Property Asset Management Plan - Orkney Islands Council · This Property Asset Management Plan provides an overview of the quantity, existing ... Housing and Information Computer

Property Asset Management Plan

Strategy, Framework and Action Plan 2016 to 2018.

Corporate Services, Council Offices, School Place, Kirkwall, Orkney, KW15 1NY.

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Contents. 1. Executive Summary ............................................................................................ 3

2. Introduction ......................................................................................................... 4

3. A Corporate Approach To Property Asset Management ..................................... 5

3.1. Strategic Overview ....................................................................................... 5

3.2. Effective Property Asset Management ......................................................... 6

3.3. Defining the Decision Making Process ......................................................... 7

4. Asset Management ............................................................................................. 8

4.1. Approach to Property Asset Management ................................................... 8

4.2. Operational Property .................................................................................... 8

4.3. Non-operational Property ........................................................................... 10

4.4. Surplus Property ........................................................................................ 12

5. Current Property Asset Performance ................................................................ 13

5.1. Energy Performance .................................................................................. 13

5.2. Condition .................................................................................................... 14

5.3. Suitability .................................................................................................... 15

5.4. Condition and Suitability Performance ....................................................... 16

5.5. Operational Property Revenue Costs ......................................................... 17

5.6. Accessibility ................................................................................................ 18

5.7. Performance of the Non-operational Property Portfolio .............................. 19

6. Capital Programme ........................................................................................... 20

7. Financial Outlook .............................................................................................. 21

8. Audit Scotland................................................................................................... 22

8.1. Effective Asset Management Plans and Policies ....................................... 22

8.2. Accurate Asset Information ........................................................................ 23

8.3. Monitoring and Reporting Asset Performance............................................ 23

8.4. Financial Planning ...................................................................................... 23

8.5. Effective Scrutiny ....................................................................................... 24

8.6. Community Planning .................................................................................. 24

9. Digital Land and Property Data ......................................................................... 24

9.1. Registering Council Owned Land and Property ......................................... 24

9.2. Digital Mapping of Land and Property ........................................................ 24

10. Community Empowerment and Asset Transfer .............................................. 25

11. Risk Management ........................................................................................... 27

12. Action and Implementation Plan ..................................................................... 27

13. Appendix 1 - Operational Property .................................................................. 29

14. Appendix 2 - Non-operational Property ........................................................... 45

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1. Executive Summary The Council owns a diverse range of land and property assets that make an important and positive contribution to achieving our corporate objectives. The quality, condition, suitability and sustainability of our property assets have a direct bearing on the quality and deliverability of front line services. It is therefore extremely important that these assets are managed in a proactive and efficient way.

The Council, through its corporate statement 2013-2018, “Our Plan”, states:

“We want our communities and businesses to thrive. We want our folk to have the skills our businesses are looking for. We are planning for the best start in life for our young folk and looking at ways to support their personal independence across all the generations. All this, and more, in times which are challenging, not only financially, but also for the growing demands for services we provide.”

Strategic asset management of land and buildings is the activity that ensures that our property is optimally structured to best align with the Council’s corporate objectives. Our properties must support the main business of the Council which is to provide services.

This Property Asset Management Plan provides an overview of the quantity, existing uses and current performance of Orkney Island Council’s property assets. It identifies future actions and potential risks, and seeks to provide a well-managed property portfolio to support the delivery of Council services.

There is also a range of key drivers which serve to shape the content of the plan. The key drivers are mainly development issues, performance measures and future activities. The local economic position will also drive the need to use property effectively and efficiently and will shape our property requirements in the future.

Information on the quality of property held by the Council must be used to inform future planning decisions for its use, value (financial and non-financial) and opportunities for development. Delivering a high performing property portfolio is an essential part of implementing a long term strategy which can support the Council’s objectives and make best use of the resources available.

There is a significant level of investment, expenditure and activity relating to property assets and the Council must ensure best value. This will be achieved by ensuring that the strategic decision making process treats property assets as a corporate resource which drives and delivers services and results in improved decision making and a high performing property portfolio.

Alistair Buchan CBE.

Chief Executive, Orkney Islands Council.

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2. Introduction Effective and efficient use of property by Orkney Islands Council is vital in ensuring the delivery of many of the Council’s key objectives. There are of course significant challenges in sustaining a comprehensive property portfolio throughout Orkney due to the geographic layout and low population density in many parts of the Orkney mainland and isles, that is resources cannot always be centrally located.

Property management has historically been undertaken by default at a Service level within the Council. Whilst this approach can provide a close correlation between the asset and service delivery it does not promote the most efficient and effective use of property assets, resources or skills at a corporate level and therefore it is essential that a corporate strategic approach to property asset management be developed and implemented. This is particularly important in light of the challenging financial climate which the Council and its partner organisations face for the foreseeable future.

It is clear that a structured and programmed strategy requires long-term management of our property portfolio in order that the best solutions are provided. Short term or constantly changing strategies will not produce an optimum solution and will result in needless waste of resources, abortive expense and a lower quality of service delivery.

This plan will only consider the Council’s property portfolio as defined by CIPFA (The Chartered Institute of Public Finance and Accountancy) and therefore other types of asset do not feature within the scope of this plan. Excluded assets are Open Spaces, Roads, Street Lighting and Infrastructure (including marine, airfields and burial ground infrastructure), Fleet/Plant, Housing and Information Computer Technology which are, or will be, the subject of separate asset management plans.

Asset Management is the process which aligns the Council’s business and property strategies, ensuring the optimisation of our property assets in a way which best supports our key business goals and objectives. This involves ensuring efficiency in space use and developing a property portfolio which is well maintained and affordable within the terms of the best value available to the Council.

The objective is to provide the right property asset, in the right location, at the right price and quality.

The detailed property planning process will commence with analysis of the business needs in terms of accommodation requirements: location, size, facilities required and so on. We will identify how the present property portfolio can be used to best suit service requirements.

With regard to the importance of property asset management, it should be noted that:

• Property matters contribute to the public’s perception of Orkney Islands Council.

• Effective property asset management can drive overall service improvement and enhancements, including efficiencies and savings without loss of service.

• Construction of new and maintenance of existing property accounts for a significant amount of the Council’s expenditure.

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3. A Corporate Approach To Property Asset Management All property assets are owned corporately by the Council and their management will be coordinated across the organisation to maximise benefits and to support the delivery of the Council’s key objectives as set out in the Corporate Strategic Plan (Our Plan) 2013-2018.

The key drivers for changes in the demand for public services are:

• Changing public needs and priorities.

• Increasing public expectations on quality and ease of access to joined up public services.

• Local community aspirations.

• Community Empowerment (Scotland) Act 2015.

The key drivers for changes in the provision of public services are:

• Reducing budgets in the face of increasing operating costs.

• The need to identify and adopt new efficient and effective ways of working.

• Opportunities to collaborate and work closely with community partners.

We aim to manage our property assets in a balanced manner which takes proper account of the Council’s service requirements and of the upkeep of our assets to ensure their optimum use over the long term.

3.1. Strategic Overview The key strategy in respect of our approach to asset management is set out in the Corporate Asset Management Plan 2013-2018. That plan identifies the main types of asset which require effective management to ensure all assets are well managed and assist the Council to deliver on its objectives.

The key objective of this Property Asset Management Plan, which sits below the Corporate Asset Management Plan along with other individual asset plans, is to manage the Council’s property assets effectively and efficiently to deliver on Council objectives by ensuring the most appropriate properties are available to all service delivery partners. This is particularly critical for the next five years given the local and national economic context.

In order to deliver this outcome a number of reviews of current operational practices will be necessary, including a review of property management governance and delegation. It is proposed that this work will be complete by the end of the 2016/2017 financial year.

In line with good practice, the development of a corporate approach to property asset management would enable the Council to take a strong corporate view with oversight across all service area needs and requirements in order to make the best decisions using the available resources.

The Property Asset Management Plan 2016-2018 sets out the proposed objectives and processes required to deliver a corporate approach to property asset

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management. The following sections of this plan highlight the key tasks and issues to be considered including property performance, benchmarking, strategic and capital planning and the effective day to day management of property.

An executive lead on a corporate approach to property asset management delivered through the Executive Director of Corporate Services and an effective reporting regime to keep the Asset Management Sub-committee and Policy and Resources Committee informed is an essential component of the change management process ahead.

An Action and Implementation Plan is detailed in section 12 of this document which will be developed, refined and delivered as work on property asset management progresses.

3.2. Effective Property Asset Management Effective property asset management is vital in addressing a number of key challenges for our property portfolio. First and foremost property assets must be used to maximise benefit to service areas in the most efficient and effective manner. The exception is where property assets are held for financial/investment purposes rather than for service requirements and in this case the focus will be on maximising the financial return.

Strategic asset management of our property assets can be summarised as follows:

• Ensuring properties are managed effectively and demonstrate that they deliver best value.

• Linked with business, corporate and organisational objectives.

• Maintaining and improving the portfolio of properties as required to support the delivery of Council services through a variety of service delivery models, including co-location and joint working with partners and local community partners.

• Compliance with statutory obligations such as the Equalities Act 2010 and health and safety standards.

• Ensuring the property portfolio meets the current and future needs of local communities.

• Ensuring the property portfolio is able to meet and exceed sustainability targets.

The diagram below shows the relationship between this property asset management plan and the Council’s other key strategies which are in turn linked to the development and implementation of actions arising from this plan.

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3.3. Defining the Decision Making Process The diagram below shows the corporate property asset management ethos which will encompass all property related decisions. Corporate management of property assets must consider stakeholders, service areas and the performance of property including its cost and value.

The needs of stakeholders will be reflected in the Council’s objectives and those of each service area through various service plans. Analysis and reporting of property performance and its associated revenue cost to sustain and maintain an appropriate operating environment must be regular in order that properly informed decisions can be made by the Asset Management Sub-committee.

The Council’s governance arrangements for property will be reviewed and aligned with a corporate approach to property asset management. This will require changes to the existing Scheme of Administration to better suit the operational arrangements a corporate approach requires.

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The Council’s Corporate Asset Management Plan 2013-2018 set out a simple framework for asset decisions to be made. The proposed property decision making process is replicated here but is subject to review and implementation of amendments to the current governance arrangements:

4. Asset Management 4.1. Approach to Property Asset Management Historically service committees have been able to administer and manage their service area property requirements through existing governance and the Council’s Scheme of Delegation. This has enabled services to have a close correlation between their property needs and aspirations but this does not provide a corporate approach to property asset management.

Centralising day to day property asset management in one service area will allow for the overarching corporate strategies outlined in this plan to be evenly and equally applied across all service areas, it will ease the burden of property management resources used within a wide variety of service areas and will streamline budget management by enabling services to focus more on service delivery and less on day to day management of the property assets used.

The strategic lead for property and asset management sits within the Corporate Services directorate. The Head of Building and Facilities will be the lead property asset manager with responsibility for administering the Council’s strategic property management and ensuring that corporate efficiencies are delivered.

4.2. Operational Property Operational property is defined as property (land or building, or part of a building, or both) used in the production or supply of goods or services or for administrative purposes. That is, property from which the Council delivers a service directly or uses in the delivery of a service in the event that the service is delivered at another

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location. For instance, schools, care homes and the Council Offices at School Place are examples of operational property. Depots and workshops used by the Council to support roads maintenance and waste collection services are also operational even though services are not delivered directly to the public at these locations.

The Council has 217 operational assets, which includes 196 buildings with a gross internal floor area of 121,202m2. The condition of these operational property assets can enhance or adversely impact on the quality and range of services delivered.

13 operational assets are leased in from the private sector and these include ground leases, office accommodation, an industrial unit and residential care facilities. The annual cost to the Council of leasing in property is £92,500 in rental costs in addition to revenue costs incurred on other property elements such as rates, insurance and maintenance.

Operational property is a significant issue for the Council as we require a wide variety of types and sizes of property, some multipurpose and some specialised, for the delivery of services. Some operational property has to be located at specific places within our community, schools for example, whereas the location of other operational property assets is much more flexible and will have little or no impact on service delivery. Some operational property is required in order for the Council to deliver statutory services and other operational property supports discretionary services.

The Council spends £7.32M per annum on operational property, as detailed in the graph below.

A Repairs and Maintenance budget of approximately £1.43M is required each year in addition to expenditure on capital projects to improve the customer experience, to provide a safe and comfortable working environment for staff and implement changing service delivery requirements which may arise through service improvement or legislation.

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Assets from which Council Services are delivered (Operational Property)

Number of Assets: 217

Gross Internal Area: 121,202m2

Asset Register Value: £171.22M

A summary of the type and number of the Council’s operational land and buildings is shown below:

Property Type Number

College. 9

Community Centre. 5

Day Care Centre. 9

Industrial Units. 8

Leisure Centres/Sports Fields. 8

Miscellaneous. 42

Museum. 7

Offices. 14

Outdoor Centres. 3

Pre-School Facility. 1

Public Convenience. 23

Public Libraries. 2

Residential Homes. 9

Schools. 23

Store. 22

Waiting Rooms (Ferries). 22

Waste Management. 10

Total: 217

More information about the Council’s operational land and property is included in Appendix 1.

4.3. Non-operational Property Non-operational property is defined as property which isn’t used in the delivery of services. This classification also applies to land held for long term capital appreciation, land held for an undetermined future use and property which is currently under construction, development or redevelopment for future use for investment purposes. Non-operational property comprises the Council’s investment portfolio which includes industrial estate sites and buildings.

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The Council owns 196 non-operational land and property assets, comprising 104 buildings and 92 land assets. This includes 127 non-operational investment property assets which are leased, or are currently available to lease, for investment purposes in addition to a number of strategic land and property assets.

The Council spends £0.64M per annum on non-operational property, as detailed in the graph below.

The Council’s non-operational investment property generates an income of approximately £1.49M per annum. Non-operational investment property also consumes large revenue and capital resources in maintenance ranging from minor works required at tenancy change to major works which may be required to modernise aging property, and to ensure property is retained in a desirable condition to secure new tenancies.

There are currently 127 non-operational investment property assets of which 109 (85.8%) are occupied/leased and 18 (14.2%) are vacant. 15 of the vacant property assets are development sites within industrial estates which incur minimal revenue expenditure for the Council.

The Council operates a letting policy in respect of its 71 No industrial estate property assets which supports businesses operating in key industry areas. The primary sectors which the Council strives to support are:

• Manufacturing (primarily for export).

• Renewable energy.

• Business sector where the market is outwith Orkney or there is no service locally.

In addition to the above criteria consideration is also given to businesses which assist the Council in its objectives to:

• Diversify the economy.

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• Raise average wage rates; and/or

• Overcome barriers to export.

The Council’s non-operational properties can be used to support local economic development opportunities such as new business developments, growth and skills enhancement. Reviewing the performance of non-operational investment properties will drive decisions on future investment requirements.

Non-operational Property Assets

Number of Assets: 196

Gross Internal Area: 42,780m2

Asset Register Value: £28.66M

More information about the Council’s non-operational land and buildings is included in Appendix 2.

4.4. Surplus Property The Council regularly reviews its property and occasionally identifies assets which are surplus to operational requirements, that is, property considered to be no longer fit for purpose either through service need changes, its physical condition, suitability or as a result of other relevant matters. The Council’s Asset Management Sub-committee determines the future use or reallocation of potentially surplus property following a period of consultation with Services, elected members and the local community council.

In the financial years 2013/2014, 2014/2015 and 2015/2016 the Council disposed of ten surplus properties securing a capital income of £1.07M in addition to making revenue savings in respect of the associated property costs, estimated at £129,000 per annum.

An overview of our approach to the identification and management of surplus property is shown below.

We will continue to review the property portfolio to identify any assets which are no longer fit for purpose, or otherwise not required for operational reasons, and continue to find ways to dispose of these assets in the most effective way possible. The

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procedure for dealing with potentially surplus property will be reviewed and developed as a core part of the asset management planning process.

We are committed to planning effectively to minimise revenue costs and release surplus property to the community where disposal is the preferred option.

5. Current Property Asset Performance It is essential that we develop a detailed understanding of our property portfolio if we are to successfully manage our land and property assets. Performance indicators are an important part of monitoring the status and areas of change of the Council’s property assets. A variety of performance indicators can be developed over time as more meaningful data is captured and recorded in a way which facilitates interrogation and regular monitoring.

The Council has recently implemented new asset management software which will greatly improve our ability to monitor property assets performance. Regular and effective property performance monitoring across the portfolio will identify those assets which are underperforming. This will inform the capital planning process as resources can be directed to the areas of highest priority.

The Head of Buildings and Facilities will lead on the monitoring and review of property asset management outcomes and actions and will report regular status updates and progress to the Asset Management Sub-committee.

5.1. Energy Performance The Council is committed to reducing our carbon emissions through the Council Plan 2013-2018 (“Our Plan”), in which a clear objective to achieve a low carbon Orkney is stated. We can support that objective through our management of carbon emissions from our property portfolio. Between 2006 and 2014 the Council achieved an 18% reduction in emissions from the baseline which was established in 2004-2005.

In December 2013 the Council committed to a new carbon emissions reduction target of 42% by 2020. In April 2016 the Council approved a new Carbon Management Programme for the period 2016 to 2026 which will continue to drive efficiencies and improvements in carbon emission levels across all areas of the Council including properties, vehicles, ferries, waste management and more.

The Council is a signatory to the Scottish Climate Change Declaration and we recognise the importance of following best practice to secure efficiencies and improvements necessary to enable us to deliver on our carbon emission target. By transitioning to a low carbon Council we aim to make ourselves more resilient from the fluctuating wholesale energy market and by increasing our use of locally generated electricity we can potentially secure savings in revenue expenditure.

Orkney now generates 104% of its electricity through local generation and therefore adopting a strategy which supports increased use of electric heating systems enables efficiencies in both financial terms through lower purchase cost compared to imported electricity and other fuels, and greatly reduced carbon emission through efficient generation techniques. This approach delivers the best all round solution by tackling two significant issues with one solution.

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In April 2016 the Council formally signed up to the ‘Building Innovative Green Hydrogen systems in an Isolated Territory’ project (BIG HIT) which is a partnership arrangement spanning six EU countries and able to access European funding to invest in projects which are based around hydrogen technology. Part of the project includes consideration of introducing hydrogen as a heating fuel source within publicly owned buildings and some preliminary work to identify suitable properties in Orkney is underway. The project will also look at the use of hydrogen technology in vehicles and ferries in addition to exploring property options.

5.2. Condition In this context, condition is defined by the Local Government Benchmarking Framework (LGBF) as:

“the proportion of internal floor area of operational buildings in satisfactory condition”

This indicator measures the percentage of gross internal floor area of operational accommodation which can be considered as either:

A. Good - Performing as intended and operating efficiently.

B. Satisfactory - Performing as intended but showing minor deterioration.

C. Poor - Showing major defects and/or not operating as intended.

D. Bad - Life expired and/or at serious risk of imminent failure.

Property condition surveys are prepared and updated whenever there is a change in the status or condition of an element of each operational property. The data arising from these surveys, along with ongoing inspections arising from day to day reactive maintenance, is compiled into annual investment programs which are prioritised and matched with service delivery requirements.

In 2014/2015, 95.98% of the internal floor area of the Council’s operational buildings was found to be in satisfactory condition (that is grade A or B). This is better than the

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2013/2014 figure of 95.79%, and better than the 2014/2015 Scottish average of 82. 92%.

The condition of the current operational property portfolio is shown in the above and indicates an improved position from the reported 2014/2015 position. A total of 96.2% of the internal floor area of our operational buildings are in satisfactory or good condition (that is grade A or B), an increase of 0.22% since the previous assessment. Information about each property assets condition rating is included in Appendix 1.

The second graph above separately shows the condition of the Council’s 23 operational schools, although this data is also included within the first graph as well. All of our schools are in satisfactory condition (that is grade A or B).

The reported condition of our property assets should not conceal the need to ensure adequate long term funding to sustain and improve upon the condition of the estate as it ages. It must also be noted that future changes in legislation may require greater levels of investment to maintain property in addition to the ever increasing cost of maintenance and revenue outlays such as utilities and insurance.

5.3. Suitability Suitability is defined by the Local Government Benchmarking Framework (LGBF) as:

“the extent to which buildings are suitable for their use and the delivery of services”

This is an assessment of the fitness for purpose of property and can prove difficult to measure accurately and consistently. Suitability goes beyond any question of condition and is concerned with how well an asset is suited to its current purpose. Suitability changes with use therefore an operational property may achieve a low score for suitability for its current purpose however reshaping service delivery (or providing an entirely different service from the building) could result in a much higher suitability score without the need for investment.

Suitability assessments are ranked as either A, B, C or D:

A. Good – Performing as intended and operating efficiently.

B. Satisfactory - Performing as intended but showing minor deterioration.

C. Poor - Showing major defects and/or not operating as intended.

D. Bad - Life expired and/or at serious risk of imminent failure.

Suitability assessments will be carried out at a maximum of 5 year intervals or where a change of use occurs at a property. The Local Government Benchmarking Framework definition is “suitable for its current use” and means it is assessed as either performing as intended and operating efficiently or performing as intended but showing minor deterioration (i.e. being in Category A or B of the noted condition category). The measurement of suitability requires that the properties meet any statutory requirements (including health and safety requirements) as well as the operational requirements of the service.

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In 2014/2015, 83.04% of Council buildings were found to be suitable for their use, which is not as good as the 2013/2014 figure of 83.66%, but better than the 2014/2015 Scottish average of 79.01%.

The suitability of the current operational property portfolio is shown in the first graph above and shows an improved position from that reported in 2014/2015 stated above. A total of 89.6% of the internal floor area of our operational buildings is satisfactory (that is grade A or B), an increase of 6.56% since the 2014/2015 assessment.

The second graph above separately shows the suitability of the Council’s 23 operational schools, although this data is included within the first graph as well. 85.6% of our schools floor area is satisfactory (grade A or B) and 16.7% rated as Poor (grade C).

The Council will shortly complete the construction of the new Evie School which will include the demolition of the existing property. Therefore the Council’s overall performance in respect of the schools only analysis will improve in future years as the old school building (graded B for condition and C for suitability) will be replaced with a new asset which will be graded as A for both condition and suitability.

5.4. Condition and Suitability Performance The following table shows the current overall performance of operational property in respect of condition and suitability.

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High performing operational property is graded A or B in one or both categories. The Green shaded boxes show that 153 (78.1%) of operational properties are performing well.

40 (20.4%) properties are in the Amber area of the table which shows these properties are not performing at a satisfactory level and if no corrective action is taken within an appropriate timescale the grades will be revised down.

3 (1.5%) properties are performing very poorly and are located in the Red area of the above table. Information about each property assets condition and suitability rating is included in Appendices 1 and 2.

The Council will strive to sustain and improve the Condition and Suitability of our operational property portfolio and identify opportunities for reshaping the operational property portfolio to best suit service objectives within available budgets. Operational property which is deemed not to be fit for purpose will be managed within the surplus property process.

5.5. Operational Property Revenue Costs The revenue cost of the Council’s operational properties equates to an expenditure of £58.88/m2 which is further explained in the graph below. The Council has 121,202m2 of operational property comprising 196 buildings which deliver the full range of services provided by the Council.

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The Rates component is unavoidable in so far as our occupation of buildings incurs Rates at a fixed cost. Reducing expenditure on Rates could only be achieved by occupying less property.

Insurance is a relatively small component of the revenue cost per m2 and is managed through competitive tendering in accordance with the Council’s financial regulations.

Repairs and Maintenance (R and M), Cleaning and Utilities (electricity, water, heating etc.) are the main cost elements which are within the Council’s control and therefore these are the elements which we can plan to reduce. These elements account for £41.57 (70.6%) of the total revenue cost per m2.

We will endeavour to minimise revenue expenditure on operational property through effective competitive tendering for maintenance work and capital projects, identifying underperforming property and reviewing opportunities to make changes to the operational portfolio to improve performance in line with corporate objectives and service delivery requirements.

5.6. Accessibility The Equality Act 2010 serves a number of purposes including imposing a duty on employers and service providers to make reasonable adjustments to overcome barriers they may be facing in gaining and retaining disabled employees and ensuring equal public access to goods and services.

The legislation requires the Council to take all reasonable steps to reduce and eliminate the physical barriers in respect of access to and use of goods, facilities and services including access to public buildings, leisure facilities, to healthcare, housing and transport.

An assessment of the accessibility of the Council’s operational property assets has been carried out and the current status is shown below.

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This indicator measures the percentage of Council buildings which are accessible to the public and the percentage of these in which all public areas are suitable for and accessible to disabled people. It should be noted that not all of our operational buildings are accessible to the public and therefore these are excluded from the assessment.

The graph shows that currently 51.7% of the Council’s operational properties are considered to be fully accessible.

The remaining 48.3% of our operational property is not yet accessible. This is attributable to small scale improvements which have not yet been able to be implemented, and in some cases is due to significant alterations being required which have not been implemented to date.

The analysis does not reflect those properties which are considered to be almost fully accessible but fall short on one or more minor points.

It is a as a corporate objective that the Council provides a property portfolio which is accessible to all members of our community.

We need to identify what improvements are required to be carried out and to find alternative solutions where the delivery of this objective isn’t achievable. In addition to ensuring that publicly accessible property meets an appropriate standard, we will also deliver a high quality and accessible working environment for staff.

5.7. Performance of the Non-operational Property Portfolio The Council owns 196 non-operational land and property assets, comprising 104 buildings and 92 land assets.

We will monitor key aspects of performance of the non-operational property portfolio however as this type of property is typically used by third parties the Council isn’t normally responsible for the revenue costs such as rates, utilities and repairs and maintenance. In the event that a non-operational property is vacant the Council will

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be responsible for revenue costs during the vacant period, and ensuring appropriate maintenance is carried out to preserve or improve the physical condition of the vacant property. In this circumstance the Council will incur revenue costs.

The graph below shows the condition of the Council’s non-operational buildings by floor area, using the same A to D grading system as mentioned earlier in this section. Suitability isn’t assessed for non-operational buildings as there are no public services are being delivered.

72 (75.6%) non-operational buildings are in Good or Satisfactory condition (grade A or B), 28 (23.9%) are in Poor condition (grade C) and 4 (0.5%) are in Bad condition (grade D). Information about each property assets the condition rating is included in Appendix 2.

Our non-operational portfolio needs to be fit for purpose and be able to generate an acceptable rate of return whilst supporting local business needs including new starts, expansion and the development of new industries not currently present. Non-operational property will be subject to regular performance reviews which will facilitate early identification of underperformance and enable forward planning to be carried out to secure and develop the portfolio in line with objectives.

6. Capital Programme The Council’s capital investment programme details the planned capital investment for non-housing services. The approved capital programme relates primarily to major investment in the social care, education and museum property estate. A summary of the approved investment programme for 2015/2016 to 2019/2020 is outlined below:

Project Title Total £000

15/16 £000

16/17 £000

17/18 £000

18/19 £000

19/20 £000

Children’s House 724 724

Replacement St Peters House 9,099 39 1,060 5,700 2,300

New Build KGS (exc Pool) 1,177 7 1,170

Stromness Primary School 390 10 380

Halls of Residence 278 1 277

Leisure Pool 352 1 351

Evie School 2,729 2,099 630

St Andrews School Extension 995 709 267 19

Scapa Flow Visitor Centre 3,048 2,540 508

Kirkwall Travel Centre Extension

1,807 555 920 332

Sub-Total £20.6M

The Council is also developing a variety of other projects which will be considered for inclusion in the capital programme.

The Council carries out a robust capital planning process to determine which capital projects need to be added to the programme. The appraisal process ensures that adequate financial planning is carried out before a commitment is given to include a project on the programme. A corporate approach to property asset management will support the current scrutiny and monitoring of the capital programme appraisal process.

7. Financial Outlook The Council faces a restriction in financial resources in the years ahead which means that effective and efficient use of high cost assets such as property is a significant factor in the efficient delivery of services.

Property assets are very illiquid, meaning they cannot be constructed, demolished, refurbished, disposed of or acquired quickly. This means that forward planning and identifying future needs is essential to secure existing levels of service delivery and to provide efficient and effective budget management.

A simple approach to improving the Council’s effective and efficient use of resources is to consider reducing the number of operational properties (that is property from which services are delivered) which would reduce the revenue expenditure per annum and therefore deliver budget savings. Reducing the operational property portfolio will have an impact on some aspects of service delivery and it is therefore essential that changes are properly planned, managed and implemented within existing resources.

Alternative delivery mechanisms, including partnerships with other public bodies and community planning partners may be necessary to secure a wide range of service delivery which is fit for purpose, reflects the needs of communities and is affordable and achievable.

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Property asset management has been identified by the Council’s Change Review Team as a key priority area for making revenue savings to the Council’s General Fund budget. In April 2016 a savings target of 10% (£0.69M) was agreed by the Council’s Policy and Resources Committee and is planned for delivery by the end of the financial year 2019/2020. Other savings across other budget areas will be identified and quantified as the actions of this plan are progressed.

It is therefore essential that a delivery strategy is developed at an early stage rather than delaying action to avoid being forced into making radical and substantial changes unexpectedly at short notice. We will therefore seek to identify potentially surplus property assets which can be released for disposal and review our use of and need for property assets to ensure our corporate objectives and service delivery targets can be met.

8. Audit Scotland Audit Scotland published a report in 2009 which examined how Council’s manage property assets. The report identified that only around half of all local authorities had a council-wide strategy for property asset management and good management information wasn’t always used to support decision making, and information about the performance of property assets was not always available for scrutiny by elected members.

The key recommendations made by Audit Scotland were that Councils should:

• Have effective asset management plans and strategies in place.

• Ensure asset information is up to date, complete and held in an accessible format.

• Establish robust monitoring and reporting procedures for asset performance.

• Take whole-life costs in to account in their financial planning.

• Have effective scrutiny mechanisms in place

• Have arrangements for joint asset management planning with community planning partners

In 2013 Orkney Islands Council approved a new Corporate Asset Management Strategy which set out how all of our assets would be managed. This Property Asset Management Plan flows from that strategy and is an update to the Council’s previous property asset management plan which was prepared in 2009.

Taking each of the Audit Scotland recommendations listed above, the Council’s current position and proposed action is detailed in this section of the new plan.

8.1. Effective Asset Management Plans and Policies The Council has been able to report progress with some areas of property asset management however we are not able to demonstrate that corporate property asset management has been fully embedded. Asset management has historically been undertaken by default at Service level and whilst this has meant service areas have a good knowledge of their own assets it doesn’t promote efficient and effective use of assets, resources or skills at a corporate level.

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With growing budgetary difficulties and an increasingly challenging service delivery environment the Council will implement a centrally managed and administered property portfolio through the Executive Director of Corporate Services.

8.2. Accurate Asset Information The process of compiling property asset data from a wide variety of sources across the Council to aid the development of this Property Asset Management Plan has been particularly challenging due to the variety of ways in which property data is stored, handled and managed. It is essential that the Council has clear and accessible information about its property assets in order to feed the normal decision making and service development processes which are driven by Best Value and corporate objectives.

The Council has moved its property data to new property asset management software system which will substantially improve our ability to record and monitor the property portfolio, determine how it can best be managed and how to make better informed and effective decisions about it and the services delivered throughout the county. It will take time for the quantity and quality of property data to build up however data quality improvements should be evident from an early stage and the means to monitor and report easily will be a significant step forward.

8.3. Monitoring and Reporting Asset Performance The Council’s Asset Management Sub-committee receives regular updates on a variety of property related matters such as the status of surplus property, the extent to which the Council supports charitable and community groups through favourable leasing arrangements and the general status of its commercial property.

Annual reports on planned capital and revenue maintenance programs are also considered however historically there have been few opportunities to expand on the level of property asset performance reporting, not least due to practical difficulties with software and staff resources.

The move to new property asset management software ensures that property asset performance can be regularly and effectively monitored substantially more efficiently than has been possible to date. The new system will provide substantially more capability to record and monitor a wide range of property data and costs which will greatly improve our ability to regularly and robustly assess property asset performance.

8.4. Financial Planning The need to adequately budget for the effective and efficient use of property assets is increasingly important as service budgets are under pressure. Corporately driving services to have a clear understanding of their property needs and the costs and implications of holding property for service delivery will ensure that the most effective and efficient budgeting can be undertaken at an early stage.

The Council operates a robust two stage Capital Project Appraisal process when funding for a major capital project is sought. Part of the appraisal process involves demonstrating the revenue implications of the proposed development however there are sometimes poor linkages between early design work and final outcomes which limit the accuracy of the revenue expenditure predicted within the appraisal process.

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Other factors sometimes change the real revenue position once a new development becomes operational, for example rising energy costs since predictions were initially made.

It is essential that we monitor property revenue cost data effectively across the property portfolio as this analysis can also be a good indicator of future revenue costs in new developments.

8.5. Effective Scrutiny The improvements in data management through our move to new asset management software referred to earlier in this section will enable more reliable and frequent reporting of property assets performance to be submitted for elected members information and scrutiny. Improved data quality and regular monitoring will assist early identification of reducing performance and allow interventions to be planned and actioned earlier than has been possible to date.

8.6. Community Planning The Council has a long history of working closely with community partners and will continue to work co-operatively with Partnership Board members as and when the need arises.

9. Digital Land and Property Data 9.1. Registering Council Owned Land and Property The Land Register of Scotland is a digital, map-based public register of land and property ownership which is managed by the Registers of Scotland. The information held is secure, reliable, and accessible and is a replacement to the Register of Sasines which is no longer being used.

The General Register of Sasines is already closed to dispositions, leases and assignations of lease. The Land Registration etc.(Scotland) Act 2012 gave Scottish ministers the power to make an order closing the sasine register to standard securities. The intention behind this is to create an additional trigger for registration of property in the land register. This will accelerate completion of the register, one of the key policy objectives behind the 2012 Act.

The Register of Scotland is now working towards completing the land register, in line with the aspirations of Scottish ministers, by 2024 including registering all public land by 2019. The Council therefore has only three years to work towards registering all of its land and property ownership within the Land Register of Scotland.

Registration is required prior to sale of land and property and when a long lease requires to be registered, however this is insufficient to ensure that all of the Council’s land and property assets can be adequately registered and therefore additional effort will be required to take forward the registration process as stated.

9.2. Digital Mapping of Land and Property It is an aspiration of the Scottish Government that accessing all land and property ownership across Scotland is easily accessible and available to all. The government proposal is described as a “one stop digital database for land and information

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services” and will provide better access to information to support decision making, while improving accountability and transparency and will create wider social and economic benefits through innovative use of data.

The Council will continue working on its land and property ownership data to ensure that accurate and appropriate information is available and can be easily shared through a national database once developed. The Council’s land and property data will need to be held in a form which is easily accessible through the proposed new database however that is not expected to present any significant problems and is likely to use industry standard property data formats which the Council is already using.

The Scottish Government aspiration of delivering a publicly accessible land and property database is scheduled for October 2017 however it is possible this target may change as the project develops. In any event the Council will fully endorse the publicly accessible system and the benefits such as increased transparency and accountability, in addition to other social and economic benefits which are likely.

10. Community Empowerment and Asset Transfer Orkney Islands Council recognises that community asset transfer of publicly owned land and buildings can play a positive role in bringing voluntary and community organisations together to improve the quality of people’s lives and provide better services and provides the Council with a mechanism to empower communities and strengthen their sustainability.

The term “community asset transfer” relates to the transfer of responsibility for Council property assets to Voluntary and Community Organisations and can be achieved by the transfer of property ownership either at market value, at a discount or, alternatively, by the transfer of management responsibility through a lease, License to Occupy agreement or other specialised arrangement.

Community ownership or control of land and buildings can make a major contribution towards strengthening communities and creating sustainable places to live. It provides a base for activities and services that might not otherwise be accessible to local residents, and can provide jobs, training and bring income to the local area. More widely, it can provide stability and sustainability for the community group, allowing them to develop new initiatives and support other developing groups and it can create a stronger sense of community identify, cohesion and involvement.

The Council has a long history of supporting voluntary and community groups through use of its property, most commonly through leases which are offered on favourable financial terms. The new Community Empowerment legislation which is due to come in to force in September 2016 will assist community groups in accessing publicly owned land and property assets within their local community and will lead to more sustainable and proactive communities.

The Council will continue to work closely with communities to identify opportunities for transferring publicly owned property into community hands, which may be in the form of long leases or through outright transfer of ownership. In all cases however, communities must be able to demonstrate that they have a good business case as well as the skills and resources to take their vision forward and deliver on their stated aims and objectives.

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A list of the types of assets which the Council leases to local community groups and organisations is provided below. The range and variety of asset types demonstrates the Council’s commitment to supporting local communities in a wide variety of ways. The full market rental value of the undernoted properties amounts to £92,477 per annum however the Council receives a rental income of £18,826 or 20.3%.

Asset Type Quantity

Industrial Estate Site 1

Interpretation Centre 3

Store 3

Former Primary School 1

Offices 3

Play park 1

Hyperbaric Chamber 1

Boat Shed 1

Land 3

Day Centre 1

Bowling Green 2

Museum / Heritage 3

Dwelling 3

Leisure Centre 1

Scout Hall 1

Total 28

The Community Empowerment (Scotland) Act 2015 is scheduled to come in to force in late 2016 and introduces a right for community bodies to request any land or buildings they feel they could make use of. The legislation requires public bodies, such as the Council, to assess requests transparently against a specified list of criteria and to agree to the request unless there are reasonable grounds for refusal.

A Scottish Government consultation on the Draft Regulations of the Community Empowerment (Scotland) Act 2015 will conclude in June 2016 after which detailed regulations will be fixed. At the time of writing it is not clear how the legislation will be implemented or what the potential implications for the Council may be. The Council will develop policies to deal with community requests in due course, and will liaise and consult with local communities as part of that policy development process.

Once the legislation is fully operational, qualifying requests will need to be decided by the Council within a prescribed time limit, unless an alternative time line is agreed with the applicant. Moving to a corporately managed property portfolio will help to streamline the Council’s decision making process for community requests and will enable the Council to comply with legislation and to better support our local communities.

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11. Risk Management There are a variety of factors which may influence the Council’s ability to deliver the full range of outcomes set out in this plan, however close working with community partners, services, senior management and elected members will ensure full visibility of the issues and risks arising throughout the life of this plan, enabling these to be managed accordingly and allowing delivery of the stated objectives as planned.

To ensure successful property asset management planning and implementation we will engage with all property users, from the public to service delivery management teams and to frontline staff to ensure that the full range of property related issues and concerns are identified and to share information about decisions and anticipated outcomes and implications. We will ensure there is an effective dialogue on asset management issues across the Council and our community partners.

12. Action and Implementation Plan The Council’s approach to property asset management is a key part of delivering services across Orkney. In order to ensure the provision of an effective, efficient and sustainable property portfolio to deliver those services it is essential that the following actions are implemented and that these actions form the basis of the Council’s future service planning objectives.

Ref. Corporate Objective Target Date

AM1 We will ensure property is managed as a corporate resource. March 2017

AM2 We will ensure all property investment and disposal decisions are based on a thorough option appraisal.

Ongoing

AM3 We will regularly monitor the performance of property and improvement targets.

Ongoing

AM4 We will ensure that property asset management information is collected, maintained and stored effectively.

Ongoing

AM5 We will ensure Best Value in the delivery of the property asset management service.

Ongoing

AM6 We will ensure that property meets the Council’s corporate objectives.

Ongoing

AM7 We will consider the needs of stakeholders. Ongoing

AM8 We will ensure our property portfolio is suitable and sufficient. Ongoing

AM9 We will ensure properties are maintained in an appropriate condition.

Ongoing

AM10 We will ensure that properties comply with legislation requirements.

Ongoing

AM11 We will ensure properties are accessible. Ongoing

AM12 We will ensure that space is used efficiently and effectively. Ongoing

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AM13 We will ensure that the revenue cost of property is minimized. 2019/2020

AM14 We will ensure that investment properties generate a revenue income.

Ongoing

AM15 We will manage surplus properties effectively and efficiently. Ongoing

There are also a number of specific actions which must be progressed to enable the Council to meet its obligations and be well placed to manage the whole property portfolio effectively and efficiently:

Ref. Corporate Objective Target Date

AM16 Ensure property ownership information is recorded in the Register of Scotland by 2019.

December 2019

AM17 Undertake regular surveys and assessments to update Condition and Suitability performance indicators.

Ongoing

AM18 Develop operational asset management plans which set out our requirements for property in the medium to longer term.

April 2018

AM19 Develop new policy for the management of Community Asset Transfer requests.

March 2017

AM20 Review and update the surplus property policy and procedure. March 2017

13. Appendix 1 - Operational Property Asset Name Address Town /

Parish Asset Type OIC

Interest Condition Suitability GIA

(m²) EPC Rating

General Fund

Aikerness Public Toilet Evie Public Convenience

Freehold A A 35.7 Yes

Aurrida House Papdale Loan Kirkwall Residential Home

Freehold B A 453.3 Yes

Backaland Pier Waiting Room and Toilets

Eday Public Convenience

Freehold C C 14.3

Balfour Pier Store Balfour Pier Shapinsay Store Freehold C B 22.2

Balfour Pier Waiting Room and Toilets

Shapinsay Gatehouse

Shapinsay Waiting Room (Ferries)

Freehold C C 61.8

Battery Store Helliar Shapinsay Store Freehold To be decided

To be decided

13.5

Bignold Park and Hockey Pavilion

Bignold Park Kirkwall Leisure Centre/Sports Field

Freehold B B 42.2 Yes

Birsay Hostel, Caravan and Camping Site

Birsay Outdoor Centre Freehold B B 285.3 Yes

Birsay Palace Public Toilet Birsay Public Convenience

Freehold C C 9.6 Yes

Blossom Site Rousay Waste Management

Freehold Not applicable

Not Applicable

n/a n/a

Bossack Quarry and Recycling Centre

Tankerness Hall Road

St Andrews

Waste Management

Freehold B B 35 Yes

Braeburn Court 011 Braeburn Court

South Ronaldsay

Residential Home

Freehold A A 53.3

Braeburn Court Core Facility

Braeburn Court

South Ronaldsay

Day Care Centre

Freehold A A 1246 Yes

Breck Depot Southside Eday Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a Yes

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Asset Name Address Town / Parish

Asset Type OIC Interest

Condition Suitability GIA (m²)

EPC Rating

General Fund

Bruising Shed Pier Kirkwall Store Freehold C D 93.9

Building No 4, Lyness (L4) Hoy Industrial Unit Freehold C C 787.4

Building No 5, Lyness (L5) Hoy Industrial Unit Freehold C B 232.2

Burray Pier Toilet Burray Pier Burray Public Convenience

Freehold C C 13

Burray Primary School Westermill Burray School Freehold A B 720 Yes

Burwick Waiting Room and Toilets

South Ronaldsay

Waiting Room (Ferries)

Freehold B B 104

Cathedral Workshop Store Kirkwall Store Freehold B C 70.7 Yes

Chinglebraes Waste Transfer Station

St Ola Waste Management


Compressor House, Burwick

Ferry Terminal South Ronaldsay

Store Freehold B B 9

Corrigall Farm Museum Harray Museum Freehold C B 213.3 Yes

Council Offices School Place Kirkwall Office Freehold B B 6454.64 Yes

Cow Cull (H37) Grainshore Road

Kirkwall Industrial Unit Freehold B B 858.4

Crane Shed, Harbour Basin

Harbour Kirkwall Store Freehold B C 144.8

Cursiter Quarry Old Finstown Road

Firth Miscellaneous Freehold B B 111.7 Yes

Cursiter Recycling Centre Old Finstown Road

Finstown Waste Management


Not Applicable

n/a n/a Yes

Depot, Site 4 (G7) Garson Way

Garson Way Stromness Industrial Unit Freehold B B 159.1 Yes

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EPC Rating

General Fund

Depot, Westray Pierowall Westray Store Freehold C B 84.9 Yes

Dingeshowe Public Toilet Dingeshowe St Andrews

Public Convenience


Dounby Primary School Dounby School Freehold B C 3223 F Yes

Dounby Public Toilet Dounby Public Convenience


Dounby Recycling Centre Dounby Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a Yes

Eday Airfield and Building Eday Miscellaneous Freehold B B 31.3 Yes

Eday Primary School Eday School Freehold B B 468 Yes

Egilsay Pier Waiting Room and Toilets

Egilsay Waiting Room (Ferries)

Freehold B B 16.8

Evie Primary School Evie School Freehold B C 1004.7 Yes

Factory (H29) Sparrowhawk Road

Kirkwall Industrial Unit Freehold C C 805.12

Ferry Road Public Toilet Ferry Road Stromness Public Convenience


Finstown Changing Rooms Finstown School

Finstown Leisure Centre/Sports Field


Finstown Public Toilet Maitland Place Finstown Public Convenience


Firth Primary School Finstown School Freehold A A 1090.6 C+ Yes

Fourth Barrier Public Toilet Fourth Barrier Burray Public Convenience


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EPC Rating

General Fund

Garson Recycling Centre (G7A)

Garson Industrial Estate

Stromness Waste Management

Freehold B B n/a n/a Yes

Gents Toilet, West Pier West Pier Stronsay Public Convenience

Freehold 6

Gibraltar Pier Waiting Room and Toilets

Gibralter Pier Flotta Waiting Room (Ferries)

Freehold C C 16.5

Gilbertson Day Centre Old Scapa Road

Kirkwall Day Care Centre


Gill Pier Waiting Room and Toilet

Gill Pier Westray Waiting Room (Ferries)

Freehold C B 35.2

Gill Pier Weighbridge Office Westray Miscellaneous Freehold B B 18

Glaitness School Pickaquoy Road

Kirkwall School Freehold B B 4225 E Yes

Graemsay Pier Waiting Room and Toilets

Graemsay Pier Graemsay Waiting Room (Ferries)

Freehold B B 28.3

Harbour Authority Building Harbour Headquarters

St Ola Office Freehold B B 605.2

Harbour Masters Hut, West Pier

West Pier Stronsay Store Freehold 8

Hatston Recycling Centre (H86)

Crowness Crescent

Kirkwall Waste Management

Freehold B B n/a n/a Yes

Helliar Holm Lighthouse Helliar Holm Shapinsay Miscellaneous Freehold To be decided

To be decided

20

Hope Primary School School Road South Ronaldsay

School Freehold B C 1301 C+ Yes

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EPC Rating

General Fund

Houton Ferry Terminal Building and Toilets

Orphir Waiting Room (Ferries)

Freehold B B 47.3

Hoy Centre Hoy Outdoor Centre Freehold A A 593.2 Yes

Kalisgarth Westray Care Centre

Westray Day Care Centre


Keelylang Day Centre Pickaquoy Road



Kettletoft Pier Waiting Room and Toilet

Sanday Waiting Room (Ferries)

Freehold B B 16.9

King Street 009 King Street Kirkwall Office Freehold B B 291.2 Yes

Kirbuster Museum Birsay Museum Freehold C B 127 Yes

Kirkwall and St Ola Town Hall and Community Centre

Broad Street Kirkwall Community Centre

Freehold B B 1521.7 G Yes

Kirkwall Travel Centre West Castle Street

Kirkwall Office Freehold A A 932.2 Yes

Land at Hatston Pier St Ola Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a

Land at Muddisdale Muddisdale Kirkwall Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a Yes

Land at Westermill Westermill Burray Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a

Land at Wideford Hill St Ola Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a Yes

Linkspan, Backaland Pier Eday Miscellaneous Freehold B B 10

Linkspan, East Pier Kirkwall Miscellaneous Freehold B B 10

Page 34




EPC Rating

General Fund

Linkspan, Gibraltar Pier Flotta Miscellaneous Freehold B B 10

Linkspan, Loth Pier Sanday Miscellaneous Freehold B B 10

Linkspan, Lyness Pier Hoy Miscellaneous Freehold B B 10

Linkspan, Rapness Pier Westray Miscellaneous Freehold B B 10

Linkspan, Whitehall Pier Stronsay Miscellaneous Freehold B B 10

Longhope Pier Store Longhope Pier Hoy Store Freehold B B 67.3

Longhope Pier Weighbridge

Hoy Miscellaneous Freehold C D 6

Loth Pier Waiting Room and Toilets

Sanday Waiting Room (Ferries)

Freehold B B 51.6

Lyness Pier Waiting Room and Toilets

Hoy Waiting Room (Ferries)

Freehold B B 48.8

Marshalling Building and Site at Backaland Pier

Backaland Pier Eday Store Freehold A A 89

Marston Depot Roadside Sanday Day Care Centre

Freehold B B 20 Yes

Moaness Pier Waiting Room and Toilets

Hoy Waiting Room (Ferries)

Freehold B B 35

Moclett Pier Store Pier Papa Westray

Store Freehold C B 36

Moclett Pier Waiting Room and Toilets

Pier Papa Westray


Freehold B B 45.7

Mull Head Interpretation Centre

Mull Head Deerness Museum Freehold B A 93 Yes

(New) Kirkwall Grammar School

The Meadows Kirkwall School Freehold A A 16023 Yes

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EPC Rating

General Fund

(New) Papdale Halls of Residence

Papdale Loan Kirkwall Residential Home


(New) Stromness Primary School

Cairston Road Stromness School Freehold A A 2513.7 D+ Yes

North Ronaldsay Airfield and Building

North Ronaldsay

Miscellaneous Freehold B B 31.3 Yes

North Ronaldsay Community School

North Ronaldsay

School Freehold B B 433.8 Yes

North Ronaldsay Depot North Ronaldsay

Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a

North Ronaldsay Waiting Room and Public Toilets

North Ronaldsay


Freehold B B 102.9

North Walls School and Swimming Pool

Hoy School Freehold B C 1249.6 F+ Yes

Office at top of Scapa Pier Scapa Pier St Ola Office Freehold B B 90 G

OIC Depot - Store (H35) Sparrowhawk Road

Kirkwall Industrial Unit Freehold B B 3093.7 G Yes

OIC Depot - Workshop and Offices (H88)

Sparrowhawk Road

Kirkwall Office Freehold B B 2010

OIC Site (H36) Sparrowhawk Road

Kirkwall Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a Yes

Orkney College - Agricultural Centre

East Road Kirkwall College Freehold B B 252.27 E

Orkney College - Garage East Road Kirkwall College Freehold B B 60 E

Page 36




EPC Rating

General Fund

Orkney College - Grain Store/General Purpose Bldg at Weyland

Weyland Farm St Ola College Freehold A A 407 E

Orkney College - Joiners Workshop


Orkney College - Main Buildings inc New Extension

East Road Kirkwall College Freehold B A 3691 E

Orkney College - Metal Workshops


Orkney College - Portacabins

East Road Kirkwall College Freehold B B 54 E

Orkney College - Trowel Trades Building

East Road Kirkwall College Freehold A A 237.2 E

Orkney College Maritime Studies Dept

Victoria Street Stromness Community Centre

Freehold B B 1800

Orkney Ferries Store East Pier Kirkwall Store Freehold C B 147.6

Orkney Museum Broad Street Kirkwall Museum Freehold B B 1115.9 Yes

Orphir Primary School Orphir School Freehold B A 1018.8 B Yes

Papa Westray Airfield and Building

Papa Westray

Miscellaneous Freehold B B 31.3 Yes

Papa Westray Primary School

Papa Westray

School Freehold B C 413.5 Yes

Papa Westray Public Toilet Papa Westray

Public Convenience


Papdale House Berstane Road Kirkwall Office Freehold B B 219 Yes

Page 37




EPC Rating

General Fund

Papdale School Willowburn Road

Kirkwall School Freehold B B 5194.4 B Yes

Papdale Synthetic Pitch Kirkwall Leisure Centre/Sports Field


Not Applicable

n/a n/a Yes

Pavilion House - Ground Floor

Bignold Park Kirkwall Leisure Centre/Sports Field


Peedie Sea Boat Shed and Toilet

Pickaquoy Kirkwall Store Freehold B B 28.5 Yes

Peedie Sea Boat Store Pickaquoy Kirkwall Store Freehold B B 28.5 Yes

Pickaquoy Centre and Playing Fields

Muddisdale Road

St Ola Leisure Centre/Sports Field


Pickaquoy Centre Camping and Caravan Site

St Ola Miscellaneous Freehold A A 195.2 Yes

Pickaquoy Outdoor Store Muddisdale Road

St Ola Store Freehold A A 168.9

Pier Head Toilets Victoria Street Stromness Public Convenience

Freehold B B 24.1

Pier Store, Backaland Pier Backaland Pier Eday Store Freehold C B 22.9

Pier Store, North Ronaldsay

Pier North Ronaldsay

Store Freehold C B 36

Pierowall Public Toilet Westray Public Convenience


Point of Ness Camping and Caravan Site

Stromness College Freehold B C 83.2 Yes

Page 38




EPC Rating

General Fund

Public Rest Room, West Pier

West Pier Kirkwall Waiting Room (Ferries)

Freehold B B 18 Yes

Rackwick Outdoor Centre Hoy Outdoor Centre Freehold B B 66.5 Yes

Radar Station Midland Hill Hill of Midland Orphir Miscellaneous Freehold B B 12

Radar Station Wideford Hill Wideford Hill St Ola Miscellaneous Freehold B B 20

Radar Station, Sandy Hill South Ronaldsay

Miscellaneous Freehold B B 36

Rapness Pier Waiting Room and Toilets

Westray Waiting Room (Ferries)

Freehold B B 49.5

Rendall Road 008 (Childrens House, Kirkwall)

Rendall Road Kirkwall Residential Home

Freehold A A 376

Rousay Primary School Rousay School Freehold B A 879.7 Yes

Sanday Airfield and Building

Sanday Miscellaneous Freehold B B 31.3 Yes

Sanday Junior High School and Swimming Pool

Sanday School Freehold B B 2023.8 D Yes

Sands Of Wright Public Toilet

South Ronaldsay



Sandyhill Depot Shapinsay Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a

Scapa Beach Public Toilet St Ola Public Convenience


Scapa Flow Visitors Centre and Museum - Lyness Pump Room

Hoy Museum Freehold C C 815.8 Yes

Page 39




EPC Rating

General Fund

Scapa Flow Visitors Centre and Museum - Romney Hut, Lyness

Hoy Museum Freehold C C 375.7 Yes

Scarva Taing Finstown School Freehold C C 209.8 Yes

Selbro Joint Equipment Store and Resource Centre (H84)

Scotts Road Kirkwall Store Freehold B B 1388.6 Yes

Shapinsay Pier Weighbridge

Pier Shapinsay Miscellaneous Freehold B B 5.4

Shapinsay Primary School Shapinsay School Freehold B B 1301 F Yes

Shapinsay Terminal Waiting Room and Toilets, Kirkwall

Harbour Kirkwall Waiting Room (Ferries)

Freehold B B 64.2

Shellfish Store Scapa St Ola Store Freehold B B 45

Shore Street Offices Shore Street Kirkwall Miscellaneous Freehold B B 397

Shore Street Public Toilet Shore Street Kirkwall Public Convenience


Short Breaks Unit Pickaquoy Loan

Kirkwall Miscellaneous Freehold A A 82 Yes

Skaill Public Toilet Sandwick Waiting Room (Ferries)

Freehold C B 3.8 Yes

Smiddybrae House Dounby Care Home

Dounby Residential Home

Freehold A A 2661.6 E+ Yes

St Andrews Primary School

St Andrews

School Freehold A C 1554.16 C Yes

Page 40




EPC Rating

General Fund

St Colm's Day Centre Pickaquoy Road



St Colm's Short Breaks Pickaquoy road

Kirkwall Residential Home

Freehold C C 82

St Margarets Hope Recycling Centre

St Margarets Industrial Estate

South Ronaldsay

Waste Management


Not Applicable

n/a n/a Yes

St Marys Pier Toilets Holm Public Convenience

Freehold C B 21

St Peters House Back Road Stromness Residential Home

Freehold B B 1689.7 F+ Yes

St Rognvalds House Old Scapa Road


Freehold B B 2383.3 E Yes

Stenness Primary School Stenness School Freehold B A 1047 B Yes

Stenness Public Toilet Stenness Public Convenience

Freehold B B 27 Yes

Store and Office, Harbour Basin

Pier Kirkwall Store Freehold B B 36

Store and Office, Scapa Pier

Scapa Pier St Ola Store Freehold B B 18

Stromness Academy Cairston Road Stromness School Freehold B B 8484.48 E+ Yes

Stromness Academy Synthetic Grass Pitch

Lower Academy Playing Field

Stromness Leisure Centre/Sports Field


Not Applicable

n/a n/a Yes

Stromness Community Centre

Church Road Stromness Community Centre


Page 41




EPC Rating

General Fund

Stromness Squash Club and Changing Rooms

Cairston Road Stromness Leisure Centre/Sports Field


Stromness Swimming Pool Hillside Road Stromness Leisure Centre/Sports Field

Freehold B B 1047.5 G Yes

Stromness Town Hall Church Road Stromness Community Centre


Stromness Town House and Outbuildings

Victoria Street Stromness Office Freehold B B 311.38 Yes

Stronsay Airfield and Building

Stronsay Miscellaneous Freehold B B 31.3 Yes

Stronsay Harbour Office and Weighbridge

On Pier Stronsay Office Freehold C B 7

Stronsay Junior High School and Swimming Pool

Stronsay School Freehold B C 1409.71 F Yes

Sunnybrae Centre Eunson Kloss Kirkwall Day Care Centre


Temporary Waiting Room Shapinsay Ferry Terminal

Shapinsay Miscellaneous Freehold B C 36

The Orkney Library and Archive

Junction Road Kirkwall Public Library Freehold A A 2787.5 C+ Yes

The Royal Oak Memorial Scapa St Ola Museum Freehold B B 30.4

The Strynd Nursery The Strynd Kirkwall Pre-School Facility


Page 42




EPC Rating

General Fund

Tingwall Ferry Terminal Building and Toilet

Rendall Waiting Room (Ferries)

Freehold B B 52.9

Trumland Pier Waiting Room and Toilets

Pier Rousay Waiting Room (Ferries)

Freehold B B 94.6

Unit 4 (H5), Scotts Road Scotts Road Kirkwall Industrial Unit Freehold B B 193.7

Victoria Street 020 Victoria Street Stromness Community Centre

Freehold B B 57.24

Walliwall Compound Old Finstown Road

St Ola Miscellaneous Freehold Not applicable

Not Applicable

n/a n/a

Walliwall Quarry Old Finstown Road

St Ola Miscellaneous Freehold A A n/a Yes

Warbeth Public Toilet Stromness Public Convenience

Freehold B B 27 Yes

Warehouse Buildings Victoria Street Stromness Public Library Freehold A A 1065.13 Yes

Waulkmill Public Toilets Orphir Public Convenience

Freehold A A 45 Yes

Weighbridge and Office, Sanday

Kettletoft Pier Sanday Miscellaneous Freehold B B 17.55

Weighbridge, Kirkwall Harbour Kirkwall Miscellaneous Freehold A A 27.32

West Mainland Day Centre Clouston Stenness Miscellaneous Freehold B B 265.8 Yes

West Tankerness Lane Store

West Tankerness Lane

Kirkwall Store Freehold C B 101.6 Yes

Westray Airfield and Building

Westray Miscellaneous Freehold B B 31.3 Yes

Page 43




EPC Rating

General Fund

Westray Junior High School and Swimming Pool

Westray School Freehold B B 2217.6 Yes

Westside Road Site Westside Eday Waste Management


Not Applicable

n/a n/a Yes

Whitechapel Public Toilet Junction Road Kirkwall Public Convenience

Freehold B B 45 Yes

Whitehall Pier Waiting Room and Toilets

On Pier Stronsay Waiting Room (Ferries)

Freehold B B 129.6

Wyre Community Hall Wyre Miscellaneous Freehold C C 141.2 Yes

Wyre Pier Waiting Room and Toilets

Wyre Waiting Room (Ferries)

Freehold B B 15.3

Black Craig Radar Station Black Craig Stromness Miscellaneous Leasehold A A 8

Gallowhill Site Hoy Waste Management

Leasehold Not applicable

Not Applicable

n/a n/a

Glaitness Centre Queen Sonja Kloss


Leasehold B B 183.9

Hoy and Walls Health Centre

Stromness Day Care Centre

Leasehold B B 228.9

Junction Road 043 Junction Road Kirkwall Office Leasehold A A 27

Longhope Pier Public Toilets and Shower

Lifeboat Station Pier

Hoy Public Convenience

Leasehold B B 14.3

Mitchells Quarry Stronsay Waste Management

Leasehold Not applicable

Not Applicable

n/a n/a

Queen Sonja Kloss 034 Queen Sonja Kloss


Leasehold A A 57.7

Page 44




EPC Rating

General Fund

Queen Street 014 Queen Street Kirkwall Office Leasehold B B 76

Rackwick Public Toilet Hoy Public Convenience

Leasehold B B 17.3

St Rognvald Street 001 St Rognvald Street

Kirkwall Office Leasehold B B 123.3

Unit 1, Quarryfield Road Quarryfield Road

Kirkwall Industrial Unit Leasehold B B 104.9

Unit 4 Kiln Corner Kirkwall Office Leasehold A A 120.6

Cromarty Square Public Toilet

School Road South Ronaldsay

Public Convenience

Not Owned by OIC

B B 18.1 Yes

Strynd Common Room Strynd Kirkwall Office Not Owned by OIC

B B 163.2

Whitehall Depot Stronsay Miscellaneous Unknown Not applicable

Not Applicable

n/a n/a Yes

Page 45

14. Appendix 2 - Non-operational Property Asset Name Address Town /

Parish Asset Type OIC

Interest Condition Suitabilit

y GIA (m²)

EPC Rating

General Fund

Abattoir (H21) Grainshore Road

Kirkwall Industrial Unit Freehold B B 2948

Alfred Terrace Allotments Alfred Terrace Stromness Allotment Freehold Not applicable

Not Applicable

n/a n/a

Battery and Gas Stores Alfred Street Stromness Store Freehold B B 90

Block 1, Old Academy Business Centre

Back Road Stromness Office Freehold B B 1721.89 D


Business Centre

Stromness Office Freehold B B 558.48 D






Back Road Stromness Store Freehold B B 58.96 D

Brandyquoy Bowling Green and Clubhouse

Palace Road Kirkwall Leisure Centre Freehold B B 115.2 General Fund

Broad Street 006 and Store

Broad Street Kirkwall Office Freehold B B 305.04 G

Broad Street 008 Broad Street Kirkwall Office Freehold B B 243.7

Building No. 3, Lyness (L3) Hoy Industrial Unit Freehold C B 370.13

Building No. 6, Lyness (L6) Hoy Industrial Unit Freehold C B 427.57

Buoy Store, NLB Pier Pole Star Pier Stromness Store Freehold B B 320.38 C+

Burwick Public Toilet South Waiting Room Freehold C C 18 General

Page 46



Condition Suitability

GIA (m²)

EPC Rating

General Fund

Ronaldsay and Public Convenience

Fund

Creamery Factory (H82) Crowness Road

Kirkwall Industrial Unit Freehold B B 2175

Dam at Burn of Ore Hoy Land Freehold Not applicable

Not Applicable

n/a n/a

Dam at Mill Burn Hoy Land Freehold Not applicable

Not Applicable

n/a n/a

Egilsay Primary School Egilsay Community Centre

Freehold C C 109.3 General Fund

Factory Unit (G24) Garson Park Stromness Industrial Unit Freehold B C 1513 D

Factory Unit (G4) Garson Industrial Estate

Stromness Industrial Unit Freehold B C 334.77

Factory Unit (H43) Crowness Road


Ferry Terminal Building and Toilets

Offices Kirkwall Ferry Terminal Freehold B B 612 F

Flaws Pier, Sailhouse and Slipway

Alfred Street Stromness Pier Freehold C C 55

Flotta Primary School Flotta Community Centre


Former Bus Station Great Western Road

Kirkwall Bus Station Freehold C C 82.3 General Fund

Former Football Pitch, Lyness

Hoy Land Freehold Not applicable

Not Applicable

n/a n/a

Former West Mainland Ferry Road Stromness Land Freehold Not Not n/a n/a

Page 47




GIA (m²)

EPC Rating

General Fund

Mart Development Site applicable Applicable

Garden House New Scapa Road

Kirkwall Office Freehold B B 622

Graham House New Scapa Road

Kirkwall Dwelling - Other - Detached

Freehold B B 757

Grainshore Training Centre (H24)

Garrison Road Kirkwall Industrial Unit Freehold B B 463.5

Greenbelt Land, Hatston Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Ground Floor Offices, 7-13 Laing Street

Laing Street Kirkwall Office Freehold B B 104 General Fund

Hatston Ferry Terminal Building

Hatston Pier St Ola Ferry Terminal Freehold B B 580

Hatston Lairage Hatston Pier St Ola Lairage Freehold A A 1208 D+

Hostel, Victoria Road 004 Victoria Road Kirkwall Dwelling - Other – Flat / Maisonette

Freehold B B 166.1 General Fund

Island of Eynhallow Eynhallow Land Freehold Not applicable

Not Applicable

n/a n/a General Fund

Junction Road 028 Junction Road Kirkwall Redevelopment Freehold B B 90

Keeliquoy Allotments Victoria Road Kirkwall Allotment Freehold Not applicable

Not Applicable

n/a n/a

Kirkwall Marina Kirkwall Marina Freehold B B n/a

Lairage Pier Kirkwall Lairage Freehold B B 90

Land adjacent to Council Offices Car Park

Willow Road Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Page 48




GIA (m²)

EPC Rating

General Fund

Land adjacent to Lyness Royal Naval Cemetery


Not Applicable

n/a n/a

Land at Ayre of Cara South Ronaldsay

Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Crowness Business Park

Crowness Business Park

Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Flotta Terminal Flotta Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Garson Garson Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Garson Way Garson Way Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Golden Wharf Hoy Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Kettletoft Pier Kettletoft Pier Sanday Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Lynnview Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Makerhouse Makerhouse Dounby Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Market Stance, Walliwall

Old Finstown Road

St Ola Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Marston Road Marston Road Sanday Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Mull Head Interpretation Centre

Mull Head Deerness Land Freehold Not applicable

Not Applicable


Page 49




GIA (m²)

EPC Rating

General Fund

Land at Petticoat Lane Petticoat Lane Orphir Land Freehold Not applicable

Not Applicable


Land at Sanday Junior High School

Sanday Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Schoolquoy South Ronaldsay


Not Applicable

n/a n/a

Land at Soulisquoy Soulisquoy Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Land at Soulisquoy Place Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Land at St Margarets Hope Bypass

South Ronaldsay


Not Applicable

n/a n/a

Land beside Orkney Inga Saga Centre

Orphir Land Freehold Not applicable

Not Applicable


Marshalling Area Building and Weighbridge

Hatston Pier St Ola Waiting Room and Public Convenience

Freehold A A 75 F+

Mayburn Court Public Toilet (UNDER OFFER)

Mayburn Court Stromness Public Convenience

Freehold D D 45.4 General Fund

Middlemore's Summerhome

Eynhallow Cottage

Eynhallow Dwelling - Other - Detached


Moss Site Holm Landfill Freehold Not applicable

Not Applicable

n/a n/a

MS Therapy Centre Hyperbaric Centre

Kirkwall Office Freehold C B 170 General Fund

Ness Battery Ness Stromness Museum Freehold B B 340

Page 50




GIA (m²)

EPC Rating

General Fund

Nissen Store, No 9, Westermill

Burray Industrial Unit Freehold B B 123.5

Office and Store (H49) Garrison Road Kirkwall Industrial Unit Freehold B B 306

Office, 16 Victoria Street Victoria Street Stromness Office Freehold B B 54

Offices, 15-17 Victoria Street

Victoria Street Kirkwall Office Freehold B B 222.4 General Fund

(Old) Papdale Halls of Residence

Berstane Road Kirkwall tbd Freehold C C 5155 E General Fund

(Old) Stromness Primary School

Franklin Road Stromness School Freehold B C 1732.6 General Fund

Orkney Arts Theatre Mill Street Kirkwall Theatre Freehold C C 802.8 G General Fund

Orkney Inga Saga Centre Orphir Museum Freehold B B 82.8 General Fund

Outbuildings, No 1 and 2, Westermill


Outbuildings, No 3 and 5, Westermill


Papdale Farm Papdale Loan Kirkwall Store Freehold D C 163.8 General Fund

Papdale Garden Allotments

Papdale Loan Kirkwall Allotment Freehold Not applicable

Not Applicable

10

Pickaquoy Clubrooms Pickaquoy Kirkwall Leisure Centre Freehold C B 234.9 General Fund

Scotts House (H16) Grainshore Road

Kirkwall Office Freehold B B 190.1 G

Page 51




GIA (m²)

EPC Rating

General Fund

Scout Hall Junction Road Kirkwall Community Centre

Freehold B B 253 General Fund

Seatter Farm and Steading Farm Buildings St Ola Farm Freehold B B 425

Seatter Farm House Farm House St Ola Dwelling - Other - Detached

Freehold B B 170

Site (G26), Garson Park Garson Park Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Site (H12), Grainshore Road

Grainshore Road


Not Applicable

n/a n/a

Site (H2), Scotts Road Scotts Road Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Site (H23), Scotts Road/Quoyangry Road

Scotts Road Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Site (H25), Crowness Crescent

Crowness Crescent


Not Applicable

n/a n/a


Crowness Crescent


Not Applicable

n/a n/a


Crowness Crescent


Not Applicable

n/a n/a


Not Applicable

n/a n/a


Not Applicable

n/a n/a


Grainshore Road

Kirkwall Compound Freehold Not applicable

Not Applicable

n/a n/a

Site (H83), Grainshore Grainshore Kirkwall Land Freehold Not Not n/a n/a

Page 52




GIA (m²)

EPC Rating

General Fund

Road Road applicable Applicable

Site (H85), Sparrowhawk Road

Sparrowhawk Road


Not Applicable

n/a n/a


Grainshore Road


Not Applicable

n/a n/a

Site (L14) Hoy Land Freehold Not applicable

Not Applicable

n/a n/a

Site 1 (H38), Scotts Road/Quoyangry Road


Not Applicable

n/a n/a

Site 1 (H58), Crowness Park

Crowness Park


Not Applicable

n/a n/a

Site 1 at Golden Wharf Hoy Land Freehold Not applicable

Not Applicable

n/a n/a

Site 11 (G20), Garson Place

Garson Place Stromness Land Freehold Not applicable

Not Applicable

n/a n/a



Not Applicable

n/a n/a

Site 12 (H60), Crowness Road

Crowness Road


Not Applicable

n/a n/a



Not Applicable

n/a n/a


Crowness Road


Not Applicable

n/a n/a



Not Applicable

n/a n/a


Crowness Road


Not Applicable

n/a n/a

Page 53




GIA (m²)

EPC Rating

General Fund

Site 15 (H79), Grainshore Drive

Grainshore Drive


Not Applicable

n/a n/a


Grainshore Drive


Not Applicable

n/a n/a

Site 16A (H63), Crowness Road

Crowness Road


Not Applicable

n/a n/a

Site 2 (G11), Garson Place Garson Place Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Site 2 (G3), Garson Way Garson Way Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Site 2 (H32), Scotts Road/Quoyangry Road


Not Applicable

n/a n/a


Crowness Park


Not Applicable

n/a n/a


Grainshore Drive


Not Applicable

n/a n/a


Not Applicable

n/a n/a


Crowness Park


Not Applicable

n/a n/a


Crowness Park


Not Applicable

n/a n/a


Not Applicable

n/a n/a

Site 6 (G8), Garson Way Garson Way Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Page 54




GIA (m²)

EPC Rating

General Fund


Crowness Road


Not Applicable

n/a n/a


Grainshore Drive


Not Applicable

n/a n/a


Not Applicable

n/a n/a


Crowness Road


Not Applicable

n/a n/a


Grainshore Drive


Not Applicable

n/a n/a


Crowness Road


Not Applicable

n/a n/a

Site 955.72m2, Lyness Naval Base


Not Applicable

n/a n/a

Site A Ferry Road Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Site at Garson (G25) Garson Industrial Estate

Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Site D Ferry Road Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Site for Lyness Industrial Estate


Not Applicable


Site for New Evie Primary School

Evie tbd Freehold To be decided

n/a n/a

Site H13 Crowness Crescent


Not Applicable

n/a n/a

Page 55




GIA (m²)

EPC Rating

General Fund

Site H89, Warness Park Hatston Pier Road


Not Applicable

n/a n/a

Site H90 Crowness Business Park


Not Applicable

n/a n/a

Site H91 Crowness Business Park


Not Applicable

n/a n/a

Site of Backaland Weighbridge

Eday Land Freehold Not applicable

Not Applicable

n/a n/a

Site of Former Warbeth Toilet

Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Site of Police Command Centre

Burgh Road Kirkwall Land Freehold Not applicable

Not Applicable

n/a n/a

Site Office Alfred Street Stromness Office Freehold Not applicable

Not Applicable

64.95 G

Sites 3 and 4 (H39 and H34), Scotts Rd/Quoyangry Road


Not Applicable

n/a n/a

Sites 4 and 5 (G13 and G14), Garson Place


Not Applicable

n/a n/a

Sites 5 and 7 (H69 and H71), Grainshore Drive

Grainshore Drive


Not Applicable

n/a n/a

Smithy Restaurant and Museum

The Smiddy Shapinsay Museum Freehold B B 166.91

St Magnus Lane Store St Magnus Lane

Kirkwall Public Convenience


Store (G9) Garson Industrial

Stromness Industrial Unit Freehold B B 1391.04

Page 56




GIA (m²)

EPC Rating

General Fund

Estate

Store (H33) Skua Road Kirkwall Industrial Unit Freehold B B 310.84 D

Store (H46), Crowness Road

Crowness Road

Kirkwall Store Freehold C B 150

Store 1, Old Orphir School Scorradale Road

Orphir Store Freehold C C 110 G

Store 10a (H15A), Skua Road

Skua Road Kirkwall Industrial Unit Freehold B B 270.32 B+

Store 10b (H15B), Skua Road

Skua Road Kirkwall Industrial Unit Freehold B B 252.2 D+

Store 10c (H50), Skua Road

Skua Road Kirkwall Industrial Unit Freehold B B 183.95

Store 17 (H28), Scotts Road

Scotts Road Kirkwall Industrial Unit Freehold B B 169.85

Store 18 (H10), Scotts Road


Store 2, Old Orphir School Scorradale Road

Orphir Store Freehold C C 110 G General Fund

Store 6 (H4), Millpark Road


Store No 1, Gill Pier Gill Pier Westray Store Freehold B B 42.7

Store No 2, Gill Pier Gill Pier Westray Store Freehold C B 42.7

Store No. 1, Kettletoft Pier Kettletoft Pier Sanday Store Freehold B B 85

Store No. 2, Kettletoft Pier Kettletoft Pier Sanday Store Freehold B B 98.9

Store/Clubrooms (H11) Scotts Road Kirkwall Store Freehold B B 23.71

Page 57




GIA (m²)

EPC Rating

General Fund

Stores at head of Backaland Pier

Backaland Pier Eday Store Freehold B B 53.8 General Fund

Stromness Ferry Terminal Building and Toilets

Ferry Road Stromness Ferry Terminal Freehold B B 752.1 E+

Stromness Library (OLD) Hellihole Road Stromness Library Freehold C C 170.6 General Fund

Stromness Lorry Park Garson Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Stronsay Fish Mart Hostel and Cafe

Stronsay Shop Freehold B C 304.15

The Old Firth School Finstown Store Freehold C C 552.1 General Fund

The Old Wasbister School (AM Sub agreed to Sell to neighbour - currently Under Offer)

Rousay Store Freehold C C 93

Unit 1 (H8), Scotts Road Scotts Road Kirkwall Industrial Unit Freehold B B 282.14 C+

Unit 1, Great Western Road

Great Western Road

Kirkwall Industrial Unit Freehold B B 867.3 General Fund

Unit 2 (H9), Scotts Road Scotts Road Kirkwall Industrial Unit Freehold B B 299.24 D

Unit 3 (H7), Scotts Road Scotts Road Kirkwall Industrial Unit Freehold B B 183.16

Victoria Street 014A Victoria Street Stromness tbd Freehold A A 14.8

Victoria Street Offices Victoria Street Stromness Office Freehold B B 430.12 G

108.32 m2 Site, Victoria Street

Victoria Street Stromness Land Freehold Not applicable

Not Applicable

n/a n/a

Warehouse (lobster pond) South Pier Stromness Industrial Unit Freehold C C 317.5

Page 58




GIA (m²)

EPC Rating

General Fund

Water Test Centre Technology Centre

Flotta Industrial Unit Freehold B B 2535

Weyland Farm St Ola Farm Freehold D D n/a

Willowburn Road Garage 1 Kirkwall Domestic Garage

Freehold C B 33 General Fund











Wireless Museum (Kiln Corner) Kirkwall Museum Freehold B B 56 General Fund

Workshop (G10) Garson Place Stromness Industrial Unit Freehold B B 100.55 F

Workshop (H18) Dakota Road Kirkwall Industrial Unit Freehold B B 109

Workshop (H19) Dakota Road Kirkwall Industrial Unit Freehold C C 131.98

Workshop (H30) Sparrowhawk Road


Workshop (H31) Sparrowhawk Road


Workshop (M4) Cairston Road Stromness Industrial Unit Freehold B B 219.78 General Fund

Page 59




GIA (m²)

EPC Rating

General Fund

Workshop 16 (H3), Scotts Road

Scotts Road Kirkwall Industrial Unit Freehold B B 83.91 G

Kirkwall Airport Hangar and Land (0.68ha)

Kirkwall Airport St Ola Hangar Mixed A A 1522.6

Flotta Airfield Flotta Airfield Unknown Not applicable

Not Applicable


Documents

Property Asset Management Plan - Orkney Islands Council · This Property Asset Management Plan provides an overview of the quantity, existing ... Housing and Information Computer