development, funding bids and delivery. Page 43 of 70
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Erskine Town Centre Enhancements SSiittee AApppprraaiissaall && Located between the main residential areas of the town and the River Clyde, an accessible focal point for residents and visitors Supported by a retail centre and key amenities such as a swimmng pool, library, Sports Hall and doctor's surgery which provide a civic focus Benefits from established networks of pathways, many of which are segregated from traffic. Bus Interchange provides public transport hub and ongoing connections both within the town and surrounding Offers opportunities to enhance connectivity, support local businesses, and strengthen the town’s identity as a SSiittee FFeeaattuurreess Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Surrounded by mature trees, which contribute to a green, natural outlook and potential biodiversity enhancements. Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Offers potential for elevated views of the surrounding landscape, enhancing its visual appeal. Range of underused sites provide opportunities for recreation SSiittee AApppprraaiissaall && Located between the main residential areas of the town and the River Clyde, an accessible focal point for residents and visitors Supported by a retail centre and key amenities such as a swimmng pool, library, Sports Hall and doctor's surgery which provide a civic focus Benefits from established networks of pathways, many of which are segregated from traffic. Bus Interchange provides public transport hub and ongoing connections both within the town and surrounding Offers opportunities to enhance connectivity, support local businesses, and strengthen the town’s identity as a SSiittee FFeeaattuurreess Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Surrounded by mature trees, which contribute to a green, natural outlook and potential biodiversity enhancements. Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Offers potential for elevated views of the surrounding landscape, enhancing its visual appeal. Range of underused sites provide opportunities for recreation SSiittee AApppprraaiissaall && Located between the main residential areas of the town and the River Clyde, an accessible focal point for residents and visitors Supported by a retail centre and key amenities such as a swimmng pool, library, Sports Hall and doctor's surgery which provide a civic focus Benefits from established networks of pathways, many of which are segregated from traffic. Bus Interchange provides public transport hub and ongoing connections both within the town and surrounding Offers opportunities to enhance connectivity, support local businesses, and strengthen the town’s identity as a SSiittee FFeeaattuurreess Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Surrounded by mature trees, which contribute to a green, natural outlook and potential biodiversity enhancements. Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Offers potential for elevated views of the surrounding landscape, enhancing its visual appeal. Range of underused sites provide opportunities for recreation 2. SSiittee AApppprraaiissaall CCoonntteexxtt && LLooccaattiioonn Located between the main residential areas of the town and the River Clyde, an accessible focal point for residents and visitors Supported by a retail centre and key amenities such as a swimmng pool, library, Sports Hall and doctor's surgery which provide a civic focus Benefits from established networks of pathways, many of which are segregated from traffic. Bus Interchange provides public transport hub and ongoing connections both within the town and surrounding Offers opportunities to enhance connectivity, support local businesses, and strengthen the town’s identity as a SSiittee FFeeaattuurreess Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Surrounded by mature trees, which contribute to a green, natural outlook and potential biodiversity enhancements. Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Offers potential for elevated views of the surrounding landscape, enhancing its visual appeal. Range of underused sites provide opportunities for recreation SSiittee AApppprraaiissaall && Located between the main residential areas of the town and the River Clyde, an accessible focal point for residents and visitors Supported by a retail centre and key amenities such as a swimmng pool, library, Sports Hall and doctor's surgery which provide a civic focus Benefits from established networks of pathways, many of which are segregated from traffic. Bus Interchange provides public transport hub and ongoing connections both within the town and surrounding Offers opportunities to enhance connectivity, support local businesses, and strengthen the town’s identity as a SSiittee FFeeaattuurreess Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Surrounded by mature trees, which contribute to a green, natural outlook and potential biodiversity enhancements. Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Offers potential for elevated views of the surrounding landscape, enhancing its visual appeal. Range of underused sites provide opportunities for recreation Located between the main residential areas of the town and the River Clyde, an accessible focal point for residents and visitors. Supported by a retail centre and key amenities such as a swimming pool, library, Sports Hall and doctor’s surgery which provide a civic focus. Benefits from established networks of pathways, many of which are segregated from traffic. Bus Interchange provides public transport hub and ongoing connections both within the town and surrounding settlements. Offers opportunities to enhance connectivity, support local businesses, and strengthen the town’s identity as a community hub. Located adjacent to green network resources such as Newshot Island Nature Reserve and Boden Boo Community Woodland, with opportunities for recreation. Surrounded by mature trees, which contribute to a green, natural outlook and potential biodiversity enhancements. Offers potential for elevated views of the surrounding landscape, enhancing its visual appeal. Range of underused sites provide opportunities for recreation and civic space supporting activities within the town centre. Page 44 of 70
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Erskine Town Centre Enhancements 3 KKeeyy PPrriinncciipplleess Theme Framework Proposal RRoollee Enhance town centre environment as a destination/place to visit. ✓ Introduce play, leisure, recreation, other outdoor activities IIddeennttiittyy Development of new civic and green spaces. ✓ Develop civic space for community activities ✓ Create greenspace, with play/seating etc SSeennssee ooff PPllaaccee Develop a well-connected accessible public realm network. ✓ Connect to river ✓ Integrate with greenspace ✓ Signal entrances and arrival ✓ Enhance pedestrian and cycle movement GGrreeeennssppaaccee && BBiiooddiivveerrssiittyy Better integrate greenspace into town centre, enhancing biodiversity ✓ Introduce elements of play/ leisure and recreation to increase value & use ✓ Develop role of greenspace in climate mitigation and habitat creation The table below sets out key issues and how proposals have been developed in response. Erskine Town Centre Enhancements 3 KKeeyy PPrriinncciipplleess Theme Framework Proposal RRoollee Enhance town centre environment as a destination/place to visit. ✓ Introduce play, leisure, recreation, other outdoor activities IIddeennttiittyy Development of new civic and green spaces. ✓ Develop civic space for community activities ✓ Create greenspace, with play/seating etc SSeennssee ooff PPllaaccee Develop a well-connected accessible public realm network. ✓ Connect to river ✓ Integrate with greenspace ✓ Signal entrances and arrival ✓ Enhance pedestrian and cycle movement GGrreeeennssppaaccee && BBiiooddiivveerrssiittyy Better integrate greenspace into town centre, enhancing biodiversity ✓ Introduce elements of play/ leisure and recreation to increase value & use ✓ Develop role of greenspace in climate mitigation and habitat creation Erskine Town Centre Enhancements 3 KKeeyy PPrriinncciipplleess Theme Framework Proposal RRoollee Enhance town centre environment as a destination/place to visit. ✓ Introduce play, leisure, recreation, other outdoor activities IIddeennttiittyy Development of new civic and green spaces. ✓ Develop civic space for community activities ✓ Create greenspace, with play/seating etc SSeennssee ooff PPllaaccee Develop a well-connected accessible public realm network. ✓ Connect to river ✓ Integrate with greenspace ✓ Signal entrances and arrival ✓ Enhance pedestrian and cycle movement GGrreeeennssppaaccee && BBiiooddiivveerrssiittyy Better integrate greenspace into town centre, enhancing biodiversity ✓ Introduce elements of play/ leisure and recreation to increase value & use ✓ Develop role of greenspace in climate mitigation and habitat creation Page 45 of 70
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4 LLaannddssccaappee A refreshed town centre framework sets out a long term plan to guide the future of Erskine as a diverse, sustainable and thri Erskine Town Centre Enhancements 3.LLaannddssccaappee FFrraammeewwoorrkk A refreshed town centre framework sets out a long term plan to guide the future of Erskine as a diverse, sustainable and thriving place. Page 46 of 70
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Erskine Town Centre Enhancements 5 KKeeyy PPrroojjeeccttss aanndd FFeeaattuurreess Four key projects have been identified to underpin delivery of the framework and are set out below. The projects align with the key principles and reflect the outcomes of consultation with the local community. - Civic Plaza: A new civic space which provides a focal point for the local community and supports a range of uses, including events, markets or simply a place to meet and relax. - Destination Play: A destination area for play within the town, offering a unique family attraction for the local community and those in surrounding areas, drawing visitors and supporting footfall within the wider town centre. - Linear Park: A new greenspace which enhances connections between the town centre and the Riverfront, supporting positive reuse of vacant land within the town centre. - Gateways: Improvements to key town centre arrival points and travel connections. Page 47 of 70
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Civic Plaza & Garden Location: Vacant space at entrance to Erskine Sports Centre Project Overview: Creation of a plaza and garden to create a multi-functional civic space which can offer a location for recreation or a place to meet and gather. Key Features: Key features would offer a multifunctional civic plaza, with the flexibility to accommodate events or to simply provide a place to meet and gather; whilst providing town centre public realm which strengthens the town centre role and identity Area for markets & place to host events, markets, and gatherings. Focal point for community interaction Flexible and designed to accommodate multiple uses year- round Encourage public engagement Meeting and Rest Area – a place to pause and gather Civic Purpose – a focal point for formal civic events & celebrations Framework Context: Provides a usable civic space which Erskine does not presently have Offers opportunity to develop crossings of Kilpatrick Dr, to better connect the town centre to the riverside Offers opportunity to develop stronger path connection between retail area of the town centre and the sports centre with improved public realm Potential synergy with emerging community led plans for a garden area within the town centre, as well as footfall from Community Outcomes from consultation indicated community views that Erskine lacks a Civic Space for events and that the project ace at entrance to Erskine Sports Centre plaza and garden to create a multi which can offer a location for recreation or a place gather. would offer a , with the accommodate events or to simply provide a place gather; whilst providing town centre public realm thens the town centre role and identity markets, and designed to accommodate ublic engagement a focal point for formal civic events & sable civic space which Erskine ot presently rtunity to develop crossings of Kilpatrick Dr, to ct the town centre to the riverside ortunity to develop stronger path connection tail area of the town centre and the sports centre d public realm nergy with emerging community led plans for a within the town centre, as well as footfall from from consultation indicated community views that s a Civic Space for events and that the project Civic Vacant space at entrance to Erskine Sports Centre Project Overview: Creation of a plaza and garden to create a multi civic space which can offer a location for recreation or a place to meet and gather. Key features would offer a , with the flexibility to accommodate events or to simply provide a place to meet and gather; whilst providing town centre public realm which strengthens the town centre role and identity markets, and gatherings. and designed to accommodate round ncourage public engagement a focal point for formal civic events & Context: Provides a usable civic space which Erskine ot presently Addresses key underused site within the town centre Offers opportunity to develop crossings of Kilpatrick Dr, to better connect the town centre to the riverside Offers opportunity to develop stronger path connection between retail area of the town centre and the sports centre with improved public realm Potential synergy with emerging community led plans for a garden area within the town centre, as well as footfall from Community Outcomes from consultation indicated community views that Erskine lacks a Civic Space for events and that the project Erskine Town Centre Enhancements Civic Vacant space at entrance to Erskine Sports Centre Project Overview: Creation of a plaza and garden to create a multi civic space which can offer a location for recreation or a place to meet and gather. Key features would offer a , with the flexibility to accommodate events or to simply provide a place to meet and gather; whilst providing town centre public realm which strengthens the town centre role and identity markets, and gatherings. and designed to accommodate round ncourage public engagement a focal point for formal civic events & Context: Provides a usable civic space which Erskine ot presently Offers opportunity to develop crossings of Kilpatrick Dr, to better connect the town centre to the riverside Offers opportunity to develop stronger path connection between retail area of the town centre and the sports centre with improved public realm Potential synergy with emerging community led plans for a garden area within the town centre, as well as footfall from Community Outcomes from consultation indicated community views that Erskine lacks a Civic Space for events and that the project Civic Vacant space at entrance to Erskine Sports Centre Project Overview: Creation of a plaza and garden to create a multi civic space which can offer a location for recreation or a place to meet and gather. Key features would offer a , with the flexibility to accommodate events or to simply provide a place to meet and gather; whilst providing town centre public realm which strengthens the town centre role and identity markets, and gatherings. and designed to accommodate round ncourage public engagement a focal point for formal civic events & Context: Provides a usable civic space which Erskine ot presently Offers opportunity to develop crossings of Kilpatrick Dr, to better connect the town centre to the riverside Offers opportunity to develop stronger path connection between retail area of the town centre and the sports centre with improved public realm Potential synergy with emerging community led plans for a garden area within the town centre, as well as footfall from Sports Hall. Community response: Outcomes from consultation indicated community views that Erskine lacks a Civic Space for events and that the project would be strongly supported. Civic Plaza & GardenCivic Plaza & GardenCivic Plaza & Garden Page 48 of 70
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Civic Plaza & GardenCivic Plaza & GardenCivic Plaza & Garden Page 49 of 70
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Erskine Town Centre Enhancements 8 Destination Play Location: Possible locations within town centre identified to provide synergy with and support existing facilities such as the Sports Hall. Project Overview: A destination scale play area could assist in expanding the variety of uses within the town centre, supporting footfall and drawing visitors from the local community and beyond. Priority: Medium-long term Key Features: Key features of a destination-scale natural play area could include: Natural Climbing Structures – Boulder walls, tree trunks, and rope nets inspired by local landscape (e.g. NNR). Interactive Trails – Winding paths with sensory stations, textures, and natural obstacles for open-ended play. Sand and Mud Play – Areas for building, digging, and experimenting with earth materials. Wildlife Observation Points – Hides and stations to safely observe local flora and fauna. Art and Discovery Areas – Spaces for creative activities using natural and found objects. Quiet Reflection Zones – Sheltered, quiet nooks to rest or reflect, blending play with tranquillity. Native Plant Gardens – Integrating local plant species for environmental education and natural beauty. Framework Context: Town centre destination with role in creating footfall Potential connection to the leisure centre / co-location with a ‘hub’, potentially served by a café and toilets would strengthen the overall proposal Sustainability & Innovation Nature and biodiversity-oriented play offers a distinctive play experience with potential to enhance biodiversity, promote learning, exploration, and engagement with the natural environment and sustainability Community response: Outcomes from consultation indicated a desire for additional play facilities and a destination use within the town centre. Erskine Town Centre Enhancements 8 Destination Play Location: Possible locations within town centre identified to provide synergy with and support existing facilities such as the Sports Hall. Project Overview: A destination scale play area could assist in expanding the variety of uses within the town centre, supporting footfall and drawing visitors from the local community and beyond. Priority: Medium-long term Key Features: Key features of a destination-scale natural play area could include: Natural Climbing Structures – Boulder walls, tree trunks, and rope nets inspired by local landscape (e.g. NNR). Interactive Trails – Winding paths with sensory stations, textures, and natural obstacles for open-ended play. Sand and Mud Play – Areas for building, digging, and experimenting with earth materials. Wildlife Observation Points – Hides and stations to safely observe local flora and fauna. Art and Discovery Areas – Spaces for creative activities using natural and found objects. Quiet Reflection Zones – Sheltered, quiet nooks to rest or reflect, blending play with tranquillity. Native Plant Gardens – Integrating local plant species for environmental education and natural beauty. Framework Context: Town centre destination with role in creating footfall Potential connection to the leisure centre / co-location with a ‘hub’, potentially served by a café and toilets would strengthen the overall proposal Sustainability & Innovation Nature and biodiversity-oriented play offers a distinctive play experience with potential to enhance biodiversity, promote learning, exploration, and engagement with the natural environment and sustainability Community response: Outcomes from consultation indicated a desire for additional play facilities and a destination use within the town centre. Erskine Town Centre Enhancements 8 Destination Play Location: Possible locations within town centre identified to provide synergy with and support existing facilities such as the Sports Hall. Project Overview: A destination scale play area could assist in expanding the variety of uses within the town centre, supporting footfall and drawing visitors from the local community and beyond. Priority: Medium-long term Key Features: Key features of a destination-scale natural play area could include: Natural Climbing Structures – Boulder walls, tree trunks, and rope nets inspired by local landscape (e.g. NNR). Interactive Trails – Winding paths with sensory stations, textures, and natural obstacles for open-ended play. Sand and Mud Play – Areas for building, digging, and experimenting with earth materials. Wildlife Observation Points – Hides and stations to safely observe local flora and fauna. Art and Discovery Areas – Spaces for creative activities using natural and found objects. Quiet Reflection Zones – Sheltered, quiet nooks to rest or reflect, blending play with tranquillity. Native Plant Gardens – Integrating local plant species for environmental education and natural beauty. Framework Context: Town centre destination with role in creating footfall Potential connection to the leisure centre / co-location with a ‘hub’, potentially served by a café and toilets would strengthen the overall proposal Sustainability & Innovation Nature and biodiversity-oriented play offers a distinctive play experience with potential to enhance biodiversity, promote learning, exploration, and engagement with the natural environment and sustainability Community response: Outcomes from consultation indicated a desire for additional play facilities and a destination use within the town centre. Erskine Town Centre Enhancements 8 Destination Play Location: Possible locations within town centre identified to provide synergy with and support existing facilities such as the Sports Hall. Project Overview: A destination scale play area could assist in expanding the variety of uses within the town centre, supporting footfall and drawing visitors from the local community and beyond. Priority: Medium-long term Key Features: Key features of a destination-scale natural play area could include: Natural Climbing Structures – Boulder walls, tree trunks, and rope nets inspired by local landscape (e.g. NNR). Interactive Trails – Winding paths with sensory stations, textures, and natural obstacles for open-ended play. Sand and Mud Play – Areas for building, digging, and experimenting with earth materials. Wildlife Observation Points – Hides and stations to safely observe local flora and fauna. Art and Discovery Areas – Spaces for creative activities using natural and found objects. Quiet Reflection Zones – Sheltered, quiet nooks to rest or reflect, blending play with tranquillity. Native Plant Gardens – Integrating local plant species for environmental education and natural beauty. Framework Context: Town centre destination with role in creating footfall Potential connection to the leisure centre / co-location with a ‘hub’, potentially served by a café and toilets would strengthen the overall proposal Sustainability & Innovation Nature and biodiversity-oriented play offers a distinctive play experience with potential to enhance biodiversity, promote learning, exploration, and engagement with the natural environment and sustainability Community response: Outcomes from consultation indicated a desire for additional play facilities and a destination use within the town centre. Destination PlayDestination PlayDestination Play Page 50 of 70
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Destination PlayDestination Play Page 51 of 70
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Erskine Town Centre Enhancements 10 Linear Park Location: Vacant sites adjacent to Kilpatrick Drive at the western edge of the town centre. Site extends towards the River Clyde, with potential to help in addressing the level differences between the upper and lower parts of the town centre. Project Overview: Reuse of vacant land to create a new park area, enhancing town centre connectivity and providing greenspace while preserving future development potential. The space could include new pathways with stronger connections to the riverfront, planting to enhance biodiversity and opportunities for informal play. Priority: Medium-long term Key Features: Pathway Network – Accessible, well-lit walkways or active travel paths that connect the town centre, nearby areas, and the river. Green Landscaping – Combination of formal and low- maintenance planting using native species for safe and attractive open spaces, low costs and increased biodiversity. Seating and Gathering Spaces – Benches, tables, and small gathering areas for community use. Multi-use Open Spaces – Flexible spaces for community events, markets, natural play, or picnics. Rain Gardens and Bio-swales – Sustainable drainage features to manage stormwater while adding greenery. Future Development Buffers – Designated zones that preserve options for future development or expansion. Framework Context: Link which helps to address level differences and enhances connections between the upper and lower parts of the town centre, towards the riverfront. Greenspace which provides place for recreation, supports biodiversity and is safe and attractive Enhances underused sites to provide an attractive setting ahead of future development Sustainability & Innovation By supporting diverse species and integrating sustainable technologies, the project promotes a healthy ecosystem and showcases environmentally conscious urban design. Community response: Outcomes from consultation indicated that the principles of the project were supported, but there was significant concern over long term maintenance of a new greenspace area. These concerns will require to be addressed as further detailed proposals are developed. Linear Park Linear Park Linear Park Page 52 of 70
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Linear Park Linear Park Linear Park Page 53 of 70
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Erskine Town Centre Enhancements 12 Gateways Location: Arrival points and connecting spaces within the town centre. Project Overview: Improvements to key town centre arrival points and travel connections to support an enhanced sense of arrival into the town centre and improve links to key town centre destinations. 3 Gateway Projects have been explored Site Area: Gateway A: 150² Gateway B: 150² Gateway C: 600² Key Features: Circulation Space improved links to key destinations Street Furniture enhanced signage, seating and public art Arrival Points landscaping to support enhanced sense of arrival into the town centre Framework Context: Enable arrival at key destinations in the town centre Support crossing of busy road Promote walking, cycling & wheeling Build connection between important town centre destinations (including key projects in this framework) Sustainability & Innovation Support, and makes more appealing, options for walking, wheeling or cycling into the town centre, through strengthened routes into the town centre, improved bus stance area and enhanced public realm. Community response: Outcomes from consultation indicated a view that enhancements to gateways into the town centre and connections would be supported. The need to support public transport, particularly the bus interchange was also highlighted. GatewaysGatewaysGateways Erskine Town Centre Enhancements 12 Gateways Location: Arrival points and connecting spaces within the town centre. Project Overview: Improvements to key town centre arrival points and travel connections to support an enhanced sense of arrival into the town centre and improve links to key town centre destinations. 3 Gateway Projects have been explored Site Area: Gateway A: 150² Gateway B: 150² Gateway C: 600² Key Features: Circulation Space improved links to key destinations Street Furniture enhanced signage, seating and public art Arrival Points landscaping to support enhanced sense of arrival into the town centre Framework Context: Enable arrival at key destinations in the town centre Support crossing of busy road Promote walking, cycling & wheeling Build connection between important town centre destinations (including key projects in this framework) Sustainability & Innovation Support, and makes more appealing, options for walking, wheeling or cycling into the town centre, through strengthened routes into the town centre, improved bus stance area and enhanced public realm. Community response: Outcomes from consultation indicated a view that enhancements to gateways into the town centre and connections would be supported. The need to support public transport, particularly the bus interchange was also highlighted. Erskine Town Centre Enhancements 13 Page 54 of 70
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Erskine Town Centre Enhancements nd travel al into the ns sense of stinations lking, a and iew that ntre and ort was also arrival into the town centre Context: Enable arrival at key destinations in the town centre upport crossing of busy road Promote walking, cycling & wheeling Build connection between important town centre destinations (including key projects in this framework) options for walking, wheeling or cycling into the town centre, through routes into the town centre, improved bus stance area and enhanced public realm. Community Outcomes from consultation indicated a view that enhancements to gateways into the town centre and The need to support transport, particularly the bus interchange was also GatewaysGatewaysGateways Page 55 of 70
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Erskine Town Centre Enhancements 14 4.NNeexxtt SStteeppss The outcomes of this study provide a framework for the delivery of actions and physical interventions which support a range of landscape and public realm enhancements within Erskine Town Centre, supporting delivery of the Centre Strategy for the town. The approach is based around the reactivation and reuse of areas of underused land within the town centre, enhancing connections to wider greenspaces and the River Clyde, supporting the development of a stronger identity and sense of place. The phasing and delivery of proposals should be seen as flexible in response to funding opportunities and community aspirations. Outcomes from consultation have indicated that community aspirations centre on the Civic Square project and this is anticipated to be the focus of the next stages of work. Erskine Town Centre Enhancements 14 4.NNeexxtt SStteeppss The outcomes of this study provide a framework for the delivery of actions and physical interventions which support a range of landscape and public realm enhancements within Erskine Town Centre, supporting delivery of the Centre Strategy for the town. The approach is based around the reactivation and reuse of areas of underused land within the town centre, enhancing connections to wider greenspaces and the River Clyde, supporting the development of a stronger identity and sense of place. The phasing and delivery of proposals should be seen as flexible in response to funding opportunities and community aspirations. Outcomes from consultation have indicated that community aspirations centre on the Civic Square project and this is anticipated to be the focus of the next stages of work. The outcomes of this study provide a framework for the delivery of actions and physical interventions which support a range of landscape and public realm enhancements within Erskine Town Centre, supporting delivery of the Centre Strategy for the town. The approach is based around the reactivation and reuse of areas of underused land within the town centre, enhancing connections to wider greenspaces and the River Clyde, supporting the development of a stronger identity and sense of place. The phasing and delivery of proposals should be seen as flexible in response to funding opportunities and community aspirations. Outcomes from consultation have indicated that community aspirations centre on the Civic Square project and this is anticipated to be the focus of the next stages of work. Page 56 of 70
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0 Page 57 of 70
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Renfrewshire Council, 1:15,000 Author: Ordnance Survey Mapping - © Crown Copyright and database right 2023. All rights reserved. Ordnance Survey Licence number 100023417. Aerial Photography 2009 - Cities Revealed ® copyright by The Geoinformation ® Group, 2009 and Crown Copyright © All rights reserved. Aerial Photography 2004/6 - © 2004 Getmapping plc © 2006 Getmapping plc Aerial Photography 2001 - Cities Revealed ® copyright by The Geoinformation ® Group, 2009 and Crown Copyright © All rights reserved. Historic Map Data - © Crown Copyright and Landmark Information Group Limited 2012. All rights reserved. I %Title% Date: 13/07/2023%Author% Notes: %Notes% Plan 2 - Linwood Town Centre Linwood Lade Enhancements Ordnance Survey Mapping - © Crown Copyright and database right 2024. All rights reserved. Ordnance Survey Licence number 100023417 Foodstore Retail Unit Tweedie Hall Health Centre Linwood Lades Black Cart Water Bridge Street Napier Street Hart Street Key Themes Enhance Greenspace Enhanced Public Realm Improve Core Path Connections Core Path Linwood Town Centre: C1 Enhanced Greenspace A761 Appendix 2 Page 58 of 70
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___________________________________________________________________ To: Economy and Regeneration Board On: 18th March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Renfrewshire Town Centre Premises Fund Update ___________________________________________________________________ 1. Summary 1.1 This report provides an update to the Board on the progress of the Renfrewshire Town Centre Premises Fund, a £250,000 initiative approved on 7 November 2023 to support businesses to occupy vacant town centre properties in Renfrewshire. ___________________________________________________________________ 2. Recommendations 2.1 Board members are asked to: a) Note the contents of the report. ___________________________________________________________________ 3. Background 3.1 The Economy and Regeneration Policy Board approved the allocation of £250,000 from the Local Authority Covid Economic Recovery Fund to address the issue of vacant town centre properties in Paisley, Renfrew, Johnstone, Linwood and Erskine. 3.2 This funding initiative focuses on ground-floor properties within town centres but which are outside of established shopping centres such as the Piazza, Paisley Centre, or Braehead. 3.3 The primary goal of the Fund is to support the regeneration of town centres by reducing the number of vacant, market-ready commercial units. The grant is designed to: • Encourage businesses to occupy vacant premises, particularly those offering unique or underrepresented functions. Item 5 EAR180325 Page 59 of 70
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• Diversify the types of businesses in Renfrewshire's town centres, attracting a range of local and visitor footfall. • Strengthen relationships between local businesses and property owners to support broader town centre development. • Contribute to the Renfrewshire Economic Strategy by encouraging new business start-ups, creating employment opportunities, and supporting sustainable and inclusive economic growth. 3.4 Eligible businesses can receive grant funding of up to £25,000 (with 50% match funding from applicant) to support either set-up costs or working capital. Eligible businesses must be planning to open their premises in Paisley, Renfrew, Johnstone, Linwood or Erskine town centres. Additionally, established local businesses currently located outside these centres may be considered for funding, provided a strong business case can be demonstrated—such as a need to move to a larger premises due to growth. 3.5 Applications for funding are subject to a business appraisal process that assesses the viability of the business, its potential for job creation, turnover growth, and alignment with net zero ambitions. The assessment also evaluates the overall impact on the town centre, including the potential to drive further footfall and investment. 3.6 Officers are working closely with local property owners and agents to promote the scheme and encourage joint investment in key properties along the main thoroughfares of each town centre. The aim is to foster a collaborative effort where property owners contribute (for example, through rent-free periods) to meet the match funding requirements alongside support from Renfrewshire Council and the new businesses. ___________________________________________________________________ 4. Positive Impacts and Outcomes 4.1 Four applications have been received and approved to date for businesses locating in Paisley and Johnstone. 4.2 Just over £60,000 has been awarded to the following businesses: • Town Centre Deli - opened in a larger property in Causeyside Street, Paisley which had been vacant for a considerable time. Relocating to a more spacious site presented a significant opportunity for the business to develop and increase capacity enabling operational growth and the creation of up to 7 new jobs. • Babywear and Haberdashery Shop: the fund has supported the creation of a new business in Houston Court, Johnstone. The establishment of the babywear and haberdashery shop has created 2 new jobs and enhanced the local retail offering. • Fruit & Vegetable Shop: A well-established fruit and veg business has relocated to a prime location within Moss Street Paisley, thereby ensuring its sustainability and providing them with growth potential. The project will secure 2 current jobs and will potentially lead to 2 new posts being created. Page 60 of 70
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• Family Law Practice: a new law practice will soon open in Gauze Street, Paisley ensuring long-term stability for the premises. It will offer the services of an experienced family law solicitor and see the creation of 2 new jobs with the potential for further growth opportunities. 4.3 The total value of these projects combined was just under £138,000, with the Town Centre Premises Fund contributing to the costs of the design and fit out of the premises, (including fixtures, fittings, lighting, and furniture), installation of CCTV, rent and equipment. 4.4 These projects not only help to breathe new life into vacant properties but also contribute to a more vibrant and diverse retail and service offering in Renfrewshire's town centres. ___________________________________________________________________ 5. Conclusion 5.1 The Town Centre Premises Fund continues to make a positive impact on the regeneration of Renfrewshire’s town centres. Looking ahead, the Fund will continue to support the economic growth of Renfrewshire by promoting sustainable and inclusive regeneration, while fostering greater collaboration between businesses, property owners, and the Council. _________________________________________________________________ Implications of the Report 1. Financial – No additional funding is sought. All funding is accounted for within existing Council budgets and external funding. 2. HR & Organisational Development – no impact 3. Community/Council Planning –none 4. Legal – None. 5. Property/Assets – None. 6. Information Technology – None. 7. Equality & Human Rights The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. 8. Health & Safety – None. 9. Procurement – None. 10. Risk – None. 11. Privacy Impact - None. Page 61 of 70
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12. Childrens Rights - None 13. COSLA Policy Position – Not Applicable. 14. Climate Risk – Not Applicable. __________________________________________________________________ List of Background Papers Economy and Regeneration Policy Board, 7th November 2023 “Town Centre Vacancy Taskforce – Vacant Shops Grant Scheme” ___________________________________________________________________ CS 20/02/2025 Author: Colette Saez, Assistant Economic Development Manager; Email: colette.saez@renfrewshire.gov.uk Page 62 of 70
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Page - 1 -of 6 ___________________________________________________________________ To: Economy and Regeneration Policy Board On: 18 March 2025 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Built Heritage: Buildings at Risk Register (BARR) Update ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to update members on the status of the Buildings at Risk Register (BARR) and its relevance to buildings in Renfrewshire. The BARR is currently paused pending evaluation; however, progress is being made to secure the future of many heritage buildings in Renfrewshire that are currently deemed at risk. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the Board: (i) Notes the status of Renfrewshire’s BARR-listed buildings, including those that remain ‘at risk,’ are under restoration, have been demolished, or have active or recently approved planning applications for development. (ii) Approves officers to continue dialogue with HES to ensure that the BARR (and any future alternative) remains accurate in relation to Renfrewshire. ___________________________________________________________________ 3. Background 3.1 The Buildings at Risk Register (BARR) was established by Historic Environment Scotland (HES) in 1990 to provide information on properties of architectural or historic significance across the country that are considered ‘at risk,’ with the aim of encouraging their preservation. HES maintain the Register. Council officers have used the BARR to monitor Renfrewshire’s ‘at risk’ buildings annually, with the last update report presented to the Communities, Housing and Planning Policy Board on 17 August 2021. In January 2025, members formally requested that officers should provide a further report on the status of Renfrewshire’s BARR listings and continue to keep members updated. Item 6 EAR180325 Page 63 of 70
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Page - 2 -of 6 3.2 In March 2024, HES published a review report1 noting that there is insufficient evidence to demonstrate that the BARR has had a significant impact on returning buildings to active use. The report provides five alternative options which HES are considering are set out in Table 1. Table 1: HES BARR options Option Description 1 Discontinue the BARR 2 Continue with the BARR in its current form 3 Targeted modification of the existing BARR to enhance its basic functions 4 Redevelop the BARR as a tool for potential restoring purchasers and attracting publicity 5 Redevelop the BARR as a comprehensive cyclical condition survey 3.3 Following the publication of the review report, HES paused the BARR in September 2024, stating that it would no longer be updated and that no further nominations for additions would be accepted until possible alternatives or adjustments to the Register have been assessed and decided upon. 3.4 Members should note that, as the BARR is no longer being updated, it cannot be relied upon as an accurate representation of building status. Over time, it will become increasingly outdated until an alternative system is adopted. 3.5 Officers will maintain dialogue with HES to stay informed of any selected alternative. In the meantime, they will continue to utilise the existing BARR to monitor Renfrewshire’s ‘at risk’ built heritage, supplementing it with their own intelligence on historically significant buildings in the area. ___________________________________________________________________ 4. Renfrewshire’s Buildings at Risk 4.1 Table 2 below provides a summary of the BARR by location, category and condition. A more detailed summary of the status of Renfrewshire buildings listed on BARR can be found in Appendix A. Table 2: Summary of Renfrewshire BARR 1 Harlow Consulting. Buildings at Risk Register Review – Final Report (March 2024) - Page 64 of 70
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Page - 3 -of 6 Amount and location 4.2 There are currently 27 buildings listed on the Renfrewshire BARR (at 2024), with 22 categorised as ‘at risk’ and 5 as ‘restoration in progress.’ These buildings are spread across both rural and urban settings, with the majority located in the Paisley area. 4.3 Entries may be removed from the BARR for two reasons: positive restoration/reuse or demolition. Since 2020, ten buildings have been removed from the Renfrewshire BARR—six due to demolition and four due to restoration. Additionally, seven buildings were added between 2020 and 2025, resulting in the current total. 4.4 Officers consider that the BARR is not fully accurate at present. The TA building has recently been demolished by its owners and should be removed, while several other buildings have been restored or are in the process of being restored. Their status should be updated to ‘restoration in progress’ or removed. These buildings include 13 Moss Street, Kilbarchan Old Parish Church, Lochwinnoch K6 Phone Box, Paisley Coats Girls Club, and Sanctuary House. 4.5 A more accurate depiction of Renfrewshire’s BARR list would be 25 entries, with 17 classified as ‘at risk’ and 8 as ‘restoration in progress.’ It is worth noting that while the BARR is paused, no additional nominations for listed or historically significant buildings that might be deemed ‘at risk’ can be made. Ownership 4.6 Of Renfrewshire’s BARR listings, 23 out of 25 entries are privately owned. The remaining two properties—Kelvin House/Forbes Place (former council social work offices) and the former Renfrew Police Station—are owned by Renfrewshire Council and Renfrew Common Good Fund respectively. Both have remained vacant for several years. Planning Status 4.7 Of the 17 BARR buildings considered ‘at risk’, 2 have active or approved planning applications for demolition: • Leethland House (Elderslie): this longstanding, ruinous and fire damaged property has recently been granted planning permission to be demolished and replaced with a new dwelling. • St Joseph’s Missionary College Dormitory Building (Lochwinnoch): listed building and planning consents are awaiting a decision. If approved, the building would be demolished and replaced with a walled garden serving future residents of 30 proposed retirement flats on the wider site. 4.8 A further 6 of these ‘at risk’ buildings have recent active or approved planning applications and/or grant funding for positive restoration/reuse, namely: • Royal Alexandra Infirmary Main Building (Paisley): planning permission was granted in June 24 for the partial demolition and conversion of the RAI to form 36 units with parking and landscaping. • St Joseph’s Missionary College Chapel (Lochwinnoch): planning consent was attained for conversion into 5 retirement flats in November 2024. Page 65 of 70
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Page - 4 -of 6 • Renfrew Former Police Station (Renfrew): Listed Building consent was attained in November 2024 for partial demolition (cells to rear) and removal of dry rot throughout. • Priory Park (Paisley): Planning permission was granted in November 2024 for conversion into 17 flats. • 44 High Street (Paisley): Planning permission granted in August 2024 for extension and conversion into five flats. • Lochwinnoch Parish Church (Lochwinnoch): Lochwinnoch Community Development Trust has recently been awarded c.£200k to help to transform the former A listed church into a village hub. Condition 4.9 The BARR currently lists 13 buildings as ‘fair,’ 10 as ‘poor,’ 1 as ‘very poor,’ and 3 as ‘ruinous’. It also records the risk category for each building, with the current distribution as follows: 13 at ‘low risk,’ 9 at ‘moderate risk,’ and 5 at ‘high risk.’ Assessment 4.10 A major challenge in addressing buildings ‘at risk’ is that only two are owned by Renfrewshire Council or Renfrew Common Good Fund, while the vast majority are privately owned, some by multiple separate owners. 4.11 Of the two Council-owned listings, Kelvin House/Forbes Place has been vacant since 2009 and has been subject of a number of unsuccessful bids to market / sell the building, lapsed or withdrawn planning applications, and a lack of developer interest due to perceived site constraints and economic viability concerns. Towards the end of 2024, officers instructed works to secure the building, remove pest infestations, and carry out roof repairs. The property was remarketed in the latter half of 2024, and a report to the Infrastructure, Land, and Economy Board on March 19th will summarise the offers received and outline potential next steps. 4.12 The former Renfrew Police Station has recently received approval for partial demolition. This will involve the removal of the cells and rear buildings, as well as the clearance of dry and wet rot throughout the property, with the aim of making the building a more viable option for development. 4.13 For BARR properties not owned by Renfrewshire Council, intervention is much more challenging. The Council have taken positive steps to influence change: • Non-domestic rates relief previously offered to listed buildings has been significantly reduced (in 2023) from 100% to 10% with an aim of stimulating market activity. • Grants facilitation on historically important properties through the Regeneration Capital Grant Fund (RCGF), Town Centre Fund (TCF), Place Based Investment Programme (PBIP) and the TH.CARS2 schemes. • Continued dialogue with private owners to stimulate development, including site visits, such as with the owner of 1 High St, Paisley. 4.14 Officer interventions have led to progress in the restoration of several key buildings. For example, Paisley’s Grand Fountain (TH/CARS), the Russell Institute (TCF/RCGF), and the former Arnotts building (Joint Venture) have now been restored. While not included on the BARR, a substantial refurbishment was recently carried out on the prominent Liberal Club on Paisley’s High Street Page 66 of 70
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Page - 5 -of 6 through the TH/CARS2 scheme. Additionally, works funded by the RCGF have begun on the former Mannequins building, with the aim of bringing it back into active use as Scotland’s first dedicated youth theatre, to be operated by PACE. 4.15 Many former BARR buildings have also been restored through private owners or the community. Examples include the K6 Lochwinnoch phone box, the Original Secession Church, the Hawkhead Hospital Laundry Block, and Castlehead Church. In these cases, officer intervention has been limited to support and assessment through the planning and building control sections. 4.16 It is encouraging that many recently approved or active planning consents are in place for the development of buildings on the current BARR list. The former RAI, Priory Park, and St Joseph’s Missionary Chapel are all set to be brought back into active use, should these recent planning approvals be implemented. ___________________________________________________________________ 5 Next Steps 5.1 Officers will continue to engage with private owners to encourage positive development, respond to potential grants as they become available, and maintain and preserve the Council’s historical assets. 5.2 Monitoring of the BARR will continue to ensure it remains accurate for Renfrewshire, with officers providing timely reports to the relevant Council Board. __________________________________________________________________ Implications of the Report 1. Financial. 2. HR & Organisational Development - None 3. Community Planning – • Our Renfrewshire is thriving / Reshaping our place, our economy and our future – The project supports significant investment in Renfrewshire. 4. Legal - None 5. Property/Assets – None 6. Information Technology - None 7. Equality & Human Rights - The Recommendations contained within this report have been assessed in relation to their impact on equalities and human rights. No negative impacts on equality groups or potential for infringement of individuals’ human rights have been identified arising from the recommendations contained in the report. If required following implementation, the actual impact of the recommendations and the mitigating actions will be reviewed and monitored, and the results of the assessment will be published on the Council’s website. 8. Health & Safety - None 9. Procurement - None 10. Risk – 11. Privacy Impact – None 12. Climate Risk – None Page 67 of 70
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Page - 6 -of 6 13. Children’s Rights - None 14. Cosla Policy Position - None ________________________________________________________________ List of Background Papers (a) Listed Buildings and Built Heritage. Communities, Housing and Planning Board, 17 August 2021 ___________________________________________________________________ ES 21/02/2025 Author: Euan Shearer, Regeneration and Place Manager Page 68 of 70
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# Settlement Settlement Cat. of Listing Ownership Condition Category of Risk BARR Status RC Opinion Development Status Action 1 Mannequins II (Former), 13, Old Sneddon Street Paisley N/A Private Poor Low REST. REST. Phase 1 works complete. Seeking funding for next phase. Retain as REST. 2 11 Lawn Street Paisley N/A Private Fair Low AT RISK AT RISK No recent planning activity and further degradation. Retain as AT RISK 3 Old Paisley Fire Station, 10-14, Gordon Street Paisley B Private Fair Low REST. REST. Development started with internal works, sandstone restoration to outside and new windows. Retain as REST. 4 Territorial Army Centre (Former), 76, High Street Paisley B Private Ruinous Moderate AT RISK REMOVE Building demolished. Remove from BARR Remove from BARR 5 1 High Street Paisley B Private Fair Low AT RISK AT RISK No recent planning or development activity Retain as AT RISK 6 18, High Street Paisley B Private Fair Low REST. REST. Recent planning activity for internal alterations to groundfloor and shopfront. Retain as REST. 7 20, High Street Paisley B Private Fair Low AT RISK AT RISK No recent planning activity or evidence or development to upper floors. Retain as AT RISK 8 44 High Street Paisley N/A Private Fair Moderate AT RISK AT RISK Recent planning consent acquired for conversion to five flats. Retain as AT RISK. Change to REST on start of works 9 44 Causeyside Street Paisley N/A Private Fair Moderate REST. REST. Façade renovations completed in October 2023. Building warrant for interior fit out approved July 24. Retain as REST. Remove on completion of works 10 13 Moss Street Paisley Paisley N/A Private Fair Low AT RISK REST. Ground floor commercial completed, units occupied. Consents acquired for upper floor conversion to residential. Change to REST. 11 Kelvin House, 15-17 Marshall's Lane Paisley C RC Poor High AT RISK AT RISK Recently remarketed for sale. Retain as AT RISK 12 Paisley Coats Girls Club (Former), 27, Ferguslie Paisley B Private Poor Low REST. REST. Planning approved for residential conversion. Works started. Retain as REST. 13 Royal Alexandra Infirmary: Main Building, Calside Paisley B Private Poor High AT RISK AT RISK Recent planning and building warrant approved for partial demolition and conversion to residential. Retain as AT RISK. Change to REST. on start of works 14 Dykebar Hospital Superintendant's House (Former) Paisley B Private Ruinous Moderate AT RISK AT RISK No recent planning or development activity. Retain as AT RISK 15 Hawkhead House Farm Steading, Ben Alder Drive Paisley B Private Very poor High AT RISK AT RISK No recent planning or development activity. Retain as AT RISK 16 Hawkhead House Farmhouse, Ben Alder Drive Paisley C Private Poor Moderate AT RISK AT RISK No recent planning or development activity. Retain as AT RISK 17 Priory Park, 21 Main Road, Paisley Paisley N/A Private Fair Low AT RISK AT RISK Recently attained consents for conversion to form 17 flats with associated parking and landscaping Retain as AT RISK. Change to REST on start of works 18 Sanctuary House, 8, Stanely Road, Paisley Paisley B Private Poor Moderate AT RISK REST. Some works carried out to shore up the building. Change to REST. 19 Leethland House, Glenpatrick Road Elderslie N/A Private Ruinous High AT RISK AT RISK Recent consents attained for the demolition of Leethland House and replacement dwelling subject to conditions. Retain as AT RISK and remove following demolition. 20 Kilbarchan Old Parish Church, Church Street Kilbarchan B Private Fair Low AT RISK REST. Works underway including new window repairs, replacement and recent planning application for solar panels. Change to REST. 21 St Joseph's Missionary College (Former): Chapel, Kilbirnie Road Lochwinnoch C Private Poor Moderate AT RISK AT RISK Recent planning permission attained for conversion of the formal chapel to form 5 retirement flats (part of 30 on wider site). Retain as AT RISK. Change to REST on start of works 22 St Joseph‘s Missionary College (Former): Dormitory Building, Kilbirnie Road Lochwinnoch C Private Poor Moderate AT RISK AT RISK Planning and listed building was recently granted for the redevelopment of the site. If implemented, former dormitory building would be demolished to make way for a walled garden relating to the development of retirement flats on wider site. Retain as AT RISK. Remove following demolition. 23 Calderhaugh House Stables, Main Street Lochwinnoch B Private Fair Low AT RISK AT RISK No recent planning or development activity. Retain as AT RISK 24 K6 Telephone Call Box, Church Street Lochwinnoch B Private Poor High AT RISK REMOVE Risk of loss now low. Local update indicated now restored. Remove from BARR 25 Lochwinnoch Parish Church, Church Street Lochwinnoch A Private Fair Moderate AT RISK AT RISK Local community recently received two grants to assist with purchase, building restoration and conversion to community hub. Retain as AT RISK. Change to REST on start of works. 26 Renfrew Police Station (Former), Inchinnan Road, Renfrew B RC Fair Low AT RISK AT RISK Recent listed building consent approved for demolition of cells and clearance or dry rot Retain as AT RISK 27 Renfrew Equitable Cooperative Society, 24, High Street, Renfrew B Private Poor Low AT RISK AT RISK No recent planning or development activity. Retain as AT RISK Appendix A Page 69 of 70
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