Agenda Document Pack - Community Asset Transfer Sub-committee - 21/01/2026
Renfrewshire Council · 21 January 2026
Back to Community Asset Transfer Sub-committee — 21 January 2026 and its agenda
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14/01/2026 Notice of Meeting and Agenda Community Asset Transfer Sub-committee Date Time Venue Wednesday, 21 January 2026 13:00 Microsoft Teams Meeting, Membership Councillor Michelle Campbell (Convener): Councillor Jacqueline Cameron: Councillor Carolann Davidson: Councillor Audrey Doig: Councillor Chris Gilmour: Further Information - online meetings only This meeting is on-line only but is a meeting which is open to members of the public by prior arrangement. 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 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 MARK CONAGHAN Head of Corporate Governance Page 1 of 28
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14/01/2026 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 Continuation: CAT Request – Former St Ninian’s Church Hall Report by the Chief Executive. 3 - 28 Page 2 of 28
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2 PUBLIC ___________________________________________________________________ To: Infrastructure, Land & Environment Policy Board Community Asset Transfer Subcommittee On: 21st January 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Continuation: CAT Request – Former St Ninian’s Church Hall ___________________________________________________________________ 1. Summary 1.1. This paper is presented as a follow up to the CAT Subcommittee meeting of 5th November 2025 and responds to the request for additional information to support the asset transfer request for the long-term lease of the former St. Ninian’s Church Hall. ___________________________________________________________________ 2. Recommendations 2.1 It is recommended that the CAT Subcommittee:- (i) Consider the additional information provided; (ii) Agree to the 30-year lease of the asset to Ferguslie Community Development Trust at the discounted price of £1 per annum; and (iii) Authorise the Head of Economy and Development and the Head of Corporate Governance to conclude the lease of the asset in accordance with the Act and on such terms as required to protect the Council’s interest. ___________________________________________________________________ 3. Background 3.1. Part 5 of the Community Empowerment (Scotland) Act 2015 (the Act) provides the right for eligible community bodies to request outright ownership, short or long term lease or other rights over any land or property owned or leased by the Council. Item 1 Page 3 of 28
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3 PUBLIC 3.2. The Council acknowledged an asset transfer request under the Act on 15 July 2025. The request, from Ferguslie Community Development Trust (FCDT), is for a 30-year lease of the asset at £1.00 per annum. FCDT is a recognised Community Transfer Body under the Act and eligible to make an asset transfer request. 3.3. The request was assessed by the CAT Panel on 14 October and recommended for approval to the CAT Subcommittee. 3.4. Following discussion at its meeting on 5 November 2025, the Subcommittee continued the request for additional information. ___________________________________________________________________ 4. Additional Information 4.1. The subcommittee requested additional information in relation to: • Duplication and Collaboration – concern regarding the proximity of St Ninian’s to other community spaces, duplication of activity, pricing and how collaboration would work in practice; • Business Plan – clarification of the activities to be delivered in line with the phased development of the asset and tangibility; • Funding – more precise information on amounts to be sought from funders, contingency and how targets are considered achievable; • Costs and Projections – clarity regarding inflation in expenditure projections, rising construction costs and contingency; and • Negative Consequences – clarity regarding potential impact on close neighbours and local businesses i.e. parking, noise disturbance, displacement and mitigation. 4.2. FCDT have provided a comprehensive response to each of the areas above which is appended to this report in full along with letters of support from Japan Karate Academy, Pachedu, The Sculpture House and Engage Renfrewshire. 4.3. In summary, the response includes: • Duplication and Collaboration – an initial meeting has taken place with the facility managers of all community spaces within Ferguslie (including the Tannahill Centre) which identified merit in forming a Ferguslie Park Community Facilities Forum to share information and support for common issues as well as a mechanism for scheduling events and facilitating joint planning of activities; Terms of Reference are currently being developed to reflect best practice in other local authority areas. • Business Plan – details of a phased, flexible development approach focused on early occupation of the building, immediate income generation and gradual refurbishment aligned with activity growth to ensure the proposal is realistic, financially grounded, and deliverable. Page 4 of 28
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4 PUBLIC • Funding – strategy provides a list of funders whose priorities, timescales, and eligibility criteria align with the phased development of St Ninian’s Hall and is intentionally flexible to allow critical works and core activities to begin immediately while managing risk and ensuring contingency if funding is delayed or unsuccessful; details of all funding applied for and planned; • Costs and Projections – Operating expenditure is based on the Hall being open 24 days per month and reflects increases to utility costs, 5% inflation per annum, costs of sales and 80% charitable rates relief; refurbishment costs are based on quantity surveyor figures (Langmuir & Hay) and include, 10% contingency and 3% inflation; a phased refurbishment plan ensures spending matches available funding at each stage. A £98k funding application to the Sustainable Communities Fund for Phase 1 (M&E, fire/security systems, toilets and meeting room refurbishment) has been recommended for approval subject to the CAT request being confirmed and the provision of full quotations. • Negative Consequences – FCDT has developed clear policies to manage parking, noise, and responsible use of the Hall, including directing users to local and overflow parking, monitoring pavement parking, and providing clear guidance in booking forms and on the Trust’s website. Neighbours will receive pre-opening communications and ongoing updates through newsletters, social media, events, and AGMs. 4.4. The full additional information provided is attached to this report. ___________________________________________________________________ 5. Conclusion 5.1. Additional information and clarification has been provided by the community transfer body as requested. 5.2. An extension for the period allowed to provide a decision notice under the Act, 6-months from the date of acknowledgement, has been requested and granted by FCDT. 5.3. Under Section 82(2) of the Act, a decision is required to agree or refuse the request. Section 82(5) requires relevant authorities to agree the request unless there are reasonable grounds for refusal. 5.4. The Act does not specify any specific grounds for refusal of an asset transfer request, instead, Section 82(3) of the Act requires a relevant authority to consider • 82(3)(a) the reasons for the request; • 82(3)(b) any other information provided in support of the request; • 82(3)(c) whether agreeing to the request would be likely to promote or improve: o (i) economic development. Page 5 of 28
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5 PUBLIC o (ii) regeneration, o (iii) public health, o (iv) social wellbeing, or o (v) environmental wellbeing, • 82(3)(d) whether agreeing to the request would be likely to reduce inequalities of outcome which result from socio-economic disadvantage; • 82(3)(e) any other benefits that might arise if the request were agreed to; • 82(3)(f) any benefits that might arise if the authority were to agree to or otherwise adopt an alternative proposal in respect of the land to which the request relates; • 82(3)(g) how such benefits would compare to any benefits such as are mentioned in paragraphs (c) and (e); • 82(3)(h) how any benefits such as are mentioned in paragraph (f) relate to other matters the authority considers relevant (including, in particular, the functions and purposes of the authority); • 82(3)(i) any obligations imposed on the authority, by or under any enactment or otherwise, that may prevent, restrict or otherwise affect its ability to agree to the request; and • 82(3)(j) such other matters (whether or not included in or arising out of the request) as the authority considers relevant. 5.5. In the case of the asset transfer request for the former St Ninian’s Church Hall, the asset is vacant with no intended use and no alternative proposals. 5.6. Section 82 of the Act is provided in full as Appendix 1. ___________________________________________________________________ Implications of the Report 1. Financial – Leasing of a vacant and unused building to community control at the discounted rate of £1.00 per annum. 2. HR & Organisational Development – None. 3. Community Planning Our Renfrewshire is well – the CAT supports the wellness and resilience of our citizens 4. Legal (a) The CAT request and CTB comply with the requirements of Part 5 of The Community Empowerment (Scotland) Act 2015. (b) A formal offer from the CTB must be received within 6 months of decision to approve. Page 6 of 28
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6 PUBLIC (c) Lease must be concluded within 6 months of a formal offer being submitted by the CTB. 5. Property/Assets – Cat request seeks approval to lease the asset reference 123087646 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. 8. Health & Safety – None. 9. Procurement – Not applicable. 10. Risk – None. 11. Privacy Impact – Not applicable. 12. Climate Risk – Not applicable. 13. Children’s Rights – Not applicable. 14. Cosla Policy Position – Not applicable ________________________________________________________ List of Background Papers (a) Community Asset Transfer Request – Former St Ninian’s Church Hall, CAT Subcommittee 5 November 2025 CAT Request – Former St Ninian’s Church Hall _________________________________________________________________ Author: Sandra Inrig – 0141 487 1447 or 07974 071238. sandra.inrig@renfrewshire.gov.uk Page 7 of 28
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7 PUBLIC Appendix 1 Community Empowerment (Scotland) Act 2015 Section 82 Asset Transfer Requests: Decisions 82 Asset transfer requests: decisions (1) This section applies where an asset transfer request is made by a Community transfer body to a relevant authority. (2) The authority must decide whether to agree to or refuse the request. (3) In reaching its decision, the authority must take into consideration the following matters— (a) the reasons for the request, (b) any other information provided in support of the request (whether such other information is contained in the request or otherwise provided), (c) whether agreeing to the request would be likely to promote or improve— (i) economic development, (ii) regeneration, (iii) public health, (iv) social wellbeing, or (v) environmental wellbeing, (d) whether agreeing to the request would be likely to reduce inequalities of outcome which result from socio-economic disadvantage, (e) any other benefits that might arise if the request were agreed to, (f) any benefits that might arise if the authority were to agree to or otherwise adopt an alternative proposal in respect of the land to which the request relates, (g) how such benefits would compare to any benefits such as are mentioned in paragraphs (c) and (e), (h) how any benefits such as are mentioned in paragraph (f) relate to other matters the authority considers relevant (including, in particular, the functions and purposes of the authority), (i) any obligations imposed on the authority, by or under any enactment or otherwise, that may prevent, restrict or otherwise affect its ability to agree to the request, and Page 8 of 28
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8 PUBLIC (j) such other matters (whether or not included in or arising out of the request) as the authority considers relevant. (4) The authority must exercise the function under subsection (2) in a manner which encourages equal opportunities and in particular the observance of the equal opportunity requirements. (5) The authority must agree to the request unless there are reasonable grounds for refusing it. (6) In subsection (3)(f), an “alternative proposal” includes— (a) another asset transfer request, (b) a proposal made by the authority or any other person. (7) The authority must, within the period mentioned in subsection (8), give notice (in this Part, a “decision notice”) to the community transfer body of— (a) its decision to agree to or refuse the request, and (b) the reasons for its decision. (8) The period is— (a) a period prescribed in regulations made by the Scottish Ministers, or (b) such longer period as may be agreed between the authority and the community transfer body. (9) The Scottish Ministers may by regulations make provision about— (a) the information (in addition to that required under this Part) that a decision notice is to contain, and (b) the manner in which a decision notice is to be given. Page 9 of 28
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1 | P a g e OFFICIAL Ferguslie Community Development Trust (SC050697) Asset Transfer Request for St Ninian’s Church Hall, Blackstoun Road, Paisley PA3 1NR Additional Information to Renfrewshire Council CAT Subcommittee, 21 January 2026 Background & Introduction The former St Ninian’s Church Hall in the centre of Ferguslie Park has been unoccupied since vacated by the Church of Scotland in 2017. Used briefly by the Council as a storage facility during the Covid Pandemic, the building has lain empty since 2021/22. The asset was identified in the ‘Making of Ferguslie Park’ place- shaping strategy as suitable for asset transfer to meet the demand for additional community space’. To help preserve the asset and secure its structural integrity, the Council invested approximately £150,000 to make the building wind and watertight while future proposals were developed. Ferguslie Community Development Trust (FCDT), a registered SCIO and community -controlled organisation, was established as a vehicle to help secure, develop and manage the asset for community use. An Expression of Interest for asset transfer was submitted in 2022. Since then, FCDT have consulted widely within the community and with local stakeholders to clarify demand and the types of activity that the community wanted from an additional community space. Our asset transfer request is the conclusion of that work and is designed to complement existing facilities, including the Tannahill Centre, to increase the availability of community space for the people of Ferguslie Park. Our asset transfer request was considered by the CAT Subcommittee on 5th November 2025 and was ‘continued’ for additional information. The following section responds directly to the questions raised by the Subcommittee. The Subcommittee are asked to consider this as clarification of the points raised and in addition to our submitted CAT request and Business Plan. Page 10 of 28
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2 | P a g e OFFICIAL Additional Information The subcommittee requested clarification and additional information in relation to: • Duplication of services and collaboration with other community space providers; • Clarification of activities. phasing and tangibility of the business plan; • Clarification of funding, phasing, contingency and how targets are considered achievable; • Clarification of costs and projections particularly in relation to inflation, rising building costs and contingency; and • Identification and mitigation for any negative consequences, including, parking, neighbour disturbance and displacement. The table below addresses each of the points above and provides clarification and additional information to the CAT request and Business Plan. Duplication of services and collaboration with other community space providers. Detail how collaboration and complementarity will work in practice within the business plan; activities to be provided and duplication with other community spaces; pricing policy; and evidence of dialogue/agreement with other community space providers. Ferguslie Community Development Trust (FCDT) acknowledge the existence of other community spaces within Ferguslie Park and the proximity of St Ninian’s particularly to the Tannahill Centre located directly opposite. The CAT request follows on from the Making of Ferguslie Place Plan and the identification of the asset for community use. Our business plan, which is based on consultation with the local community, is designed to build on and provide a venue to increase existing activity to meet the demand for space and activities. The asset transfer of St Ninian’s to community control completes the creation of a central hub and focus for community activity in Ferguslie Park with the Tannahill Centre at the centre, St Ninian’s to the south. Sculpture House to the east and Pachedu Multi-cultural Hub and Engage Renfrewshire to the north and northwest. People from Ferguslie Park will be able to access and participate in a range of different community activities all within a short walking distance. What activities will we provide and how will this differ from the Tannahill Centre and other community spaces? The proposal for St Ninian’s Hall will focus on uses that are not currently well accommodated within the community because of the size, type and purpose of Page 11 of 28
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3 | P a g e OFFICIAL community spaces currently available and programming constraints within venues. For example, our community consultation identified need in the local area for less ‘soul-less’ spaces for accommodating cultural events / performances and social functions such a birthday parties or funeral teas. Need was also identified for affordable soft play provision. Space within St Ninian’s is suitable to accommodate this need. Providing suitable space for ‘Japan Karate Academy’ to develop grow as a sports club is another example of this approach. The Academy will operate during defined evening and weekend hours and requires a large, open hall with appropriate ceiling height. Japan Karate Academy has viewed the Hall and believes the space is best suited for their purposes. The Academy will act as an ‘anchor tenant’, providing a degree of income certainty to support the sustainable operation of the building. FCDT acknowledges that some overlap in activity types may occur across facilities; however, findings from our community consultation and market research indicates strong demand locally for St Ninian’s to be used as a space for cultural events, health and wellbeing activities and affordable soft play provision. There is also high demand for different types and sizes of space. Findings from our interviews with stakeholder organisations highlighted space limitations are restricting opportunities to increase provision / meet new areas of need (e.g. activities which engage with young people). Developing St Ninians Hall will therefore accommodate new provision to address health inequalities, social isolation and support wider participation thereby ensuring provision is retained in Ferguslie and not displaced. The common view among stakeholders was that additional space would be welcomed and 75% of respondents to our community consultation indicated they would use St Ninian’s Hall. References to a ‘café’ and ‘lunch club’ within the Business Plan and CAT Request Form were illustrative and based on consultation feedback and benchmarking of comparable community facilities. ‘Café’ describes an informal kitchen/café space (shown on the floorplan prepared by Framed Estates) which is necessary to support functions in the main hall / meeting rooms. References to a ‘lunch club’ refer to findings from community consultation exercises undertaken since 2019 which were presented as evidence of potential uses for St Ninian’s Hall. These references were not intended as firm proposals. FCDT therefore confirms there are no current plans to operate a café or lunch club at St Ninian’s, and that such activities will continue to be delivered through existing local facilities where appropriate. How will we manage the potential for duplication and facilitate collaboration? With support from business planning consultants Community Enterprise, FCDT has undertaken a feasibility study including a competitive analysis of existing community facilities and the services, alongside community consultation and stakeholder Page 12 of 28
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4 | P a g e OFFICIAL discussions, to ensure that proposals for St Ninian’s respond to identified gaps in provision. To support ongoing coordination/collaboration, FCDT has drawn on information and advice from Community Ownership Support Service (COSS) on emerging practice within local authority areas Falkirk and West Lothian. In response to the high number of successful CAT transfers in these areas, community venues have established local facilities forums to support dialogue and joint working between community assets within their geographic area. In December FCDT invited facilities managers from The Tannahill Centre, Paisley Community Circus and The Sculpture House to discuss and gauge interest in a Community Facilities Forum for Ferguslie Park. Representatives from Pachedu Multi Cultural Hub were also invited but were unable to attend. In attendance during these discussions were representatives from Engage Renfrewshire, Invest in Renfrewshire Communities Team and Community Ownership Support Service (COSS). It is clear from these discussions that informal networks currently exist between community facilities in Ferguslie Park and examples of how venues / staff currently work together on a day-to-day basis were shared. All those involved in these discussions saw the merit of a local facilities forum for addressing common issues e.g. rising energy costs / use of green energy technologies. Others saw scope for the forum as a mechanism for scheduling events and facilitating joint planning of activities. To facilitate further discussion, COSS has shared the Terms of Reference for the West Lothian facilities forum which through ‘a shared learning approach’ aims to maximise resources and skills within the group and from time to time form short- term working groups around targeted issues. Moving forward the Trust will seek consensus with the local organisations mentioned above to establish a facilities forum for Ferguslie Park. In the interim, FCDT will keep all stakeholders informed and updated about the development of St Ninian’s Hall through marketing and comms activities. Stakeholders will also be invited to attend FCDT’s AGM and stakeholder events. Once operational, FCDT Board and staff will support cross referrals on a day-to-day basis. How we will ensure fairness in pricing and avoid creating competition Our pricing structure for hall and meeting room lets reflects our funding rationale which aims to maintain affordability while ensuring the sustainable operation of the building. This is in line with our charitable objectives. To ensure fairness in pricing, our pricing structure is benchmarked with other accommodation offering similar size and space to that of St Ninian’s Hall. Our benchmarking is based on findings from our feasibility study which noted variations in pricing between facilities were Page 13 of 28
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5 | P a g e OFFICIAL reflective of differences between venues in terms of space size, configuration, suitability, and operating costs. As a former church hall, St Ninian’s is comparatively smaller per sqm in comparison to the Tannahill Centre with a different internal configuration which lends itself to smaller scale events and social functions. Our pricing strategy also reflects financial assumptions regarding estimated operating costs for the Hall whilst also generating modest reserves over 5-year period. Findings from our community consultation have also informed our pricing structure as ‘affordability’ was identified as the primary driver for community use of the Hall. Moving forward, the Trust will regularly review and benchmark the Hall’s pricing structure to ensure prices remain commensurate, affordable and cover operating costs. Business Plan – clarity on activities, tangibility and phasing The business plan is very wide ranging. Provide information on the priority of different activities, how these have been identified and when and how these will be introduced within the context of the phasing of works to refurbish the asset as well as how this is reflected in the cashflow projections; provided information on key success indicators and how these will be monitored. During our community consultation we sought community views on the potential uses of St Ninian’s Hall. These responses identified a diversity of need within the local area. The intention is to develop St Ninian’s Hall whilst remaining responsive to changing needs. To achieve this, we have deliberately phased our approach, with a clear focus on early occupation, income generation, and progressive development of the Hall aligned to a schedule of refurbishment works. This ensures that our proposal is tangible, financially grounded, and capable of being delivered in a controlled and sustainable manner. What will be our core activities and priorities in year 1? Our priority in Year 1 will be to focus on uses that can operate safely within the building in its initial condition and respond to demand identified through our community consultation and stakeholder interviews. Core activities include securing hall bookings to achieve occupancy rates between 10% - 20%, delivering 6no. soft play sessions per week, and securing a long-term let from Japan Karate Academy. This long-term let will provide predictable usage and income. These activities can be accommodated within the existing layout of the Hall and can be delivered as meantime use while Phase 1 refurbishment works to the Hall (i.e. updating toilets and meeting rooms) are progressed. This approach ensures that the building is operational soon after transfer and that revenue generation begins immediately. Page 14 of 28
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6 | P a g e OFFICIAL How will activity change with the refurbishment of the asset? As refurbishment is phased so the number and type of uses will expand. Phase 1 refurbishment works will ensure the building has appropriate electrical, security, fire alarm, IT and comms services. Refurbishment of the Hall toilets and meeting space will ensure internal facilities are fit for purpose. Later phases of refurbishment will improve the building’s heating system, improve accessibility, and allow for greater use / flexibility of the internal space for larger functions such as weddings and corporate events (e.g. conferences). The phasing of activity is directly aligned with the proposed programme of works. Income and expenditure projections reflect activity once the Hall is operational and reflect a financial trajectory over 5-year trading period. Early-stage income assumptions are based on conservative estimates of Hall and meeting room lets and a long term let with Japan Karate Academy. For example, income from lets is based on achieving modest occupancy rates of 10-20% during the first 12 months of operation. As refurbishment progresses, income projections increase incrementally in line with the availability of improved space and expanded activity. This is reflected in our cashflow which shows how Hall usage (on a month-by-month basis) will increase over time. By Year 3, our cashflow projects occupancy rates between 20-25%. Corresponding costs and funding requirements are phased to reflect this approach, demonstrating a clear relationship between development stages, activity levels, and cashflow. Cash flow projections do not include expenditure associated with pre-start activities i.e. legal fees and associated development costs. These items are costed separately and subject to change as funding is secured. The Trust has submitted grant applications to Renfrewshire Council’s Sustainable Communities Fund to cover Phase 1 refurbishment costs and has been shortlisted for the DTAS Strengthening Communities Fund (decision due February 2026). Our proposal is underpinned by evidence from consultation, benchmarking against comparable community facilities, and realistic assumptions about demand and delivery. The Trust acknowledges the inherent risks associated with development and operation and has therefore adopted a flexible approach, allowing activities to be adapted, scaled, or replaced if they do not perform as anticipated. Contingency is built into both the project plan and financial projections, with the emphasis placed on the viability and deliverability of proposals rather than on aspirational or untested uses. What are our success factors and how will these be monitored? Success will be measured through a set of clear and proportionate indicators. These include number of events, levels of building utilisation, number and diversity of user groups, income generated against projections, and the ability to cover operating Page 15 of 28
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7 | P a g e OFFICIAL costs. Key performance indicators for each income stream are included in our cashflow projections. Additional measures will include user feedback/evaluations and evidence of increased local participation (i.e. volunteering). Our performance indicators will be monitored regularly by the FCDT Board through management reporting and reviewed annually to inform future planning. Funding – clarification of funding, phasing, contingency and how targets are considered achievable The business plan contains a list of funders but no rationale to how those funders have been identified or why they have been targeted. Confirm details of the funding strategy linked to the phasing of development and identify the amount of funding being sought from each funder and the rationale for this; detail where applications have been made or the timeframe for these; confirm why it is believed that the funding targets are achievable, how will they be achieved and what is the contingency should the funding not be realised. The Subcommittee has requested clarity regarding our funding strategy. Our business plan presented a list of potential funders which offered best fit with our development aims for St Ninian’s Hall. These funders were identified as being relevant to our proposed activities with grant application timescales in line with the phasing of our proposed activities. Our funding strategy reflects the needs of our proposal which includes capital and revenue grants to support building refurbishment, staffing, and community activity requirements. Our funding strategy is designed to be flexible and responsive to opportunities as they arise. This approach ensures that critical works and core activities can commence from day one, while minimising risk and providing contingency should any funding source be delayed or unavailable. Funding Strategy FCDT has identified funders through a combination of sector knowledge, funding advice from DTAS (Development Trusts Association Scotland), COSS and Renfrewshire Council’s Funding & Development Officer, and a review of eligibility criteria and funding priorities that align with the scale, purpose, and phasing of St Ninian’s development. Within our business plan we have indicated the maximum level of grant available from each funder. Each funder has been targeted because A) Their funding priorities match either capital refurbishment, staffing, or programme delivery, B) The amount sought reflects realistic costings for specific elements of the project; and C) Application deadlines and decision times fit with the project phasing and cashflow requirements. Page 16 of 28
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8 | P a g e OFFICIAL Funding has been allocated against three stages: Initiation & Feasibility, Staffing & Community Activities, Pre-start & Phased Construction. These stages are outlined below: Initiation & Feasibility: Our funding requirements during this stage related to design development, feasibility studies and business planning and we secured funding totalling £31,064 to complete these activities. Funding included: Ryder Architecture Ltd (in-kind / £4,500), Sustainable Communities Fund (£24,564), Keily Brothers (£1,000), WGM Engineering (£1,000). Staffing & Community Activities: Funding identified for this stage relates to core staff (Development Manager, Caretaker), programme delivery, anchor activities. The Trust has applied to the Strengthening Communities Fund (DTAS) for £123,081.91 to cover HR costs and 3-year salary costs for a Development Manager. The content and value of our grant request was informed by telephone discussions and online meetings with advisors from DTAS and COSS prior to submission. The Trust has now received confirmation that our grant application has been shortlisted for funding, with a decision expected by February 2026. If unsuccessful, an application will be submitted to The National Lottery Community Fund’s (TNLCF) Community Action Fund to cover 2-year salary costs (£82,097.40). This approach has been informed by a funding webinar with National Lottery Community Fund on 02 December 2025. The timescale for funding decisions through TNLCF is approximately 12-weeks. Other funding secured includes £8,000 which will contribute towards equipment for use by Japan Karate Academy and £6,030 from the Renfrewshire Community Mental Health & Wellbeing Fund to cover the delivery health and wellbeing peer support events and information sessions commencing January 2026. Pre-Start & Phased Construction / Capital: Funding identified for this stage will support compliance and refurbishment works. A funding decision from the Sustainable Communities Fund is pending. Our funding request (£98,153) will cover Mechanical & Electrical services (incl. security, fire alarm, IT & comms systems), refurbishment of toilets and meeting room space. If unsuccessful, the Trust will continue to operate the Hall and reschedule works once funding is secured. Funding sources identified in our funding strategy include: CARES Community Buildings (Local Energy Scotland) for grant awards up to £80,000 (submission deadline April 2026), FCC Scottish Action Fund (Landfill Communities) for grant awards up to 40k (submission deadline May 2026), Clothworkers Foundation for grant awards up to £150,000 (rolling submission deadline), Asda Foundation’s Local Community Spaces for grant awards up to £20,000 (annual funding rounds). Rolling or future applications (e.g., Clothworkers, Asda Foundation) are aligned to project phases, enabling flexibility and continuity. The DTAS Strengthening Communities Fund application has reached the final assessment stage, with approximately 10 of 16 shortlisted applications expected to be successful. The Trust Page 17 of 28
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9 | P a g e OFFICIAL will maintain ongoing communication with DTAS and explore alternative support if necessary. Contingency If any application is unsuccessful or delayed, fallback options are in place. These options include: A) Identifying alternative funders for each element (e.g., National Lottery as contingency for DTAS salary funding; Robertson Trust, Rayne Foundation for project-based or capital support); B) Phasing works in line with meantime use to allow the building to operate and generate income while funding is sought for subsequent phases; C) If the 3-year DTAS Strengthening Communities Fund is delayed or partially funded, the Development Manager post may be supported through multiannual funding from The National Lottery Community Fund or initial volunteer-led delivery until funding is confirmed. Core activities and income- generating functions can continue during this period. Achievability The Trust recognises the competitive funding environment but believes targets are achievable because: A) all funders have priorities aligned to the asset’s purpose (community, capital, staffing, wellbeing); B) amounts sought are based on detailed costings and evidence from comparable projects; C) multi-source, phased strategy spreads risk and ensures that critical activities and income-generation can start from day one; D) contingency options are in place to allow phased delivery and maintain viability even if some applications are delayed or partially funded. Overall, the funding strategy aligns funding to project phases and builds in flexibility to ensure delivery and sustainability. The Trust will continue to work with funding advisors from Engage Renfrewshire, Renfrewshire Council as well as area officers from national funding programmes. Costs & Financial Projections - clarification of costs and projections particularly in relation to inflation, rising building costs and contingency Financial projections appear to have flat line costs for some overheads and revenue and do not appear to take account of inflation; construction costs are rising significantly, projections to show how this has been accommodated; lack of rationale and breakdown of staffing costs and contingency if funding for same is not realised. The Trust recognises the need to manage uncertainties likely to impact on our financial projections particularly cost of inflation and rising building costs. In determining income and expenditure projections outlined in our 5-year financial forecast we have included inflation costs as an expenditure heading, identified Page 18 of 28
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10 | Pa g e OFFICIAL contingency funding where appropriate and will adopt a phased approach to complete refurbishment works to the Hall. Basis of expenditure projections Expenditure assumptions reflect realistic operating conditions and inflation. Expenditure reflects the Hall operating 24 days per month. Staffing costs have been included and relate to a full time Development Manager post (£35,250) and a part time Cleaner/Caretaker post (£14,625). These figures include employer NI and pension contributions (£5,250 and £2,125 respectively). From Year 2 onwards, staff costs reflect a 2% cost of living rise. The rising cost of utilities has been reflected in our expenditure projections and 80% charitable rates relief applied to ‘Rates’. The cost of sales for the kitchen/café space and cultural events has been calculated @ 40% and 70% respectively. 5% inflation is shown as an expenditure heading from Year 2 onwards (reflecting Year 1 as the baseline). The cost of pre-start activities i.e. legal fees / associated development costs are not reflected in the expenditure projections. These items have been costed separately as they are subject to change as grant applications are submitted and funding is secured. Pre-start costs have informed grant submissions to the Strengthening Communities Fund (DTAS) and Sustainable Communities Fund (Renfrewshire Council). Refurbishment Costs / Inflation – Costings provided by Quantity Surveyors Langmuir & Hay (as part of our Architectural Feasibility Study on St Ninian’s Hall) relate to the full programme of refurbishment works and include ‘Contingency’ costs @ 10% and ‘Inflation’ costs @ 3%. The Trust recognises the rising cost of construction. To manage this, a phased schedule of refurbishment works is planned to ensure each phase aligns with available funding. An application to cover Phase 1 refurbishment works (@ £98k) has been submitted to the Sustainable Communities Fund. The grant request reflects ‘Contingency’ and ‘Price & Design Risk’ costs (decision anticipated December 2025). Rationale and Achievability Overall, our expenditure projections demonstrate a viable and sustainable financial trajectory over a 5-year period, with meantime use, phased development, and fallback funding ensuring that St Ninian’s Hall can operate effectively while delivering core community benefits. Expenditure includes contingency for 5% inflation from Year 2 onwards. Pre-start costs (i.e. legal fees / development costs) are excluded from operating cashflow but accounted for in grant applications. Basis of revenue projections Income assumptions are conservative and evidence-based, drawing on survey data (75% support for community space) and stakeholder interviews. Projections allow Page 19 of 28
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11 | Pa g e OFFICIAL for phased expansion, reflecting demand, funding availability, and refurbishment completion. Our income projections reflect ‘meantime use’ of St Ninian’s Hall allowing for immediate use of the space based on the Hall operating 24 days per month for community / commercial lets. Projections from lets are reflective of our pricing structure which is commensurate with other venues offering a similar size and type of floorspace and accommodation. Our cashflow projections reflect occupancy rates of 10% in Year 1 rising to 20-25% by Year 3. Hall occupancy @ 10% equates to 1.5 hours per day. 20-25% equates to 2-3.75 hours per day. A long-term let to Japan Karate Academy @ £560 per month will provide regular income and the viability of this approach is evidenced by a letter of support from Japan Karate Academy. Income projections reflect community survey findings (which indicated 67% of respondents identified ‘Affordability’ as the most important factor) and allow for the generation of modest reserves over a 5-year period. Taken as a whole, our income projections whilst conservative ensure cashflow is not too ambitious. In summary, phasing of income aligns directly with the staged refurbishment and staffing plan. Staffing Staffing costs relate to a full time Development Manager post and a part time Cleaner / Caretaker post. Salary costs for the Development Manager are commensurate with salary bandings for similar posts advertised on SCVO’s recruitment website, Goodmoves.org. Costings for the Cleaner / Caretaker post are based on Renfrewshire Council Soft Facilities Operatives Post (Grade 2). Staffing costs reflected in our Cashflow Projections include Employer NI and Pension, tabled below. From Year 2 onwards, staff costs reflect a 2% cost of living rise. Core Posts Salary NI Pension FTE total Development Manager (Full-time post) £30,000 £3,750 £1,500 1.0 £35,250 Cleaner/Caretaker / Accommodation welcome person (Part-time post) £25,000 £3,000 £1,250 0.5 £14,625 Total £49,875 A request for multiannual funding totalling £123,081.91 has been submitted to the Strengthening Communities Fund (DTAS) to cover HR and 3-year salary costs for the Development Manager post (funding decision anticipated February 2026). If this funding request is unsuccessful, a multiannual grant request for 2-year salary costs (£82,097.40) will be submitted to The National Lottery Community Fund’s Page 20 of 28
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12 | Pa g e OFFICIAL Community Action Fund (decision timescale is approximately 12-weeks). In the event of a funding shortfall or funding delay, the Trust will operate the Hall with volunteer support to allow for meantime use to continue whilst funding is secured. Contingency Our delivery plans recognise the need for contingency measures particularly during the first year of operation. Our funding strategy identifies alternative funding sources for pre-start expenditure and staffing costs. If recruitment is delayed or a funding shortfall occurs the Trust will prepare to operate Hall with volunteers until staff posts are recruited / funding is secured. With regards to the phased refurbishment of the Hall the Trust will continue meantime use of the Hall until funding levels are secured. The Trust will continue to work with funding advisors from Engage Renfrewshire, Renfrewshire Council as well as area officers from national funding programmes. Alternative funding sources identified by these advisors include Social Enterprise Grant Fund, (Renfrewshire Council / up to £5,000), People’s Postcode Lottery (up to £50,000 over 3 years. Robertson Trust, Wee Grants (up to £5000, Morrisons Community Foundation (up to £10,000), Ford Britian trust (up to £3,000), Hedley Foundation (up to £5,000). Negative Consequences – Identification and mitigation for any negative consequences, including, parking, neighbour disturbance and displacement St Ninian’s shares a boundary on two sides with residential properties and shares ground with another community venue. Information to be provided on how the potential for negative consequences has been assessed and how these will be mitigated in relation to proposed opening hours. FCDT recognises the Subcommittee’s concerns regarding potential negative consequences arising from the operation of St Ninian’s Hall and has taken a proactive approach to consultation, engagement, and mitigation. Proximity to Residential Neighbours Over the period October 2024 to February 2025, a varied programme of consultation activities was carried out to engage with the local community including residential neighbours. Two open events were held, including an event at the Tannahill Centre and neighbouring residents attended these events. To raise awareness and encourage community participation in our consultation events, we promoted details of our community consultation through our Facebook social media account and dropped flyers and posters (displaying a QR code link to the online survey) in community venues including the Tannahill Centre. Electronic copies of the survey and a Mailchimp link were circulated via the Trust’s website, Facebook page and Page 21 of 28
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13 | Pa g e OFFICIAL shared via email with community groups and stakeholders. Hard copy survey forms were also made available. The open event held in the Tannahill Centre included a mounted display of our proposed floorplan for the Hall and provided a ‘walk-through’ using VR (virtual reality) headsets. Two neighbouring residents attended the open event. Following submission of our CAT Request for St Ninian’s Hall the statutory CAT consultation process was followed, with validation notices published on Renfrewshire Council’s website and outside the asset. No community representations were received. To manage potential negative impacts on neighbouring residents in relation to carparking, hall users will be directed to local car parks, with large events directed to overflow parking at Falcon Crescent. Booking forms and the Trust website will provide guidance to hall users / visitors on parking and sustainable travel options. Pavement parking will be monitored. To address issues of noise, operation of the Hall will follow Renfrewshire Council policies on noise pollution, statutory nuisance, and anti-social behaviour. Parking Paisley Community Circus and other local community facilities were consulted through stakeholder interviews. These discussions confirmed good existing relationships and resource-sharing arrangements with neighbouring facilities, including the Tannahill Centre. No issues were raised during the statutory CAT period. Informal discussions have since taken place with Paisley Community Circus, The Tannahill Centre and The Sculpture House (Pachedu Multi Cultural Hub were also invited but unable to attend). These discussions covered current approaches/practices between neighbouring community facilities with regards to collaboration and joint working. Discussions confirmed community facilities are currently sharing information and resources on a day-to-day basis and highlighted current practices re: addressing reports/concerns from neighbours (including carparking issues). It was noted that reports from neighbours were infrequent and addressed as-and-when. A joint agreement with Community Circus is planned which will cover shared use of carparking space adjacent to the Hall. Moving forward, Trust is researching current practice of other development trusts in managing / mitigating potential negative impacts and COSS has shared links to ‘exemplar’ Terms and Conditions of Use developed for Fountain Hall (Lesmahagow), Balerno Community Centre (Edinburgh) and Currie Community Centre (Lanarkshire). To manage potential negative impacts re: parking, Hall users will be directed to local car parks, with large events directed to overflow parking at Falcon Crescent. Booking forms and the Trust website will provide guidance on parking and Page 22 of 28
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14 | Pa g e OFFICIAL sustainable travel options. Pavement parking will be monitored. To address issues of noise, hall operations will follow Renfrewshire Council policies on noise pollution, statutory nuisance, and anti-social behaviour. Hall Bookings / Terms of Use: All short- and long-term hire agreements will include conditions covering terms of use. This will cover respectful use of the facility including use of the carpark, health and safety issues re: pavement parking/pedestrian access, and noise. COSS guidance has informed these Terms of Use. Ongoing Communication: Neighbours will receive pre-opening letters detailing schedules of works, contact details for reporting concerns, and invitations to soft- opening events/Open Doors Days. The Board and Development Manager will maintain dialogue through quarterly newsletters, website updates, social media, annual stakeholder events, and FCDT AGMs. Through this robust consultation and mitigation framework, FCDT ensures that potential negative consequences for residential neighbours and local businesses are managed effectively, allowing St Ninian’s Hall to operate as a complementary and positive asset for the community. Displacement To ensure the local economy is not impacted by displacement of services / activities, the Trust has consulted with the neighbouring facilities through stakeholder interviews and more recently informal discussions involving key contacts from Paisley Community Circus, The Tannahill Centre and The Sculpture House. Feedback from Stakeholder interviews identified opportunities for St Ninian’s Hall to provide additional community space (particularly evening-time lets). Moving forward, the Trust will regularly liaise with neighbouring facilities to mitigate the potential for displacement of services / activities and ensure activities are complementary and duplication is avoided. Opportunities for collaboration / partnership working (particularly around calendar events) will be identified. In developing new provision, the Trust will be mindful of the potential for displacement of commercial activity and impact on local businesses. To address this, the operation of St Ninian’s Hall as a social enterprise will look to create procurement opportunities for local business, for example contracting with local suppliers for events and contracting building maintenance services. End Ferguslie Community Development Trust 18/12/2025 Page 23 of 28
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Amongst Ourselves Promoting diversity, tolerance and dignity for humanity 14/02/2025 To whom it may concern We write in support of Ferguslie Community Development Trust’s Community Asset Transfer application of the St Ninian’s church hall to develop into a community hub. We highly support their vision to create a venue for cultural wellbeing. We have been part of their consultation, and we were impressed with their reimagined version of the renovated space which would have capacity to hold more numbers for events amongst other things. In the last 20 years Ferguslie park has been much maligned in terms of community development and to see grass root community driven initiatives like this only boards well for the community. Kind Regards Johannes Gonani Operations Manager Pachedu charity Tannahill centre, 76 Blackstoun Rd, Paisley PA3 1NT Tel: Email: https://twitter.com/Pachedu01 https://www.facebook.com/pachedu.org http://pachedu.org Our Vision "Promoting, diversity, tolerance and dignity for all humanity." Scottish Charity No: SC046488 The Tannahill centre 76 Blackstoun Road | Ferguslie, Paisley PA3 1NT For more information, please contact Pachedu Tel: 0141 280 8801 | Email: admin@pachedu.org | www.pachedu.org /Pachedu.org @Pachedu01 Scottish Charity No: SC046488 Page 26 of 28
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17th December 2025 Letter of support for Ferguslie Park Development Trust (FCDT) Re: St Ninians Church Hall To Whom It May Concern, Engage Renfrewshire is pleased to express our support for Ferguslie Park Development Trust (FCDT) in their proposal for the community asset transfer of the former St Ninians Church Hall on Blackstoun Road, Ferguslie Park. We would be happy to consider hiring St Ninians Church Hall for future events should we require additional space. We look forward to collaborating with the FCDT and wish them every success with their community asset transfer application. Sincerely, Alice McBride Community and Partnership Manager Engage Renfrewshire Page 28 of 28