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CONTENTS

1. CONTEXT – A SUBSTANTIAL AND COMPLEX ESTATE 2. MANAGEMENT OF ESTATE PORTFOLIO 3. STRATEGIC APPROACH TO MANAGING SURPLUS PROPERTIES 4. EFFICIENCIES ACHIEVED 5. IMPACT OF COVID 19 6. GOVERNANCE 7. CAPACITY AND CAPABILITY 8. PREPARING FOR THE FUTURE 9. APPENDICES  Basis for Classification of Buildings  Specific Properties’ Case History  Vacant Sites Levy  Property Disposal Programme  Review of Existing Process

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1. CONTEXT – A SUBSTANTIAL AND COMPLEX ESTATE

The OPW has responsibility on behalf of the State for managing and maintaining a substantial and complex estate - comprising approximately 2,500 properties -– valued at €3.3bn1.

This extensive and diverse portfolio of State properties extends from Leinster House to Skellig Michael and includes office accommodation for all Government Departments, the property estate for An Garda Síochána and numerous properties for many State Agencies. The portfolio also encompasses specialised spaces such as public offices, laboratories and cultural institutions, in addition to warehouses, heritage properties, visitor centres and sites.

The following graph illustrates the wide range of properties within the Portfolio.

1 as per published Appropriation Account 2019

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This portfolio, which is one of the largest and certainly the most varied in the country brings with it the full array of property management issues. These issues, which are typical of any national or international property portfolio, include health and safety, landlord interactions, tenancy issues, legal actions, illegal encroachments, vacant properties, landlord/tenant disputes, commercial negotiations, arbitrations etc. While frequently time consuming and resource intensive, these are a normal part of the management of a major portfolio.

While the OPW operates within the commercial property market, there are important differences in how the State and the private sector approach the management of property portfolios. The nature of the OPW’s portfolio and the extensive governance obligations with which a State body must comply - while dependent on the exchequer for most of its funding - dictates the additional responsibilities.

The challenge for the OPW is to meet a wide, and ever-changing, range of Public Service property needs. This necessitates the maintenance and constant updating of a sufficiently agile and flexible portfolio of accommodation so that the OPW can respond effectively and efficiently to the emerging priorities of Government. Examples of such priorities, which can sometimes emerge at short notice requiring urgent action, including establishment of tribunals/enquiries, statutory hearings and delivery of major infrastructural projects such as Brexit infrastructure which included the acquisition and development of 16 sites at Dublin Port, and the refurbishment of 18,000 m2 of warehouse space. This work was completed ahead of schedule.

A unique feature of the OPW property portfolio, compared to commercially held portfolios, is that it includes an extensive range of historic properties, parks and national monuments that form part of the public realm. The OPW is responsible for the conservation, maintenance and upkeep of some 764 national monuments in State care and guided visitor services provided at up to 70 OPW managed heritage sites. Responsibilities include the management, protection and presentation of 30 major Historic Properties, and over 2,000 acres of gardens and parkland. As custodians of this estate, the OPW ensures that these valuable amenities are as accessible as possible so that they can be enjoyed by the public at large, including tourists.

The estate management function of the OPW must therefore take on board the evolving needs of government, respond effectively to changing policy priorities while also complying with the extensive governance obligations with which a State body must comply.

The OPW’s substantial property portfolio and fluctuating client demands require ongoing strategic management and investment. This is to ensure optimal usage, which frequently involves accessing the commercial property market.

The strategic management of the portfolio involves a wide range of functions including:

 The procurement of accommodation through property rentals; property acquisitions;  The disposal of surplus State property;  The construction of new energy efficient buildings;

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 The refurbishment of existing accommodation to bring buildings in line with current health and safety and environmental standards;  The alteration, fit-out and improvement to existing accommodation;  Major capital refurbishment and construction projects;  General maintenance services;  Professional advisory services for central Government Departments;  Identifying solutions to assist in addressing the carbon footprint of the State portfolio;  Registration, legal and financial services relating to property management.

The range and condition of building types of varying ages and functional requirements present challenges for the OPW relating to the maintenance, preservation, development or disposal of properties. Almost half the office portfolio managed by the OPW is classified as being 1st or 2nd Generation buildings. These buildings, typically built between 1955–1990, pose significant challenges to the day to day operation of occupying Client Departments. (See building classification details at Appendix 1).

2. MANAGEMENT OF ESTATE PORTFOLIO

The OPW actively manages both an owned and leased property portfolio in the context of Government requirements and policy. In leasing or acquiring property, the OPW acts on behalf of its clients (other State Departments/Agencies) and seeks to provide suitable accommodation solutions in the most cost efficient manner that allows the Clients to deliver their services. While the OPW has to access the commercial property market to fulfil its role, it is not a speculative property developer. It is restricted by a number of statutory obligations, including the central, annualised funding model that operates for Government Departments.

To meet its strategic objectives of modernising the estate and making it more efficient, the OPW must constantly look to appraise the potential of the existing state accommodation portfolio. This involves evaluating options for the future redevelopment of properties and examining opportunities for refurbishment and potential asset recycling. Leasehold opportunities must be similarly monitored and appraised. The OPW is currently operating with a vacancy rate of below 1% in the office portfolio in comparison with a vacancy rate for some of our European counter-parts ranging up to 11%.

Within the office portfolio managed by the OPW in Dublin, there is an atypically small amount of space that could be classified as modern 4th generation office space (4%). Development projects already underway will increase the capacity in this category to 10%.

The OPW aims to actively increase the amount of modern office accommodation over time, but this must be achieved within available funding envelopes. It is also subject to future HR policies on remote working and the ICT infrastructure that is required to enable this.

There is ongoing engagement with other State bodies to ensure a strategic approach is taken to the management and use of State property, aligned with business needs and taking account of future trends.

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In seeking to provide the most cost effective solution to address office accommodation demands, the OPW has to take account of a range of factors. The assessment of each potential property solution is conducted on a case-by-case basis and considers the following:

o Specific business requirements of a Department; o Location – which is often restricted; o Fabric of the building; o Transport links/Public accessibility; o Security; o The necessity to decant a property; o Alternative office accommodation; o The timeliness of the legal and acquisition process; o The availability of funding (either within the OPW’s Vote or Departmental Votes); o The availability of suitable properties on the market that match the acceptable timelines of delivery and meet the client brief.

As a publicly funded body. the OPW is not always in a position to act on market opportunities that arise at short notice in the same way that commercial operators might. Availability of funding or other practical, legal, governance or political factors will dictate what actions the OPW can take. The OPW is conscious of the considerable current and capital expenditure required to provide fit-for-purpose office accommodation for the Civil Service, as well as the substantial ongoing demands on the Exchequer from competing investment priorities. As a result, it is not always possible to secure the investment capital sought from central funds to further develop the owned estate at the preferred time and in the preferred quantum from a purely property portfolio management perspective.

Mix of Leased and Owned Properties There are potential advantages and disadvantages for the State associated with both ownership and tenancy of properties. These are considered on a case-by-case basis when investment decisions are being made.

The OPW’s strategy is that functions of infrastructural importance, in the longer-term, should ideally be accommodated in State owned properties. However, such decisions can only be made in the context of available capital. This would include the headquarters of central Government Departments, State Security Services, datacentres, warehousing and cultural infrastructure such as the National Archives. All such areas have clear, long-term requirements that fully justify them being accommodated in State owned buildings. The avoidance of potential disruption to their activities that might occur if they were in leasehold properties, is also a key driver of accommodating them in the owned estate.

The following infographic summarises the key features of the OPW’s Office Portfolio:

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3. STRATEGIC APPROACH TO MANAGING SURPLUS PROPERTIES

In any major portfolio, there will always be a certain level of vacant properties. It is normal to have an amount of space vacant, or vacant properties, at any given time as the portfolio could not function without the flexibility that it provides. Such vacant properties may arise for a number of reasons including:

 the strategic retention of a property for future use;  anticipation of expansion in the future;  awaiting the decision of another public body to acquire the property  awaiting the decision of a community group to acquire the property  changes in policy, such as the closure of 139 Garda stations;  construction, lease or acquisition of more modern facilities or the rationalisation of the existing portfolio.

Not all vacant properties will be deemed surplus to the State’s requirements or deemed suitable for disposal.

The OPW, like other State bodies, is obliged to follow central Government policies on the disposal of surplus properties. The arrangements involved are set out in the following Department of Public Expenditure and Reform (DPER) Circulars:

1. Circular 11/2015: Protocols for the Transfer and Sharing of State Property Assets 2. Circular 17/2016: Policy for Property Acquisition and for Disposal of Surplus Property

As a matter of policy, no property or site is disposed of until there is absolute certainty that there is no alternative State use for that property. While this policy can lead to properties remaining vacant for considerable periods of time, it is deemed preferable that all opportunities are given to other public bodies to register an interest in the property. To dispose of a property that may have had a future State use is not deemed acceptable. The OPW’s approach to managing vacant properties is firstly, to establish if the property is required for alternative State use, including the potential for it to be re-purposed either for Government Departments or the wider public service. A number of strategic properties or sites are retained in anticipation of potential State use/development in line with service demands arising from Government policy changes to public service provision. Secondly, if no State use is identified, the OPW considers if open market disposal is an option, depending on prevailing market conditions. Prior to disposing of a property, the OPW may re- evaluate the property’s potential and decide whether there may be a benefit to retaining a strategic property or site for future use or development. In this specific context the OPW must take a long-term view on the potential future utility of such properties rather than seeking short term commercial gain.

Thirdly, the OPW may consider community involvement, subject to a detailed submission that demonstrates that the community or voluntary group seeking to use the property has the means to insure, maintain and manage it in order to reduce costs to the Exchequer. In relation to the potential for community use – particularly of former Garda stations – the OPW

8 considers applications for licences from such groups, together with evidence that they have the capacity to maintain, insure and repair them throughout the licence period. Examples of community uses now in eleven of the closed Garda stations include a family resource centre, tourism promotion activities, centres for active local groups, drop in services, etc.

Finally, in evaluating the option of disposing of surplus properties or sites, it is often more prudent to retain a property or site – particularly if it is in a strategic location - that may be required in the future.

An illustration of this policy can be seen in the example of the 139 closed Garda stations. 28 of these have been re-assigned or retained by An Garda Síochána to meet additional operational demands, 10 have been retained for alternative State use by other State bodies with a further 7 due to be transferred. Most recently, the Department of Rural and Community Development sought details of current surplus properties that may be suitable for its nationwide community regeneration programme. A further example is the repurposing of the former Garda station at Whitehall in Dublin as the Office of the State Pathologist with purpose built laboratories. An early disposal in these cases would have closed off a feasible option for the repurposing of the buildings.

The OPW, by default, consults with Local Authorities, Health Service Executive, Dept. of Education and other State bodies in relation to any vacant building to ascertain a State use or a public interest, in advance of a decision to sell on the open market. To facilitate this process and information sharing across the public service, the OPW hosts an Intra-State property register. Over 90 public bodies contribute property data over a certain size to the register. Currently, there are 22,463 properties on the register so that public bodies can identify potential opportunities to engage with another body where a property need arises.

Where a property transfers between State bodies, the Valuation Office provides an independent market valuation. Since 2016, the Valuation Office has completed valuations for property transfers between State bodies on 133 properties with an aggregate value of €214m. Of those, the OPW has been the highest user (50 properties) with the HSE (31 properties) the next largest transferer of property. Activity peaked in 2017/2018. In 2020, the Valuation Office received requests for valuations of 16 properties for transfer with an aggregate value of €8.3m.

In addition, the OPW actively engages with the Department of Housing and the Land Development Agency in providing information on any non-operational, vacant buildings or sites that it owns or manages. The Department/Agency then assesses those buildings to ascertain their potential suitability for residential use.

Over the past number of years, the OPW has facilitated a number of property disposals to other public bodies to help meet challenges in the housing area. These include the following:

. 8 residential units at Clare Lane, Dublin that were transferred to Dublin City Council for use by the Peter McVerry Trust;

. A building in Crumlin, Dublin that is now licensed to Dublin City Council for use as a Family Hub;

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. 7 cottages and a site that are currently being transferred to Cork County Council at Crosshaven;

. 5 buildings that are under consideration by Tipperary County Council;

. 3 buildings that are under consideration by Limerick City & County Council;

. The future transfer of the Central Mental Hospital site to the Land Development Agency for housing development.

The OPW does not invest heavily in properties that are surplus to its requirements. Where appropriate, these properties are maintained and secured to basic levels until such time as an alternative use is identified or the property is disposed of.

The OPW has actively pursued its disposal policy over the past number of years. In 2014, there were c.240 vacant surplus properties in the portfolio, including 139 closed Garda stations. The number of vacant and surplus properties has now reduced to 110. The OPW has disposed of 114 properties, generating an income in excess of €21m over the past 7 years. A programme of 8 auctions are planned over the 2021-2022 period, subject to the easing of pandemic restrictions.

4. EFFICIENCIES ACHIEVED

Within the context of its remit and the complexities that it entails, the OPW continues to seek efficiencies in the management of its portfolio. Significant progress has been made over the years in both the overall management of the portfolio and the provision of office accommodation.

The main efficiencies achieved through the proactive management of the Office Portfolio since 2008 are:

 Target to reduce annual rent bill by 15% by year end 2014 (set by Government)

 Target achieved one year ahead of schedule at end 2013

 From 2008 to 2020, the OPW achieved a reduction of €56.55m in annual rental value through a rationalisation programme which targeted long term leases with legacy rents, upward only rent reviews and buildings nearing end of life. During the same period, a number of new leases were taken and the current annual rental value associated with those leases that remain active is €43.7m. The net reduction in the annual rental value of leases achieved by the rationalisation programme is therefore €12.85m.

 Rents reduced from a high of €130m in 2009 (€116m excluding service charges) to €98m by the end of 2013 (€90m excluding service charges). While rents have increased again in recent years, the allocation of €103.02m in 2021 is still significantly below the 2009 level.

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 Office footprint reduced from 950,714 m2. in 2008 to 886,339 m2 at the end of December 2020 – net decrease of 64,375 m2 or almost 7%.

 Further efficiency gains are dependent on delivery of refurbishment or retrofitting projects on OPW owned buildings as well as the acquisition of new leasehold modern efficient offices, in line with the Estate Management Strategy.

Expenditure on Rents 2007 to 2021

160.0 149.0 150.0

140.0 130.6 127.9 130.0 €m 124.5 122.3 117.6 120.0

110.0 107.1 103.0 98.5 97.4 96.4 100.0 94.3 90.8 91.0 87.6 90.0 87.1

80.0 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 Year Note: The expenditure figures for 2007 to 2020 are based on the outturn for each year. The figure of €103m for 2021 is the estimate for the current year.

Energy Conservation

. The OPW is currently designing all new buildings to be Nearly Zero Energy Buildings (NZEB) standard. Considerable work is being carried out by our design teams to ensure compliance with the new requirements especially with regard to on-site renewable technologies including photovoltaics, heat pumps, solar thermal, etc. The OPW has worked closely with the DHLGH in the development of the new ‘Technical Guidance Document Part L - Conservation of Fuel and Energy - Buildings other than Dwellings’.

Optimising Power @ Work

. The OPW has been running a State-wide energy conservation campaign, entitled Optimising Power @ Work, in Central Government buildings since 2008 and since 2014 in the wider Public Sector.

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. The programme in the central Government buildings has achieved average annual savings of 21% across 275 participating buildings, making it the largest and most successful campaign of its kind in Ireland.

. The public sector campaign is now operating in large Acute Care Hospitals (16 locations), Universities (2), Institutes of Technology (5), Local Authorities (10), Prisons (9), Specialist Facilities (5), HSE Estates Administration Buildings (3)

OPW envisages the continued development of the energy conservation campaign with its extension to a wider range of buildings in collaboration with state bodies. This will make an important contribution to the achievement of Government and EU targets on climate action.

5. IMPACT OF COVID 19

The Covid 19 pandemic has triggered significant changes in the world of work. This was further reinforced by the Government’s recently published Remote Working Strategy and the likely introduction of hybrid working models.

The pandemic has accelerated a dramatic reform in work practices in the Civil Service. This presents a challenge, shared globally across all sectors of office occupiers, in considering what the office of the future will look like. The immediate necessity for Government Departments and agencies to vacate their existing office space during the first quarter of 2020 was a defining moment for considering the strategic direction of the office portfolio of the future.

The Covid 19 pandemic has highlighted that the Civil Service does not need to rely solely on building-based work locations/solutions into the future. Significant success was achieved by Departments and Agencies in setting up new working environments at very short notice, enabling personnel to work remotely.

The OPW is actively engaged in a central group established by the Department of Public Expenditure and Reform to advance a policy on remote working. The OPW will be centrally involved in assisting with any emerging, alternative work practices that are aligned to the Programme for Government and could achieve positive outcomes for client Departments.

6. GOVERNANCE

The OPW is a public body bound by structure and processes for decision making, and accountability.

The OPW places a significant emphasis on corporate governance and on ensuring that an appropriate control environment is in place within the Office. The Governance structures include the Board of Commissioners, (comprised of the Chairman and the two other Commissioners of Public Works); a Management Board; the Senior Management Team; Committees and Working groups. Management responsibilities are clearly defined in the

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OPW Governance Framework and processes are in place to identify business risks and to evaluate their financial and non-financial implications.

The OPW manages its current and capital envelopes in the context of this Governance Framework. Multi-annual delegated capital funding has been secured up to 2022 from the Department of Public Expenditure and Reform for targeted improvements in the OPW estate. Current expenditure estimates relating to the leased office portfolio in the care of OPW are approved on an annual basis by the Department of Public Expenditure and Reform.

All property related decisions taken by the OPW are completed in compliance with internal corporate governance structures and reflect the Public Spending Code to ensure value for money principles are applied.

7. CAPACITY AND CAPABILITY

The OPW has an extensive network of technical and professional property personnel. The nature of the work of the OPW requires the input of professional, technical and administrative staff working in multi-disciplinary teams across a wide range of Estate Management Functions, including managing the design and delivery of major capital projects. The roles cover professional managers, architects, engineers, mechanical and electrical specialists, surveyors, planners, financial advisors, property economists, project managers, supplemented by other various specialists as required. Estate Management includes many of these roles among a cohort of staff who are widely experienced in managing a diverse portfolio of properties.

Global consultancy firm EY recently completed a report for the Department of Public Expenditure and Reform entitled “Capital Project and Programme Delivery Capability Review”. https://www.gov.ie/en/policy-information/6aae48-management-of-the-property-portfolio/. The report was commissioned by the Structural Reform Support Service of the European Commission on behalf of the Department to evaluate the challenges for public authorities in delivering capital programmes under the National Development Plan and make recommendations on how such challenges might be met. The report is very comprehensive and the high level of expertise of the OPW in the design and delivery of capital projects is explicitly recognised in it.

The OPW supports both formal educational and professional development programmes for staff and ensures that experiential learning opportunities are also provided, in keeping with HR best practice. This enables the OPW to develop the skills base in the organisation on an ongoing basis to meet both current and anticipated future business needs.

Professional and technical roles that are filled through the Public Appointments Service require a relevant 3rd level qualification and experience appropriate to the grade.

Professional and technical staff are required to undertake CPD activity in their respective disciplines and maintain registration/membership with their professional body. The OPW operates two specific large-scale CPD programmes as follows:

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 Engineering Programme- Engineers Ireland Certified employer;  Architectural Staff Programme- Royal Institute of the Architects of Ireland (RIAI)  In addition to smaller groupings of professional accreditation including: Surveyors (Valuers, Quantity Surveyors) – Society of Chartered Surveyors in Ireland.

Specific Property Management Training Initiatives

Foundations in Property Management - A bespoke 7-day modular course in collaboration with the Society of Chartered Surveyors in Ireland (SCSI) was delivered to 70 staff during 2017. The course resources are utilised for ongoing in-house training, as required.

Diploma in Public Sector Asset Management - Five staff are currently undertaking this academic qualification to support the property function. Further places will be allocated for the Autumn semester.

Office of Government Procurement (OGP) Commercial Skills Academy - The OPW has partnered with the OGP in developing Capital Public Works training. This training will be available to staff across the public service and to OPW staff, as appropriate.

Senior Managers and staff participate in a range of networks and fora, including:  Project Managers’ Network - Network of project managers working across the Civil and Public Service established by the Public Sector Reform Office in the Department of Public Expenditure and Reform (DPER);  InfraNet - Network of Public Infrastructure Professionals established by the National Investment Office (NIO) in the Department of Public Expenditure and Reform (DPER);  PuRE-net (The Public Real Estate Network) – a European organisation of national real estate agencies and ministries responsible for public real estate across Europe. The network provides executives in the public service with a forum to exchange knowledge and experience;  TWN (The Workplace Network) – an international community of senior managers in public real estate, exchanging ideas, strategies and solutions on topics from public policy and sustainability to innovative workplaces.

8. PREPARING FOR THE FUTURE

There is an onus on the OPW to ensure both effectiveness in meeting the evolving needs of its clients and in preparing for, and anticipating, future demands.

The OPW is committed to continuous improvement and maximising the efficient use and value of the State property portfolio. Its strategy is built on five main pillars as follows:

 Modernising the Office Portfolio;  Optimising Space Efficiently;  Pro-Active Asset Management;  Supporting Sustainable Environments;  Strengthening Data and Research.

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The OPW is constantly mindful of the requirement for continuous improvement and of taking constructive inputs into account.

In this regard, in 2017 a ‘Property and Accountability’ report, completed by two employees, made a number of key recommendations for improvements in the operation of the OPW’s property management function. The OPW has since addressed many of these recommendations, in consultation with its team of Valuers. The principal actions that have been progressed in line with the report’s recommendations include the following:

 The establishment of a Portfolio Planning Unit (recruited additional qualified property personnel) to facilitate more in-depth strategic portfolio planning, property option appraisals along with identifying potential opportunities in the market, in consultation with the Property Advisory (Valuation) Services in the OPW;

 Strengthened processes relating to structured multi-disciplinary option appraisals on significant acquisition proposals;

 Strengthening sign-off with an independent verification of Heads of Terms agreed on leasehold or freehold acquisitions to ensure alignment between the agreed Heads of Terms and the final legal documentation;

 Ongoing engagement with the NDFA to examine the availability of alternative funding models that could provide for greater flexibility in funding opportunities in the market, combined with reinvesting in the portfolio through targeted property disposals;

 The development of an overall estate management strategy to provide a high level framework for a coordinated planning approach of the functions covered within the Estate Portfolio Management area; and to take account of any future alternative funding models that may arise from the engagement with the NDFA;

 The establishment of a property Acquisition and Disposals Committee to identify potential strategic acquisitions, matched with planned disposals (to re-invest disposal income);

 A review of the resources in the OPW’s Property Advisory (Valuation) Service in 2017/2018. Additional professional Valuers have since been appointed and a dedicated team under a senior Valuer is in place for the Dublin area;

 In addressing the issue of the intelligent client role, the OPW regularly hosts Accommodation Workshops with client Departments. The OPW hosts an Annual Accommodation Officers Network Conference and provides client related information online;

 The OPW is currently in stage two of updating its property management systems. Completion of the roll-out is expected by end 2021. It is currently reviewing and updating its requirements and programme for the next phase of the project which will consider modules for Capital Works management and environmental sustainability data management;

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 The Law Reform Commission (LRC) produced an Issues Paper on Compulsory Acquisition of Land and sought responses by end February, 2018. The OPW submitted a corporate response to the Paper, which included observations on compulsory acquisitions powers;

 The establishment of a Steering Group on Processes and Procedures to continually review, update and improve processes and systems to strengthen governance and ensure efficient and effective use of State Property. To-date, 14 processes and 19 sub- process (a total of 33) have been reviewed and prepared on key areas such as acquisitions, disposals, and option appraisals.

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APPENDICES

1. BASIS FOR CLASSIFICATION OF BUILDINGS Page 18 2. SPECIFIC PROPERTIES’ CASE HISTORY Page 19 3. VACANT SITES LEVY Page 28 4. PROPERTY DISPOSAL PROGRAMME Page 29 5. PROGRAMME OF PROCESS IMPROVEMENTS Page 32

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Appendix 1 - Basis for Classification of Buildings

Classification Characteristics

Office Built 1955 to 1975.

(1st Generation) Basic internal finish.

May have solid internal partitions to individual offices.

No raised floors.

Average or low ceiling heights.

Smaller floor plates.

Single glazed windows.

Open floor areas often have numerous pillars.

May or may not have air conditioning and lifts.

Exterior cladding is often pre cast concrete sections.

Office Built 1975 to 1990 but includes upgraded 1st generation blocks.

(2nd Generation) Basic internal finish.

Open plan (mainly later subdivided by semi-permanent partitions).

Average ceiling heights.

Adequate floor plates, pillars well-spaced.

May or may not have air conditioning.

Typically, conventional heating systems.

Lifts.

May have raised floors added.

Office Built 1990 to 2005 but includes upgraded 2nd generation blocks.

(3rd Generation) Large open plan floor plates, pillars well-spaced.

May have ground floor atriums.

Have higher ceilings to accommodate raised floors.

Raised floors for computer cabling.

Air Conditioning. Lifts

Exterior cladding varies, often includes glazed walls. Double-glazing.

Energy efficiency will vary, these generally achieve a moderate energy efficacy rating with BER of C+.

Office Built since 2005.

(4th Generation) Similar to 3rd generation blocks but with efficient environmentally sensitive air handling, heating and energy systems. Typically achieving a BER rating of B1 - A3+

High quality finishes.

Large floor plates.

Heritage Including Georgian town houses built prior to 1837 that were later converted to offices.

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APENDIX 2 – Specific Properties Case History

PROPERTY INFORMATION

- Miesian Plaza, Dublin

- Offices at Fairgreen, Galway

- Harcourt Square Garda Complex/Military Road, Dublin

- Former Coast Guard Cottages and Site, Crosshaven, Co. Cork

- Former Garda station properties in Stradone, Co. Cavan

- 91-93 Merrion Square , Dublin

- Debtors Prison, Dublin

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Miesian Plaza, Dublin

Miesian Plaza provides headquarter office accommodation for both the Department of Health and the Department of Children, Equality, Disability, Integration and Youth, as well as ancillary accommodation for the Departments of Finance and Public Expenditure and Reform.

Prior to the move to Miesian Plaza, the Department of Health was accommodated in a city centre office block that had reached end of life.

At approximately 14,000 m2 Miesian Plaza is one of Dublin’s most significant Government accommodation locations and one of the first LEED (Leadership in Energy and Environmental Design – a third party verification system for green buildings) Platinum buildings in Ireland, meeting best international energy efficiency and environmental standards for office buildings. It provides modern, energy efficient, 4th generation office space with almost 950 workstations. It has allowed the occupying Departments to move from a highly ‘cellularised’ working environment to one that is modern, open plan and efficient in supporting collaborative working.

The move to Miesian Plaza has been described as transformative. It has facilitated new levels of efficient, collaborative work required to address difficult and emerging challenges facing the Department of Health. A fundamental element of the building’s design is the creation of a collaborative work environment. This has most recently contributed positively to the quality of the Department’s proactive response to the Covid 19 pandemic.

The then Department of Children and Youth Affairs was located in a leased building on Mespil Road at an annual rent of €1.6m. The lease was due to expire and therefore a new headquarters was required for this Department also.

Miesian Plaza is a prime example of a modern, energy efficient, flexible open plan office space that is adaptable and able to support various different, agile work practices. By adopting a modern, efficient approach to the fit out, it has been possible to provide headquarter accommodation for two major Government Departments as well as ancillary accommodation for two others.

Miesian Plaza provides accommodation for over 900 civil servants. The relocation of such a large number of people across four different departments to a new building is always going to present challenges. The OPW worked closely with the four Departments involved and the Landlord, both during and after the move, to address any snagging issues that arose.

Summary information on Miesian Plaza

 25-year lease from 22nd December 2016;

 Annual Rent - €8.25m plus VAT;

 Rent reviews – based on CPI;

 Area - c14,000 square meters;

 Parking and cycling facilities - 146 bicycle spaces & 76 car spaces;

 Occupants are the Departments of:

o Health;

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o Children, Equality, Disability, Integration and Youth;

o Finance;

o Public Expenditure & Reform.

Measurement Standard

The rent being paid for Miesian Plaza is in accordance with the agreed lease. Through several months of negotiations Heads of Terms for the lease of Miesian Plaza were agreed. A very competitive rental rate of €49.85 per square foot was achieved and with the addition of 5-year rent reviews linked only to the Consumer Price Index, the deal effectively insulates the State against any significant or erratic market fluctuations. In the context of the prevailing uncertainty in the Dublin property market at the time relating to Brexit, the OPW considered this index linking to be a significant benefit.

The terms were negotiated on the basis of Net Internal Area (NIA) which was the Society of Chartered Surveyors of Ireland (SCSI) standard in use, at the time. However, a new international measurement standard, International Property Measurement Standard 3 (IPMS3), was introduced by the SCSI in February 2016 when the lease terms were already substantially agreed.

There are technical differences between the two measurement standards which tends to result in a larger floor area measurement under IPMS3. Miesian Plaza was measured by independent consultants to both NIA and IPMS3 standards. In formalising the lease, the IPMS3 measurement was used as the basis for the calculation of rent although it was apparent from the file that the NIA measurement was used as the basis for negotiation. This issue was identified by both an OPW Internal Review and a Comptroller & Auditor General examination of the lease process.

The annual rent associated with the additional area under IPMS3 is €279,827 plus VAT which over the 25 years of the lease could amount to between €7.7m and €8.6m plus VAT depending on the rate of inflation. While the rent is being paid in accordance with the lease, the OPW fully accepts that the rental rate should have been recalibrated as a result of the new measurement. Strengthened sign-off arrangements, with an independent verification of Heads of Terms agreed on leasehold or freehold acquisitions, to ensure alignment between the agreed Heads of Terms and the final legal documentation have been introduced.

Since the issue was identified, the OPW has continued to engage with the Landlord in relation to the measurement standard applied.

Offices at Fairgreen, Galway

The Commissioners of Public Works hold a lease of offices at Fairgreen in Galway since February 2006, at an annual rent of €1.1m. In his 2018 report the Comptroller & Auditor General suggested this lease appeared to be affected by an issue in relation to different measurement standards, potentially resulting in an overpayment of rent. However, following

21 a review of this matter by the Commissioners this was found not to be the case. The rent at that time was agreed on the basis of gross internal areas which is common for office leases outside of Dublin. This case is not comparable with the Miesian Plaza project, which refers to the International Property Measurement Standards (IPMS) which became mandatory for all members of the Royal Institution of Chartered Surveyors from January 2016. The annual rent being paid is in accordance with the terms of the lease and reflects the final agreement between the Commissioners and the Landlord.

Harcourt Square Garda Complex/Military Road Dublin

The Commissioners of Public Works (OPW) first leased the buildings at Harcourt Square in the early 1980s under a number different leases and it has been occupied by An Garda Síochána since then.

In December 2016, the OPW agreed a new single lease for the entire complex for a term of 6 years at an annual rent of €6m. The lease is due to expire on 31st December 2022.

A new Garda Security and Crime Operations Centre at Military Road Dublin 8 is to provide replacement accommodation for the majority of the Garda operations currently based at Harcourt Square. The development has been designed in accordance with the brief provided by An Garda Síochána in order to meet the requirements of staff who will be designated to occupy the facility.

The development consists of the construction of a new 10,060 sq.m six and four storey office building with a green roof and central atrium, over two floors of 9,275 sq.m basement car parking with ancillary accommodation, on a site of circa 0.86 ha.

A contract was awarded and construction works commenced in February 2020. The Main Contractor took full possession of the site on the 2nd March 2020. In line with Government advice, the Main Contractor closed the GSCOC site from Monday 29th March 2020 and reopened on Monday 18th May 2020. The site was closed for a total period of 7 weeks in 2020.

Works completed include the piling mat, piling, pile cropping, the installation of pile capping beam and fibre glass and steel tie back anchors, excavation of the basement, dewatering of the site, concrete pouring of the flood wall and basement -2 level, installation of temporary supports to the laundry building, works to the ESB substation and installation of the two crane bases.

Funding is provided through the Department of Justice and Equality/ An Garda Síochána. The Project is on programme to be occupied by An Garda Síochána before the end of 2022.

Former Coast Guard Cottages and Site, Crosshaven, Co. Cork

The cottages at Crosshaven date back to the 1800s and were occupied by the coastguards for the area. The leasehold titles devolved on the Minister for Public Expenditure and Reform under the Finance (Transfer of Departmental Administration and Ministerial Functions) Order 2011 (S.I. No. 418 of 2011).

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In December 2017, Cork County Council expressed an interest in acquiring the seven former Coastguard Cottages and the 1-acre site to the rear of the cottages. During the course of 2018, the Council carried out a feasibility study on the properties and site, including a study on vehicular access as the site is currently land locked.

Under the terms set out in the DPER Circular 11/2015: Protocols for the Transfer and Sharing of State Property Assets, the Office of Public Works engaged the Valuation Office to carry out an independent, binding valuation of market value and this was set at €875,000. €75,000 for each of the seven cottages and €350,000 for the 1-acre site.

The OPW advised Cork County Council on the 17th October 2018 of the valuation. Cork County Council confirmed on the 30th October 2018 that the Council were still considering their options.

The OPW was advised on the 21st January 2019 that Cork County Council was no longer interested in acquiring the Coastguard Cottages and site to the rear of the cottages.

The OPW at that stage commenced proceedings to dispose of the cottages. The disposal of the cottages and site was delayed at this point due to necessary legal proceedings relating to an occupier over holding on the property. The Chief State Solicitors Office/OPW were successful in the legal proceedings and the site was vacated in January 2020.

On 23rd January 2020, Cork County Council submitted a request for the valuation of the northern portion of the vacant site behind the cottages for possible use for social housing.

The Council were not however interested in acquiring the southern part of the vacant site and suggested that the OPW could sell this portion of the site on the open market.

On 13th May 2020, the Valuation Office submitted a current market value of €185,000 for the northern part of the site. The southern part of the site was valued at €130,000 and the cottages’ value remained at €525,000.

Cork County Council confirmed on 10th June 2020 that they would be interested in acquiring the Coastguard Cottages and the northern portion of the site at the current market values provided by the Valuation Office.

On 15th July 2020 the Council further advised that following discussions and a site review, the Council were now interested in acquiring the entire site behind the cottages at the market values indicated above.

Access to the coastguard cottages, as it currently stands, is very limited - there is no vehicular access to Cottages Nos. 4 and 5. Both cottages have a front door and pedestrian access from Lower Road but no rear access route.

Cottages Nos. 7 – 11 have no front door or entrance at Lower Road. Access to these cottages is provided via an entrance at cottage No. 12. This entrance, which is located at the junction of Lower Road and Upper Road, allows for vehicular access but is narrow with poor sight lines.

Access to the southern part of the site is via a laneway which also serves a boys’ national school and Crosshaven Fire Station. This laneway is in the ownership of Cork County Council. The Council has advised that declaring a road to be a public road is a statutory process under the Roads Act, which is a reserved function of the Councillors. Cork County Council has

23 indicated that they intend to commence the process of having the laneway declared a public road as soon as possible, once Covid-19 restrictions have been eased.

The Coastguard Station and Crosshaven Garda Station share an entrance and access route off Lower Road. This route also provides access to the car park at the rear of the Garda station. The Council’s interest in acquiring the cottages and site at Crosshaven is dependent on the provision of an access route to the rear of the cottages and site, via the car park at the rear of the Garda station.

Meetings have been held on site with An Garda Síochána, the Irish Coast Guard, Department of Transport and local residents regarding the proposed development and the concerns of these stakeholders have been conveyed to Cork County Council.

The Council has advised that they will consider stakeholder concerns as part of the design process and will include appropriate mitigation measures, where appropriate and necessary. It has also stated that it will endeavour to ensure that its proposals on site do not adversely affect the existing occupiers of the site.

Former Garda station properties in Stradone, Co. Cavan

There are two former Garda station properties on the Virginia Road in Stradone, Co. Cavan on lands owned by the Commissioners of Public Works, namely:

(a) Former Garda Station and Residence (two storey)  Constructed in 1926.  Occupied by An Garda Síochána until 2002.  Closed in 2002 due to its deteriorating condition.

(b) New Garda Station (single storey)  Constructed in 2001 on the same site adjacent to the former Garda station and residence which closed in 2002.  Closed on the 31st January 2013 as part of the Policing Review.

An Garda Síochána wrote to the OPW in May 2013 seeking the use of the ‘new’ station (b) for operational reasons. Additional security works were highlighted as necessary by An Garda Síochána and these were completed in 2017, to fully separate to two properties. It is now in use by An Garda Síochána. Former Garda Station and Residence (two storey) – at (a) In 2002, Cavan County Council wrote to the OPW, making an offer of €25,000 for the purchase of the site of the old Garda station in Stradone. The valuation placed on the property was in the region of €70,000. In July 2004, the OPW received sanction from the Department of Finance to dispose of the property to the Council for the consideration of €60,000 (following discussions with the Council the offer was increased from €25,000 to €60,000). Having regard to the costs involved in organising a sale on the open market, the administrative costs and the risk of not having competition in the event of an auction, it was considered prudent to accept the Council’s offer.

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Contracts for sale were drafted by the Chief State Solicitor’s Office (CSSO) in December 2008. However, through 2009 no correspondence was received from Cavan County Council and the matter did not proceed. In 2012, the OPW wrote to Cavan County Council seeking confirmation as to whether the Council wished to complete the sale. In June 2012, Cavan County Council confirmed that it did not wish to conclude the purchase.

Preparations began for the disposal of the older larger former Garda station in Stradone. However, during that time, An Garda Síochána requested the OPW not to proceed with further disposals pending the outcome of two policing reviews. The first review concluded in late 2017 and identified 6 stations for re-opening on a pilot basis. The second review concluded in December 2018 with no further re-openings recommended. The OPW recommenced its disposal programme for these properties in January 2019. Neither property is derelict.

The Chief State Solicitor’s Office (CSSO) advised in January 2019 of title registration requirements in advance of open market disposal, which were progressed with the Property Registration Authority (PRA). The entire OPW folio at Stradone was registered under Folio CN 35088F in October 2019 but a mapping error was then discovered in the PRA’s registration. The CSSO is currently pursuing this error with the PRA and the property is scheduled to be included in a public auction in Q4 of 2021.

91-93 Merrion Square

The properties at 91-93 comprise typical mid-terrace four storey over basement level Georgian buildings. The Clare Lane Apartments (1-8) are situated at the rear of the car-park fronting onto Clare Lane. The OPW’s primary strategic objective in acquiring these properties is to optimise site potential in the future and facilitate a major extension of the National Gallery. It is important to note that acquisitions of this significance and cost are always subject to the availability of funding at the time of market opportunities arising.

These properties at 91-93 Merrion Square are currently in use by the Oireachtas and the Clare Lane properties are leased to the Peter McVerry Trust.

The OPW purchased 91-93 Merrion Square from the Merrion Square Co-ownership in early 2008, in addition to acquiring the 8 apartment block at Clare Lane. Prior to acquisition, the OPW and others had successfully objected to a commercial redevelopment of 91-93 Merrion Square, given their strategic location on the perimeter of the National Gallery complex.

The Department of Finance was alerted to a market opportunity in 2007 to acquire 91-93 Merrion Square vis-a-vis the expansion/work to the National Gallery planned by the Department of Arts, Sports and Tourism. The Department of Finance sanctioned the overall acquisition of the Merrion Square and Clare Lane properties for not more than €23m, without adversely affecting the delivery of its other services or impacting on the capital carry forward to 2008.

It was recognised that this was a strategic acquisition, given the proximity of these buildings to the Houses of the Oireachtas and Government Buildings which grants them significant potential for public service use and the value of the car park for the future needs of the National Gallery. The OPW engaged external consultants to negotiate the deal. The deal took account

25 of the special purchaser position of the OPW to ensure that these properties were secured for State use as part of the overall strategic state site.

Negotiations continued and in mid-November 2007, the external consultants provided draft terms to the former Commissioner (OPW) for review and agreement. The Chief State Solicitor’s Office concluded the normal due diligence on the title and other matters on the properties. In January 2008, the acquisitions were finalised on 91-93 Merrion Square and the closing of the purchase of the properties at Clare Lane concluded in March 2008.

Debtors Prison, Dublin

The Green Street Debtors Prison was originally known as the Sherriff’s Prison and was built in 1794 and ceased to function as a prison in the mid-nineteenth century. In the late 1860s, it transferred to the Commissioners of Public Works in Ireland (CPW). It was converted into a barracks for the Dublin Metropolitan Police and subsequently became a Garda Station. An Garda Síochána vacated the property in 1962 and in 1963 it was allocated to the Office of Public Works (OPW) Furniture Branch. The property is a protected structure though it is not derelict.

In 1992, the OPW granted a 99-year lease to the Green Street Trust. The aim of the Trust was to promote urban renewal in disadvantaged areas through the rehabilitation of historic buildings for contemporary uses. Their plan for the Debtors Prison was to convert it into apartments to provide social housing. During this time, major works were carried out to the roof, windows and external structure and significant progress was made to the interior fit out but, due to funding difficulties experienced by the Trust, the works ceased and the lease was surrendered to the OPW in 2006.

Alternative Use

In 2014, OPW established a working group to examine possible future uses for this property. The working group comprised staff from Property Management, Property Maintenance, Architectural Services, M & E Services and a structural engineer.

The working group consulted externally with Dublin City Council, The Arts Council of Ireland, the founder of Fumbally Exchange (a not-for-profit movement of creative and innovative professionals who share co-working spaces), local small gallery owners, the Design Tower, UCD School of Architecture, Dublin Institute of Technology, the EU Turas Project and former members of the Green Street Trust and internally with conservation architects and art management.

The working group examined the following as possible future uses of the property: 1. Office Accommodation for the Civil Service; 2. Commercial Office Accommodation leased to a Third Party; 3. Artists’ Studios; 4. Film Location; 5. Transfer to another State Agency; 6. Disposal on the open market.

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Each of these possible uses were examined and found to have some merits. However, substantial investment was required to bring the property up to a standard for use. This investment would have included electrical and related installations, provision of a heating system, works to provide for universal access and works to meet fire safety standards.

In mid-2017, the Peter McVerry Trust (PMVT) approached OPW to open discussions regarding the possibility of the Debtors Prison being made available to them for uses as accommodation for the homeless. Following these discussions, the OPW approached the Valuation Office requesting a valuation of the property. The valuation report which was received by OPW in November 2017 put a market value of €295,000 on the property.

In early 2018, following confirmation that the Department of Housing, Planning and Local Government (DHPLG) had approved funding, the OPW approached Dublin City Council (DCC) to offer the property for use by the PMVT, under Circular 11/15, Protocols for the Transfer and Sharing of State Property Assets. In May 2018, PMVT informed the OPW that DCC did not intend to proceed with acquiring the property for them as the council did not feel that the proposal that PMVT had put to them was viable for the site.

Later in 2018, the OPW approached the Courts Service as the adjoining property owner to identify if the property was required by them. The Courts Service advised that they had no interest in acquiring the property.

In the intervening period, a number of organisations have expressed an interest in acquiring the property under licence/lease. The uses included artists’ studios, performance space, employment support service and advocacy service. As the property would require extensive refurbishment works, including fire safety works and associated planning to meet with current regulations, and the development limitations due to the property’s protected structure status, none of the proposals came to fruition.

Current Position

In October 2018, the OPW again approached DCC to inquire if they would consider opening discussions to acquire the property. In March 2019, the OPW and DCC jointly inspected the property and in December 2019 negotiations on the transfer of the property commenced. In February 2020, the OPW informed DCC that the transfer of the property to DCC would be under Circular 11/15, Protocols for the Transfer and Sharing of State Property Assets and in April 2020 DCC informed that they no longer wished to acquire the property.

The OPW continues to consider the future of this property in line with its policy on surplus properties. Over the past number of years, the OPW has maintained the property and allows access under controlled circumstances for filming historical dramas/films. Allowing this type of use in certain historical properties ensures a value from such properties, insofar as is possible, which contributes to some extent to the local economy and to the broader film industry in Ireland.

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APPENDIX 3 – Vacant Sites Levy

Vacant Sites Levy

The Government introduced the Vacant Site Levy in response to issues of land management and housing supply, and to support local authority development plans. The levy is designed as a disincentive to land hoarding particularly in areas where there is a housing need.

Of over 2,500 properties that the OPW owns or manages around the country, there are less than 40 sites of varying sizes – from a plot of ground measuring 300 square metres to one site of 26 acres. These sites were acquired over the years for a variety of uses including: customs posts, meteorological stations, sites for the Courts Service or An Garda Síochána. They also include sites acquired for the purposes of the Government’s decentralisation programme for Government Departments/Offices. The majority of these sites have been identified as being suitable for transfer to other State bodies or are being retained for future State development (e.g. Hammond Lane).

Since the introduction of the Vacant Sites Register/Levy, the OPW has not incurred a levy on a vacant site.

Local Authorities have written to the OPW in relation to the following:

(i) a site in Castlecomer, Co Kilkenny owned by the Commissioners and was a former Garda station that closed in 2001. The former Garda station, previously a military barracks, stood on a large site and the Council indicated its intention to place it on the vacant sites register. The Council subsequently removed it from the register as it was confirmed that it was not a serviced site and it was cancelled from the register. No vacant site levy incurred.

(ii) a site at Military Road, Dublin on which the notification from the Council was successfully appealed by the Commissioners and was subsequently de-notified by the Council, following the appeal, and not included on the vacant sites register. The site is being developed for An Garda Síochána. No vacant site levy incurred.

(iii) a site at Hammond Lane, Dublin which is the site on which the new Courts complex is to be developed. However, at the time of receiving the notice from DCC, the OPW was already in the process of granting a licence to Sisk for use as a site compound and storage while they are working on an adjacent development. DCC inspected the site with the licensee in situ and did not proceed with placing the property on the vacant sites register. No vacant site levy incurred.

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APPENDIX 4 - Property Disposal Programme

Overview

The Office of Public Works (OPW) manages over 2,500 properties on behalf of the State. These include office accommodation, heritage properties, visitor centres, Garda stations, warehouses and others. Within this portfolio, there are a number of properties (buildings and sites) that are vacant. Some of these properties will be retained due to their strategically important position. In addition, there are a number of properties currently vacant, primarily lodges, though these are not considered suitable for disposal as they are an inherent part of heritage estates and gardens.

The OPW’s policy with regard to non-operational (vacant) State property including former Garda stations is to:

a) Firstly, identify if the property is required/suitable for alternative State use by either Government Departments or the wider public sector;

b) If there is no other State use identified for a property, the OPW will then consider disposing of the property on the open market if and when conditions prevail, in order to generate revenue for the Exchequer; or

c) If no State requirement is identified or if a decision is taken not to dispose of a particular property, the OPW may consider community involvement (subject to a detailed written submission, which would indicate that the community/voluntary group has the means to insure, maintain and manage the property and that there are no ongoing costs for the Exchequer).

As a matter of policy, no property or site is disposed of until there is absolute certainty that there is no alternative State use. A number of strategic properties or sites are retained in anticipation of potential State use/development in line with service demands arising from Government policy changes to public service provision.

The position in relation to surplus vacant properties is as follows:

 In 2014, there were c. 240 vacant surplus properties, including the 139 closed garda stations.

 Since 2014, the number of vacant and surplus properties has reduced to 110 properties, with 114 disposals completed - generating income in excess of €21million.

Year Number of transactions Amount 2014 20 €3,670,801 2015 28 €3,590,198 2016 19 €3,338,500 2017 8 €522,500 2018 10 €2,112,011 2019 7 €5,250,500 2020 22 €2,550,000 Total 114 €21,034,510

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Currently, there are 76 buildings and 34 sites – a total of 110 properties - that are non- operational and vacant. These are categorised as follows:

Summary – Vacant Buildings and Sites Buildings (76) Number Former Garda Stations 39 Other Former Garda Stations (pre-2013 closures) 9 Former Garda Residences 4 Former Coastguard Properties 7 Former Customs Properties 2 Former Met Station Properties 1 Miscellaneous Buildings 14

Sites (34) Number Decentralisation Sites 9 Former Coastguard Site 1 Former Customs Sites 5 Former Met Station Site 1 Miscellaneous Sites 18

 These figures fluctuate as properties are sold, transferred or Licensed and as additional properties become vacant or surplus to requirements.

 Over half (39) of the 76 buildings that are currently vacant are former Garda station properties that were closed under the 2012/2013 policing plans of An Garda Síochána;

 Many of these properties reverted to the Office of Public Works (OPW) to identify an alternative State use or manage their disposal in line with OPW’s policy;

 The disposal programme for these properties began in 2014 and continued through to 2016. During 2014, 2015 and 2016, the OPW disposed of 36 former Garda stations. However, the disposal of these properties halted from 2016 to 2018, due to two Garda Reviews;

 In 2016, An Garda Síochána/Policing Authority undertook a review of the closed Garda Stations under the Programme for a Partnership Government. In late 2017, the preliminary review initially identified six stations for re-opening on a pilot basis. These were:  Ballinspittle, Co. Cork;  Bawnboy, Co. Cavan;  Leighlinbridge, Co. Carlow;  Donard, Co. Wicklow;  Stepaside, Co. Dublin;  Rush, Co. Dublin.

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 In January 2018, following the preliminary review, An Garda Síochána requested the OPW not to dispose of any former Garda stations that remained in State ownership, pending a further review of closed Garda stations;  This second review, carried out by the Garda Inspectorate, was published in December 2018 and did not recommend the re-opening of any other former Garda stations;

 The OPW recommenced its disposal programme in January 2019. This disposal programme was again interrupted by Covid related lockdowns in 2020 and 2021. During 2021, subject to pandemic restrictions, there are 4 auctions planned. A further 3 are planned for 2022.

Of the 139 former Garda stations, 39 remain which are under consideration for disposal or alternative State use.

Former Garda stations Number Retained for alternative State use 10 Disposed 44 Assigned for community use 9 Remain the responsibility of An Garda 28 Siochana: - Properties occupied by serving/retired members (12) - Required by AGS for other purposes (10) - Re-opening following reviews (6) Former Garda stations where Lease has 9 been surrendered Being prepared for disposal or alternative 39 use Total 139

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APPENDIX 5 – Programme of Process Improvements

The Government’s Public Service Reform Plan 2011 proposed a Capacity and Capability (C&C) Review of the OPW’s Estate Management area to make recommendations to strengthen its systems and capacity. The Review was completed in 2014 with a number of recommendations, including a very clear separation of the Planning and Project Delivery functions. Further recommendations related to building property management expertise and capacity.

As a result, the OPW recruited a team of Portfolio Planners under the Estate Management function between 2015 and 2016 to undertake property portfolio analyses, in consultation with other Business Units and Property Advisory (Valuation) Services, as required. The OPW established a Steering Group in 2018 to review existing Property Management processes and procedures. The purpose of the project is to review existing procedures, develop and update them where necessary on an ongoing basis to ensure that they are fit-for-purpose particularly in relation to the new organisational structure, governance, approvals, decision points and key documentation.

The work of the Steering Group on Property Management Processes and Procedures has resulted in a revised structure that includes more formalised multi-disciplinary option appraisal teams at various different stages in the appraisal process. The input of Valuers working closely with Portfolio Planners and Property Managers has been introduced at earlier stages in the appraisal process. Multi-disciplinary option appraisals are conducted on larger scale projects e.g. they would not be necessary for small scale projects such as securing accommodation for a unit of 20 staff.

To date, some 30 processes and sub-processes have been reviewed and prepared on key areas such as acquisitions, disposals, option appraisals, etc. A further review of the work to- date on the processes and procedures was planned for early 2020, but was postponed due to the pandemic restrictions. Staff have been engaged in verification of some of the new processes and procedures, in advance of consulting more widely once restrictions lift.

Over the same period a significant ICT investment has been made in an Integrated Workplace Management System (IWMS) to support all of the OPW Estate Portfolio functions. The testing phase of the property management section of this IWMS system has commenced, so there are likely to be adjustments to the processes that need to be incorporated. Once complete, the systems and procedures developed will be incorporated into the OPW ISO 9001 Management System.

In parallel with all of the above, the OPW developed external training for staff in the property management area, in consultation with the Society for Chartered Surveyors in Ireland (SCSI). In addition, an Option Appraisal 2-day course was provided by the Chartered Institute of Public Finance and Accountancy (CIPFA).

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