Rose Conway-Walsh (Mayo, Sinn Fein)
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255. To ask the Minister for Public Expenditure and Reform if a plan or strategy is in place for the Office of Public Works to reduce the reliance on leased properties; and if he will make a statement on the matter. [30044/24]

Kieran O'Donnell (Limerick City, Fine Gael)
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The Office of Public Works (OPW) Estate Management Strategy is based on five strategic pillars of: Modernisation, Optimisation, Proactive Asset Management, Sustainability, and Building on Data and Research.

The OPW has a significant and diverse office accommodation portfolio distributed throughout the country, comprising of 866,896 square meters, including a range of differing types of office provision from brand new grade A office accommodation to prestige heritage buildings. Approximately 60% of this accommodation is provided in State owned accommodation across 259 buildings. As of April 2024, the leased office portfolio comprised of 327 leases in 267 buildings.

The issue of whether to buy, build or lease properties is a complex matter and is subject to a number of variables, including: the availability of capital funding; the availability of suitable buildings or sites; the prevailing market conditions at the time; the urgency and scale attached to the accommodation request; and the duration of the requirement.

To meet its strategic objectives of modernising the estate and making it more efficient, the OPW constantly looks to appraise the potential of the existing owned accommodation portfolio for future redevelopment of sites, refurbishment opportunities and potential asset recycling prospects. This is done in parallel and in conjunction with ongoing appraisal, monitoring and managing of opportunities which arise from within the leasehold estate, including the exploration of possible purchase opportunities.

Due to the range of accommodation requirements across Government, it is important to keep a dynamic portfolio that has flexibility to meet the evolving long term needs of Government. The OPW’s preference is that functions of infrastructural importance or viewed as a long-term commitment should, where possible, be accommodated in State owned properties. However it is important to understand that leasehold properties provide flexibility for shorter periods of time, which can often accommodate agencies and staff engaged in time-limited functions. Leasehold properties also provide the flexibility to reduce the size of the portfolio should circumstances require it. More recently, leasehold properties that were no longer required by Departments as a result of blended working has enabled growth in civil service numbers to be absorbed within the existing property portfolio. This has also enabled the OPW meet the additional requirements of those Departments who have been directly affected by international events over the last couple of years.

The OPW continues to assess potential value for money opportunities for investment that align to the OPW Strategy and wider government policy including the National Development Plan and Climate Action Plan.