Building Services Business Plan
Renfrewshire Council · 20 November 2025
Back to Finance, Resources and Customer Services Policy Board — 20 November 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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PUBLIC To: Finance, Resources and Customer Services Policy Board On: 20 November 2025 Report by: Director of Environment, Housing & Infrastructure Heading: Building Services – Business Plan update 1. Summary 1.1 Building Services are Renfrewshire Council’s in-house provider which employs tradespeople, across many disciplines to undertake compliance, repairs and maintenance across the Renfrewshire Council housing estate and the public building portfolio. 1.2 As an internal service provider, Building Services run to a break-even budget and charge back clients (Housing Services/Hard FM) using an approved charging mechanism/hourly rate that is projected at the start of the year and reviewed quarterly to ensure it remains correct. 1.3 For many years, Building Services hasn’t produced a Business Plan, however, this has been reviewed and a draft 3-year Business Plan (2026 – 2028) put in place to drive the business forward over the coming 3 years. 1.4 This report outlines the current position of Building Services and the on-going improvements within the Service to deliver a high quality, right first-time approach to the repairs and maintenance service for Renfrewshire Council. 1.5 The key parts of the Business Plan are highlighted within the appendices of this report.
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PUBLIC 2. Recommendations It is recommended that members of the Finance, Resources and Customer Services Policy Board: 2.1 Notes the content of this update. 2.2 Notes the proposal to offer an Elected Member briefing/training session in 2026 to update on the current provision of works across Building Services. 3. Background 3.1 Renfrewshire Council is committed to an internal service provider to undertake the repairs and maintenance service across Renfrewshire. Whilst some other local authorities outsource this work, Officers believe the internal service provider ensures best value for residents of Renfrewshire and also allows Renfrewshire Council to react quickly in the time of crisis e.g. extreme cold weather and subsequent floods in late 2022 or to storm Eowyn in early 2025. 3.2 Work for both Council houses and public buildings is currently undertaken by Building Services who are the main contractor for Housing Services in regard to repairs and maintenance of properties as well as undertaking works to return void properties for rent. 3.3 Like other front-line services, Building Services are based out of the main Renfrewshire Council depot at Underwood Road. 3.4 There are currently 178 Operatives/tradespeople across 9 trades which is supported by management, supervisory and approximately 20 administrative staff. 3.5 Building Services had an annual turnover of £23m in 2024/25 with the bulk of the work coming from the Housing and Revenue Account (HRA). There were approximately 99,000 jobs undertaken in 2024/25. 3.6 In the past 18 months, there has been a re-focus on the repairs and maintenance of council houses and public building portfolio rather than looking for any commercial contracts or major capital works. 4. Business Plan and next steps 4.1 Following work with a consultant, it was agreed that Building Services would re- introduce a 3-year Business Plan. The Service has been working for a period of time to review the service, take external advice and scrutiny to be in a position to present to members a comprehensive business plan for the service.
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PUBLIC 4.2 Building Services feed into the wider Facilities and Property Services vision which is: “We work together to create, build, repair, maintain, open/close, clean and improve the built environment for the communities and residents of Renfrewshire” 4.3 The Business Plan follows the following headings: • Overall Business Context – this relates to the Council commitment to Building Services, mission statement, key service standards and performance indicator priorities. • Service Improvement activities and Outcome updates – this section outlines productivity, work portfolio demand, voids, Corporate support to Building Services (ICT/fleet), structures and the development of Service Level Agreements (SLAs) • Key Business and Financial Planning Assumptions (Year 1 and Years 2&3) – Building Services repairs and maintenance work portfolio, resulting operating structure including trades, and job costings/budgetary assumptions. • Building Services agreed budget. • Workforce development, retention, succession planning. 4.4 Key Achievements to Date • Delivered over 99,000 jobs in 2024/25 with a turnover of £23 million. • Maintained productivity above the national average (5.2 jobs/per operative per day vs. industry average of 4.5). • Achieved high compliance in gas and electrical safety, with 99.95% of gas certificates issued on time. • Embedded a strong culture of workforce development, with 24 apprentices and a growing adult apprenticeship programme. 4.5 Strategic Priorities (2026–2028) • Service Excellence: Improve customer satisfaction through better diagnostics, appointment systems, and first-time fix rates. • Workforce Planning: Address workforce challenges through succession planning, apprenticeships, and upskilling. • Digital Transformation: Upgrade the WorkHub system to enhance scheduling, reporting, and performance tracking. Continue to feed into the new Housing Innovations Project (HIP) to deliver a new system, including repairs and maintenance. • Financial Sustainability: Maintain cost-effective operations through quarterly recharge rate reviews and robust budget monitoring. • Sustainability: Support the Council’s Net Zero agenda through solar installations, fleet electrification, and energy-efficient repairs wherever possible. 4.6 Current and on-going challenges
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PUBLIC • High volumes of emergency repairs (35% of Housing, 21% of public buildings) which in turn limits planned work efficiency. • On-going review of operational fleet over the coming years. • System limitations affecting KPI expansion and real-time performance analytics. 4.7 Officers from Building Services and Housing Services meet on a frequent basis, both operationally and strategically, to review customer service, workload, productivity and to work together to deliver an excellent service to Renfrewshire Council residents. 4.8 Whilst showing performance over the previous year, the plan is also a driver to look ahead and continue to improve the service. Work has been undertaken internally and with consultants to ensure an accurate, set budget, and work will be undertaken with colleagues in Housing Services to understand their demand and work they want from Building Services. 4.9 A key part of the Business Plan is workforce planning to ensure the correct trades are in place for the workload that will be passed to Building Services. 4.10 The Business Plan outlines the on-going review of fleet over the next 3 years to ensure that Renfrewshire Council are delivering a first-rate service to Renfrewshire residents. 4.11 Staff training over coming years will be essential as the sustainability of properties changes. Operatives will require to be trained in the delivery and maintenance of new equipment e.g. Solar panels, Air Source Heat Pumps as these are delivered as part of the wider regeneration programme across Renfrewshire. 4.12 The Business plan will be reviewed annually between Building Services and Housing Services. 4.13 Some of the key elements of the Business Plan are detailed further in the appendices of this report. Implications of the Report 1. Financial – Any financial elements referenced in this report will be progressed through the Council’s financial & budget planning process, in particular the Housing Revenue Account (HRA). 2. HR & Organisational Development – None 3. Community/Council Planning – • Our Renfrewshire is well – by ensuring good quality repairs and maintenance across Council properties ensures Renfrewshire Council residents are well.
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PUBLIC • Our Renfrewshire is safe – by undertaking compliance and safety works across the Renfrewshire Council portfolio, Building Services ensure residents are safe. 4. Legal – None 5. Property/Assets – As detailed within the report in relation to work on the Council property portfolio including Council houses and public buildings. 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 – Advice and guidance is being given to protect the health and safety of employees and service users when carrying out priority services for the Council in line with legislation and guidance. 9. Procurement – None 10. Risk – None 11. Privacy Impact – None 12. COSLA Policy Position – None 13. Children’s Rights – None 14. Climate Change – If Building Services are to maintain new equipment e.g. solar panels, this will require additional training to be undertaken across the Service. List of Background Papers – None Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk
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PUBLIC Appendix 1 – Main functions Building Service’s core business is the repair and maintenance of council owned properties in Renfrewshire. In addition, it is to ensure full compliance with legislation to all council houses, schools, community halls, libraries and offices. The Business plan is to ensure that short, medium and long term goals are detailed, measurable and flexible to ensure the services provides across Renfrewshire continue to improve. The service undertook approximately 99,000 individual jobs in 2024/25 and its budgeted turnover was approximately £23m and for 2025/26, the number of jobs is not anticipated to reduce and the budgeted turnover would again be around £23m. This excludes the new kitchen and boiler replacement capital programme estimated to provide an additional turnover of circa £2m part year during 25/26 and up to £3m annually in the coming years. As a repairs and maintenance service, there is a wealth of skills that may also undertake and manage refurbishment works and capital programme works across the Renfrewshire Council portfolio. In 2025/26 Building Services started a 5-year programme of kitchen and boiler replacement across the housing estate which commenced in July 2025. In addition, Building Services have also secured 3 school toilet refurbishments, and some larger commercial gas works across the public building estate. It should be noted that this has not impacted on the core work as a new, dedicated team was recruited to undertake this work on behalf of the Council. Housing repairs, maintenance, and refurbishment • Providing council house tenants with a multi trade responsive repairs service on an appointment-based system (from 8am to 4pm) allowing flexibility of appointments during the working day. • Provide the same responsive repairs service for public buildings (schools etc). • Having a multi trade emergency repairs service which operates on a 24hr/7 day a week basis for both council tenants and public buildings. This is a make safe service only, any works required will be carried out within working hours. • Responding to other emergencies such as the effects of inclement weather, police call outs and major incidents. • Repairs and refurbishment of empty/void properties to a specified re-let standard. • Planned cyclical maintenance works such as gas, electrics, and window servicing. • Work associated with improvement projects which can include including bathrooms, kitchens, rewires and central heating. • Aids and adaptations to assist tenants to remain in their homes. • Undertake fire damage and insurance repairs. • Provide a common repairs facility to owner occupied properties. • Mobile key cutting service.
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PUBLIC Non housing repairs and maintenance • Provide a repairs and maintenance service and emergency call out service for non- residential properties such as schools and public buildings. • Undertake specific project work including refurbishments on behalf of the other teams in the Facilities and Property Service. • Provide a comprehensive compliance service for all public buildings including gas, electrics, water management, air conditioning and emergency lighting. It should be noted that there are certain works/services that Building Services do not carry out the on behalf of the Council, however, many people believe that they do. These include repairs to intercoms, flat roofing, road gullies, garden maintenance and graffiti removal and streetlighting which are carried out by other services or contractors. Whilst Building Services are the internal service provider and main contractor, Renfrewshire Council also uses other contractors for work.
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PUBLIC Appendix 2 - Performance Housing Key Performance Indicators (KPI) % OF REPAIRS WITHIN TARGET Target 2023/24 2024/25 Emergency Completed 99% 97.05% 97.79% Right to Repair Completed (Qualifying Same Day) 99% 99.04% 99.01% Right to Repair Completed 97% 98.10% 99.89% Urgent Completed – 5 days 97% 62.59% 80.83% Routine Completed 97% 88.54% 89.25% Programmed Completed 97% 98.23% 99.33% OVERALL REPAIRS COMPLETE WITHIN TARGET 94% 92.42% 93.59% These KPIs are discussed regularly at operational manager meetings and where required will be reviewed annually as part of this plan. As noted above, the target KPI remains challenging and will remain in place for the coming years. Trade Operative Productivity Analysis A new process was put in place to measure productivity across the responsive service within Building Services. This is approximately 65 – 70 operatives who carry out responsive repairs for Housing Services. This encompasses gas engineers, electricians, joiners, plasterers, painters, bricklayers, plumbers, drainage operatives, and general maintenance operatives. They confirmed that the national industry average is 4.5 jobs per operative for responsive repairs services. The chart below shows that the tracking of the productivity in Building Services has shown that the service is operating above the industry average. When interpreting these figures, it is important to note that over time as the move from less responsive work to more planned work may lead to lower jobs per day.
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PUBLIC Housing and Non-housing Repairs The categorisation of housing repairs is a combination of Housing Regulator and Housing Services policy. This can only be reviewed by Housing Services to see if there are any areas that the current very high level of responsive repairs can be modified. Below is the overview of volume of repairs for 2024/25 and these are only repairs carried out for our colleagues in Housing Services. 35% of all repairs are in the emergency category requiring Building Services to respond within 24 hours. This has been consistently high over the last 5 years and prevents the service from planning the workforce resources efficiently. It is also seasonal and severely affected if there are adverse weather conditions. 29% of the emergency repairs are out of hours. The provision of the out of hours services is compulsory under current policy, however, we will continue to discuss this with colleagues in Housing Services to assess what is essential. The volume of repairs made out of hours remains consistently high and the calls to this service are triaged with more than 40% not resulting in an operative visit out of hours and a planned visit arranged for the coming days.
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PUBLIC Appendix 3 – Workforce Demographics The age profile of the workforce has been analysed to look at the current distribution of ages across all the trade staff. Over the last 3 years, Building Services has seen an overall reduction in the total workforce by over 40 operatives which has been largely attributable to retirement, decreased levels of planned work (and realignment of staff) and increased productivity. Collaboration and close working with colleagues in Housing Services has allowed the work profile to be realigned to maximise operative workload. Looking forward in the short term (within the next 12 months), Building Services have trades people who will be reaching retirement age we have also seen a rise in trades people looking to retire who have not yet reached retirement age but have substantial years of service. Apprentices Since 2024/25, the allocation of apprentice costs has been included as a direct overhead for the business and this is linked to the long-term workforce planning requirements. Apprenticeships are a positive practice to enhance workforce planning approaches - a ‘grow your own’ opportunity for the service which enables access to employment and a career in Building Services for young people. The current establishment allows for around 24 apprentices across a multi trade and training profile. The recruitment of youth apprentices is restricted to Renfrewshire Council residents only therefore providing direct benefits to the local economy and local residents.
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PUBLIC Appendix 4 – Next Steps and actions Whilst the Business Plan focuses on the next 3 years, Building Services are looking to drive forward improvements in 2026/27. These include, but are not limited to: Action 1 - Performance • Work with colleagues in Hard FM to develop and implement a Service Level Agreement (SLA) and improve performance across the Public Building portfolio. This Service level agreement will set KPIs and look to update and improve on the current performance below: % OF REPAIRS COMPLETED WITHIN TARGET New 24/25 Target Apr-25 May-25 Jun-25 Emergency Completed (E) 24 hours 99% 77% 97% 96% 94.63% Urgent Completed (U5) 5 days 95% 62% 47% 55% 48.68% Routine Completed (A) 15 days 90% 85% 84% 77% 73.11% Programmed Completed 90 days 100% 100% 100% 100% 92.63% Planned 247 days 100% 100% 100% 100% 100.00% Element of compliance targets Apr-25 May-25 Jun-25 Jul-25 Electrical (including MUGA's) 90% 88% 92% 91% 90% Emergency lighting 90% 72% 86% 87% 87% Water Management (including showers and swimming pools) 90% 75% 100% 99% 100% Gas 90% 100% 100% 92% 100% HVAC 90% 99% 89% 86% 94% Canopies 90% 98% 100% 93% 100% Action 2 – Void Properties • Review the workload within Void properties and continue to deliver a high-quality service in line with new specification that has been agreed with Housing Services. Building Services will look to maintain the current level of performance in undertaking work and returning properties to Housing Services within 14-16 days.
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PUBLIC Action 3 – New Housing workload • Review the success and performance of the new kitchen and boiler only programme across the Housing stock. Ensure that the proposed figures of 8 kitchens and 16 boiler only (not full heating systems) is being met to ensure costings and budgets are correct. Action 4 – New contractors • Build up relationships and measure performance of new contractors who will assist Building Services as part of the new Framework of the Provision of trade contractors. This will take time and monthly meetings to establish relationships and ensure they are meeting the demands of the service. Action 5 – Capital Works • Assist Hard FM with workload lifecycle improvements across public building portfolio. This will include capital works including several commercial boiler replacements (3 total) and toilets in schools (3 total) per year (where funding approved). This will not be to the detriment of the main repairs and maintenance works across the housing portfolio. Action 6 – Health and Safety • Work is undertaken regularly to review workforce health, safety and wellbeing and discussed at monthly Senior Management meetings. The Service will look to minimise accidents and incidents and set an annual target of 24 for 2026/27. Action 7 – Fleet • Officers will continue to work with colleagues in Fleet to review the current fleet and look to implement a procurement strategy that meets the needs of the service. This strategy will look at Best Value for procuring, leasing and rental of vehicles, including newer technologies to ensure a modern, fit for purpose fleet. Target Cumulative Status 1.0 Satisfaction 1.1 Customer Satisfaction 85% 96% ✓ On Track 2.0 Quality 2.1 Zero Defects 90% 100% ✓ On Track 3.0 Timescales 3.1 Units 80% 100% ✓ On Track 4.0 Programme 4.1 Programme Updates 90% 100% ✓ On Track 5.0 Health & Safety 5.1 RIDDOR Notifications 100% 100% ✓ On Track 5.2 Risk Management 100% 100% ✓ On Track