ILE Renfrewshire Council Strategic Property Review
Renfrewshire Council · 22 January 2025
Back to Infrastructure, Land and Environment Policy Board — 22 January 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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To: Infrastructure, Land and Environment Policy Board On: 22 January 2025 Report by: Director of Environment, Housing & Infrastructure Heading: Renfrewshire Council – On-going Strategic Property Review 1. Summary 1.1 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. 1.2 A paper to the Infrastructure Land and Environment (ILE) Board in May 2023 set out the key principles which underpin the review and the approach that would be taken. The principles and approach, outlined below, were agreed by the Board and the paper supported. 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.
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• Exit where possible from external leases. • Council partners pay their fair share of property costs. 1.3 This paper notes the progress of the review to date, describing the processes employed to assess and consider our properties and the services provided from them. For example, the paper highlights progress on exiting from external leases and the disposal of surplus properties through sale or Community Asset Transfer (CAT). 1.4 As part of the next steps, consideration and discussion will be required to understand which buildings remain core to Renfrewshire Council (and must be retained) and which buildings may require further discussion around consolidation, CAT etc. These discussions will take place with relevant stakeholders over the next six months. 1.5 To ensure a coordinated approach, an Asset Management Oversight Group has been established to strategically oversee the whole portfolio across all current reviews detailed in this paper, and to ensure alignment for proposed changes/investment etc in the portfolio. ___________________________________________________________________ 2. Recommendations It is recommended that the Infrastructure, Land and Environment Policy Board: 2.1 Note the updates detailed within this report. ___________________________________________________________________ 3. Background 3.1 The SPR began with an exercise to assess the existing portfolio of buildings owned or leased by Council. The portfolio includes properties currently in use, other properties that may be unused and surplus properties. This consists of two strands: • Community and Operational assets • Commercial assets 3.2 The Commercial portfolio of assets consists of around 60 Industrial Units and 175 Retail Units. Commercial buildings are being reviewed separately and an update to this board will be undertaken in due course. 3.3 The scope of the SPR reviewed Community and Operational assets, which currently consists of 232 buildings, including schools, civic buildings such as Town Halls, operational buildings used to support services (including Housing, OneRen & HSCP), staff facilities, Waste, Leisure, Cultural and Community Facilities. 3.4 The review initially analysed the relevance and purpose of properties based on current corporate and operational knowledge including service and community use of the properties.
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3.5 The portfolio was further examined 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. 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% 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% _________________________________________________________________________ 4. Approach 4.1 The SPR has made good progress since the previous update to board. A locality- based review of buildings and service provision across the towns and villages of Renfrewshire was undertaken, with multi-service workshops assessing the capacity and demand in our buildings and the extent to which they complement other local facilities and services. 4.2 Discussion focused on how to ensure maximum use is made of Council buildings to deliver services and offer the facilities communities need, for example, through future co-location of services. Each theme has an associated strategy which sets out potential options. 4.3 We will now be required to understand which buildings remain core to Renfrewshire Council (and must be retained) and which buildings may require further discussion around consolidation, CAT etc.
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Asset Management Oversight Group 4.4 In June 2024, the Corporate Management Team (CMT) discussed and approved the establishment of an officer Asset Management Oversight Group to ensure that activity related to the Council’s property estate is strategically coordinated and that there is oversight of key decisions and activities. In turn, this should help to avoid duplication of effort and silo working. 4.5 The Oversight Groups scope will include the following interconnected and related programmes of work: • Strategic Property Review • Learning Estate Strategy • Commercial Property Review • OneRen Review • Any other related asset management activity (e.g. lifecycle maintenance / capital work) • Community Asset Transfers • Ways of Working 4.6 It is recognised that each of the above programmes of work will have their own governance in place and this will continue with regards to decision making and reporting. However, the senior level will be established to provide strategic oversight and coordination of all programmes. 4.7 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. 4.8 With regards to reporting, the board will provide a strategic report and update the Corporate Management Team (CMT) on a quarterly basis, unless there are any exceptions. The board will report regularly to relevant policy boards. ___________________________________________________________________ 5. External leases 5.1 External leases made up of a variety of properties which are leased on behalf of different services. Currently, Renfrewshire Council leases-in 19 buildings (or spaces within buildings), for a variety of purposes, including sub-letting to other organisations.
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5.2 The strategy for external leases is to identify those from which Council can exit with a presumption in favour of relocating services to Council-owned properties where appropriate, either singly or co-located with other services. 5.3 Over the last 2 years, Council has exited 4 external leases, generating savings on lease, utilities and facilities management costs of £518k: • Office, 5 High Street, Paisley • 9B Gilmour Street, Paisley • Abbey House, Paisley • Shop, 7A Moss Street, Paisley 5.4 Work will continue to exit from external lease arrangements where opportunities arise, wherever possible consolidating services and operational functions in existing Council-owned buildings. 5.5 This approach acknowledges the likelihood that requirements for some external lease arrangements will remain, such as at Glasgow Airport Public Health Team office. _________________________________________________________________________ 6. Themes 6.1 This section examines the key property themes identified through the SPR, highlighting some of the findings that will help inform ideas and proposals on the future shape and makeup of the property portfolio. Community Facilities 6.2 The review examined demand and capacity, building condition and future investment requirements for 15 community facilities. 6.3 As well as Community Halls, schools and Town Halls are bookable as community facilities and since 2019, 77% of community lets take place within schools. Analysis of booking data indicates that demand has fallen significantly in recent years in Community Halls with some facilities used infrequently by the community and lets down 40% since 2019 whilst other community facilities has increased. Lets in Community Halls, have an average of 380 weekly booking hours, compared to 1,267 weekly booking hours in other community facilities. 6.4 One third of bookings (107 hours) at community facilities occur during the day pre- 3pm (when schools become available for lets), an average of 10 hours per week for each facility, however, many are less than this average. 6.5 Post 3pm and evening bookings account for 273 hours per week, an average of 24 hours per week for each facility.
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6.6 The proximity of most community halls to local schools suggests a degree of duplication of the facilities on offer for community lets. In some localities, local schools offer more up-to-date facilities in a modern environment compared to the local community hall. 6.7 Some community facilities mainly provide a large hall space, which may no longer meet the needs of users. 6.8 Condition surveys have been undertaken for some of the community halls, indicating the level of investment required to bring the buildings up to standard. For halls currently surveyed, the work required for lifecycle investment is over £3m over the next 5 years. An on-going commission of condition surveys will continue over 2025 to understand the condition of community buildings in the portfolio. Self-Managed Community Facilities 6.9 The review examined the demand, condition and future investment requirements of the 10 self-managed community facilities leased to community groups by Council and administered by OneRen since 2015. 6.10 Typically, self-managed community facilities were leased in the late 1990s and early 2000s, on the basis of Community Contracts between Renfrewshire Council and named community groups. The agreements pre-dated the CAT process and set out responsibilities for both Council and the Committee respectively. 6.11 In 2015, general responsibility for the administration of community facilities transferred to OneRen, however costs were shared between both bodies. 6.12 Under the terms of the community contracts, Renfrewshire Council pays for caretaking at most facilities as well as compliance, repairs and maintenance to the fabric of the buildings (generally on a ‘wind and watertight’ basis). OneRen meets utility costs for the building, gas, electricity and water. The management committee is responsible for insurance and internal fixtures and fittings. 6.13 Any income generated from community lets remains with the community group. 6.14 Liaison between community groups and the Council has reduced since the transfer for administrative responsibility to OneRen in 2015. 6.15 Similarly, adherence to the terms of the contracts has lessened, with Council often carrying out building works and maintenance that falls outside the original scope, in response to requests from community groups and Elected Members which puts a further strain on constricted budgets. 6.16 As part of the SPR, officers engaged with the management committees responsible for the running of the self-managed facilities, to explore demand, the amenities on offer and how services are delivered. Building condition and future investment requirements were also considered.
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6.17 Engagement indicated that demand is low at the majority of self-managed facilities, whilst some are well-used and consequently, well-funded through community lets. 6.18 Building condition surveys undertaken at 5 of the facilities, ranked 4 as ‘poor’ and requiring considerable investment in the next 1-5 years to bring them to an acceptable condition. 6.19 Engagement with the committee at Old Farmhouse community centre identified that the facility was primarily used to support a local nursery, with minimal other community lets. ILE Board has since approved the sale of the building to the owners of the nursery who will continue community use of the building. 6.20 Engagement at Beechwood Community Centre has seen Officers work with the committee to discuss the challenges they face and to assess how Officers and the Strategic Property Review process can assist them moving forward. 6.21 The community contracts require review and update to ensure clarity around responsibilities and expectation of what the organising committees must fund in future leases. This acknowledges the current legislative approach for such facilities would sit as a community asset transfer for self-managed community facilities. OneRen Cultural and Leisure 6.22 A joint review of OneRen services and operations is being undertaken by OneRen and Renfrewshire Council. This will examine service provision and consider if there are opportunities to consolidate operational spaces through co-location of services in existing locations, building upon an initial assessment carried out through the SPR. There will be a focus on the following workstreams: Culture; Community and Learning; Corporate Assets and Governance. 6.23 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 Operational 6.24 Reviewing operational properties has involved consideration of how services are best delivered in communities and which locations are central to that provision. Strategies have been developed for different types of operational building, including used and unused offices, staff welfare facilities, specialist services, and household waste recycling centres.
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6.25 Work continues to review all operational facilities across the portfolio to assess where services can exit and share other properties. Meetings have been undertaken with colleagues in Environment, Housing and Infrastructure to assess any opportunities around Operational workplaces and staff facilities e.g. Parks/Cemeteries. Residential 6.26 The review of residential properties in the portfolio acknowledges that many are used to address homelessness or are dedicated homes for children and adults. These properties will no longer be categorised as commercial and operational portfolio and managed as homes, as we do for the Council’s housing stock. Surplus 6.27 The strategy for surplus properties considers the need for plans to support the closure and/or redevelopment of buildings and associated land. 6.28 The review considered those properties already declared surplus by Council, some of which are still in use whilst leased out, or used for a new or temporary purpose, with a view to proposing or supporting a means of disposal. 6.29 Examples of this process are seen in former and current surplus properties which have been, or will soon be, removed from the Council’s property portfolio through sale or CAT. Since September 2022, Renfrewshire Council has brought in £826,786 of capital receipts from buildings detailed in the table below: Former Property Disposal Roneil House Sale Whitehaugh Barracks CAT Sale India Tyres Playing Fields CAT Lease Carsewood House site Sale Cartha Crescent Sale Kilpatrick Drive, Erskine - plot of land Sale
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6.30 The table below outlines properties across the portfolio that have either been brought forward to this board for sale/Community Asset Transfer or will be marketed in 2025. Due to on-going legal agreement and commercial sensitivities, capital receipts cannot be disclosed at this time unlike for the above properties. Current Property Proposed Disposal Kersland School Sale Agreed – Leased before final payment for sale in coming year. Old Farmhouse Community Centre Sale agreed – Legal agreement being taken forward Houston Village Hall Sale Agreed – Legals agreement being taken forward Montrose Care Home Advertised for Sale Falcon Day Centre CAT/Sale in process Robertson Centre Sale agreed – Legal agreement being undertaken Former Community Centre (Faither’s Club), Blackstoun Road CAT/Sale in process Old Paisley Grammar Sale Community Asset Transfers (CAT) 6.31 Officers working across both the Strategic Property Review 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. 6.32 Since 2019, there has been 17 CATs that have been approved/concluded and there are currently 23 applications/expressions of interest in Renfrewshire Council’s building portfolio. 6.33 The CAT process can take time, however, this is an important avenue for Renfrewshire Council to explore as part of the Strategic Property Review. Partnership Working 6.34 As the Strategic Property Review covers many different Services and areas, work has been undertaken to engage and discuss with all services. This will continue in 2025. 6.35 However, one of the key discussions is with colleagues in Planning and the new Local Development Plan (LDP3) currently being considered with an evidence report being prepared. Discussions have been undertaken, and will continue to ensure that decisions and impacts are known and considered strategically to prevent unintended issues e.g. from consolidating properties. ___________________________________________________________________
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7. Next Steps 7.1 Following this initial assessment, the review to date has shown that there are a significant number of Council properties that are under-utilised. There are a large number of community facilities, including schools and in particular ‘large hall’ facilities, which appear to have a ‘single-use’ function. 7.2 The SPR will begin to examine future options and opportunities to take forward the principles of the strategic property review, reducing the Council’s portfolio whilst providing facilities that support service and community needs. 7.3 Work will be required on community engagement with regards to the requirements and the need for services and the role buildings will play within the communities. This is a key strand for the Strategic Property Review that will be developed and taken forward. 7.4 Updates will continue to be provided to the Infrastructure, Land and Environment Policy Board in due course. These updates will be cognisant and align with other Reviews/Strategies that are currently on-going e.g. Learning Estate Strategy being reported to the Education and Children’s Services Policy Board. __________________________________________________________________ Implications of the Report 1. Financial – As part of financial sustainability, Renfrewshire Council requires to review the property portfolio to maximise efficiencies and reduce costs. There may be some land or properties sold which may raise a capital receipt that will come into the Renfrewshire Council General Fund. 2. HR & Organisational Development – Any staffing changes referenced in this report will be progressed through the Council’s HR policies and will include discussion with Managers, staff and Trade Unions as appropriate. 3. Community/Council Planning – the report details a range of activities which reflect local community and council planning themes. 4. Legal – Where required, discussion will be taken with Legal Services in regards to land and property. 5. Property/Assets – Everything detailed within this paper relates to Renfrewshire Council property and assets, including the future requirements for the Council portfolio. 6. Information Technology – Colleagues from ICT will be kept abreast of any changes to property to allow changes and feed into wider strategies e.g. Wi-Fi.
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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. However, as decisions are made throughout the Strategic Property review, an EqIA will be done throughout to have due regard to the protected characteristics. It should be noted that any rationalisation of a property will have an EqHRIA undertaken as part of the process. 8. Health & Safety – Colleagues from Health and Safety are part of groups to ensure all legislation and guidance is being followed. 9. Procurement – Work is currently on-going to undertake condition surveys for Community Buildings. Colleagues in Procurement are assisting with appropriate tender specifications/Scotland Excel Frameworks. 10. Risk – There is a risk to Renfrewshire Council that work cannot be undertaken in buildings and they fall into a state of disrepair. By rationalising the property portfolio, Renfrewshire Council can re-focus their lifecycle fund and Public Building repairs and maintenance funds to ensure other buildings are maintained to an appropriate standard. 11. Privacy Impact – None 12. Climate Change – By reducing the Council’s building portfolio, it will lead to a reduction in usage and in turn carbon emissions to assist Renfrewshire in striving to meet the Net Zero Targets. 13. Children’s Rights – Whilst this paper doesn’t directly impact on Children’s Rights, it will ensure, through appropriate buildings, that the Council’s property portfolio complies with Article 28 (Access to Education). 14. COSLA Policy Position – None List of Background Papers - None Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: gordon.mcneil@renfrewshire.gov.uk