Property Strategy Appendix - Final
Renfrewshire Council · 11 June 2026
Back to Finance, Resources and Customer Services Policy Board — 11 June 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
1 PUBLIC Property Asset Strategy 2026 – 2030 Facilities and Property Services
Page 2
Property Asset Strategy 2026 - 2030 2 PUBLIC Table of Contents 1. Introduction ....................................................................................... 3 2. Objectives and Goals ......................................................................... 3 3. Overview/Property inventory of buildings ......................................... 5 4. Corporate Asset Management Information System (CAMIS) ........... 13 5. Structure .......................................................................................... 14 6. Strategic Property Review ................................................................ 15 7. Net Zero ........................................................................................... 16 8. Compliance, Repairs, Maintenance and Capital lifecycle works ..... 18 9. Community Asset Transfer (CAT) ..................................................... 20 10. Action Plan ....................................................................................... 21
Page 3
Property Asset Strategy 2026 - 2030 3 PUBLIC 1. Introduction This report sets out Renfrewshire Council’s Property Asset Strategy 2026 – 2030. Whilst this document and delivery of property related functions is predominantly the responsibility of Environment, Housing and Infrastructure, as building users, owners, tenants and responsible persons, the corporate responsibility lies with all services to ensure buildings are used and maintained appropriately. This document will be reviewed annually to ensure it remains up to date before it is fully reviewed at the end of the strategy period. Image 1 – Renfrewshire House 2. Objectives and Goals Strategic Asset Management can be underpinned by six objectives: • Retain and rationalise our assets that are required and appropriate to our needs; • Maximise the utilisation of the corporate estate; • Match fitness for purpose with both the Council and community needs;
Page 4
Property Asset Strategy 2026 - 2030 4 PUBLIC • Improve the condition of our assets through continued lifecycle management and capital investment wherever possible; • Comply with all statutory and legal requirements; • Improve environmental sustainability outcomes as we work towards Net Zero. These are to be supported by a focus on seven management principles: • Long term strategic planning with regards to property; • Collaboration and joint working across all Services; • Appropriate governance and oversight arrangements; • Clarity of roles and responsibilities; • Strengthening and developing performance management; • Importance of regularly reviewing the property assets; • Appropriate skills, competencies and capacities to undertake good asset management This Property Asset Strategy: • Delivers a corporate and coordinated approach to property asset management; • Provides clear arrangements for the management of property assets; • Regularly measures the condition and performance of property assets; • Comments on the deliverability of improvements to property within the context of projected capital and revenue resources; and • Ensures a fully documented process for the prioritisation of capital investment. The Property Asset Strategy aligns with Renfrewshire Council’s 5 key strategic outcomes and these are detailed throughout the report. However, to detail in turn: • PLACE – by overseeing and delivering Council public buildings across Renfrewshire, this will ensure Renfrewshire is a great place to live, work and visit; • ECONOMY – by ensuring buildings are in the right place for the community, this will maximise a thriving economy; • FAIR – Ensuring appropriate learning opportunities through a fit for purpose learning estate and access to appropriate facilities across communities; • GREEN – ensuring our public building portfolio looks ahead to the Net Zero agenda and as a Council, we look to ensure we meet those legislative requirements and • LIVING OUR VALUES – making sound leadership decisions in relation to our public building portfolio and ensuring Best Value for the communities.
Page 5
Property Asset Strategy 2026 - 2030 5 PUBLIC 3. Overview/Property inventory of buildings Renfrewshire Council owns a diverse property portfolio which supports a wide range of services containing approximately 220 properties owned/leased including schools, civic buildings such as Town Halls, operational buildings used to support services (including Housing Services, OneRen & Health and Social Care Partnership (HSCP)), staff facilities, waste, leisure, cultural and community facilities. The portfolio is divided into: • Operational property – properties which are used directly to support delivery of services; • Non-Operational property – properties which are retained to support economic development and to aid in generating revenue income. The Commercial portfolio of assets consists of around 60 Industrial Units and 175 Retail Units. The portfolio was further examined in 2024 to assess how each building is used to deliver services in the broadest sense and subsequently, in terms of a more focused property type and reflecting the division of administrative responsibilities between OneRen and Renfrewshire Council. Image 2 – Paisley Town Hall
Page 6
Property Asset Strategy 2026 - 2030 6 PUBLIC Grouping Number Percentage OneRen Cultural & Leisure 73 31.5% Operational 40 17.2% Residential 20 8.6% Surplus 20 8.6% Learning Estate 79 34.1% Total 232 Property Type Number Percentage Community Facilities 15 6.5% Household Waste Recycling Centre 5 2.1% Learning Estate 79 34.1% Offices – in use 7 3.0% Offices – not in use 2 0.9% Residential 20 8.6% Self-managed Community Facilities 10 4.3% Specialist Facilities 22 9.5% Sports Pitches Changing 16 6.9% Staff Welfare Facilities 4 1.7% Surplus 20 8.6% Swimming and Sports 13 5.6% Town Hall, Museums & Libraries 19 8.2% Total 232
Page 7
Property Asset Strategy 2026 - 2030 7 PUBLIC The value recorded for financial reporting purposes in 2025 is approximately £583m. This is assessed (in most cases) on a depreciated replacement cost basis and not a market value. Once Public Private Partnership (PPP) Assets and managed Properties are included, the value increases to approximately £694m. This figure assumes (in many cases) that the Council will continue to use the individual property for its own purposes; it does not necessarily represent the overall market value of the Council’s asset base. When we consider the Gross Internal Floor area (GIFA) of the estate it totals 396,000m2, rather than considering the percentage split in terms of number of buildings, the distribution of the portfolio is quite different, as shown in the pie chart below:
Page 8
Property Asset Strategy 2026 - 2030 8 PUBLIC The operational property portfolio is 396,074m2 or 4.263m sq ft. This is equivalent to 55 football SMISA pitches next to each other. If we started laying carpet tiles, one by one, the route could cover the distance from Paisley to Brighton. Hopefully this helps to put a size around the area associated with the portfolio managed by Renfrewshire Council. All of these spaces require to be cleaned and maintained, and also require utilities provide a suitable environment that is comfortable and sustainable. The utility costs across the portfolio for 2026/27 are expected to be £11.1m. Operational Costs estimated for the portfolio are in the region of £41.1m or (£103.7m2). SWOT analysis of locations/condition/market value Strengths • Agreement at Senior Level (CMT) that work needs done and a focus required for Property Assets • Asset Management Oversight Group (AMOG) established to oversee property assets Weaknesses • Age of public building stock • Current condition of building stock due to lack of investment (financial challenges) • Wind and watertight policy • On-going financial challenges • Limited staff resource Opportunities • Legislative change for Net Zero/rationalisation and smarter use of buildings including co-location of services • New Learning Estate Strategy to potentially integrate services Threats • On-going financial constraints • Potential community push back on proposals, especially around rationalisation
Page 9
Property Asset Strategy 2026 - 2030 9 PUBLIC Learning Estate Image 3 – New Paisley Grammar School Community Campus A new Learning Estate Strategy is being driven forward and agreed by the Education and Children’s Services Policy Board. This new strategy has outlined schools into 3 delivery cohorts: • Priority - 14 schools that require to be fully assessed via Business Cases and assess which schools can be brought forward for re-build or upgrades to meet the needs of the school and community. • Middle Cohort – 28 schools that will require to remain in place for at least a medium period of time and require investment to ensure they remain suitable for the next 15-20 years. • Long Term – schools are in a good condition or relatively new and will not require the same level of investment as the schools above. As part of the strategy, the Council has agreed to increase borrowing capacity which will allow up to £170m to be invested in prioritised new buildings across the estate. To ensure lifecycle funding is used appropriately, middle cohort and schools that have been rated as Category ‘C’ condition to ensure they are returned to a Category B as soon as possible. However, it should be noted that Officers continue to prioritise low ‘B’ properties to prevent them from slipping into the lower category.
Page 10
Property Asset Strategy 2026 - 2030 10 PUBLIC Offices Renfrewshire Council’s offices will be kept under constant review to ensure they remain fit for purpose and as part of the New Ways of Working, that they are fit for modern day working including hybrid wherever possible. This will include allowing Office based staff the opportunity to work in a hybrid manner wherever possible. Staff will have flexibility to drop down in an office environment or should their workload allow, they can work flexibly from home at the discretion of their line manager. Offices across the Council will be designed to the same standard to ensure modern new ways of working and this will be overseen by both an operational working group and strategic oversight group. Image 4 – New Ways of Working Depot The depot for Renfrewshire Council is currently at Underwood Road, Paisley with the following services working from the depot: • Waste Services • Neighbourhood Services • Roads • Building Services Ensuring the Depot and the associated property is fit for purpose is a key priority for the Council.
Page 11
Property Asset Strategy 2026 - 2030 11 PUBLIC Cultural and Leisure Estate The Leisure Estate within Renfrewshire is operated by OneRen, an arms length organisation of behalf of Renfrewshire Council. The Council ensure compliance across all sites, however, whilst the Council undertake repairs and maintenance at the Cultural sites, OneRen are responsible for the maintenance of leisure sites e.g. swimming pools and leisure facilities. Officers from Hard FM and OneRen liaise often to discuss issues and effect jobs as and when required. The Council is currently reviewing services delivered by OneRen and consideration is being given as to options for future maintenance responsibilities. Analysis of leisure and cultural properties identified 48 buildings offering a range of services and activities. The properties are sub-divided according to function as follows: Type Number Sports Pitches Changing facilities 16 Swimming and Sports 13 Museums and Libraries 15 Town Halls 4 Image 5 – Paisley Central Library
Page 12
Property Asset Strategy 2026 - 2030 12 PUBLIC Health and Social Care Facilities The Renfrewshire Health and Social Care Partnership (HSCP) work from Renfrewshire Council owned buildings. As a result, close working relationships are required to ensure the buildings meet the needs of the HSCP. As part of on-going reviews, the HSCP continually review their property needs and where no longer required, Renfrewshire Council will secure the building and assess the next steps e.g. re-use, CAT transfer, lease or sale. Community Buildings Renfrewshire Council has both Council run community buildings, Self-Managed community buildings and buildings that are commercially leased to communities. Through previous iterations and agreements, some properties/assets do not have an agreed lease. Work will continue to review lease agreements to ensure roles and responsibilities are known by both the Council and Community, however, some leases are no longer fit for purpose. Officers work to ensure that communities have appropriate facilities in their community. This includes an assessment as to what options there may be for communities to more efficiently use local facilities. Common Good buildings A register of property that is held within the Common Good Fund is maintained by colleagues within the Estates section. Where works are required to these properties, discussion will take place with the Director of Finance and Resources and the Convener for the Finance, Resources and Customer Services Policy Board to assess the requirement, detail in a Board paper and obtain the required funds for the work. The Council is currently updating the operational and financial arrangements relevant to Common Good properties.
Page 13
Property Asset Strategy 2026 - 2030 13 PUBLIC Image 6 – Johnstone Town Hall 4. Corporate Asset Management Information System (CAMIS) The Corporate Asset Management Information System (CAMIS) is the central repository for all property related document and is configured by Concerto. CAMIS should continue to be used to ensure it is used to its full potential. Development work with Concerto has been undertaken e.g. fire safety to continually improve the information and data available to staff. Key Performance Indicators are available on CAMIS and are used by Officers to report on performance to both Senior Managers and the appropriate Council Board. One of the key priorities is to ensure that all Public Buildings have a responsible person allocated to ensure they are legislatively compliant and routine checks are undertaken. The licence for CAMIS is scheduled for renewal over the next year. A review will be undertaken to determine any adjustments required to ensure our systems remain compliant, user friendly and operationally cost effective.
Page 14
Property Asset Strategy 2026 - 2030 14 PUBLIC 5. Structure The responsibility of the oversight of the Council public building network is that of the Hard FM team within Environment, Housing and Infrastructure (EH&I). However, other Services have responsibilities within public buildings e.g. Soft FM, OneRen, HSCP and Children’s Services. The Estates Management function (Vacant and surplus assets, land, leases and legal agreements) sits with the Estates Team within the Chief Executives Department with support from colleagues in Corporate Governance. Asset Management Oversight Group To oversee Asset Management at a strategic level across the Council, the Asset Management Oversight Group (AMOG) was established. The membership of the Oversight Group includes: • Director of Environment, Housing and Infrastructure – Chair • Director of Children’s Services • Director of Finance and Resources • Chief Executive of One Ren • Chief Officer Health and Social Care Partnership • Head of Economy and Development • Lead service representatives will be identified by each service. The Governance and Reporting of the AMOG is as follows:
Page 15
Property Asset Strategy 2026 - 2030 15 PUBLIC 6. Strategic Property Review In 2022, Renfrewshire Council commenced a Strategic Property Review (SPR). The objectives of the review are to assess the size of and shape of the property estate and to produce a modern portfolio that will: • Support learning • Support service delivery outcomes • Support community needs • Reduce its carbon footprint (including energy consumption) • Have a financially sustainable property portfolio to invest in and maintain. Principles • Council has a modern, good quality operational and community property portfolio that meets the needs of services and communities that we can sustainably maintain and invest in. • Support reducing the carbon footprint across our sustainable property portfolio. • Ensure there is access to good quality community facilities in all communities. • For property and land assets declared surplus, consider potential regeneration plans to support the closure and development of the property asset and associated land. • Develop a new Learning Estate Strategy that looks at the replacement / refurbishment needs of schools for the next 25 years. • Exit where possible from external leases. • Council partners pay their fair share of property costs. The Strategic Property Review has driven some of the initial objectives of this Strategy being realised e.g. rationalisation of buildings and joint working. With the review now complete, an Action Plan has been developed and the Strategic Property Programme will look to move the actions forward.
Page 16
Property Asset Strategy 2026 - 2030 16 PUBLIC Image 7 – Renfrew Town Hall 7. Net Zero A key driver for Renfrewshire Council is the RenZero strategy as we work towards being Net Zero by 2030. Renfrewshire Council’s property will play a key role in this. Whilst the initial focus for the Sustainability Team has been on “fleet and heat”, buildings will be integral moving forward. To try to understand the portfolio better, Renfrewshire Council took part in a Net Zero Collaboration working Group with the following partners: • HubWest Scotland • Built Environment – Smarter Transformation (BE:ST) • East Dunbartonshire Council • East Renfrewshire Council • Inverclyde Council • Glasgow City Council • West Dunbartonshire Council
Page 17
Property Asset Strategy 2026 - 2030 17 PUBLIC As all Groups were looking at Net Zero, it was agreed to share knowledge and resource to understand typologies of buildings, and building up indicative costs for getting the public building portfolio to Net Zero. The proposed outcomes for buildings the studies are detailed in the diagram below, with work continuing to understand how Renfrewshire Council can strive towards Net Zero. Image 8 – Outcomes from Net Zero Collaboration Group From initial studies (and noting that further detailed work would be required), it is estimated that to get Renfrewshire Council’s public building portfolio to Net Zero would cost approximately £600m (Note - this figure is being reviewed and could be significantly higher). The right sizing of the portfolio through the Strategic Property Programme is therefore essential to ensure the Council prioritises investment into locations where the greatest benefits can be achieved. A newly formed Sustainable Property Assets Group has been formed at the beginning of 2026 to define our Sustainability objectives aligned with Council priorities. Carbon Management Plan Officers within the Climate, Public Protection and Roads are currently reviewing and updating the Carbon Management Plan. Aligning with the drive to work towards Net Zero, property plays a key role in the reduction of carbon and Officers work collaboratively across the portfolio to reduce carbon wherever possible.
Page 18
Property Asset Strategy 2026 - 2030 18 PUBLIC 8. Compliance, Repairs, Maintenance and Capital lifecycle works In 2026/27, Renfrewshire Council’s budget for compliance, repairs and maintenance is £4.5m. This is noted to be extremely tight with overspends recurring due to ensuring buildings are safe for staff and users. Hard FM oversee the compliance and approximately 14,000 repairs per year. Between the Hard FM team and Technical Services, the teams oversee: • Management of Asbestos; • Water Safety & Hygiene; • Fire Risk and Procedures; • Electrical & Portable Appliance Testing (PAT); • Gas Safety; • Accessibility (Equality Act/DDA compliance). Life cycle and Capital investment Since 2022, Renfrewshire Council has been undertaking condition surveys and looking at performance data across the public building portfolio. This has included the 5 yearly Core Facts return for schools which was issued to the Scottish Government/Scottish Futures Trust in 2024. To assist with the process, a Senior Building Surveyor has been approved to be recruited to undertake and update these on a routine basis. Recruitment to this role remains challenging. The condition surveys are fundamental to assessing risks / liabilities to the Council and establishing investment needs and priorities. The surveys also provide an indication of the backlog maintenance and priorities for investment over a ten-year projection. Since 2009, Renfrewshire Council has had a “wind, watertight and compliance” policy and this currently remains in place due to budgetary constraints. The budget in 2026/27 is £1.5m for lifecycle/capital works, however, budget was accrued from 2025/26 and some of the recurring revenue detailed above may on lifecycle works. Officers will work with other services, especially Children’s Services on the Learning Estate Strategy detailed above, to prioritise works.
Page 19
Property Asset Strategy 2026 - 2030 19 PUBLIC The short, medium and long term plans are detailed below, however, it should be noted that these plans are flexible depending on what is noted during surveys and priorities required e.g. a school dropping into the Condition ‘C’ rated category. Short Term Work will be undertaken on 5 schools/early learning centres who are a category C as per condition survey. Medium Term/Long Term Budget will be allocated across the following: • Condition survey/core facts upgrades • Boilers – rolling programme and looking at new technologies. • Work packages e.g. Roofs/windows/cladding – 1 per year (funding dependent) • Community Buildings upgrades • Fire Safety Works/Security measures/Fire Stopping • Re-wires – 1 per year (funding dependent) • CCTV • LED upgrades • Demolitions • Contingency • Inclusive adaptations • Heating requirements/BMS • Pitches/MUGA's – 1 upgrade per year • Decoration – £200k per year • Contingency • Tarmac upgrades - £50k per year The lifecycle and capital budgets are currently allocated on an annual basis in line with the basis on which the Council receives confirmation of Capital Grant; therefore, the above allocation will be kept under constant review.
Page 20
Property Asset Strategy 2026 - 2030 20 PUBLIC Additional Funding Additional funding has been provided over the last few years and will be included as part of this Property Asset Management Strategy. This includes: • £700k to improve school pitches • £800k to improve Community Facilities • £2m to improve Leisure Facilities • £200k for improvements to pavilions • £1.4m for 2 new artificial pitches at Linwood HS and St Benedict’s HS CCTV Work will be undertaken to assess CCTV across the estate and where possible, look to modernise with our colleagues in ICT. A strategic review is being undertaken by a consultant at the time of writing this strategy. This may include investment to host the CCTV on a cloud based system rather than locally accessed equipment, however, the best solution is currently being worked on. 9. Community Asset Transfer (CAT) Officers working across both the Strategic Property Programme and Community Asset Transfer are in close contact to maximise benefits and minimise potential duplication. Whilst both workstreams have their own governance, Officers work across both. Should a property move forward to a Community Asset Transfer, a report would be taken to this Board for approval. Over the last 4 years, the Council has approved 14 asset transfer requests, 9 of which have been for full transfer of ownership and 5 have been long-term leases. 5 of the 14 approved transfer requests assets have concluded i.e. ownership has transferred or leases finalised. A further 12 assets are subject to submitted expressions of interest and formal CAT requests at various stages of completion. The CAT process can take time, however, this is an important avenue for Renfrewshire Council to explore as part of the Strategic Property Programme. Community Asset Transfers are a key strand of this Property Asset Strategy and the Council is committed to allowing communities the opportunities to take over buildings as outlined in the Community Empowerment Act.
Page 21
Property Asset Strategy 2026 - 2030 21 PUBLIC The process for this is overseen by the Community Asset Transfer Panel with reports going to the Community Asset Transfer Sub Committee. Risk Management Officers continually review the risk of the public building portfolio and a key strand of Asset Management is overseen by the Risk Management Assurance work undertaken by Heads of Service. Asset Management, including the condition of the public building portfolio is detailed in the Council Risk Register. Where a risk is identified and is noted to be an immediate concern, work will be undertaken to remove or reduce the risk to an acceptable level. This was done in 2024 when Reinforced Autoclaved Aerated Concrete (RAAC) was found within a secondary school. Community Engagement It is essential that buildings continue to meet the needs of the communities and is a priority of the Strategic Property Review. Officers will continue to engage with communities and community groups to ensure that all options which align with the principles of the Review are explored; recognizing that this will require open and transparent discussion. 10. 5 Year Strategic Property Programme Action Plan Key Strategic Action Area Action Owner Timeframe Continue to drive and deliver the Strategic Property Programme to deliver the rationalisation of buildings in Renfrewshire EH&I On-going throughout 2026 - 2030 Review and update processes and procedures in relation to vacant and surplus properties EH&I and Chief Executive Service June 2026 Work to undertake condition surveys across the Renfrewshire Council public building portfolio EH&I On-going throughout 2026 - 2030
Page 22
Property Asset Strategy 2026 - 2030 22 PUBLIC Establish medium and long term capital plans for lifecycle works across the Public Building portfolio EH&S March 2027 Review and update the CAMIS system to ensure it meets the on-going needs of departments Corporate March 2027 Work with other services in relation to on-going reviews e.g. OneRen review, Learning Estate strategy, Net Zero strategy Corporate March 2027 Review the structure of Hard FM and Assets to drive forward improvements in the portfolio. This will include recruitment of staff where required to undertake Building Surveys etc. EH&I March 2027 Continue to review the “New Ways of Working” across Renfrewshire Council’s office portfolio. New Ways of Working Operational Working Group March 2027
Page 23
23 PUBLIC 5 Year Strategic Property Programme – Action Plan
Page 24
24 PUBLIC Facilities and Property Services Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR