Corporate Asset Management Strategy 2026 to 2030
Renfrewshire Council · 18 February 2026
Back to Leadership Board — 18 February 2026 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: Leadership Board On: 18 February 2026 ___________________________________________________________________ Report by: Chief Executive ___________________________________________________________________ Heading: Corporate Asset Management Strategy 2026 to 2030 ___________________________________________________________________ 1. Summary 1.1 The purpose of this report is to present the draft Corporate Asset Management Strategy (CAMS) 2026 to 2030 and seek approval for its adoption as the Council’s corporate framework for the planning, management and long‑term investment of all Council assets. 1.2 The Strategy sets out how Renfrewshire Council will continue to ensure its asset base remains safe, sustainable, financially viable and aligned with service transformation and net‑zero commitments across the following asset groups: • Property portfolio; • Open Space (including parks, play areas, monument, civic spaces etc); • Roads and Infrastructure; • Fleet • Housing Revenue Account (HRA) Assets; • Information Communication Technology (ICT) 1.3 The context for managing our assets is changing significantly, linked closely to our transformation programme - a detailed update is also reported to this Leadership Board (February 2026). The effective and efficient use of our assets underpins a wide range of strategic
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PUBLIC programmes, for example our Learning Estate programme, the work being undertaken with One Ren to review the current commissioning arrangements for cultural and leisure services and our digital transformation. 1.4 Renfrewshire Council has set ambitious climate goals and is committed to working towards net zero emissions by 2030 for both the region and the organisation itself. 1.5 While this report introduces our new Corporate Asset Management Strategy and looks ahead to the next four years, the Council also has a strong track record of delivery in relation to asset management. Key achievements are summarised in separate report which is also being reported to this Leadership Board. 1.6 As Elected Members will be aware from previous updates to Leadership Board, as part of the refreshed Best Value methodology introduced in 2022, Audit Scotland undertake an annual ‘thematic review’. The thematic review for 2025/26 is focused on asset management. Any themes or recommendations which emerge from the thematic review can be reflected in future updates to Leadership Board, including through the Corporate Improvement Plan. 1.7 Regular reporting on performance in relation to the management of assets is done through reports to the relevant Policy Board including Service Update reports, the Service Improvement Plans and other stand-alone reports which contain a range of actions outlining how we will maintain and develop our assets. ___________________________________________________________________ 2. Recommendations It is recommended that the Leadership Board: 2.1 Approves the Corporate Asset Management Strategy 2026 to 2030 attached to this report. _________________________________________________________ 3. Background 3.1 Renfrewshire Council manages a diverse and extensive public asset portfolio essential to local services, community wellbeing, and long‑term financial sustainability. The CAMS 2026 to 2030 provides a
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PUBLIC refreshed strategic framework for the management of these assets, ensuring decisions reflect current population trends, climate commitments, financial pressures and service transformation. 3.2 CAMS aligns with major corporate strategies including the Council Plan, Plan for Net Zero, Learning Estate Strategy, Strategic Property Strategy, Commercial Property Review, Housing Asset Management Strategy, Capital Investment Programmes and the Community Asset Transfer Strategy. It is also underpinned by significant investment programmes and reported into the relevant Policy Boards. 3.3 The strategy details the governance arrangements in place to ensure robust management and development of the organisation’s assets. It also highlights the risks which have been identified in relation to asset management and through the Corporate Risk Register what control measures are in place to mitigate the identified risks. ___________________________________________________________________ 4. Corporate Asset Management Strategy 4.1 Strategic Objectives 4.1.1 CAMS sets out the following corporate objectives for Renfrewshire Council’s asset categories:
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PUBLIC 4.2 Asset Class Summaries 4.2.1 In accordance with the CIPFA ‘Guide to Asset Management and Capital Planning in Local Authorities' Renfrewshire Council has classified its assets under the six categories described below. 4.2.2 Property Portfolio - CAMS sets out a corporate approach for maintaining, rationalising and improving buildings, ensuring safety, suitability, statutory compliance and net‑zero alignment. A new Property Asset Strategy for Public Buildings will be presented to Board in 2026. In terms of the Council’s Commercial Estate, there are approximately 230 units across industrial, retail and office assets which has been reviewed to determine optimal size, performance, and role - this links to the Council’s work on the organisation’s financial sustainability. 4.2.3 Open Space - this includes 42 parks, 92 play areas, nature reserves, cemeteries and civic spaces. Recent and planned investments include £480,000 for play area renewals across multiple communities. 4.2.4 Roads and Infrastructure - the CAMS notes the Council’s £90m ten‑year investment commitment (approved February 2025) for roads and footways; the AMIDS South project (£59m); and major active travel improvements aligned with Travel Renfrewshire 2035 and supporting the organisation’s Ren Zero programme. Deliver efficient, resilient, high-quality services for the people of Renfrewshire in the right ways and right places, underpinned by improved data and asset performance monitoring Support our commitment to Net Zero and strengthen Renfrewshire’s climate resilience, with modern, green and efficient buildings fit for the future Unlock the potential of local assets to stimulate economic and place-based regeneration, create opportunities for local enterprise and support community wealth building Work alongside our communities to shape and deliver assets that best meet their needs, exploring mechanisms such as community asset transfer where this adds local value Invest in our assets to support and enable organisational transformation, including through service redesign, locality working and digital innovation
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PUBLIC 4.2.5 Fleet - a Fleet Asset Management Plan is currently in development. The EV Transition Programme supports the Council’s target for full fleet decarbonisation by 2030 and again links with the Ren Zero programme. 4.2.6 Housing (HRA) Assets - the Housing Asset Management Strategy 2025–2030 provides long‑term direction for 12,078 homes and other HRA assets, ensuring quality, compliance and future sustainability. The five‑year capital programme totals £292.4m. The Housing Led Regeneration and Renewal Programme will deliver modern, high quality, energy-efficient and affordable council housing in eight areas across Renfrewshire. The programme focuses on eight areas across Paisley, Renfrew and Johnstone. 4.2.7 ICT – the CAMS recognises ICT as a critical enabler for asset management, digital transformation and accurate real‑time data to inform service delivery and improvement. 4.3 Next steps The CAMS acts as a strategy framework for a range of other plans, strategies and programmes which have well-established governance arrangements and report regularly to the relevant Policy Board. Bringing these together under the single framework helps to provide a holistic view of all these strands and highlights the interdependencies. It also offers an opportunity to report progress updates to Leadership Board in future and to highlight key achievements and milestones. ___________________________________________________________________ Implications of the Report 1. Financial - CAMS aligns with the medium‑term financial plan and capital strategies, ensuring prioritisation of investment across competing demands and supporting the sustainability of the Council’s asset base. CAMS supports decision‑making on borrowing, lifecycle maintenance, rationalisation and long‑term capital planning. 2. HR & Organisational Development - A long term approach to strategic asset management planning will assist in identifying and developing skills and capacities that will be required for their successful management. 3. Community/Council Planning – The strategy outlines the linkages to the strategic goals of the Council as laid out in these plans.
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PUBLIC 4. Legal - None 5. Property/Assets - As outlined within the Strategy document. 6. Information Technology - As outlined within the Strategy document. 7. Equality & Human Rights - there are no negative impacts on equality groups or potential for infringement of individuals’ human rights arising from the recommendations contained in the report. 8. Health & Safety - None 9. Procurement – None 10. Risk - Risks associated with Asset Management are highlighted within the strategy document and this explains that these are monitored through the corporate Risk Report and risk register updates which are taken to the Audit, Risk and Scrutiny Board every six months. 11. Privacy Impact - None 12. Climate Change – there are a range of plans and activities throughout the Corporate Asset Management Strategy which support the Council’s Plan for Net Zero. 13. Children’s Rights – None 14. Cosla Policy Position – None _______________________________________________________ List of Background Papers: None ___________________________________________________________________ Author: Gordon McNeil, Director of Environment, Housing & Infrastructure Email: Gordon.mcneil@renfrewshire.gov.uk
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1 PUBLIC Corporate Asset Management Strategy (CAMS) 2026-2030
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Corporate Asset Management Strategy (CAMS) 2026-2030 2 PUBLIC Table of Contents 1. Executive Summary ........................................................................... 3 2. Strategic Context ............................................................................... 6 3. Renfrewshire Council’s aligned plans and strategies ........................ 7 4. Capital Investment Programmes ..................................................... 13 5. General Fund Capital Programme ................................................... 15 6. Strategic Objectives of the CAMS ..................................................... 16 7. Consultation and Engagement ........................................................ 17 8. Governance ...................................................................................... 18 9. Managing Risk .................................................................................. 21 10. Property ........................................................................................... 22 11. Open Space (including parks, play areas, civic spaces etc) ............. 26 12. Roads and Infrastructure ................................................................. 28 13. Fleet ................................................................................................. 31 14. Housing Revenue Account (HRA) Assets .......................................... 35 15. Information Communication Technology (ICT) .............................. 38
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Corporate Asset Management Strategy (CAMS) 2026-2030 3 PUBLIC 1. Executive Summary Renfrewshire Council manages a diverse and complex portfolio of public assets that enable services, support communities, and contribute directly to the delivery of the Council Plan, Community Plan and long‑term financial and climate ambitions. The Corporate Asset Management Strategy (CAMS) 2026–2030 provides the overarching framework for how these assets will be planned, maintained, transformed, and invested in to secure Best Value and meet the needs of a changing Renfrewshire. The CAMS sets out a clear corporate vision for an asset base that is safe, resilient, sustainable, and fit for the future. It ensures that asset decisions are evidence‑based, financially responsible, aligned with national and local policy, and support service transformation. By 2030, the Council aims to deliver a modern, energy‑efficient and financially sustainable estate that strengthens communities, supports inclusive economic growth and enables high‑quality public services. Strategic Objectives The CAMS details the core strategic objectives that apply to all asset classes—property, open space, roads infrastructure, fleet, ICT and HRA housing assets. These objectives are to: Deliver efficient, resilient, high-quality services for the people of Renfrewshire in the right ways and right places, underpinned by improved data and asset performance monitoring Support our commitment to Net Zero and strengthen Renfrewshire’s climate resilience, with modern, green and efficient buildings fit for the future Unlock the potential of local assets to stimulate economic and place-based regeneration, create opportunities for local enterprise and support community wealth building Work alongside our communities to shape and deliver assets that best meet their needs, exploring mechanisms such as community asset transfer where this adds local value Invest in our assets to support and enable organisational transformation, including through service redesign, locality working and digital innovation
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Corporate Asset Management Strategy (CAMS) 2026-2030 4 PUBLIC Strategic Context The strategy responds to a number of major drivers shaping future asset needs including: • Our changing population, with the 2022 Census information significantly enhancing our understanding of the changing population patterns and the diversity of our communities. Renfrewshire’s population increased by 5.1% between 2011 and 2022 which is well above the national rate of 2.7% over the same time period, but this is not uniform across our communities – with some communities seeing falling population and others seeing a rapid increase. • The financial pressures experienced by the Council, including the constraints on available capital funding, which increases the importance of effective prioritisation, lifecycle planning and, where appropriate, the rationalisation of under‑used assets. • Renfrewshire’s Net Zero commitments, with our assets representing a significant element of our carbon footprint we have a strengthened focus on decarbonisation across buildings, fleet, infrastructure and operational activity. • All of these drivers are also underpinned by wider organisational transformation, including digital innovation, hybrid working, place‑based service delivery, and partnership working with communities and other key stakeholders. Strategic Framework The CAMS is supported by a suite of major strategies and investment plans across the Council, including our: • Capital Investment Programmes, detailing major investment across both housing and non‑housing assets. • Strategic Property Strategy and Commercial Property Review, reshaping the operational, community estate and commercial portfolio to ensure sustainability, affordability, and alignment with service needs. • Plan for Net Zero and Carbon Management Plan, setting out transformational actions for energy, transport, resilience and emissions reduction.
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Corporate Asset Management Strategy (CAMS) 2026-2030 5 PUBLIC • Housing Asset Management Strategy, guiding the long‑term management, compliance and investment in the over 12,000 housing stock we have in Renfrewshire. • Learning Estate Strategy, outlining the delivery of modern, flexible learning environments, aligning school infrastructure with the Council’s wider ambitions for place, community, and value for money. • Digital transformation programme, changing how we work and how our customers interact with us. Together, these strategies provide the direction, evidence and governance required to manage assets effectively across the short, medium and long term. Governance Effective governance is central to delivering our vision, strengthening opportunities to work together and navigating interdependencies across the programmes outlined above. Corporate oversight is provided by the Council, Leadership Board, and relevant Policy Boards. Officer coordination is led by the Corporate Management Team and the Asset Management Oversight Group (AMOG). Additional, specialised governance arrangements are in place for key asset areas, including the Housing Asset and Investment Programme Board, Housing Regeneration Programme Board and the Learning Estate Programme Board ensuring robust decision‑making, scrutiny and accountability. The Corporate Asset Management Strategy positions Renfrewshire Council to make informed, strategic choices about its assets during a period of significant financial, demographic and environmental change. By embedding corporate asset management principles, adopting a whole‑life approach to investment, and strengthening data, governance and performance management, the Council will continue to ensure our asset base remains safe, sustainable, affordable and capable of supporting the ambitions of a fairer, greener, and more prosperous Renfrewshire. The Corporate Asset Management Strategy 2026 to 2030 supersedes the previous Corporate Asset Strategy.
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Corporate Asset Management Strategy (CAMS) 2026-2030 6 PUBLIC 2. Strategic Context Asset management forms a core part of effective strategic management within large organisations. In the Scottish local government context: • The Local Government in Scotland Act 2003, places a responsibility on local authorities to secure Best Value in all they do. This has direct implications for asset management • “The Prudential Code for Capital Finance in Local Authorities” recognises that in making its capital investment decisions, a local authority must have explicit regard to option appraisal and risk, asset management planning, strategic planning for the authority and achievability of the forward plan; and • Asset plans are also essential to support partnership working. The Council’s Corporate Asset Management Strategy provides the overall framework for strategies and plans for the management of all council assets. It is therefore high level and “generic” in its form and content and signposts to the strategies and plans in place across services for the management of assets. The governance and monitoring for all asset classes recognises the best practice framework prepared by Audit Scotland (i.e. Best Value 2 toolkit) and aims to strengthen the Council’s overall management and stewardship of all corporate assets. The Corporate Asset Management Strategy sets out how Renfrewshire Council will manage its assets in a way that maximises public value, supports thriving communities, enables high‑quality services, and delivers a sustainable and inclusive future. It links to the priorities of the Renfrewshire Council Plan 2022 – 2027, the Community Plan and the Council's financial strategies and with national policy objectives, including Scotland’s target of net zero by 2045, climate adaptation and community empowerment. Renfrewshire's Council Plan sets out how we will work with partners, communities and business to progress our 5 strategic outcomes. It sits alongside our Community Plan to describe our vision for Renfrewshire "Creating a fairer Renfrewshire built on innovation, wellbeing and opportunity"
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Corporate Asset Management Strategy (CAMS) 2026-2030 7 PUBLIC The Council Plan has 5 strategic outcomes, these are place, economy, fair, green and living our values. Sitting alongside these is a cross-cutting theme of Improving outcomes for children and families. Grouped under each strategic outcome are the high-level priorities we will focus on. Through their Service Improvement Plans (SIP), services outline their priorities and key actions they will deliver in order to drive best value and continuous improvement in the management and performance of assets that are required to support current and future service delivery. Regular reporting on performance in relation to the management of assets is done through reports to the relevant Policy Board including Service Update reports, the Service Improvement Plans and other stand-alone reports which contain a range of actions outlining how we will maintain and develop our assets. 3. Renfrewshire Council’s aligned plans and strategies Reshaping Renfrewshire – This is Renfrewshire Council’s major transformation and change programme, forming the fifth phase of its long‑term organisational reform. It focuses on improving how the council works with communities, modernises services, and delivers better outcomes across Renfrewshire covering the period 2025-2028. It includes key workstreams on digital transformation, workforce modernisation, corporate improvement, and climate-aligned service redesign. Reshaping Renfrewshire feeds into the wider Corporate Improvement Plan and the council’s commitments to Best Value. Given that the council faces sustained fiscal constraints and because one of the drivers behind the transformation programme is the significant financial challenge and the need to secure recurring savings, asset management becomes a core lever for releasing savings and supporting digital and organisational transformation. Learning Estate Strategy - Renfrewshire’s Learning Estate Strategy is a long-term, data-driven, community-centred plan backed by significant investment by leveraging borrowing capacity for up to £170m for school investment over future years. It prioritises modern, flexible learning environments; ensures capacity matches future demand; and aligns school infrastructure with the Council’s wider ambitions for place, community, and value for money.
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Corporate Asset Management Strategy (CAMS) 2026-2030 8 PUBLIC A full scoring exercise across all 63 local schools using criteria like building condition, capacity, and pupil numbers resulted in 14 schools being identified as initial priorities for major improvement or redevelopment. These are: • Four Johnstone schools (Thorn, Auchenlodment, St Margaret’s Primary Schools and Johnstone High) • Trinity High in Renfrew, identified due to future capacity pressures • Seven Paisley schools (Heriot, St. Peter’s, West, Gallowhill, Brediland, St. Catherine’s Primary Schools and Castlehead High) • Paisley Grammar School, already underway, with the new campus scheduled to be finished by summer 2026. • Bridge of Weir Primary School The strategy emphasises maximising the use of existing capacity, especially in areas like Johnstone where primary rolls are projected to fall, considering wider community facilities within school improvement options and ensuring new investments align with other council strategies, including asset optimisation and place‑shaping. Strategic Property Strategy (SPS) - the SPS aims to reshape Renfrewshire Council’s property estate to create a modern, sustainable, financially viable portfolio that: • Supports learning • Supports effective service delivery • Meets community needs • Reduces carbon emissions and energy use • Is affordable to maintain and invest in The principles guiding the SPS include: • Creating a property portfolio that fits the needs of services and communities • Reducing carbon emissions across the estate • Ensuring all communities have access to good-quality community facilities • Considering regeneration potential for any surplus sites • Aligning with the Learning Estate Strategy for school estate planning • Exiting external leases where possible • Ensuring partners (e.g., OneRen, HSCP) pay an appropriate share of property costs The SPS covers the Council’s Community and Operational assets—a total of 232 buildings, including Schools, Civic buildings (e.g., town halls), Operational facilities
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Corporate Asset Management Strategy (CAMS) 2026-2030 9 PUBLIC (Housing, HSCP, services), Leisure, cultural and community buildings, Waste and staff facilities. Commercial Property Review - This is not a completely separate review, but a defined strand within the broader Strategic Property Strategy with the commercial assets being reviewed separately. The Council’s commercial estate includes around 60 industrial units and around 170 retail units. These are managed as commercial investments and reviewed differently from schools, community assets, and operational buildings. The overall objective of the Commercial Property Review is to evaluate the optimum size and shape of the Council’s commercial estate and to assess the best management practices required to ensure our people, processes and assets meet current and future requirements. The principles guiding the Commercial Property Review are the same as those for the Strategic Property Strategy. Plan for Net Zero - Renfrewshire Council’s Plan for Net Zero sets out how the Council and the wider area will work towards achieving net zero emissions by 2030. It is data‑driven, community‑led, and organised around five strategic action themes which are; 1. Clean Energy - Aims to reduce energy demand and transform how energy is produced and used. The Council has committed to; • Strategic review of all council buildings to cut energy use • Generating 100% of power needs for public buildings • Achieving 100% carbon‑neutral heating in council buildings by 2030 2. Sustainable Transport - Focused on major reductions in transport‑related emissions. Planned actions include: • Developing public bike‑share and EV car‑club schemes • Removing petrol and diesel vehicles from the Council fleet by 2030
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Corporate Asset Management Strategy (CAMS) 2026-2030 10 PUBLIC 3. Circular Economy - Encourages waste reduction and more sustainable resource use by: • Supporting re‑use, repair and recycling • Reducing waste and improving local resource efficiency 4. Connected Communities - Aims to ensure the public has access to information, skills, and support required for the net zero transition. Actions include: • Creating a one‑stop climate information service • Working with education providers on skills and training for future green jobs 5. Resilient Place - Focuses on climate resilience, nature‑based solutions, and adaptive planning. Commitments include: • Increasing local carbon storage on council land • Embedding resilience and climate considerations into planning and infrastructure Carbon Management Plan 2025/26 to 2029/30 - Renfrewshire Council’s Carbon Management Plan (CMP) sets out how the Council will reduce emissions from its own operations over the five‑year period 2025/26 to 2029/30. It is the Council’s fourth carbon management plan and forms part of its wider commitment to reach net zero by 2030. The CMP highlights that the Council must reduce emissions from Council buildings (the largest organisational source of emissions), fleet and transport and waste operations. The CMP identifies several strategic themes through which the Council will deliver carbon reduction: 1. Building Energy Efficiency by - • Improving insulation, heating systems, and building controls • Reducing energy waste through monitoring and management 2. Low-Carbon Transport by - • Transitioning the fleet to zero emission vehicles • Promoting active travel and sustainable transport for staff
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Corporate Asset Management Strategy (CAMS) 2026-2030 11 PUBLIC 3. Renewable Energy Deployment by - • Increasing on‑site and community‑scale renewable generation • Exploring low‑carbon heating technologies, including district heating where viable 4. Sustainable Waste Management by - • Reducing emissions from waste handling and collection operations • Improving recycling and resource efficiency Community Asset Transfer (CAT) Strategy - Renfrewshire Council’s CAT Strategy is built on the framework created by the Community Empowerment (Scotland) Act 2015, which gives community groups the legal right to request ownership, lease, or management of public assets. The Council’s policy and procedures form a comprehensive strategy that sets out why, how, and under what conditions community asset transfers take place. Renfrewshire Council’s CAT Policy aims to: • Empower community organisations by enabling them to take on ownership or control of land and buildings. • Strengthen local capacity and support community‑led regeneration. • Ensure that assets are used in ways that bring clear community benefit. • Create a transparent, fair, and legally compliant process aligned with Part 5 of the 2015 Act. The policy explicitly recognises that transferring assets to communities helps unlock local potential and provides value that aligns with social, environmental, and economic priorities. The CAT Strategy is directly linked to council-wide goals: • Asset rationalisation: CAT is used as an alternative to sale or closure, especially for buildings of community value. • Community empowerment: enabling local groups to take ownership of services and spaces. • Regeneration: supporting local economies and strengthening neighbourhood infrastructure.
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Corporate Asset Management Strategy (CAMS) 2026-2030 12 PUBLIC Since 2019, there has been 17 Community Asset Transfer requests that have been approved/concluded and there are currently 23 applications/expressions of interest in Renfrewshire Council’s building portfolio. Section 95 of the Act requires relevant authorities to produce and publish an asset transfer report in each reporting period, 1st April to 31st March inclusive. The report should include the number of asset transfers received; the number agreed to and refused; the number that have resulted in the transfer, lease or rights being conferred; the number of appeals/reviews and of those the number allowed or dismissed. The report also requests information on any action taken by the relevant authority during the reporting year to promote the use of asset transfer requests and to support community transfer bodies in the making of an asset transfer request. Local Housing Strategy - Renfrewshire’s Local Housing Strategy is the council’s five‑year plan that sets out how it and its partners will deliver high‑quality housing and housing‑related services across all tenures to meet identified needs in the area. Its purpose is to provide a clear strategic direction for housing investment, ensure there is an adequate supply of suitable homes, improve the quality and sustainability of neighbourhoods, address the climate emergency through energy‑efficient housing, prevent homelessness, and support people to live independently for as long as possible, all informed by extensive local consultation and statutory requirements under the Housing (Scotland) Act 2001. Renfrewshire’s Digital Strategy - This is designed to guide the Council’s transformation into a modern, data‑driven, digitally capable organisation by 2030. It aims to build on previous digital progress and focuses on ensuring that staff and citizens are supported to use digital solutions, embedding a corporate, council‑wide transformation approach, treating data as a core asset for decision‑making, and preparing services, people and culture for the future. The strategy is built around four strategic objectives and six thematic workstreams, reflecting rapid changes in technology and the need for coordinated digital improvement across services. Further details on the digital strategy can be found in section 15.
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Corporate Asset Management Strategy (CAMS) 2026-2030 13 PUBLIC 4. Capital Investment Programmes Non-Housing Capital Investment Programme The Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30 was approved by Council on 27 February 2025 and details the planned capital investment for non‑housing services. The resources available to support investment include prudential borrowing and capital grants, as well as contributions from revenue, partners and external funding bodies. The Capital Plan outlines significant investment in Council assets and infrastructure over the medium term in order to ensure as far as possible within the resources available they remain fit for purpose and support efficient service delivery. Table 1 below summarising the programme up to and including 2029/30. Table 1: Capital Investment Programme 2025/26 - 2029/30 Description 2025/26 2026/27 2027/28 2028/29 2029/30 £000s £000s £000s £000s £000s Major Programmes Schools Estate Programme 75,225 70,877 0 0 0 Schools Transformation & ICT 1,000 1,000 1,000 1,000 1,000 Lagoon Internal Play Centre 1,000 0 0 0 0 Community Halls Refurbishment 280 390 0 0 0 City Deal Projects 50 0 0 0 0 AMIDS South 11,923 15,042 12,775 0 0 Paisley Museum 17,435 0 0 0 0 Town Centre Capital Fund 79 0 0 0 0 Town Centre Capital Regeneration 154 1,800 0 0 0 Place Based Fund 1,095 0 0 0 0 Asset Lifecycle Maintenance Programmes General ICT Replacement 1,023 800 800 800 800 Buildings Capital Lifecycle 7,002 3,800 3,683 3,000 3,000
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Corporate Asset Management Strategy (CAMS) 2026-2030 14 PUBLIC Kitchen Refurbishment for Expansion of School Meals 1,270 0 0 0 0 Private Sector Housing Grant (PSHG) 750 900 900 900 900 Vehicle Replacement 2,100 2,100 2,100 2,100 2,100 Roads & Footpaths 4,000 4,000 4,000 4,000 4,000 Traffic Management 253 0 0 0 0 Cycling, Walking and Safer Streets 813 800 800 800 800 Renewal of Play Parks 1,167 200 200 200 200 Bridges 293 300 300 300 300 Lighting columns and traffic signals 600 600 600 600 600 Underwood Depot Upgrades 150 0 0 0 0 Climate Projects (Grant Funded) 1,167 0 0 0 0 Nature Restoration Fund 140 0 0 0 0 Total Planned Spend 128,969 102,609 27,158 13,700 13,700 NB: the profiling of spend has been revised across years since this plan was approved in February 2025. Housing Capital Investment Plan The Housing Revenue Account Budget & Rent Levels 2025/26 to 2027/28 and Housing Capital Investment Plan 2025/26 to 2029/30 was approved by Council on 27 February 2025 and details the planned capital investment for housing services. The Council’s five‑year housing capital investment programme totalling £292.432m, with £34.522m expected from government grants, resulting in a net requirement of £257.910m. The capital plan is reviewed annually to respond to risks, market conditions and cost pressures, and managed jointly by the Directors of Environment, Housing & Infrastructure and Finance & Resources. The capital programme ensures ongoing compliance with statutory housing standards, including the Scottish Housing Quality Standard (SHQS), Energy Efficiency Standard for Social Housing (EESSH) and preparation for the forthcoming Social Housing Net Zero Standard (SHNZS).
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Corporate Asset Management Strategy (CAMS) 2026-2030 15 PUBLIC Key investment allocations include: • £31.821 million for new housing supply outside regeneration areas • £113.577 million for regeneration and renewal, including new supply in regeneration areas • £90.419 million for internal and external improvements in existing housing • £28.473 million over five years for essential high‑rise block improvements (e.g., cladding, roofing, windows) Investment will focus on both compliance and long‑term sustainability, especially in relation to net zero heating, energy efficiency, and building fabric improvements. 5. General Fund Capital Programme The Financial Outlook and Medium-Term Financial Plan was presented to the Council in September 2025. The report provides the Council with an update in relation to the medium term forecast financial position and the key assumptions and risks which underpin it. This latest update continues to emphasise the ongoing challenging financial environment for local government in Scotland and the particular issues which are relevant to Renfrewshire Council. Section 10 of that report provides an update on Renfrewshire Council’s capital investment programme, the financial pressures on major projects, and the steps required to maintain long‑term capital sustainability. The report highlights that the Council continues to progress a large and ambitious programme, including major cultural venue upgrades, City Deal and Levelling Up funded infrastructure, and substantial improvements within the school learning estate. Although the Council has committed record investment in capital and in maintenance to support maintaining and investing to match need and compliance requirements, years of constrained budgets have left only basic building maintenance in place. The Council is aiming to increase property maintenance budgets over the next three years, contingent on the overall financial position. Delivering this programme demands a robust, long‑term funding model with sustained increases in revenue support for borrowing. The Council must also maintain sufficient
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Corporate Asset Management Strategy (CAMS) 2026-2030 16 PUBLIC project management capacity similar to City Deal delivery arrangements. Several projects face rising costs, contractor claims, and unforeseen structural issues— particularly historic building refurbishments. 6. Strategic Objectives of the CAMS The CAMS acts as a strategy framework for a range of other plans, strategies and programmes which have well-established governance arrangements and report regularly to the relevant Policy Board. Bringing these together under the single framework helps to provide a holistic view of all these strands and highlights the interdependencies. It also offers an opportunity to report progress updates to Leadership Board in future and to highlight key achievements and milestones. The demand for and supply of public services in Renfrewshire are key drivers in the Council’s corporate management of its existing assets. Drivers for change in the demand for public services include changing public needs and priorities with changing demographics. There is also increasing public expectations as to the quality and ease of access to joined‑up public services. Drivers for change in the provision of public services include increasing budget pressures (capital and revenue), the need to adopt new, more efficient, effective and economic ways of re‑engineering how services are provided –and the opportunity and need to embrace joint and partnership working. The Corporate Asset Management Strategy will provide a corporate framework for ensuring the planning, managing, maintaining and investing in the Council’s assets is in place and will help to - - Ensure the asset base is safe, efficient and fit for purpose and compliance with all statutory requirements - Support service transformation, digital innovation, and modern models of service delivery. - Enable inclusive economic growth and support community wealth‑building. - Embed sustainability, net zero commitments, and climate resilience.
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Corporate Asset Management Strategy (CAMS) 2026-2030 17 PUBLIC - Improve financial sustainability through robust decision-making, lifecycle planning, and prioritisation. In accordance with the CIPFA “Guide to Asset Management and Capital Planning in Local Authorities” Renfrewshire Council has classified its assets under the following six categories: • Property portfolio; • Open Space (including parks, play areas, monuments, civic spaces etc); • Roads and Infrastructure; • Fleet; • Housing Revenue Account (HRA) Assets; • Information Communication Technology (ICT). Sections 10 to 15 details under each of these categories how the Council will ensure the Strategic Objectives, as outlined in the Executive Summary of this document, will be achieved. 7. Consultation and Engagement Stakeholder and community engagement are key to ensuring long term strategic decisions in relations to assets and capital investments deliver effective and efficient assets which meet the needs of the communities they serve. Renfrewshire Council has achieved external recognition for its approach to community engagement and consultation over a number of years and have gone beyond traditional consultation to a co-design/ community lead approach. Recent exercises include • Participatory Budgeting is used to empower residents to directly decide how a portion of public funds is spent, aiming to allocate 1% of the budget this way to improve local communities. This has included – o The ‘You Decide’ and ‘Tenants Decide’ participatory budgeting programmes which ensure tenants and residents have a direct say in the investment across a range of assets in their communities,
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Corporate Asset Management Strategy (CAMS) 2026-2030 18 PUBLIC o Celebrating Renfrewshire (Youth Fund): Designed by and for young people, this fund allows residents aged 12-25 to determine which local projects receive funding, supported by a dedicated steering group. • Residents Survey – The Council undertook research with Renfrewshire residents in summer 2025 to measure residents’ views on council services and help inform future decision making. This was presented to the Leadership Board in December 2025 and residents said that they want the Council to make better, more efficient and community‑focused use of its buildings and physical assets. • Our annual rent consultation exercise with council tenants, which helps inform our housing investment programme. • The new Paisley Grammar School Community Campus, set to open in August 2026 on Renfrew Road, was developed through extensive consultations with pupils, staff, and the community, featuring "design charettes" to incorporate their input. • Our Community Asset Transfer Strategy, as detailed in section 3 of this document. To further strengthen and improve the way in which we undertake consultation and engagement, in February 2025 the Leadership board approved the Renfrewshire Council Consultation and Engagement Policy. The policy has been developed to provide best practice guidance for council officers and services who plan and conduct public consultation and engagement. 8. Governance Table 2 below represents the Council’s governance arrangements for driving and embedding robust corporate asset management though the organisation: • The Council provides the corporate framework, direction and overview. • The Council has adopted the principle that decisions should be made at the lowest or most local level consistent with the nature of the issues involved. • Functions therefore have been delegated to Boards, the Chief Executive, Directors and Heads of Service and other officers as detailed in the Scheme of Delegated Functions. • Policy Boards have specific functions and areas of responsibility.
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Corporate Asset Management Strategy (CAMS) 2026-2030 19 PUBLIC • The Corporate Management Team ensures officer co‑ordination on corporate asset management and support to the Council and its Policy Boards at chief officer and senior management levels. • To oversee Asset Management at a strategic level across the Council, the Asset Management Oversight Group (AMOG) has been established. The membership of the Oversight Group includes: o Director of Environment, Housing and Infrastructure – Chair o Director of Children’s Services o Director of Finance and Resources o Chief Executive of One Ren o Chief Officer Health and Social Care Partnership o Head of Economy and Development o Lead service representatives identified by each service. • The Housing Asset & Investment Programme Board (established 2024) provides oversight, governance, and scrutiny for the substantial investment planned in existing housing stock. • The Housing-led Regeneration and Renewal Programme Board provides governance and monitors the programme’s performance • Since March 2023, all Community Asset Transfer (CAT) decisions have been made by the dedicated Community Asset Transfer Sub‑Committee to strengthen oversight and transparency in decision making. • The Transformation Board (officer group) has been established to provide strategic oversight of the Reshaping Renfrewshire programme. Chaired by the Director of Finance and Resources, this group has a membership of senior officers across the Council and reviews the progress of all major projects and programmes across the organisation. Service Update reports are also presented to each cycle of the following Policy Boards • Communities and Housing Policy Board • Finance, Resources and Customer Services Policy Board • Infrastructure Land and Environment Policy Board The Service Update reports are the mechanism which provide elected members with updates on operational matters and an overview of key service activities and how services are delivering the actions of the various asset strategies and plans.
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Corporate Asset Management Strategy (CAMS) 2026-2030 20 PUBLIC Table 2 – Council Governance arrangements COUNCIL Council Plan, Community Plan, Financial Strategy and Budget setting. Leadership Board provides strategic leadership for the Council and ensures consistency across the Council’s policy objectives and can call in decisions by other boards in circumstances where the Leadership Board considers that the matter requires to be reconsidered Audit, Risk and Scrutiny Board Communities and Housing Policy Board Economy and Regeneration Policy Board Education and Children's Services Policy Board Finance, Resources and Customer Services Policy Board Infrastructure Land and Environment Policy Board Planning and Climate Change Policy Board Delivery of services, supported by Service Improvement Plans, Assets and other resources, plans and management and monitoring of budgets and capital projects and programmes. Acts as the Council’s Audit Committee Corporate Governance Risk Management Monitoring & Reviewing Service Delivery Performance Policies & Practices Community Leadership through monitoring of other public bodies Standards & Ethics Housing Police; Fire & Rescue Civil Contingencies Community Learning & Development Community Safety Public Protection Community Justice Community Councils Consumer Protection Economy Employment Regeneration and strategic place-shaping Renewal and town centres management Education Early years Children and families social work Corporate Asset Management Civic Functions Customer and Business Services Finance and Resources Human Resources & Organisational Development ICT Corporate Risk Arrangements Procurement Common Good Renfrewshire Licensing Forum Renfrewshire Valuation Joint Board Scotland Excel Council service transformation programmes Building Services Environmental Issues Clyde Valley Waste Initiative Water and Sewerage Strathclyde Partnership for Transport Waste Management Flood Prevention Land, Roads & Transportation Fleet and Infrastructure Sustainability Parks and Cemeteries Building Standards Climate Change Development Management Development Planning Planning and the Strategic Development Plan
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Corporate Asset Management Strategy (CAMS) 2026-2030 21 PUBLIC 9. Managing Risk Each year the Audit, Risk and Scrutiny Board considers and approves the Council’s risks which are contained in the Risk Report. A six-monthly update is provided to board which sets out the latest position in managing the council’s risks with the latest report being presented at the November 2025 board meeting. In terms of the Council’s assets, key themes include asset governance challenges, long- term sustainability pressures, climate resilience requirements, and service-level estate management risks. Priorities include accelerating Corporate Asset Management Information System (CAMIS) development, strengthening statutory compliance assurance, prioritising long-term investment, and enhancing climate resilience. The report categorises risks as either Strategic, Corporate or Service Level risks, and those relating to asset management are summarised below. Strategic Asset Risks: Sustainable Planning for People and Assets - A high-rated strategic risk that highlights that short-term financial decisions may undermine the long-term sustainability, suitability and resilience of the Council’s asset base. Key implications include misalignment with long-term service needs, deferred maintenance, and future liabilities. Controls include the Learning Estate Programme Board, Corporate Asset Management Strategy, and Energy Management Team. Global environmental sustainability and route to Net Zero - Climate-related risks require significant capital investment to decarbonise the estate, and severe weather poses risks of property damage and service disruption. Measures include estate decarbonisation, solar expansion, and adaptation planning. Corporate Asset Risks Asset Management - This high-rated corporate risk stresses the importance of effective governance and management of property assets to mitigate risks of harm, service disruption, legal non-compliance, and financial losses. Controls include CAMIS Development Group coordination, Responsible Person inventory updates, and improved statutory compliance visibility.
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Corporate Asset Management Strategy (CAMS) 2026-2030 22 PUBLIC Service-Level Risks Risks include managing the £100m housing regeneration programme, ensuring landlord compliance, maintaining EV charging infrastructure, and addressing tree fall and ash dieback impacts. Business-as-Usual Assurance Asset Management is a core BAU risk area covering statutory compliance, void property management, fleet and infrastructure oversight, and ICT asset management. 10. Property Public Buildings Portfolio Description Number Net Book Value as of 31 March 2025 Community Facilities 15 £590m Household Waste Recycling Centre 5 Learning Estate 79 Offices – in use 7 Offices – not in use 2 Residential 20 Self-managed Community Facilities 10 Specialist Facilities 22 Sports Pitches Changing 16 Staff Welfare Facilities 4 Surplus 20 Swimming and Sports 13
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Corporate Asset Management Strategy (CAMS) 2026-2030 23 PUBLIC Town Hall, Museums & Libraries 19 Property Asset Strategy A draft Property Asset Strategy specifically covering the Council’s public buildings portfolio as listed in the table above has been produced and will be presented to the Finance, Resources and Customer Services Policy Board in 2026. The strategy sets out how Renfrewshire Council will manage, maintain, rationalise and improve its public building portfolio. It provides a corporate approach to asset management to ensure buildings are safe, suitable, financially sustainable and support service delivery. The strategy is built around six core objectives: • Retain and rationalise assets based on need. • Maximise utilisation of the estate. • Ensure buildings are fit for purpose for both council and community needs. • Improve condition through lifecycle investment. • Ensure full statutory compliance. • Support environmental sustainability and progress toward Net Zero. Seven supporting management principles reinforce strategic planning, governance, performance management, and capacity building across services. The strategy is aligned with Renfrewshire Council’s 2030 RenZero ambitions. Collaboration with regional authorities identified building typologies and indicative Net Zero investment requirements.
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Corporate Asset Management Strategy (CAMS) 2026-2030 24 PUBLIC Commercial Property Portfolio The figures in the table below are as of November 2025 Description Number Net Book Value as of 31 March 2025 Industrial 59 £11m Shops 172 Offices 1 The commercial portfolio is varied by both type and geography and many of the properties form part of a legacy ownership from when ground floor commercial units were part of the local authority’s ownership alongside Council owned residential units at upper floors. As a result, a significant proportion of the retail units within the portfolio are held within the Council’s Housing Revenue Account. Other stock includes purpose built industrial estates from the 1970s and 1980s. The Council commenced its latest review of its commercial property portfolio in spring 2025. This exercise is now almost complete and will be the subject of a published report to the relevant Council Board in 2026. The review has looked at the portfolio across both property type and by individual settlement and formed recommendations based on condition, occupancy, rental income, lease term, energy cost and several other factors. The review has been undertaken under the leadership of the Estates Team with the input of many other relevant Council departments. A Steering Group of senior officers have finalised all reports and recommendations.
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Corporate Asset Management Strategy (CAMS) 2026-2030 25 PUBLIC Common Good Assets Renfrewshire’s Common Good Register (available via the Council’s website HERE.) highlights that such property assets are concentrated in the Renfrew town area. There are a handful of common good assets in both Johnstone and Paisley, but these are mainly ground leases and small pieces of land between operational buildings. In Renfrew the portfolio of common good assets is more extensive (c.30 in number) and includes commercial ground leases in the town centre, to currently vacant buildings to car parks, shops, public parks and playing fields. In Renfrew the assets also include an operational swimming pool, town hall and the land on which the town’s leisure centre is located. The Common Good assets are actively managed when they form part of the Council’s operational property portfolio. Any decisions on changes to the Common Good assets would be taken by the appropriate Council Board and following the requisite legal processes. Civic Collections and Heritage Archives Distinct from other property assets are the Council’s significant civic collections and heritage archives. OneRen manages this on behalf of the Council through a separate agreement (in addition to our service contract) and they are subject to UK regulations in terms of their care. The collections are largely irreplaceable. They require significant resource for their care and maintenance, not least in terms of the environmental conditions. Therefore, the buildings in which they are housed, and related operational arrangements, are very important.
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Corporate Asset Management Strategy (CAMS) 2026-2030 26 PUBLIC 11. Open Space (including parks, play areas, civic spaces etc) Description Number Net Book Value as of 31 March 2025 Public parks 41 £9m Country parks 3 Local Nature reserves 2 Golf Courses 1 Community Open Space 79 Sports Pitches and cricket 24 Play areas and Wheeled Sports 93 Cemeteries 9 Churchyards 12 Play Areas Renfrewshire Council’s Play Parks Strategy: ‘2026/27 and Beyond’ Renfrewshire Council’s draft Play Parks Strategy: ‘2026/27 and Beyond’ sets out a clear and ambitious vision for the continued development, renewal, and maintenance of outdoor play and wheeled sports facilities across the district. The strategy builds on significant progress made over the past five years, during which 55 play parks have been upgraded through a combination of Council investment, Scottish Government funding, and community-led initiatives. The strategy is underpinned by the principles of the United Nations Convention on the Rights of the Child (UNCRC) and aligns with the Scottish Government’s national vision for play. It aims to ensure that all children and young people in Renfrewshire have
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Corporate Asset Management Strategy (CAMS) 2026-2030 27 PUBLIC access to high quality, inclusive, and accessible outdoor play opportunities that support their physical, social, and emotional development. The final strategy will go for approval to the Infrastructure, Land and Environment Policy Board during 2026. Play Park investment programme – To date, this programme has seen investment in play parks across all ward areas within Renfrewshire. During 2026 a £480,000 investment will see play areas renewed at Robertson Park in Renfrew, Stuart Road in Bishopton, Campbell Street in Johnstone and Poplar Avenue in Johnstone. There will also be a brand-new play area installed at East Fulton in Linwood and a partial refurbishment of the play area at Ferguslie Gardens in Paisley. Furthermore, contracts for upgrades at KGV Playing Fields and Robertson Park (Craigielea Road) in Renfrew, a new play area at Braehead Road in Glenburn, and outdoor gym equipment at Poplar Avenue, Johnstone are planned for early 2026. Play Sufficiency Assessment – A Play Sufficiency Assessment (PSA) evaluates the quantity, quality, and accessibility of local outdoor play spaces to ensure children have enough opportunities for play and will help shape future investment priorities. Renfrewshire between May and June 2025, 505 children and young people (under 18) completed surveys to inform the PSA. Questions included the availability of play opportunities, favourite play activities, favourite play spaces, feelings of safety, and the attitude of the community towards children and young people playing outside. This assessment will then feed into the next Local Development Plan (LDP), which will set out the long‑term strategy for land use, including outdoor play spaces, up to 2038 and beyond. Cemeteries In January 2025, the Infrastructure, Land and Environment Policy Board approved the new Cemetery Management Policy which included a Memorial Safety Policy into a single, comprehensive document. This decision followed feedback and collaboration with key stakeholders, including public feedback, partnerships with other local authority bereavement services, engagement with memorial masons, and input from elected members.
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Corporate Asset Management Strategy (CAMS) 2026-2030 28 PUBLIC The New Cemetery Management Policy strengthens memorial safety strategy, communication, and compliance. It aligns with national burial reforms that came into effect from March 2025 and will help ensure sustainable, modern management of cemeteries. 12. Roads and Infrastructure Description Number Net Book Value as of 31 March 2025 Roads 871.11km £355m Footways 1,141km Bridges & Structures 316 Street Lighting 30,892 Signs and street furniture 43,796 Traffic signals 93 sites Car Parks 49 Drainage and Gullies 30,315 Roads Investment Programme On 27 February 2025, Renfrewshire Council approved the largest-ever sustained investment in the local roads network as part of its 2025–26 budget with £90 million over the next 10 years to improve roads and footways. This large-scale funding boost strengthens strategic planning for: • Road surface upgrades • Roundabout improvement/replacement programmes • Footway accessibility • Associated signage, lighting and street furniture renewal
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Corporate Asset Management Strategy (CAMS) 2026-2030 29 PUBLIC This forms a long-term extension to existing roads investment planning and is intended to allow multi-year planning and ongoing improvements to the quality of the network. AMIDS South Infrastructure Project The project is a major £59 million investment in new transport connections linking: • Paisley town centre • Renfrew Road corridor • Advanced Manufacturing Innovation District Scotland (AMIDS) • Glasgow Airport Key components include: • A new road and junction next to the former Chivas site on Renfrew Road which will serve the new Paisley Grammar School Community Campus and a new connection to the White Cart River crossing. • A new road bridge at Paisley Harbour for vehicles, pedestrians and cyclists connecting Harbour Road to Inchinnan Road. • 1.7km new gateway route along Abercorn Street, Harbour Road and Inchinnan Road which will provide a direct link from Paisley town centre to AMIDS and Glasgow Airport. • New active travel route: The Gallowhill Link. A new walking and cycling route using the former railway underpass at the retail park to safely cross Renfrew Road. • Works are already completed on Greenock Road between Inchinnan Business Park and AMIDS. This infrastructure directly supports both AMIDS and the wider Glasgow Airport Investment Area (GAIA) South development area.
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Corporate Asset Management Strategy (CAMS) 2026-2030 30 PUBLIC Active Travel The Active Travel chapter of Travel Renfrewshire 2035 focuses on significantly increasing the number of everyday trips made by walking, wheeling and cycling, and reducing reliance on private car use, in line with national policy and the Scottish Government’s target to reduce car kilometres by 20%. Detailed proposed actions are contained within the full chapter, and the LTS emphasises: • Expanding the active travel network, including new and improved footways, cycle paths and wheeling infrastructure. • Improving cross‑town connections and linking communities to key destinations such as schools, town centres and transport hubs. • Supporting behaviour change by creating environments where walking and cycling feel safe, attractive and convenient. • Coordinating with regional strategies (SPT RTS) to support high‑level targets for reducing emissions and shifting to sustainable modes. Restoring Renfrewshire’s Rivers Restoring Renfrewshire’s Rivers is a major environmental initiative led by Renfrewshire Council, funded by £350,000 from the Scottish Government’s Nature Restoration Fund. Its goal is to restore riverbank habitats by removing invasive non-native plant species and strengthening ecosystems across the region. Work is currently focused on the headwaters of five rivers: • Calder Burn • Dargavel Burn • Locher Water • Old Patrick Water • Sergeant Law Burn
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Corporate Asset Management Strategy (CAMS) 2026-2030 31 PUBLIC These waterways are particularly vulnerable due to the rapid spread of invasive species along their banks. Flood Operational Plan Renfrewshire Council’s Flood Operational Plan sets out how the Council prepares for, responds to, and recovers from flooding incidents. Its purpose is to ensure a co-ordinated, informed, and welfare-focused response when flooding occurs. The plan aims to coordinate the Council’s response to any flooding incident, protect the welfare of affected residents and mitigate property and environmental damage. It aligns with national best practice, including the Code of Practice for Well‑Maintained Highways, which recommends proper maintenance of drainage assets to reduce flood risk. 13. Fleet Description Number Net Book Value as of 31 March 2025 Under 3.5T SMALL VAN 17 £6m Under 3.5T ELECTRIC VAN 42 Under 3.5T CAR 19 Under 3.5T ELECTRIC CAR 36 3.5T VAN 1 3.5T VAN HP 2 3.5T ELECTRIC VAN 1 3.5T 4 X 4 VEHICLE 5 3.5T BOXVAN W/TAIL-LIFT 1 APSE CODE 03 18 5T LARGE VAN 2 7.5T HOOKLIFT 23 PLANT 2 18T m-spread/unibody 3 3.5T MINIBUS 16
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Corporate Asset Management Strategy (CAMS) 2026-2030 32 PUBLIC 16T LARGE SWEEPER 1 26T RCV 20 BUS 15 7T BUS W/TL 20 PRECINCT SWEEPER 3 18T JETTER / GULLY EMPTIE 2 18T RCV 5 7.5T LIBRARY BUS 1 BUS CONVERSION 1 32T ROLO - LOADED B/TEST 3 REGISTERED MOBILE PLANT 34 QUAD BIKE 3 TRAILER 1 As part of the strategic fleet review, the fleet service is currently developing a Fleet Asset Management Strategy and an Asset Management Plan to map out vehicle specifications and type to ensure existing fleet meets the operational requirements of services and assists the Council to achieve its Net Zero targets. Services will also ensure existing vehicles are utilised to maximise their productivity, usage and efficiency as much as possible. Fleet Management System Renfrewshire Council plans to implement a new FleetFocus fleet management system by June 2026 to replace the legacy platform, which no longer supports modern operational, compliance, or data-driven requirements. The new system will provide real-time visibility, improved maintenance planning, integrated telematics, and enhanced reporting to support efficient, safe, and cost-effective fleet operations. The strategic objectives focus on improving fleet control, reducing whole-life costs, minimising downtime, and enabling better decision-making through accurate, real- time data. The current system’s limitations—including insufficient tracking capability, fragmented maintenance processes, poor integration, and weak analytics—create inefficiencies and increase operational risk, reinforcing the need for a modern replacement.
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Corporate Asset Management Strategy (CAMS) 2026-2030 33 PUBLIC The new FleetFocus platform will deliver core capabilities such as automated maintenance scheduling, lifecycle asset management, driver behaviour monitoring, fuel and emissions tracking, and configurable dashboards. It is scalable, future-proof, and designed to integrate with finance and telematics systems. Implementation will occur in three phases. Phase 1 (Q3–Q4 2025) includes stakeholder engagement, requirements confirmation, system design, and change management planning. Phase 2 (Q1-Q2 2026) focuses on configuration, data cleansing, migration, integration, and user testing. Phase 3 (June 2026) delivers training, go-live, legacy decommissioning, and post-implementation support. Strong governance will ensure risks associated with data migration, business continuity, and system adoption are effectively managed. Expected benefits include reduced operating costs, improved compliance, enhanced safety, streamlined workflows, better asset utilisation, and more accurate budgeting and forecasting. Success will be measured through cost reductions, fewer breakdowns, improved utilisation, better reporting accuracy, and positive user feedback. Renfrewshire Council – Fleet Services Vehicle Replacement Strategy (2025–2030) Renfrewshire Council’s Fleet Replacement Strategy sets out a structured approach to renewing the operational vehicle fleet between 2025 and 2030, ensuring services remain safe, reliable, and cost-effective while supporting the Council’s commitment to achieving net zero emissions by 2030. A £2.1 million rolling capital investment programme underpins the strategy, smoothing expenditure, reducing unplanned replacement costs, and maximising procurement efficiencies. The strategy covers all operational fleet assets, including Light Goods Vehicles (LGVs), Heavy Goods Vehicles (HGVs), Refuse Collection Vehicles (RCVs), Public Service Vehicles (PSVs), and heavy plant. Replacement cycles are based on utilisation, maintenance profiles, and industry best practice to minimise breakdowns, excessive repair costs, and operational disruption.
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Corporate Asset Management Strategy (CAMS) 2026-2030 34 PUBLIC Asset Type Replacement Cycle Light Goods Vehicles (LGVs) 5 years Refuse Collection Vehicles (RCVs) 6 years Heavy Goods Vehicles (HGVs) 7 years Public Service Vehicles (PSVs) 8 years Heavy Plant 10 years Purchasing decisions will follow a whole-life costing methodology, factoring in acquisition cost, fuel or energy consumption, maintenance requirements, and residual value. This ensures best value while reducing reactive repairs, improving fleet reliability, and supporting high-quality service delivery across frontline and statutory operations. Supporting the transition to net zero, the strategy prioritises electric, hybrid, and ultra-low-emission vehicles where operationally appropriate. Older diesel vehicles will be phased out, and replacements aligned with charging infrastructure and evolving environmental legislation. Annual reviews will monitor performance, emissions, and cost trends, ensuring the strategy remains responsive to new technologies, operational needs, and funding opportunities. Electric Vehicle Transition Programme Renfrewshire Council is transitioning to an Ultra Low Emission Vehicle (ULEV) fleet as part of its "Plan for Net Zero," aiming for net-zero emissions by 2030. Transport accounts for 34% of local emissions, making the electrification of the Council's fleet, alongside wider infrastructure improvements, a key priority for reducing emissions in the region. The Council has successfully obtained Scottish Government grants which will help support the implementation of the electric vehicle transition programme.
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Corporate Asset Management Strategy (CAMS) 2026-2030 35 PUBLIC 14. Housing Revenue Account (HRA) Assets Description Number Net Book Value as of 31 March 2025 Council Housing Stock 12,078 £846m Sheltered Housing Complexes 10 Lockups 1,122 Laundrettes 77 sites Ground sites Approx. 500 Housing Asset Management Strategy Renfrewshire Council’s Housing Asset Management Strategy (HAMS) 2025–2030 and associated action plan was approved at the Communities and Housing Policy Board in October 2025. It sets out the Council’s long‑term, strategic approach to managing, maintaining, and investing in its housing stock and other associated assets. It aims to ensure council homes remain sustainable, legally compliant, high‑quality, and fit for future demand while supporting efficient service delivery. The Strategy aligns with Scottish Housing Regulator good practice guidance, the forthcoming Housing (Scotland) Bill 2025 and Renfrewshire’s Local Housing Strategy (LHS) 2023–2028, which sets wider housing priorities across all tenures. This ensures the Council’s asset decisions are connected to broader goals for regeneration, climate sustainability, and improved tenant outcomes. The Strategy sets out six central objectives to guide investment and management decisions: Stock Suitability & Service Delivery: Ensure homes and estates are suitable for current and future use and support efficient service delivery.
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Corporate Asset Management Strategy (CAMS) 2026-2030 36 PUBLIC Quality & Compliance: Maintain and improve homes to a high standard that meets tenant expectations and complies with legislation. Evidence‑based Decision‑Making: Use robust stock data to drive investment choices, including undertaking option appraisals for assets of concern. Digital Infrastructure: Improve digital systems for accurate asset, performance, and management information. Value for Money: Demonstrate efficient use of resources across reactive repairs, cyclical maintenance, and capital programmes. Tenant Involvement: Ensure tenants are actively involved in shaping and monitoring services and improvement programmes. The Strategy is accompanied by a detailed Action Plan, which is updated annually and a strengthened governance framework, including a Housing Asset and Investment Programme Board, to ensure oversight, scrutiny, and alignment with corporate priorities. The Housing Asset Management Strategy is a key driver for the Housing Revenue Account (HRA) business plan and informs future capital investment planning. Housing Landlord Compliance Strategy 2025-2028 The Housing Landlord Compliance Strategy 2025–2028 was approved at the Communities and Housing Policy Board in March 2025. It sets out Renfrewshire Council’s strategic framework for ensuring full compliance with statutory, legislative, and regulatory obligations relating to tenant and resident safety across all council housing. This reflects national expectations from the Scottish Housing Regulator that social landlords must have robust systems to meet all safety requirements and demonstrate appropriate assurance. The Strategy covers six core areas of landlord safety compliance: • Gas safety • Electrical safety • Fire safety
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Corporate Asset Management Strategy (CAMS) 2026-2030 37 PUBLIC • Lift safety • Asbestos management • Water safety Together, these represent the full set of compliance responsibilities associated with maintaining safe and secure council housing assets. The Strategy outlines strengthened internal governance arrangements, including bi‑annual performance reporting to the Communities and Housing Policy Board. It includes 26 Key Performance Indicators (KPIs) across the six compliance areas and, as of April–September 2025, 23 KPIs reported >99% compliance, and overall performance improved from the previous year‑end baseline. Tenant Consultation for 2025/26 – 2027/28 Rent Increase Renfrewshire Council has a statutory duty to consult tenants before increasing rents. To help inform the decision on rents for 2025 to 2028, consultation was undertaken during December 2024 and January 2025 involving discussion with tenant representatives and an online survey of Council tenants. All tenants were advised by letter of the survey and by email to tenants where we hold an email address, and 1,031 tenants took part in the consultation. Renfrewshire Council uses rental income to fund a large range of essential housing services, including: • Day‑to‑day repairs • Responsive and emergency maintenance • Planned upgrades (windows, doors, roofs, wall insulation, kitchens, bathrooms, heating systems) • Estate and environmental improvements • Management of housing services • Delivery of major regeneration programmes This is supported by the council’s approved 2025–2030 Strategic Housing Investment Plan.
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Corporate Asset Management Strategy (CAMS) 2026-2030 38 PUBLIC 15. Information Communication Technology (ICT) Description Number Net Book Value as of 31 March 2025 Desktop PC standard 2942 £7m Desktop PC Enhanced 672 Laptops - Teacher 2729 Laptops - Pupils 1664 Laptops - Corporate 3462 Laptops - Chromebooks 7468 Laptops - Surface Pro 10 Laptops - Enhanced 15 Tablets - Corporate 165 Tablets - Education 2821 Servers/SAN/Switches/Routers n/a ICT Software n/a The Council has made significant progress in recent years to invest in digital technology and services, changing how we work and how our customers interact with us. 2025 has been another busy and successful year for the Digital Programme of work. The approval of the new Digital Strategy (2025-2030) in April 2025 at the Finance, Resources and Customer Services Policy Board builds on the significant progress in recent years and recognises the need for bolder, Council-wide transformation to ensure future needs of our internal and external customers are met. The Digital Strategy is built around six strategic themes. A programme of work covering these themes will report regularly to the Digital Board, where issues and risks will be surfaced and managed, and any barriers to delivery will be resolved by those who are members of this key decision-making board. The Digital Board will continue to report to
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Corporate Asset Management Strategy (CAMS) 2026-2030 39 PUBLIC the Corporate Management Team who have a role to play in decision-making for all future digital initiatives. Two of the six themes have a direct connection to asset management as outlined below. Theme 3: Technology and Infrastructure Our technology and infrastructure are the backbone of effective service delivery and innovation. As we navigate increasing demands and evolving challenges, continuing to invest in modern, resilient, and scalable digital infrastructure is essential to empower our workforce and communities, enhance public services, and drive sustainable economic growth. Being aware of the evolving digital landscape will provide insight into innovations happening elsewhere. Learning from others and adopting where it is appropriate for Renfrewshire to do so, could result in faster implementations which are already tried and tested. By 2030, we will strive to achieve the following: • Leverage advanced technologies, for example AI, IoT where appropriate, to deliver outcomes. • Streamline and optimise our technology ecosystem to unlock value, enhance operational efficiency, and enable scalable capabilities. • Recognising the growing sophistication of cyber threats, embed cyber resilience at the core of our operations by remaining agile, responsive, and prepared to respond to evolving threats. • Develop a seamless and approved single gateway for progressing digital and/or technology services and projects. Theme 6: Digital and Public Services Founded on our processes, we need to identify and reduce inefficiencies in our current approaches and introduce standardisation of our core processes where we can. By leveraging data analytics for continuous improvement we will reduce costs, cut process times, and improve the quality of the services we deliver. By 2030, we will strive to achieve the following:
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Corporate Asset Management Strategy (CAMS) 2026-2030 40 PUBLIC • Our services remain inclusive, effective and delivered in the most cost-effective way to meet the needs of our customers. • Our customers are meaningfully involved in developing services, and their needs are influential and at the heart of decision-making • Our services are future ready, developed in a way that will meet the requirements of the next generation of customers. • Our staff development has ensured the workforce are capable of embracing new internal digital processes. • Changes to our service delivery is driven only by data analysis and customer need.
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Corporate Asset Management Strategy (CAMS) 2026-2030 41 PUBLIC Associated Strategies / Plans/ Legislation 1. Council Plan 2022 ‑ 2027 2. Community Plan 2022 ‑ 2027 3. Service Improvement Plans (SIP) 2026 - 2029 4. Plan for Net Zero 5. Guide to Asset Management & Capital Planning in Local Authorities (CIPFA) 6. Learning Estate Strategy 7. Carbon Management Plan 2025/26 to 2029/30 8. Non-Housing Capital Investment Programme, Prudential Framework and Treasury Management Strategy, and Capital Strategy 2025/26 – 2029/30 9. Housing Revenue Account Budget & Rent Levels 2025/26 to 2027/28 and Housing Capital Investment Plan 2025/26 to 2029/30 10. Digital Strategy 2025-2030 11. Renfrewshire Council’s Community Asset Transfer Strategy 12. Renfrewshire Local Housing Strategy 2023-2028 13. Strategic Renfrewshire Strategic Housing Investment Plan 2026 to 2031 14. Renfrewshire Local Development Plan 15. HRA 30-year Business Plan 16. Travel Renfrewshire 2035 – Local Transport Strategy 2025–2035 17. Renfrewshire Council Consultation and Engagement Policy 18. Community Empowerment (Scotland) Act 2015 19. Scottish Government Climate Change (Emissions Reduction Targets) Act 2019 20. The Housing (Scotland) Act 2025 21. Paisley West End Regeneration Masterplan
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Corporate Asset Management Strategy (CAMS) 2026-2030 42 PUBLIC Renfrewshire Council Renfrewshire House Cotton Street Paisley PA1 1BR