Agenda reports pack
Argyll and Bute Council · 12 September 2024
Back to Environment, Development and Infrastructure Committee — 12 September 2024 and its agenda
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. Argyll and Bute Council Comhairle Earra-Ghàidheal Agus Bhòid Executive Director: Douglas Hendry Kilmory, Lochgilphead, PA31 8RT Tel: 01546 602127 Fax: 01546 604435 DX 599700 LOCHGILPHEAD 5 September 2024 NOTICE OF MEETING A meeting of the ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE will be held in the ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 12 SEPTEMBER 2024 at 10:30 AM, which you are requested to attend. Douglas Hendry Executive Director BUSINESS 1. APOLOGIES FOR ABSENCE 2. DECLARATIONS OF INTEREST 3. MINUTES (Pages 3 - 10) Environment, Development and Infrastructure Committee held on 20 June 2024 4. ARGYLL AND BUTE COUNCIL'S ECONOMIC STRATEGY ACTION PLAN: 2024- 2027 (Pages 11 - 36) Report by Executive Director with responsibility for Development and Economic Growth 5. TRANSFORMATIONAL PROJECTS AND REGENERATION TEAM - LARGE SCALE PROJECT UPDATE REPORT (Pages 37 - 54) Report by Director with responsibility for Development and Economic Growth 6. ARGYLL AND BUTE - DIGITAL UPDATE (Pages 55 - 76) Report by Director with responsibility for Development and Economic Growth 7. WINTER SERVICE POLICY 2024/25 (Pages 77 - 120) Report by Executive Director with responsibility for Roads and Infrastructure Services 8. SCHOOL AND PUBLIC TRANSPORT - OPTIONS FOR FUTURE SERVICE DELIVERY (Pages 121 - 128) Report by Executive Director with responsibility for Roads and Infrastructure Services Public Document Pack
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9. MARINE OPERATIONS: COUNCIL FERRY SERVICE (Pages 129 - 144) Report by Executive Director with responsibility for Roads and Infrastructure Services 10. CAMPBELTOWN FLOOD PREVENTION SCHEME (Pages 145 - 152) Report by Executive Director with responsibility for Roads and Infrastructure Services 11. GENERAL WASTE UPDATE (Pages 153 - 186) Report by Executive Director with responsibility for Roads and Infrastructure Services 12. FLOOD RESILIENCE STRATEGY - SCOTTISH GOVERNMENT CONSULTATION (Pages 187 - 200) Report by Executive Director with responsibility for Roads and Infrastructure Services 13. PLAY PARK FUNDING - UPDATE REPORT NO. 4 (Pages 201 - 204) Report by Executive Director with responsibility for Roads and Infrastructure Services 14. COMMUNITY EMPOWERMENT (SCOTLAND) ACT 2015 - ALLOTMENTS WAITING LIST REGISTER (Pages 205 - 208) Report by Executive Director with responsibility for Legal and Regulatory Support REPORT FOR NOTING 15. ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE WORKPLAN (Pages 209 - 212) Environment, Development and Infrastructure Committee Councillor John Armour (Chair) Councillor Jan Brown Councillor Graham Hardie Councillor Willie Hume Councillor Andrew Kain Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian MacQuire Councillor Luna Martin Councillor Liz McCabe Councillor Ross Moreland (Vice-Chair) Councillor Gary Mulvaney Councillor Alastair Redman Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Contact: Hazel MacInnes Tel: 01546 604269
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MINUTES of MEETING of ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE held ON A HYBRID BASIS IN THE COUNCIL CHAMBER, KILMORY, LOCHGILPHEAD AND BY MICROSOFT TEAMS on THURSDAY, 20 JUNE 2024 Present: Councillor John Armour (Chair) Councillor Graham Hardie Councillor Willie Hume Councillor Andrew Kain Councillor Jim Lynch Councillor Tommy MacPherson Councillor Ian James MacQuire Councillor Luna Martin Councillor Ross Moreland Councillor Gary Mulvaney Councillor Alastair Redman Councillor William Sinclair Councillor Andrew Vennard Councillor Peter Wallace Also Present: Councillor Jan Brown Councillor Audrey Forrest Attending: Kirsty Flanagan, Executive Director Jim Smith, Head of Roads and Infrastructure Services Matt Mulderrig, Development Policy Manager Stuart Watson, Assistant Network and Standards Manager Stuart McLean, Committee Manager 1. APOLOGIES FOR ABSENCE There were no apologies for absence. 2. DECLARATIONS OF INTEREST There were no declarations of interest. 3. MINUTES The Minutes of the meeting of the Environment, Development and Infrastructure Committee held on 21 March 2024 were approved as a correct record. 4. ARGYLL AND BUTE HOUSING EMERGENCY SUMMIT – ACTION PLAN The Committee gave consideration to a report providing an update following the Housing Emergency Summit which was held in November 2023 following the declaration of a Housing Emergency by the Committee in June 2023. Decision The Environment, Development and Infrastructure Committee endorsed the Housing Summit Action Plan contained at Appendix 1 to the submitted report and noted that appropriate elements would be incorporated into the updated Local Housing Strategy Action Programme to be presented to Council later in the year. (Reference: Report by Executive Director with responsibility for Development and Economic Growth dated May 2024, submitted) Page 3 Agenda Item 3
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5. CIRCULAR ECONOMY BILL UPDATE The Committee gave consideration to a report advising of the introduction of the Circular Economy (Scotland) Bill on 13 June 2024 which established the legislative framework to support Scotland’s transition to a zero waste and circular economy, significantly increase reuse and recycling rates and modernise and improve waste and recycling services. Decision The Environment, Development and Infrastructure Committee noted – 1. the content of the submitted report; 2. that future updates would be provided to on the progress of the Circular Economy Bill; and 3. noted that clarification would be sent to the Scottish Government confirming that the response attached at Appendix 1 of the report was an officer response and that the Committee rejected the premise that the matters referred to within would be considered a criminal offence. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure dated May 2024, submitted) 6. WASTE UPDATE The Committee gave consideration to a report providing an update on the Council’s request to the Scottish Government for a derogation for the Council’s Public Private Partnership (PPP) contract. Decision The Environment, Development and Infrastructure Committee – 1. noted the update regarding discussions held with Scottish Government on the Waste PPP contract; 2. noted the implications of Argyll and Bute Council not receiving the derogation from the Scottish Government, and approved the variation of the Waste PPP contract with Renewi to enable the conversion of the Mechanical Biological Treatment (MBT) plants into Waste Transfer Stations for Biodegradable Municipal Waste (BMW) ban compliance; 3. noted the discussion relating to financial support from Scottish Government and instructed Officers to continue to pursue the Scottish Government for the additional costs for compliance with the BMW ban (circa £1.5m); 4. agreed that the Chair of the Committee engages with the Cabinet Secretary to secure financial support from Scottish Government for the additional costs for compliance with the BMW ban (circa £1.5m); and 5. noted that Renewi had formally notified officers that their UK operation, including the Argyll and Bute Contract, was being taken over by Biffa. Page 4
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(Reference: Report by Executive Director with responsibility for Roads and Infrastructure dated May 2024, submitted) 7. SECOND DOMESTIC BIN REVIEW 2024 The Committee gave consideration to a report proposing a review of second bins be carried out in line with the Policy agreed in June 2016. Decision The Environment, Development and Infrastructure Committee – 1. endorsed the second domestic bin review; and 2. noted the progress made regarding the publicity and the timeframe and that further updates would be provided as the review progressed. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) 8. ROADS CAPITAL RECONSTRUCTION PROGRAMME 2024/25 - UPDATE REPORT The Committee gave consideration to a report providing an update on changes to the Roads Capital Reconstruction Programme for 2024/25. Decision The Environment, Development and Infrastructure Committee – 1. endorsed the amended programme of capital works for 2024-25; and 2. agreed that details of each Area Committee’s programme would be forwarded on to individual Elected Members. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated June 2024, submitted) 9. ROADS DEVELOPMENT TECHNICAL GUIDANCE The Committee gave consideration to a report summarising the content of the Roads Development Technical Guidance and sought adoption of the Guidance for future developments involving either the existing road network or proposed new roads. Decision The Environment, Development and Infrastructure Committee agreed to adopt the Roads Development Technical Guidance. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) 10. ROAD SAFETY PLAN 2024-2030 Page 5
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The Committee gave consideration to a report providing an overview of the Road Safety Plan 2024 – 2030, which aligns with Transport Scotland’s national document Scotland’s Road Safety Framework to 2030. Decision The Environment, Development and Infrastructure Committee – 1. noted the content of the submitted report; and 2. endorsed the Road Safety Plan 2024 – 2030. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) 11. TRANSPORT (SCOTLAND) ACT 2019 - PAVEMENT, DOUBLE AND DROPPED KERB PARKING STANDARDS - UPDATE REPORT The Committee gave consideration to a report providing additional information in respect of pavement, double and dropped kerb parking under the Transport (Scotland) Act 2019, which had been requested by the Committee at the meeting held on 21 March 2024. Decision The Environment, Development and Infrastructure Committee – 1. agreed to the introduction of enforcement of the prohibitions set out in the Transport (Scotland) Act 2019, in relation to pavement parking, parking at dropped kerbs and double parking, to commence once the associated back-office system was upgraded, before the end of 2024; and 2. agreed to the creation of two new warden posts; one based in Mid Argyll, Kintyre and the Islands, and one based in Helensburgh and Lomond, to support both the enforcement of the new prohibitions but also to enhance the capacity to enforce restrictions under the Decriminalised Parking Enforcement (DPE) regime. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) 12. PUBLIC CONVENIENCE DOOR ACCESS CONTROL PROJECT UPDATE The Committee gave consideration to a report providing an update on the public convenience door access control project. Decision The Environment, Development and Infrastructure Committee – 1. noted the update provided within the submitted report; 2. agreed to defer the remaining site installations until after the summer season to obtain further detail on the reliability of the installations, noting that any delay should not impact on the budgeted income target as it was anticipated that this should be achieved from the current sites that were operational; and Page 6
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3. agreed that the Rothesay Victoriana and Moir Street/Riverside facilities which had now returned to the Council should be categorised as high use and quotes sought for charging installations at these sites. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated June 2024, submitted) * 13. REVIEW OF ROADS AND INFRASTRUCTURE SERVICES The Committee gave consideration to a report advising of an agreement by the Executive Leadership Team that a review of the Roads and Infrastructure Service be undertaken, and the appointment of Consultants “People Too” to undertake the review. Decision The Environment, Development and Infrastructure Committee – 1. noted the findings and service specific recommendations at Stage 1 of the 4 Stage Change Process; 2. agreed to recommend to Council to approve that officers move onto Stages 2, 3 and 4 of the Review and approve up to £150,000 of funding from the Strathclyde Pension Fund Gain Earmarking set aside for Spend-to-Save or Transformation which would be used to bring in external support; and 3. noted that officers would bring a progress report to Members later this year with anticipated opportunities and savings to be identified that could feed into budget considerations for 2025-26 onwards. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated 10 June 2024, submitted) 14. OBAN FLOODING UPDATE The Committee gave consideration to a report proposing that all funding opportunities be explored including lobbying the Scottish Government to seek to secure funding to implement flood prevention works in Oban, as well as exploring any additional funding opportunities. The report detailed a number of short, medium and long term actions and works that had been identified to mitigate flooding. Decision The Environment, Development and Infrastructure Committee – 1. noted the content of the submitted report; and 2. endorsed the proposals by officers to lobby for funding and explore external funding opportunities and agreed that the Chair engages with the Scottish Government to try and secure additional resource to mitigate flooding issues in Oban. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) Page 7
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15. FLOOD RESILIENCE STRATEGY - SCOTTISH GOVERNMENT CONSULTATION The Committee gave consideration to a report highlighting the launch of a Scottish Government Consultation on Flood Resilience Strategy which had a closing date of 13 August 2024. Decision The Environment, Development and Infrastructure Committee – 1. noted the Flood Resilience Strategy consultation announced by the Scottish Government on 20th May 2024 with a closing date of 13th August 2024; 2. agreed that given the timescale for responding, that the formal response to the consultation from the Council be prepared with the final response being delegated to the Executive Director with responsibility for Road and Infrastructure Services in consultation with the Chair of the Environment Development and Infrastructure Committee (who is also the Policy Lead for Roads, Transport and Amenity Servies), the Leader, Leader of the largest Opposition Group and the Policy Lead for Climate Change; and 3. noted that a copy of the Council’s response would be presented to the Environment, Development and Infrastructure Committee at its meeting in September 2024. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) 16. SEPA CONSULTATION – POTENTIALLY VULNERABLE AREAS FOR FLOOD RISK MANAGEMENT The Committee gave consideration to a report providing information on the Scottish Environmental Protection Agency (SEPA) consultation on Potentially Vulnerable Areas for Flood Risk Management. Decision The Environment, Development and Infrastructure Committee noted – 1. the content of the submitted report; and 2. the recommendation that Members consider completing the consultation questionnaire on an individual basis before the closing date of 24 June 2024. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated June 2024, submitted) 17. SCRUTINY REPORT – FLY TIPPING A report providing an update on the Audit and Scrutiny report regarding Fly Tipping was before the Committee for noting. Decision Page 8
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The Environment, Development and Infrastructure Committee noted– 1. the detail in the Scrutiny Review; and 2. that further observations, conclusions and recommendations had been taken on board by the service and that work continued to reduce duplication. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) 18. STREET FURNITURE REPLACEMENT UPDATE A report providing an update on the street signage and litter bin replacement programme was before the Committee for noting. Decision The Environment, Development and Infrastructure Committee noted the content of the submitted report. (Reference: Report by Executive Director with responsibility for Roads and Infrastructure Services dated May 2024, submitted) 19. ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE WORKPLAN The Environment, Development and Infrastructure Committee workplan was before the Committee for noting. Decision The Environment, Development and Infrastructure Committee noted the content of the workplan. (Reference: Environment, Development and Infrastructure Committee workplan dated June 2024, submitted) Page 9
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1 ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 12th SEPTEMBER 2024 ARGYLL AND BUTE COUNCIL’S ECONOMIC STRATEGY ACTION PLAN: 2024-2027 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this paper is to provide the Environment Development and Infrastructure Committee with an action plan (see Appendix 1) to implement and deliver the refreshed Argyll and Bute Council Economic Strategy, endorsed by the committee on 21st March 2024, covering the short-term period 2024-2027 in the first instance. 1.2 A key requirement of the action plan is that the actions are SMART (Specific, Measurable, Achievable, Realistic, Time-bound) and delivers opportunities that drive economic growth and a fair and inclusive wellbeing economy across the four strategic pillars: people, place, planet and prosperity. 1.3 It is important that the action plan is a working document that takes account of changes in Government economic policy direction, prioritising resources to make the greatest impact, acknowledges and responds to advances in technology, productivity gains and sustainable economic growth with a clear focus on actions taken over the next three years to deliver longer term key outcomes. 1.4 It is recommended that Members of the Environment, Development and Infrastructure Committee: • Provide commentary on the action plan, with the addition of appropriate outcomes, as outlined in Appendix 1. • Endorse the Economic Strategy Action Plan. Page 11 Agenda Item 4
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2 ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 12th SEPTEMBER 2024 ARGYLL AND BUTE COUNCIL’S ECONOMIC STRATEGY ACTION PLAN: 2024-2027 2.0 INTRODUCTION 2.1 A successful economy is key to delivering many of our council priorities and is fundamental to our future quality of life as a place to live, work, learn and visit. The pace of economic change has been accelerating globally in response to a number of economic challenges which has required Argyll and Bute Council to refresh its economic strategy and develop an action plan to deliver this strategic intent. 2.3 A key requirement of the action plan is that it is an ongoing working document that contains actions that are SMART (Specific, Measurable, Achievable, Realistic, Time- bound) and delivers opportunities that drive economic growth and a fair and inclusive wellbeing economy across the four strategic pillars: people, place, planet and prosperity. 3.0 RECOMMENDATIONS 3.1 It is recommended that Members of the Environment, Development and Infrastructure Committee: • Provide commentary on the action plan, with the addition of appropriate outcomes, as outlined in Appendix 1. • Endorse the Economic Strategy Action Plan. 4.0 DETAIL 4.1 The need for collaboration and the interplay between economy, environment and community has never been stronger. Argyll and Bute is particularly well placed to benefit from the potential of the area’s natural capital resources and the role it can play in providing green jobs and achieving net zero across key industries. 4.2 The refreshed Economic Strategy Action Plan has been prepared with a strong focus on collaboration and a joined-up approach, working closely with the Community Development Team with their work on the revised Local Outcome Improvement Plan Page 12
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3 (LOIP) and Community Wealth Building research on behalf of the Argyll and Bute Community Planning Partnership (CPP), partner agencies and stakeholders across Argyll and Bute and at both a regional and national level. 4.3 The detailed programme of recent online surveys, collaboration and engagement events was integral to the development of a SMART action plan and is presented in Table 1 below. Table 1: Recent Collaboration and Engagement Group Date of event Argyll and Bute Youth Council/Voice 26th January 2024 Separate workshop session with the Argyll and the Islands Area Manager, Highlands and Islands Enterprise (HIE, noting that the Area Manager is a member of the Economic Strategy Refresh Officers’ Working Group. 26th January 2024 Argyll and the Isles Strategic Tourism Partnership 1st February 2024 Policy Lead/Executive Leadership Team (ELT) meeting 12th February 2024 Argyll and Bute Employability Partnership 21st February 2024 Argyll and Bute Renewables Alliance 6th March 2024 Workshop (session 1) with Development and Economic Growth officers and some strategic partners focusing on People and Place 20th March 2024 Discussion between Economic Growth; Partnership Lead, Community Planning; and CLES (authors of CWB report) 27th March 2024 Workshop (session 2) with Development and Economic Growth officers and some strategic partners focusing on Planet and Prosperity 28th March 2024 Climate Change Board 17th April 2024 Education and Skills workshop with attendance by Education staff, UHI, UHI Argyll, SAMS, DYW Argyll, InspirAlba and SDS 26th April 2024 Surveys Ad hoc web form responses to some generic questions Closed on 29th April 56 responses from the online business survey to small and micro businesses Closed on 6th May 4.4 With limited resources there is a need to focus on key interventions and where we can make the greatest impact. A core focus of the action plan is for Argyll and Bute to be a wellbeing economy through embedding a Community Wealth Building approach and inclusiveness enabling people of all abilities to reach their full potential. Key sectors for our area include tourism, food and drink and clean energy production with the increasing importance of private sector investment and SMEs in the local economy creating employment opportunities and retaining wealth in our communities. 5.0 CONCLUSION 5.1 The Argyll and Bute economy is undergoing significant changes, presenting both distinct short and longer-term opportunities and challenges to overcome. The actions outlined in Appendix 1 are intended to provide a renewed focus to celebrate and deliver on our key strengths as an area and embrace the opportunities of our rural, natural resource-based economy for the short term delivery in the first instance. Page 13
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4 6.0 IMPLICATIONS 6.1 Policy – endorsed Argyll and Bute Economic Strategy 2024-34, LOIP and National Strategy for Economic Transformation refresh (NSET – 10-year duration). 6.2 Financial – resources will be required to deliver the strategic intent articulated in the action plan in Appendix 1. 6.3 Legal - all appropriate legal implications have been taken into consideration. 6.4 HR – none. 6.5 Fairer Scotland Duty - the Fairer Scotland Duty, Part 1 of the Equality Act 2010, came into force in April 2018. The duty places a legal responsibility on particular public bodies in Scotland, such as Argyll and Bute Council, to pay due regard to (actively consider) how they can reduce inequalities of outcome, caused by socio- economic disadvantage, when making strategic decisions and how this has been implemented 6.5.1 Equalities - all activities have complied with all Equal Opportunities/Fairer Scotland Duty policies and obligations 6.5.2 Socio-economic Duty - all strategic pillars, priorities and project activities will comply with the council’s socio-economic duty 6.5.3 Islands – actions will be delivered across the whole of Argyll and Bute including the island communities. 6.6 Climate Change – the economic actions under planet have been framed to address the net zero transition agenda. 6.7 Risk - buy-in by key partner agencies and stakeholders to assist with the delivery of short-term strategic actions (up to three years) could be challenging due to the uncertainty around future funding streams; many budgets are still decided on an annual basis. 6.8 Customer Service – none. 6.9 The Rights of the Child (UNCRC) – none. Kirsty Flanagan, Executive Director responsible for Development and Economic Growth Policy Lead for Business Development: Councillor Math Campbell-Sturgess 30th August 2024 For further information contact: Fergus Murray, Head of Development and Economic Growth Tel: 01546 604293 and e-mail: fergus.murray@argyll-bute.gov.uk Ishabel Bremner, Economic Growth Manager Tel: 01546 604375 and e-mail: ishabel.bremner@argyll-bute.gov.uk APPENDICES Appendix 1: Argyll and Bute Council SMART Economic Strategy Action Plan 2024-2034 Page 14
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5 Appendix 1: Argyll and Bute Council SMART Economic Strategy Action Plan 2024-2027 (WORKING DOCUMENT) Page 15
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6 PEOPLE: Addressing the continuing decline in our economically active population, improving workforce skills and attracting key workers, promoting equal access to education opportunity, and supporting job opportunities in emerging and new industries. The SMART actions noted in the PEOPLE tables below: • Increase the economically active population by investing in skills development. • Work with partners to enable equal access to education, both academic and vocational. • Focus on STEM education. • Promote increased adaptability and skills development for both existing and new staff including Argyll and Bute Council and local businesses. Page 16
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7 PEOPLE: Education, skills and training opportunities for all ages are aligned to higher paid employment and/or self-employment opportunities, with embedded Fair Work First principles. Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Council services (DEG, Education, DYW, HR) to map out all support for vocational education and training opportunities across all key sectors to share with schools, parents and all residents. 2. Economic Growth to align with the current work of HR and DYW on increasing awareness of occupational opportunities across Argyll and Bute Council. 1. HIE, SE, SDS, UHI Argyll, UHI, SAMS, third sector providers and employers to assist the council with this mapping exercise. 2. HIE to progress with establishing the new private sector driven Economic Forum. 1. Completion of an online directory of all support for vocational education and training opportunities, with web links to relevant information, by 1st April 2025. 2. Economic Forum to be established by end of October 2024. 1. In-kind support from all partners. 2. Funding opportunities for individuals and skills will be identified by web links to current support. Raised awareness of all occupational employment opportunities for all ages across Argyll and Bute. 1. Council HR to create tailored adult apprenticeship schemes for areas of skill shortages, including Planning and Environmental Health through investing in council officers with transferable skills. 1. More employers to consider opportunities to undertake work tasters and apprenticeship training for adults aligned to current funding opportunities until the end of March 2025. 1. Council HR to introduce a Planning and/or Environmental Health Adult Apprenticeship programme(s) to alleviate some skills shortages. 2. Current funding work taster caseloads available to employers to be committed by end of October 2024 and spent by the end of March 2025. 1. Use existing UK Shared Prosperity Fund. 2. Council to invest to save to alleviate the skills gap with appropriate / improved access to the Apprenticeship Levy funding. Sustained work taster placements and created Adult Apprenticeship schemes to address critical Argyll and Bute Council skills shortages. Page 17
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8 PEOPLE: Education, skills and training opportunities for all ages are aligned to higher paid employment and/or self-employment opportunities, with embedded Fair Work First principles. Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. DYW, Education and Economic Growth to focus on the increasing the range of Foundation Apprenticeships for senior pupils across Argyll and Bute schools aligned with industry demand. 1. SDS to assist in increasing the range of Foundation Apprenticeships with sustainable job opportunities. 2. Scottish Government and the Scottish Funding Council to reduce the necessary class size due to rurality for Foundation Apprenticeship delivery. 1. Council to increase the range of Foundation Apprenticeship programme(s) available by 10% to alleviate some skills shortages. 2. Council to increase the uptake of senior phase pupils undertaking Foundation Apprenticeship by 15%. 1. Council to invest to save to alleviate the skills gap with appropriate / improved access to the Apprenticeship Levy funding. A greater range of Foundation Apprenticeship schemes available across all Argyll and Bute schools to address training and employment within key existing and emerging sectors. 1. Economic Growth to focus on the delivery of Graduate Apprenticeships for a variety of occupations across Argyll and Bute aligned with industry demand. 1. SDS and HIE to work with Economic Growth to encourage industry recruitment of Graduate Apprenticeships aligned to funding opportunities. 2. HIE to conclude the delivery of the Graduate Placement programme funded by the UK Shared Prosperity Fund. 1. 10% increase in the uptake of Graduate Apprenticeships supported by Argyll and Bute businesses across a variety of occupations. 2. 12 Graduate Apprentices employed by 12 enterprises under the HIE Graduate Placement Programme funded by the UK Shared Prosperity Fund by end of March 2025. 1. Council to invest to save to alleviate the skills gap with appropriate / improved access to the Apprenticeship Levy funding. 2. UK Shared Prosperity Fund. Sustain and grow the number of Graduate Apprenticeship schemes available across Argyll and Bute within existing and emerging sectors. Page 18
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9 PEOPLE: Education, skills and training opportunities for all ages are aligned to higher paid employment and/or self-employment opportunities, with embedded Fair Work First principles. Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Focus on improving the skills of existing staff and the recruitment of new council officers equipped with transferable skills that can move across teams to support funded projects/themes and/or council priorities. 2. Economic Growth support to businesses through Business Gateway and Employability teams using UK Shared Prosperity Fund monies. 1. HIE and SE to share approaches to business interventions to complement local authority delivery. 1. 5% increase in the recruitment of staff with transferable skills. 2. Achieve outcomes associated with UK Shared Prosperity Fund interventions by end of March 2025. (for all businesses supported, increase in turnover by 30% and increase in job creation by 26%). 1. Invest to save. 2. UK Shared Prosperity Fund. Skills development mainstreamed for both existing and new council staff and local business staff to better capitalise on changing economic opportunities. 1. On approval of the Rural Skills Accelerator Programme (RSAP) Outline Business Case, ensure 3 of the 4 Full Business Cases are concluded aligned to the Rural Growth Deal (RGD) projected delivery timeframe for RGD projects. 2. Creation, co-delivery and ongoing KPI monitoring of the STEM Hub South (Dunoon), including mobile and outreach activity. led by the Council’s Economic Growth and Education services. 3. Assist the delivery of the STEM Hub North at SAMS through in-kind staff support from Economic Growth and Education services. 1. SAMS to manage the delivery of the STEM Hub North, including mobile and outreach activity. 2. HIE to manage and deliver the Business Leadership Skills programme, part of the RSAP. 3. UHI Argyll to manage and deliver the enhancement of the college accommodation in Dunoon. 1. a) 3 of the 4 Full Business Cases for the RSAP approved by both governments by the end of March 2027. b) HIE to commence and start the delivery of the Business Leadership Skills Programme from April 2025 2. Co-delivery of the STEM Hub South by Economic Growth and Education by the of March 2027. 3. Delivery of the STEM Hub North by SAMS through liaison with Economic Growth, Argyll and Bute Council by the end of March 2027. RSAP – RGD funding (£7m), plus Clyde Mission & Crown Estate Scotland (digital connectivity) and Council funding (£807k). STEM education and skills has enabled a digitally driven pathway to learning opportunities. Page 19
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10 PEOPLE: Reducing Barriers to work through Employability Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Economic Growth to prepare the Argyll and Bute Employability Partnership (ABEP) Delivery Plan for endorsement by the Community Planning Partnership Management Committee. 2. Focus on all-age employability support and tackling child poverty with a 'no wrong path' approach to prepare the required Annual Investment Plan for No One Left Behind (NOLB) Scottish Government funding, complete with details of delivery interventions by the council and partners. 3. Joint messaging about the benefits of investment in early prevention of poor health and how improving people’s health and wellbeing supports the local workforce and reduces health care costs over the medium and longer terms. 1. Partners, in particular members of the Argyll and Bute Employability Partnership, to delivery of all age and child poverty interventions, funded by the NOLB. 2. To utilise levers for direct investment to support wellbeing outcomes. 1. ABEP Delivery Plan and Annual Investment Plan to be endorsed by the CPP Full Partnership on 16th September 2024. 2. Council and all delivery partners to achieve in-year spend and outcomes detailed in the Annual Investment Plan by the end of March 2025. 3. Measurement of wellbeing outcomes, such as individuals supported to move into sustainable employment. Scottish Government NOLB funding. Deliver the employability agenda, with embedded Fair Work First principles to assist people with multiple barriers into sustainable employment. Page 20
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11 PLACE: Investing in our towns, rural and remote rural communities, including our islands and peninsulas, to attract new people and businesses, pursuing external funding opportunities, investing in critical economic infrastructure such as housing, land for business development, reuse of land and buildings for community benefit, digital connectivity and transport (principally roads, ports and ferries). The SMART actions noted in the PLACE tables below: • Secure future investment from cross sector partners and external funding streams into our towns, rural and island communities. • Recognise the strengths of community resilience across Argyll and Bute. • Work with strategic partners to support communities in the development and facilitation of transformational regeneration projects including community ownership of assets and wealth creation. • Increase focus on areas of opportunity through better place making. Page 21
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12 PLACE: Better Place Making Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Continued delivery of built heritage investment schemes. 2. Continued delivery of the vibrant and living spaces projects funded through the UKSPF. 3. Continued delivery of the UK Levelling Up Partnership monies.* 4. Signing of the Argyll and Bute Rural Growth Deal (RGD). 5. Further promotion of the #ABplace2b campaign. 6. Secure future investment from cross sector partners and external funding streams including both the Scottish and UK Governments. Establish a collaborative partnership between central governments, Argyll and Bute Council, CPP partners, communities and funders. 1. Complete Lochgilphead CARS project by end March 2026; commence 2 priority Helensburgh CARS buildings by the end of March 2026; commence Tarbert Heritage Regeneration Scheme by end of March 2026, 2. Delivery of the 9 vibrant and living spaces project by the end of March 2025. 3. Commence all Levelling Up Partnership projects by the end of March 2026.* 4. Signing of the RGD by the end of the second quarter of 2024/25. 5. Continue Love Local promotion and Increase #ABplace2b followers by 10% by the end of March 2026. 6. Continue to lobby and influence the Scottish and UK Governments and key partners for cross-sectoral place-based funding. 1. CARS multi-annual funding. 2. Levelling Up agenda funding such as UK Shared Prosperity Fund of £304k for vibrant and living spaces projects. * 3. Levelling up Partnership Programme, £20m. * 4. Rural Growth Deal £11m investment. 5. Scottish Government Place based funding. 6. Historic Environment Scotland, Heritage Lottery Fund, Crown Estate and Rural Tourism Infrastructure Fund strategic Investments. 7. HIE capital funding. Creation of a distinct sense of place through the delivery of an outstanding built environment making our towns, rural and island communities across Argyll and Bute attractive places to live, work, visit and invest in. * Note: the term Levelling Up is currently being replaced by the new UK Government Page 22
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13 PLACE: Increasing Community Resilience and Wellbeing through Identifying and Delivering Income Streams Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Adopt a Community Wealth Building (CWB) approach to ensure the economic success of Argyll and Bute is based on a wellbeing economy. 2. Council to work with partners and communities to create the opportunity for the use of community assets, empty spaces and co-production through the application of Place Based Wellbeing Principles such as accessibility and inclusion. 3. Partnership working with the Community Planning Partnership and Health and Social Care Partnership prevention agenda. 1. HIE, SE, third sector partners (including the Improvement Service) and external funders engage with the council and other stakeholders to maximise the wellbeing economy agenda for Argyll and Bute. 2. Communities to develop shared management of civic spaces and natural assets. 3. Input from community councils and development trusts to support community developments and co- production. 4. Publish and implement actions of the Community Wealth Strategy. 1. Establish a multi partner and cross council departmental approach to CWB. 2. Increase the number of community owned buildings and land assets by 5% including a renewed focus on job creation. 3. Embed appropriate Place and Wellbeing Principles, including the prevention agenda, into project delivery. 1. UK Government Asset Transfer fund/UKSPF. 2. Scottish Government Community Empowerment – Asset Transfer Fund. 3. Continue to lobby Scottish Government to maintain budgets for community led projects e.g. Regeneration Capital Grant Fund (RCGF), Scottish Land Fund, and Rural Tourism Infrastructure Fund (RTIF) for 2025/26. Greater community resilience and wellbeing has created a better sense of belonging and prosperity through the access to external investment that has driven transformational opportunities, community ownership and innovation. Page 23
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14 PLACE: Improving Connectivity Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Continue to lobby the Scottish Government for a permanent and fully funded solution for the Rest and Be Thankful. 2. Prepare an Argyll and Bute Transport Strategy that identifies the key local transport priorities. 3. Lobby and influence the UKG, SG, BT and private contractors to deliver the R100 Programme. 4. To map mobile phone coverage at an individual premises level. 5. Prepare an Argyll and Bute Active Travel Strategy to achieve a healthier and more productive workforce. 1. Continue to lobby the Scottish Government for a permanent and fully funded solution for the Rest and Be Thankful. 2. Continue to lobby for increased ferry and port infrastructure investments. 3. Industry and public sector collaboration to secure basis critical infrastructure. Key partners: • Scottish Government • UK Government • Transport Scotland • HITRANS • BT Openreach • Virgin • Digital Scotland • SPT. 1. Full commitment by Scottish Government to deliver a fully funded solution for the Rest and Be Thankful. 2. Approve and publish an Argyll and Bute Transport Strategy that identifies the key local transport priorities. 3. R100 achieved with 100% of premises with potential access to modern ultrafast broadband speeds; 100% coverage of 4G across Argyll and Bute. 4. Conclude the mapping of mobile phone coverage by December 2024. 5. Approve and publish an Argyll and Bute Active Travel Strategy. 1. Lobby, influence and invest. Working with Industry and public sector partners to secure basis critical infrastructure. • Scottish Government • UK Government – previous levelling up agenda monies and new future schemes • Transport Scotland • HITRANS • SPT • BT Openreach • Virgin • Digital Scotland • CMal/CalMac • Scotrail • Bus companies Existing routes to market (roads, rail, ferries, ports and air) and local employment opportunities are secured through increased investment in our critical transport and digital infrastructure. Page 24
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15 PLACE: Housing Emergency Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Reflect the endorsed Housing Emergency Action Plan (with a focus on increasing the supply of key worker housing).in the annual update of the local Housing Strategy. 2. Complete mapping of second homes and short-term lets to inform the delivery of Planning Control Zones (PCZs). 3. Alignment of the Housing Strategy and Local Development Plan to address the need for private sector housing that delivers on local living opportunities. 4. Deliver the 2 Strategic Development Frameworks for Tobermory to Dalmally Growth Corridor (TDGC) and Helensburgh & Lomond Growth Area (HLGA). 1. Ongoing engagement and delivery of specific actions in the Housing Emergency Action Plan will involve the following partners: • Scottish Government. • CPP partners, including HIE. • Housing Associations. • Private sector builders. • Highlands and Islands Economic Partnership. 1. 20 key worker houses. 2. Approve PCZs informed by up-to-date housing data. 3. Approved the Local Housing Strategy annual update at the full council meeting in November 2024 prior to submission to the Scottish Government. 4. Approve the 2 Strategic Development Frameworks for TDGC and HLGA. To be published post the publication of the Local Development Plan 3, potentially January 2028 (out with timeframe of this plan). 1. Lobby Scottish and UK Governments for additional flexibility and funding. 2. Strategic Housing Fund. 3. £450k for Strategic Development Frameworks of TDGC and HLGA. Affordable homes have been built to meet the needs of our communities including attracting new economically active residents to Argyll and Bute to take up employment opportunities and to help expand established local businesses and / or to establish new businesses. Page 25
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16 PLANET: Delivering net zero and improving our biodiversity by supporting the sustainable growth of clean energy production (i.e. hydro, solar, wind and biomass), woodland, peat and marine habitat restoration, encouraging green industries to develop in our area, nature-based solutions and community ownership. The SMART Actions noted in the PLANET tables below: • Achieve net zero through increased clean energy production, forestry expansion, and marine habitat restoration. • Embrace clean energy opportunities and work to provide better local outcomes, including job retention and creation. • Develop low-carbon infrastructure to enable alternatives to private transport including active travel, better digital connectivity, and sustainable housing. • Foster nature-based solutions for increased climate change resilience and biodiversity enhancement. • Support emerging sustainable industries like seaweed farming, marine research and green energy. • Unlock the potential of the marine economy to create sustainable economic growth opportunities across Argyll and Bute. Page 26
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17 PLANET: Delivering Net Zero by 2045 through Economic Actions Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Prepare a Local Area Energy Plan for Argyll and Bute. 2. Work with our Community Planning Partners, community groups, trusts and bodies to delivery environmental, carbon neutral, projects. 3. Develop low-carbon infrastructure to enable alternatives to private transport including active travel, better digital connectivity*, and sustainable housing**. (*digital connectivity see PLACE: Improving Connectivity actions and **sustainable housing see PLACE: Housing Emergency). 4. Reduce our housing carbon footprint (Local Heat & Energy Efficiency Strategy, LHEES). 1. Strong collaboration required from all Community Planning Partner stakeholders and the private sector – community climate hubs. 2. Argyll and the Isles Coast and Countryside Trust (ACT) leading on the delivery of an expanded North Atlantic Rain Forest and expanded restoration of peat bogs. 1. Deliver a Local Area Energy Plan for Argyll and Bute by December 2026. 2. Ensure economic opportunities through the production of a Regional Climate Change Strategy and Action Plan by the end of March 2027. 3. a) Adoption of an Active Travel Strategy by March 2025. b) Preparation of the full business case for the West Coast UAV Logistics and Training Hub at Oban Airport by March 2027. c) Continue the delivery of the Home Energy Efficiency Programme for Scotland (HEEPS) and new build (energy efficient) social housing * (*for target, 20 key worker houses, see PLACE: Housing Emergency). 4. To complete the LHEES scheme by March 2025. 1. Funding via the UK and Scottish Governments Net Zero agenda. 2. Renewables, forest expansion and energy conservation. 3. Private sector community benefits. Argyll and Bute established as a leading low carbon economy and taking best advantage of our natural capital. Page 27
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18 PLANET: Expanding Green / Clean Energy Production Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Lead efforts to achieve net zero through clean energy production. 2. Consideration of green energy production on Islay to unlock economic opportunity. 3. To continue to lobby SSE networks for grid improvements to and from Islay to take advantage of new offshore wind opportunities and assist in the decarbonisation of the Islay economy; and to lobby SSE Networks and Scottish Power Energy Networks for better grid connectivity for communities experiencing grid constraints. 1. HIE and SE to support carbon sequestration activity and relevant funding. 2. Community groups to maximise returns for clean energy community benefits. 3. Argyll and Bute Renewables Alliance (ABRA) and other relevant partners to support the sustainable growth of the renewables and clean energy sectors across Argyll and Bute in. 4. To sign off by 2027 the Hebrides and Orkney Whole System Uncertainty mechanism (HOWSUM) to act as a framework for a modern fit for purpose electricity distribution network across our island communities. 1. Increasing clean energy production by 500 MWs. 2. Completion of Rural Growth Deal full business case for ‘Creating a low carbon economy on Islay’ by March 2027. 3. To continue to lobby OFGEM and network operators to create SMART use of the grid and approve grid improvements – ongoing. 4. Increase community benefit returns by 10% by 2027. 1. UK and Scottish Government funding. 2. Private sector investment. Deliver clean energy sectoral opportunities and infrastructure across Argyll and Bute. Page 28
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19 PROSPERITY: Creating higher wage opportunities, seizing opportunities in the net-zero economy, improving productivity and innovation through increasing business efficiency including the use of digital technology, empowering communities through ownership and wealth creation, sustaining public services, promoting the marine and green economies, enabling the sustainable growth of key sectors such as food and drink together with revitalising the tourism and hospitality sectors and supporting the growth of the creative industries. The SMART Actions noted in the PROSPERITY tables below: • Capitalise on net-zero opportunities for green jobs and improve living standards. • Focus on productivity improvements through digital technology. • Empower the public, private and third sectors to provide services, participate in shared management of civic spaces and generate income. • Revitalise our key sectors such as the tourism and hospitality industry. • Leverage natural and cultural assets to drive sustainable business growth and overall economic growth. Page 29
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20 PROSPERITY: Supporting Business Start-up and Growth Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Lobby and influence the UK Government and the Scottish Governments on future funding decisions to continue business support funding across local government and partner agencies. 2. Influence and facilitate business creation, retention and growth through tailored support by teams within Economic Growth, such as Business Gateway. and other council departments with sectoral remits. 3. Encourage organisations to consider alternative business models, with a particular focus on succession planning. 4. Focus on business productivity improvements through digital support and reviews through current Expert Help Business Gateway interventions, funded by the UKSPF and Scottish Government LACER initiative. 1. Collaborative working by UK and Scottish Governments working with local authorities. 2. Complementary business start-up and growth support from HIE and SE. 3. Complementary support on the adoption of alternative business models to assist with succession planning and business retention from HIE and SE. 4. Complementary support on business productivity improvements from HIE and SE. 1. Commit and spend all business support grants funded by the UKSPF by the end of March 2025. 2. Publish all outcomes from business start-up and development grants by the end of June 2025. 3. Provide 2 cases studies by the end of March 2027 to demonstrate the adoption by local businesses of alternative business models. 4. Publish all outcomes from the digital support and reviews and Expert Help by end of June 2025. UK Government funding (RGD & Levelling up agenda) and Scottish Government funding (RGD, Business Gateway and HIE). Argyll and Bute established as the natural choice for ambitious, emerging, productive and innovative new SMEs and industries to grow and flourish. Page 30
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21 PROSPERITY: Supporting Key Sectors and Productivity Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Lobby and influence the UK Government (e.g. UKSPF successor programme) and the Scottish Government (e.g. Community Led- Local Development Fund) future funding decisions to support our key sectors such as tourism, food and drink, creative industries, renewables and marine with multi-annual funding models. 2. Progress the development of the Kilmory Business Park Phase 2, Colgrain Business Park and Oban Airport Business Park. 3. Create a world class visitor destination through the delivery of Rural Growth Deal projects such as the Rothesay Pavilion and Kintyre Seasports. 4. Facilitate private sector investment in tourism accommodation and facilities. 5. Promote the strengths and opportunities of Argyll’s two whisky regions, Islay and Campbeltown. 6. Promote our creative industries and their expansion across Argyll and Bute. 1. Collaborative working by UK and Scottish Governments with local authorities. 2. Relevant private sector companies; HUB North; Scottish Future Trust (SFT), HIE and SE to support the Council’s Procurement Team to publicise the supply chain opportunities from Kilmory Phase 2 and Oban Airport Business Park. 3. Argyll and the Isles Strategic Tourism Partnership to work collectively to support the sustainability and growth of the sector. 4. HIE to engage with a range of inward investors with a focus on the distilling sector. 5. CHARTS to attract external funding and support the sustainable growth of the sector including Gaelic culture as a means to boost business growth. 1. Secured sectoral funding for 2025/26 and beyond through external funding sources. 2. Deliver the Kilmory Business Park, Phase 2 by first quarter of 2025/26; finalise the Colgrain Business Park Outline Business Case by September 2024 and delivery Oban Airport Business Park by spring 2027. 3. Complete the restoration of the Rothesay Pavilion with the creation of 14 FTEs and deliver the Kintyre Seasports project, both by end of March 2027. 4. Expected to facilitate the leverage of £0.5bn of private sector capital investment in our key sectors by March 2027. 5. To facilitate the sustainable growth of Argyll and Bute’s 2 distinct whisky regions (Islay and Campbeltown) that maximises local supply chain benefits by the end of March 2027. UK Government funding (RGD & replacement programme for levelling up) and Scottish Government funding (RGD, CLLD & RCGF); Crown Estates; Tax Incremental Finance (TIF) model (Argyll and Bute Council), Historic Environment Scotland (HES) and Heritage Lottery Fund (HLF); Creative Scotland; HLF. Argyll and Bute established as the natural choice for ambitious, emerging, productive and innovative new SMEs and industries to grow and flourish across the key sectors such as tourism, food and drink, creative industries, renewables and marine. Page 31
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22 PROSPERITY: Empowering Communities (public, private and third sectors) to Increase their Resilience, Provide Services and Generate Income Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Through collaborative and partnership working ensure the CWB approach is embedded in the delivery of council projects. 2. Complete the development of the community led Tobermory Business Site phase 2, Port Ellen Community Hub, Colonsay and Tiree Business units. 3. Engage and align with the Highlands and Islands Regional Economic Partnership (HIREP) Community Benefit sub-group activity and proposed outcomes. 4. Follow statutory guidance to deliver the detailed pre-consultation engagement and consultation work with the accommodation providers who will be subject to the proposed Visitor Levy. Share approaches with members of the HIREP Visitor Levy sub-group. 5. Focus on addressing areas of deprivation, particularly in Dunoon, Rothesay and Campbeltown, by fostering community partnerships. 1. The CPP, and other key cross sector stakeholders, to support the delivery of the CWB approach, with a focus on the recent CPP research on CWB. 2. HIE to support the delivery of community-led projects to support resilience and create local wealth generating opportunities. 3. Key partners across the Highlands and Islands are members of the HIREP Community Benefit sub-group with a focus on benefits pertinent to their own geographical areas as well as the Highlands and Islands. 4. Key partners to influence the development and delivery of an Argyll and Bute Visitor Levy through being a member of the required local Visitor Levy Forum. 1. Collective CWB approach embedded in council project/ programme delivery. 2. Complete the community led Tobermory Business Site phase 2, Port Ellen Community Hub, and Colonsay and Tiree Business units by March 2025. 3. Assist in the delivery of the community benefit proposals developed by HIREP, with a focus on Argyll and Bute communities. 4. Successful introduction of an Argyll and Bute Visitor Levy by the end of 2026. 5. Identify clear economic functions for Dunoon, Rothesay and Campbeltown by March 2027. 1. UK Government and Scottish Government funding. 2. Private sector community benefit contributions. 3. Community Benefit funding disseminated through working with and HIREP. 4. Income to be generated from the proposed Argyll and Bute Visitor Levy by the end of 2026. Communities are equipped to improve their resilience through achieving local economic outcomes and social benefits that retain economic prosperity locally. Page 32
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23 PROSPERITY Maximise the Potential of the Marine Economy Council Actions Partner Actions Short-term success measures (up to 3 years) Resources Outcome by 2034 1. Unlock the potential sites for development with direct water access. 2. Support SMEs (through the Business Gateway service) to access supply chain opportunities aligned to the marine economy. 3. Provide support for new products including renewables linked to the RGD funded Marine Industry Training Centre (MITC) e.g. hydrogen, biofuels, bioplastics and to the Machrihanish Innovation Centre (MIC). 4. Ensure that the Rural Growth Deal (RGD) Marine Aquaculture Programme (MAP) delivers benefits for the whole marine industry and supports the expansion of new industries such as seaweed farming. 5. Unlock the potential of the North Lorn Port. 1. HIE, SE, the Loch Lomond & the Trossachs National Park Authority and Crown Estate Scotland are key partners to unlock potential sites. 2. HIE and SE to support SMEs to access supply chain opportunities. 3. HIE, in partnership with SAMS supports marine sector growth through: a) HIE led development of Phase 2 of the European Marine Science Park, “Camas House”. b) HIE led development of the business cluster through development and delivery of a strategy marketing plan. 4. HIE, in partnership with the council, SAMS, UHI, UHI Argyll and University of Stirling, to support marine economic opportunities realised through the MAP, specifically: a) RGD – MAP – SAMS led Centre for Seaweed and Shellfish Innovation and Development (CSSIDe). b) RGD – MAP – Argyll UHI led Marine Industry Training Centre (MITC). c) RGD – MAP – Uni of Stirling- Machrihanish Innovation Centre (MIC). 1. Site options appraisal and feasibility work completed by end of March 2027. 2. Supply chain opportunities realised and promoted through preparation of up to 5 case studies. 3. a) Completion of Camas House, European Marine Science Park (EMSP) Phase 2 by first quarter 2025/26. b) Growth in the number of marine organisations at the EMSP by 5%. c) CSSIDe business case completed; CCSIDe design development undertaken by the end of March 2027. 4. a) MITC full business case completed; MITC design development undertaken by the end of March 2027. b) MIC full business case completed: MIC design development undertaken by the end of March 2026. 5. Undertake a feasibility study into North Lorn Port. 1. UK and Scottish Government funding. 2. Council and HIE staff resource. 3. a) HIE GIA (General Investment Accounts) with external funding sought for fit-out. b) HIE GIA and council funded Business Gateway. c) SAMS, RGD and match funding. 4. a) UHI Argyll and RGD. b) University of Stirling, RGD and match funding. 5. Council or future external funding opportunities. Delivery of marine economy opportunities across Argyll and Bute. Page 33
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24 Overarching Economic Key Outcomes for Argyll and Bute by the end of March 2027 Data sources: Office for National Statistics, Scottish Annual Business Survey (data often reported two years in arrears) and Skills Development Scotland Regional Skills Assessments. These overarching economic outcomes can only be achieved through a strong focus on collaboration and a joined-up approach, working closely with the Community Planning Partnership, complete with the revised Local Outcome Improvement Plan (LOIP) and Community Wealth Building research, partner agencies and stakeholders across Argyll and Bute and at both a regional and national level. 1. Increase the rate of economic activity for the 16-64 cohort to 76% (i.e. an increase of 360 individuals). 2. Grow the Argyll and Bute workforce by 600 individuals. 3. Secure a 5% uplift in place-based investment. 4. Increase in turnover by 30% and increase in job creation by 26% for all supported businesses. 5. Deliver 20 key worker homes. 6. Retention of 60 FTEs and the creation of 30 FTEs. Page 34
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25 GLOSSARY of ACRONYMS COUNCIL DEPARTMENTS AND PARTNER ORGANISATION DEVELOPMENT PROJECTS / PROGRAMMES EXTERNAL FUNDS DEG: Development & Economic Growth, Argyll and Bute Council RGD: Rural Growth Deal UKSPF: UK Shared Prosperity Fund DYW: Developing the Young Workforce, Argyll and Bute Council RSAP: Rural Skills Accelerator Programme NOLB: No One Left Behind HR: Human Resources, Argyll and Bute Council STEM: Science, Technology, Engineering and Maths RCGF: Regeneration Capital Grant Fund SG: Scottish Government CWB: Community Wealth Building RTIF: Rural Tourism Infrastructure Fund UKG: UK Government UAV: Unmanned aerial vehicle CLLD: Community Led Local Development Fund HIREP: Highlands and Islands Regional Economic Partnership PCZ: Planning Control Zones LACER: Local Government COVID Economic Recovery ABEP: Argyll and Bute Employability Partnership TDGC: Tobermory to Dalmally Growth Corridor HLF: Heritage Lottery Fund OFGEM: Office of Gas and Electricity Markets HLGA: Helensburgh & Lomond Growth Area HIE GIA: Highlands and Islands Enterprise General Investment Accounts HIE: Highlands and Islands Enterprise HEEPS: Home Energy Efficiency Programme for Scotland SE: Scottish Enterprise CSSIDe: Centre for Seaweed & Shellfish Innovation & Development (CSSIDe). SDS: Skills Development Scotland MAP: Marine Aquaculture Programme UHI: University of the Highlands and Islands MITC: Marine Industry Training Centre UHI Argyll: University of the Highlands and Islands in Argyll MIC: Machrihanish Innovations Centre SAMS: Scottish Association for Marine Science EMSP: European Marine Science Park HITRANS: Highlands and Islands Transport Partnership SPT: Strathclyde Partnership for Transport BT: British Telecommunications ACT: Argyll and the Isles Coast and Countryside Trust ABRA: Argyll and Bute Renewables Alliance HES: Historic Environment Scotland Page 35
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 12 SEPTEMBER 2024 TRANSFORMATIONAL PROJECTS AND REGENERATION TEAM – LARGE SCALE PROJECT UPDATE REPORT 1. EXECUTIVE SUMMARY 1.1 The purpose of this report is to update the Environment, Development and Infrastructure Committee on progress of the large-scale, externally funded project work of the Transformational Projects and Regeneration Team, and to highlight key issues that may impact on the successful delivery of projects. 1.2 The last update report was considered by Environment, Development and Infrastructure Committee in March 2024. 1.3 The team is currently responsible for the delivery and or management of projects and associated grants with a cumulative value of over £45m. Projects the team delivers and associated grants the team manages are listed in Appendix A. It should be noted that following completion of each project the team continues to have the responsibility for the monitoring and final drawdown and reporting up until the end of the 12-month defects period or beyond depending on conditions on the respective grant contracts. 1.4 From April 2024, The Transformation Projects and Regeneration Team also includes responsibility for delivery of the Council’s Rural Growth Deal (RGD) Programme. This follows the merging of this team with the RGD Programme Management Office (PMO) following the retirement of the previous Transformation Projects and Regeneration Manager. 1.5 Jonathan Welch was appointed as Interim Transformation Projects and Regeneration Manager in April 2024. 1.6 Notification has been received that both Regeneration Capital Grant Funding (RCGF) and Place Based Investment (PBI) funding have been paused for 2024/25 due to budget challenges. The Transformation Projects and Regeneration Team will continue to respond to emerging Government policy decisions and future grant funding opportunities Page 37 Agenda Item 5
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RECOMMENDATIONS It is recommended that the Environment, Development and Infrastructure Committee:- i. Consider the current progress contained within the report. ii. Members are asked to note that the grant funding landscape remains extremely challenging. The Transformation Projects and Regeneration Team will endeavour to identify alternative match funding opportunities for future place based regeneration projects. Page 38
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 12 SEPTEMBER 2024 TRANSFORMATIONAL PROJECTS AND REGENERATION TEAM – LARGE SCALE PROJECT UPDATE REPORT 2. INTRODUCTION 2.1 This report sets out the current position of the large-scale projects, which are being delivered or have externally secured grants being managed by the Transformational Projects and Regeneration Team. 2.2 The Transformational Projects and Regeneration Team sits within the Council’s Development and Economic Growth Service and works region-wide. The team has a particular focus on ‘place’, heritage regeneration, the creative industries, renewables and Islands and works closely with colleagues across the Council, communities, third sector organisations, town centre heritage building owners and businesses to realise positive change. 2.3 From April 2024, The Transformation Projects and Regeneration Team also includes responsibility for delivery of the Council’s Rural Growth Deal (RGD) Programme. This follows the merging of the team with the RGD Programme Management Office (PMO) due to the retirement of the previous Transformation Projects and Regeneration Manager. 2.4 Jonathan Welch was appointed as Interim Transformation Projects and Regeneration Manager in April 2024. 2.5 The team’s work broadly includes the following areas:- • Developing and submitting bids to secure external funding of various scale through a competitive process, such as the new Heritage and Place Programme previously referred to as the Conservation Area Regeneration Scheme (CARS) programmes; • Development and delivery of regeneration projects with a particular emphasis or theme, such as the suite of measures to encourage shopping locally; • Development and delivery of several place-based engagement projects, working in partnership with the community and key partners, leading to action plans, such as charrettes, and working with communities to realise these community ambitions; • Development of the economic opportunities for Argyll and Bute across Film, Creative Industry and Renewable sectors, with the objective of securing income into the area and delivering local economic benefit, including support to community organisations working across these Page 39
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sectors. This work also includes the setting up and management of the Argyll and Bute Renewable Alliance (ABRA) with partners in HIE; • Support to third sector organisations involved in the delivery of their own individual community led economic regeneration projects, as well as support to third sector organisations delivering regeneration focused projects where Council funding is involved and/or where projects align with Council outcomes, such as Regeneration Capital Grant Funded (RCGF) project funding; • Drafting and submitting external funding bids to competitive calls such as the Island’s Programme; • Development and Administration of the Council’s, Strategic Events and Festivals Grants for which 15 grants were awarded under SEF Round 6 (2024/25); • Overseeing the grant to the Oban 2024 Royal National Mòd (RNM); • Overseeing the delivery programme and financial administration of projects supported through funding from Scottish Government, such as annual Crown Estate funding; • Working closely with the SG Islands team and working with colleagues and communities in the development of bids to the Islands Programme (IP) and associated Carbon Neutral Islands funding. • Development and delivery of projects within the Council’s RGD programme. 2.6 This paper also seeks to report on key issues that may impact on the current status of each project, such as any amendments to project scope or timeframe. 2.7 The large-scale projects currently in delivery, either directly by the team, colleagues across the Council or by a third party and where the team is responsible for managing the associated grant, are included within the table in Appendix A, and have a cumulative total value of over £45m. The individual projects being taken forward under PBI and CE are not listed individually in Appendix A. 3. RECOMMENDATIONS 3.1 It is recommended that the Environment, Development and Infrastructure Committee:- i. Consider the current progress contained within the report. ii. Members are asked to note that the grant funding landscape remains extremely challenging. The Transformation Projects and Regeneration Team will endeavour to identify alternative match funding opportunities for future place based regeneration projects. Page 40
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4. DETAILS 4.1 The following sections summarise the progress associated with each of the large- scale projects that are currently in delivery or have grants managed by the Transformational Projects and Regeneration Team. In addition, the report provides information on annual funding streams received by the Council (PBI and CE) and managed by the team as well as annual competitive external funding grants secured and being managed. The individual projects are listed in Appendix A with the exception of those individual projects supported through PBI and CE. HERITAGE LED REGENERATION PROJECTS 4.2 Rothesay Townscape Heritage Phase 2 (2017 – March 2024) Project Status - GREEN Rothesay TH Phase 2 started in 2017 and closed in March 2024. The partnership project was funded by NLHF (£1,888,500), HES (£500k), Argyll and Bute Council (£200k), HIE (£70,249), LEADER (£65,800) and Sustrans (£21,500). Five priority buildings were identified and comprehensive repairs undertaken. These were:- • 37 Victoria Street / 1 Tower Street • 39-43 Victoria Street • 69-72 Victoria Street • 73-77 Victoria Street • The Winter Gardens Discovery Centre In addition to the comprehensive repairs to priority buildings, additional improvements were supported including:- • Shopfront restorations to five properties; • Small grants for work at 18-19 Argyle Street, 8 Tower Street and St Paul’s Church (Deanhood Hall); • Window repair grants to four properties at 12 Argyle Street for the restoration of traditional timber sash and case windows. Despite the completion of the Rothesay TH project, it is recognised that the job of regeneration and preservation is only partially complete and there remain a number of empty properties in Rothesay’s centre, including the Royal Hotel, Albert Pier and the Pavilion. The Transformation Projects and Regeneration Team are actively supporting efforts to address some of these priority buildings including:- • £9m of RGD funding allocated to Stages 2 and 3 of Rothesay Pavilion. • Supporting local social enterprise with funding applications to HES, a condition survey and business plan for the Royal Hotel; • £200k of CE funding allocated for demolition of vacant building on Albert Pier; Page 41
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4.3 Dunoon CARS (2017 – July 2023) Project Status - GREEN Dunoon CARS, a £2m project is now complete. A fully funded project officer was employed to deliver the project for its duration. The envelope restoration of 4 priority buildings and 32 shopfronts have been completed. Working in partnership with Dunoon Community Development Trust, CHARTS, Dunoon Grammar School and Tacit Tacit, a complementary scheme of skills development was successfully delivered with courses and workshops in stonemasonry, woodworking, painting and lime mortar. An additional grant from the Castle Knowledge Trust in 2023, allowed for archaeological geophysical surveys to be undertaken on the Scheduled Monument Castle site in Dunoon. The Dunoon CARS evaluation report is currently being prepared by consultants to evaluate the impact of the CARS funding in Dunoon and a final audit is being undertaken prior to the project being formally closed down. 4.4 Helensburgh CARS (2021 – March 2026) Project Status - GREEN Helensburgh CARS is a £2.4 million pound project in the third year of delivery. The partnership project is funded by Argyll and Bute Council (£500k) and HES (£1.24m) with owner's personal contributions completing the funding. A fully funded project officer is employed to deliver the project for its duration. Two priority buildings signed contracts and works will be on site around 19th August 2024 with works being completed around Mid April 2025. A tender document for the third priority building is currently being prepared with an expectation of return by Mid February 2024. A fourth priority building has been identified and negotiations are ongoing. One shop front grant has been completed (November 2023) with owners reporting an increase in footfall. The second shop front works are in progress and will be completed by Mid-September 2024. Lime mortar courses were delivered successfully on 30/31st May 2024 and a further lime mortar course is programmed for 19/20 September 2024. An apprenticeship training programme for a young person is now live on Myjobscotland. This is a two-year contract with SVQ Qualifications on completion. 4.5 Lochgilphead CARS (2020 – Mar 2026) Project Status – GREEN Lochgilphead CARS is a £2.2m partnership project with HES (£969,700) in its fifth year of delivery. The project is due to end in March 2026. Two priority building projects are almost complete, and work is progressing well on another two. A fifth priority building project is currently being developed. Page 42
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A number of small repair grant/shopfront improvement projects have been delivered and work is due to start on three shopfront reinstatement projects. Local stakeholders are benefiting from several traditional skills training courses and educational activities, delivered via the scheme. The next activity planned is a Keeping Warm in Older Homes drop-in event in late September. 4.6 Hermitage Park, Parks for People (2016 – June 23) Project Status - ORANGE The risks regarding the potential location of a skatepark in Hermitage Park has been deemed acceptable and subsequently a letter has been drafted for consideration by National Lottery Heritage Fund (NLHF). Subject to approval by NLHF the project can now proceed with closure and drawdown of the final funding of £100,578. NLHF are the main funder of the project, and had earlier confirmed that locating the skate park in Hermitage Park may breach the purposes of their £2.3m grant. For reference, the final project evaluation highlights were reported to the November 2023 EDI Committee and the Park Manager post ended in June 2023. 4.7 Tarbert Heritage Regeneration Scheme (TBC) Project status - GREEN A new funding stream has been launched called Heritage and Place Programme (HPP). HPP is a competitive fund run by HES and supersedes the Conservation Area Regeneration Scheme (CARS) funding, which HES made available over eight rounds between 2007 and 2019. The Council’s Policy and Resource Committee agreed on 16 June 2022 to support the submission of an Expressions of Interest application to HES for the first call of the HPP, and National Heritage Lottery Fund’s Grants for Heritage Programme to support the Tarbert Heritage Regeneration Scheme. Expressions of Interest to both funds were successful, with invitations made to apply for an initial Development Phase. A development application to HES was submitted on 17 November 2022 seeking £40,000, and a further application submitted to the National Heritage Lottery Fund on 15 December 2022, also seeking £40,000. In addition to the £80,000 sought from both funding programmes, the Council have commited £60,000 of match funding to support a Development Phase totalling £140,000. The outcome of both applications were successful and following approval from Full Council on 29 June 2023 a project officer was recruited and the development phase is now progressing in close liaison with the funders and the community. Due to delays appointing consultants, it is now anticipated that this project will required an 18 month development phase. A report will be brought back to Full Council prior to any delivery phase bids being submitted. WIDER REGENERATION FOCUSED PROJECTS 4.8 Tarbert / Lochgilphead Regeneration Fund Project Status – GREEN In its 2016/17 budget, Council allocated £3m from reserves to support Page 43
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regeneration and economic development in the settlements of Tarbert, Lochgilphead and Ardrishaig. 6 projects were identified to proceed to Full Business Case (as ratified by Policy and Resources Committee on 19th October 2017). The following projects are complete: • Gleaner (Phase 1 only) - completed summer 2019. • Tarbert Harbour – shore side facilities completed in May 2019, car park completed in March 2021. • Barmore/Garvel Road junction improvements - completed February 2020. • Colchester Square/Argyll Street, Lochgilphead – completed May 2021. • Lochgilphead Front Green – completed August 2022. • Ardrishaig North Public Realm – completed April 2023. The only remaining allocation of funding has been relates to a second phase of development on the former Gleaner Oil site in Ardrishaig. There is currently private sector interest in this site and Scottish Canals and Argyll and Bute Council are in negotiations with a potential developer. This has the potential to provide significant inward investment on a number of vacant sites in Ardrishaig. 4.9 Regeneration Capital Grant Funding (RCGF) Project Status – AMBER An update on the current RCGF projects is provided below and is followed by a table of all current grant contract awards (Table 1) • Kilmartin Museum Redevelopment – following a number of delays the museum reopened in September 2023 following the completion of the construction and fit out works. We are continuing to work with Kilmartin Museum as they work through the final stage of the formal close down of the redevelopment project. • Port Ellen Community Hub, Islay – a contractor was appointed for the project in March 2023 and works are progressing. It is expected that they will be ongoing until winter 2024. • Scalasaig business units, Colonsay – Project is now complete. • Kilmory Business Park, Lochgilphead – work is progressing with M&K MacLeod on the proposed Kilmory Business Park. Works are expected to complete in March 2025. • Obair Ùr Thirodh Tiree Community Business Hub – Project is now complete. Final RCGF funds to be drawn down in August 2024. • Kerrera Old School - Project is now complete. • Ulva Ferry Shore Facilities Building - Doras Caolas Ulbha – A contract was awarded early in 2023 and construction works are progressing, works are expected to complete in August 2024. • Aros Waterfront Development, Mull – outdoor activity hub – a contract was awarded in January 2024 and works are due to complete in October 2024. • Nonhebel Light Industrial Park Expansion, Mull – Project is now complete. Final RCGF funds to be drawn down in August 2024. Page 44
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Table 1 – RCGF Grant Projects RCGF Project Grant Awarded Year Awarded Balance Remaining / Yet to Drawdown Port Ellen Community hub, Islay £1,046,223 2021/22 £608,444 Scalasaig business units, Colonsay £335,000 2021/22 £0 Kilmory Business Park in Lochgilphead £829,000 2021/22 £829,000 Obair Ùr Thirodh – Tiree Community Business Hub £565,000 2022/23 £22,309 Kerrera Old School - Community Hub Final Phase £285,000 2022/23 £0 Ulva Ferry Shore Facilities Building - Doras Caolas Ulbha £602,590 2022/23 £3,671 Aros Waterfront outdoor activity hub £403,500 2023/24 £193,295 Nonhebel Light Industrial Park Expansion £654,000 2023/24 £1,948 The following stage 2 applications were submitted to the RCGF Round 11 2024/25: • Fyne Futures Local Food Production and Training Centre, Bute • Isle of Luing Community Owned Slate Quarry The Council has subsequently been advised that there is no longer budget available to fund RCGF and as such, Stage 2 applications will no longer be progressed. Furthermore, there has been no notification of funding for the 2025/26 financial year, this application process would normally commence during the early summer 2024. It is uncertain if RCGF funding will be available in future years and moving forward, this could be a significant barrier to the Councils ability to fund large scale regeneration projects. 4.10 Scottish Government Place Based Investment Funded projects 2021 – 2024 - AMBER When Place Based Investment (PBI) funding was introduced by the Scottish Government, allocations were provided over a five-year period and to date have been received as follows. • 2021/22 - £821,000 • 2022/23 - £712,000 • 2023/24 - £496,000 Unfortunately indications from the Scottish Government are that the Council’s expectations to receive a further £496,000 of funding for the 2024/25 financial year are unlikely to be realised. As yet there has been no formal confirmation of this however, the delay in formal notification will impact the Counicl’s ability to deliver projects which might otherwise have been supported. Page 45
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Of the 8 projects approved for 2021/22, 7 have been fully completed and 1 is due for completion in 2024. Of the projects approved in 2022/23, all 6 are fully complete. The 2023/24 PBI funding of £496,000 is allocated to 8 projects listed below: • Dunoon Burgh Hall Trust – Phase 2 to enhance outdoor area - £74,500 • Dunoon CARS/LACER approach – flexible fund to support businesses with capital improvements to shopfronts/buildings - £49,500 • Helensburgh CARS Shopfronts - £44,000 • Tobermory Worker Accommodation – £90,000 • Nonhebel Park Phase 2 - £40,000 • Bid4Oban – Shopfronts and Oban Signage - £60,000 • Lochgilphead CARS Shopfronts and high-level amenity project – £100,000 • LACER Shopfronts in Campbeltown - £38,000 All the projects above are progressed to the point that the funding is secured. 4.11 Scottish Crown Estate Revenue Allocation Funding 21/22, 22/23 & 23/24 In financial years 21/22 & 22/23 & 23/24 the Council has received a total of £4,713,212 and this funding has been allocated to 32 projects. The Councils allocation for this financial year (2024/25) will not be known until approximately December 2024. 4.12 Scottish Government Islands Programme Funded projects 2021/22, 22/23 & 23/24 The Council submitted 2 bids to the Island’s Programme in 2023/24 and successfully secured funding for the following projects: 1. Infrastructure for Worker Accommodation, Tobermory, as part of the Rural Growth Deal - £700,000. Works commenced on site in Spring 2024 and are expected to be ongoing throughout 2024. 2. Tiree Community Care Hub, HSCP, - £450,000. Works have commenced. In June 2024, we received notification of the Islands Programme funding round for 2024/25. The budget has been reduced to £3m and again a competitive funding process has been put in place. A separate paper has been presented to the August Policy and Resources Committee outlining the projects which are being promoted for funding and further information is included in Table 2. Table 2 – Proposed Islands Programme Funding Bids 2024/25 Page 46
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Project Name - description Project Lead IP funding request Total project value Thomson Court – increase capacity of care facility by 2 bed spaces HSCP £390,000 £900,000 Jura Ferry – concept design for new vessel Roads and Infrastructure Services £300,000 £300,000 Jura Ferry Bunkhouse – conversion of Port Askaig pier building into crew bunk house Roads and Infrastructure Services £80,000 £748,000 It is expected that a decision on these applications will be made in Autumn 2024 with financial commitment of expenditure to be in place before the end of the financial year. These timescales are extremely challenging and projects therefore require to be suitably developed in order to be eligible for funding, in particular the deliverability criteria. In addition to the Island’s Programme, a £1m Carbon Neutral Island Capital Fund was announced to support those islands previously included in the Carbon Neutral Islands Programme. This funding will support communities to implement their Climate Action Plans. Islay is one of 6 Scottish islands included in the Carbon Neutral Island’s Programme and the Transformation Projects and Regeneration Team have been supporting Islay Energy Trust with funding applications for the projects identified in Table 3 below:- Table 3: Proposed Carbon Neutral Islands Funding Bids 2024/25 Project Name - description Project Lead CNI funding request Total project value Solar Islay – a project to install photovoltaic solar panels on 7 community buildings IET £246,444 £246,444 Cornabus Forest Development – purchase of equipment to process wood fuel, tree nursery and community orchard Islay Development Initiative £142,285 £354,116 Electric minibuses – purchase of 2 electric vehicles to facilitate community transport IET £82,932 £149,282 4.13 Scotland Loves Local Projects Oct 21 - 2024 Argyll and Bute Gift Card - The gift card for Argyll and Bute formally launched in October 2021. To date, over 325 Argyll and Bute businesses have registered to accept the card as a means of payment for goods and services. At the full Council Page 47
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meeting of 28th April 2022, members agreed to commit a share of the Local Authority COVID Economic Recovery (LACER) Fund to the Gift Card. The approved options were:- • Issue Scotland Loves Local Gift Card to households in receipt of Council Tax Reduction Scheme - £797,720; • Fully fund Gift Card for 2022/2023 into 2023/2024 - £30,000; • Marketing budget to promote the Gift Card. The roll out of the LACER funded Scotland Loves Local Gift Card began in December 2022 and was sent out to 6,800 eligible households in Argyll and Bute. In addition to this, the Council issued a further issued 1,244 cards worth just under £150,000 in total to eligible islands households to help low-income households with the ongoing cost of living. In November 2023, 1,200 cards were given to households in receipt of council tax reduction on the islands to the value of £85. The marketing budget has funded the creation of 6 promotional films, to promote business registration, help awareness of the card and showcase local areas. The promotional films were successfully shared across social media platforms and can be viewed on the Council’s YouTube page: ArgyllandButeCouncil - YouTube. A social media promotion campaign is being planned to coincide with Scotland Loves Local Week which runs from August 26th to September 1st 2024. In July 2023, the Council piloted its first sales point for the Argyll and Bute Gift Card at Keeping it Local, Campbeltown. In December 2023, the second sales point for the Gift Card was established in the Lochgilphead Post Office (also know as the Bank Store), Lochgilphead. Cards can be purchased in-store from £5 and spent within over the 325 businesses across the area. Inclusive of the LACER funded cards, as of 17 January 2024, a total of 8,932 cards have been purchased to the value of £957,225. 5. RURAL GROWTH DEAL 5.1 From April 2024, The Transformation Projects and Regeneration Team also includes responsibility for delivery of the Council’s RGD Programme. The RGD will deliver £50m of investment from the Scottish and UK Governments for projects that are a driver for inclusive and transformational economic growth across the region. The Council and key delivery partners will also provide a minimum of £20m of match funding throughout the 10-year Deal programme. 5.2 The Council, UK and Scottish Governments agreed the ‘Heads of Terms’ for the RGD on the 11th February 2021. The Heads of Terms Agreement sets out the general areas for investment and the Full Deal Agreement builds upon this in more detail. 5.3 Signing of the Full Deal Agreement is the next key milestone for the RGD programme and this was scheduled for 7th June 2024 however required to be postponed at short notice due to the UK General Election. The RGD PMO are Page 48
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liaising with Civil Servants at both the UK and Scottish Government to agree a revised date for Full Deal Signing. It is considered that this will take place in September 2024. 5.4 Following signing of the Full Deal Agreement the Council will enter year 1 of a 10 year programme of delivery. The Rothesay Pavilion project represents the majority of the first 2 years of RGD funding draw down and the Council are currently working to secure a conditional funding endorsement from Central Government for £9m of RGD funding towards the costs of Stages 2 and 3 of this project. It is hoped to award contracts for the remaining construction stages by September 2024. 5.5 Table 6 sets out details of all projects currently included in the RGD programme and the proposed split of funding from Central Government. It should be noted that projects require endorsed Treasury 5 Full Business Cases in advance of any funding drawdown from the RGD programme. The RGD PMO are currently working with project partners to progress business cases on all RGD projects. Table 6 – RGD Project Summary Project Name Funding Committed UK Government Scottish Government Tourism Rothesay Pavilion £9m £4.5m £4.5m KSS £2m - £2m Creating a low carbon economy £3m £1.5m £1.5m Rural Skills Accelerator Programme Dunoon STEM Hub £2.5m - £2.5m SAMS STEM Hub £2.5m - £2.5m Business Skills £0.5m - £0.5m Built Environment Argyll College UHI £1.5m - £1.5m Housing £3m - £3m CEIC £7m £7m - UAV Logistics & Training Hub £4m £4m - Marine Aquaculture Programme Machrihanish Innovation Campus £3.84m £3.84m - SAMS International Seaweed and Shellfish Industry R&D Centre £3.33m £2.33m £1m Marine Industry Training Centre £7.83m £1.83m £6m Total Funding £50m £25m £25m 6. CONCLUSION 6.1 This report provides an update to the Environment, Development and Infrastructure Committee on progress with large-scale, externally funded project work being delivered by the Transformational Projects and Regeneration Team. Page 49
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6.2 The projects and grants detailed within this report will result in assisting the economic recovery of Argyll and Bute, helping to sustain numerous small businesses, community organisations, making our places more investor ready and improving our towns and villages as places to live, work and visit. 6.3 From April 2024, The Transformation Projects and Regeneration Team also includes responsibility for delivery of the Council’s RGD Programme. 6.4 Members are asked to note that the grant funding landscape remains extremely challenging and the Transformation Projects and Regeneration Team will continue to respond to emerging Government policy decisions and future grant funding opportunities. 7. IMPLICATIONS 7.1 Policy - The delivery of these projects fits with the Council’s Corporate Plan, Argyll and Bute Local Outcome Improvement Plan and the Economic Development Action Plan. The economic outcomes from this project will contribute to the Government’s Economic Strategy. 7.2 Financial - All funding has been approved for the projects detailed in the report. The funding comes from the Council and from external funding sources some from highly competitive processes. We will continue to review costs and assess budgets. 7.3 Legal - Each project will have differing legal and procurement requirements depending on the grant funder and the associated grant contract conditions and we are working closely with colleagues to identify the support required and to allow this to be factored into future work plans. 7.4 HR - The resources required to deliver the projects will be continually monitored. The management of these externally funded projects as well as the management of the Council, PBI, CE and IP and RCGF grants requires a significant amount of resources from the team to ensure that all the necessary due diligence and financial management is undertaken and the risk is minimised to the Council. 7.5 Fairer Scotland Duty: 7.5.1 Equalities - protected characteristics – None. 7.5.2 Socio-economic Duty – None. 7.5.3 Islands – None. 7.6 Climate Change - It is an ambition of our project work to work towards net zero by adopting a carbon conscious approach throughout. Page 50
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7.7 Risk - Construction projects by their very nature are challenging given issues that can arise relating to site conditions, managing contractors/the design team and associated budgets and meeting funder’s requirements. The effects of Covid-19 and the current cost of living crisis has added even more challenges both in regard to the development/delivery phases of projects. We continually seek to minimise the risk through strong project management processes, however until the projects are fully delivered on site there remains a risk. Other areas of risk relate to the potential for limited uptake in regard to CARS/TH grants and also over-run on costs for third party projects. In regard to the latter this is a high risk particularly as the Council is not the responsible body for the projects or their delivery on the ground. The setting up of regular benefits realisation group meetings and building good working relationships with the third parties assists in identifying where issues may arise and where additional support may be required. Covid-19 and the resulting impact on the construction industry and costs is an additional risk to the delivery of these projects and we are reviewing all costs and working with funders to minimise the impact and manage the risk as much as we can. 7.8 Customer Service – None. 7.9 Rights of the Child (UNCRC) – None. Kirsty Flanagan, Executive Director with responsibility for Development and Economic Growth Leader of the Council, Councillor Jim Lynch Policy Lead for Business Development: Councillor Math Campbell-Sturgess August 2024 For further information - please contact: Fergus Murray, Head of Development and Economic Growth Fergus.Murray@argyll-bute.gov.uk Jonathan Welch, Transformation Projects and Regeneration Manager jonathan.welch@argyll-bute.gov.uk Appendices: Appendix A – List of Council and Third Party projects that the team is either responsible for delivering directly or for managing the grants given by the Council to a third party organisation. Page 51
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APPENDIX A - LIST OF COUNCIL AND THIRD PARTY PROJECTS Council & Third Party Regeneration Projects Project Value Council Funding Contribution External Funding secured by ABC Delivery Start Delivery End - (Excludes 12 month defect and monitoring period) Dunoon CARS £1,949,965 £500,000 £1,002,348 2017 2023 Rothesay TH2 £3,244,856 £200,000 £2,508,781 2017 2024 Tarbert Lochgilphead Regeneration Fund (Includes TCF Grant) £6,666,112 £3,140,000 £2,473,534 2018 Ongoing Hermitage Park (Includes TCF and PBI Grant) £3,932,314 £553,317 £3,378,817 2016 2023 Kilmartin Museum RCGF & Council Grant £7,663,403 £400,000 £275,000 2019 2023/24 Port Ellen Community hub, Islay RCGF grant £1,570,259 £0 £1,096,223 2021/22 2024 Scalasaig business units, Colonsay RCGF grant £480,481 £0 £335,000 2021/22 2024 Kilmory Business Park in Lochgilphead RCGF grant £1,980,000 TBC £979,000 2021/22 2024 Lochgilphead CARS (Includes 22/23 PBI Grant) £2,200,782 £750,551 £1,269,731 2020 2026 Helensburgh CARS £2,400,000 £500,000 £1,240,000 2021 2026 Events and Festivals grants £114,700 £114,700 - 2024/25 2024/25 Royal National Mòd (provisional) £45,000 £45,000 £0 2024/25 2024/25 Place Based Investment 21/22* £260,000 £0 £260,000 2021/22 2022/23 Place Based Investment 22/23** £259,000 £0 £259,000 2022/23 2022/23 Placed Based Investment 23/24 £496,000 £0 £496,000 2023/24 2023/24 Crown Estate Funding Award 21/22 £1,634,604 £0 £0 21/22 Ongoing Crown Estate Funding Award 22/23 £1,488,199 £0 £0 22/23 Ongoing Crown Estate Funding Award 23/24 £1,590,409 £0 £0 23/24 Ongoing Obair Ùr Thirodh – Tiree Community Business Hub - RCGF Grant £1,190,000 £0 £605,000 2022 2024 Kerrera Old School - Community Hub Final Phase - RCGF Grant £548,424 £0 £285,000 2022 2024 Ulva Ferry Shore Facilities Building - Doras Caolas Ulbha - RCGF Grant £652,590 £0 £602,590 2022 2024 Islands Infrastructure Fund 21/22 £201,419 £0 £201,419 2021/22 2023/24 Page 52
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Council & Third Party Regeneration Projects Project Value Council Funding Contribution External Funding secured by ABC Delivery Start Delivery End - (Excludes 12 month defect and monitoring period) Scotland Loves Local £46,000 £0 £46,000 2022/23 2024/25 LACER Fund £40,000 £0 £40,000 2022/23 2023/24 Islands Programme 22/23 - Island Community Halls Digital Hubs £100,000 £0 £100,000 2022/23 2023/24 Islands Programme 22/23 - Tobermory Seawall and Railings (also PBI) £450,000 £0 £450,000 2022/23 2023/24 Aros Waterfront outdoor activity hub – RCGF Grant £414,565 £0 £403,500 2023/24 2024/25 Nonhebel Light Industrial Park Expansion – RCGF Grant £1,004,000 £0 £654,000 2023/24 2024/25 Islands Programme 2023/24 - Rockfield Road, Tobermory Phase 1 (also PBI and Crown Estate) £1,105,796 £250,000 £855,796 2023/24 2024/25 Islands Programme 2023/24 - Tiree Care Home £1,250,000 £580,000 £450,000 2023/24 2024/25 Tarbert Heritage Regeneration Scheme – Development Phase £140,000 £60,000 £80,000 2023/24 2024/25 Total £45,118,878 £7,093,568 £19,758,139 * See separate 12th August 2021 Policy and Resources committee report for proposed breakdown of projects and values. The full award was £821,000. ** Full award for 22/23 was £712,000. This figure has had the £200,000 awarded to Lochgilphead CARS deducted. See separate 16th June 2022 Policy and Resources committee report for proposed breakdown of projects and values. Page 53
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 12 SEPTEMBER 2024 ARGYLL AND BUTE – DIGITAL UPDATE 1.0 EXECUTIVE SUMMARY 1.1 The purpose of this report is to provide a full update on all aspects of digital infrastructure Build across Argyll and Bute Fixed and Mobile. 1.2 Subject matters will include the overall percentages of premises with Next Generation Access (NGA), the current state of R100 build across our area, the current voucher projects (UK Government and Scottish Government), the Kerrera Fixed Wireless Access (FWA) project, the latest position with Analogue to Digital Transition, mobile improvements across Argyll and Bute and the latest position regarding the mobile signal mapping project. 1.3 In particular, a significant part of the report will relate to the upcoming retirement of the Public Switched Telephone Network (PSTN), this is the analogue to Digital Transition which has the potential to have significant implications for predominately rural communities across Argyll and Bute. RECOMMENDATION That the Environment, Development and Infrastructure Committee consider the content of this report. Page 55 Agenda Item 6
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE DEVELOPMENT AND ECONOMIC GROWTH 12 SEPTEMBER 2024 ARGYLL AND BUTE – DIGITAL UPDATE 2.0 INTRODUCTION 2.1 The purpose of this report is to provide members with a full update on all aspects of Digital Infrastructure Build across Argyll and Bute Fixed and Mobile. 2.2 The first part of this report relates to Broadband coverage across Argyll and Bute and whether it is considered to be Superfast or Ultrafast, Fixed Wireless Access (FWA) or Satellite. In addition, the first part of the report also deals with the transition of the Public Switched Telephone Network (PSTN) from analogue to digital and the implications for our communities. The second part of the report deals with an update on mobile phone infrastructure, mainly the Shared Rural Network (SRN), an update on the community hubs project, and an update on the Council’s Mobile Phone Mapping project. 3.0 RECOMMENDATIONS 3.1 That the Environment, Development and Infrastructure Committee consider the content of this report. Page 56
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4.0 DETAIL 4.1 This diagram (DIA 1) shows the current percentages of connections across Argyll and Bute as of the 1st August 2024. Fibre to the Premise has increased to 17.72%, (8.26% of this is Virgin Media which is only active in the Helensburgh area). This increase is included in the 88% Superfast Figure as Ultrafast Broadband is over 30Mbps DIA 1 Superfast >=30 Mbps 87.95% 24 - 30 Mbps 0.8% 15 - 24Mbps 2.1% 10 - 15 Mbps 1.5% 2 -10 Mbps 4.7% < 2 Mbps 3% Ultrafast (inc in Superfast %) > 100 Mbps 18.17% Openreach FTTP 11.73% Virgin Cable 8.33% Fibre partial/full at any speed 95.29%* Actual Percentages Taken from Think Broadband Page 57
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* This is the percentage of premises that have access to a Digital line regardless of if they can get Superfast Broadband 4.2 As you will all be aware the Scottish Government is currently undertaking a major digital infrastructure programme. This programme is Reaching 100% (commonly referred to R100) with contracts awarded to Openreach. Build in Argyll and Bute has been slow due to geographical and logistical challenges. That said, significant improvements have been made in recent months and this progress is accelerating however we are still behind on the contracted build. 4.3 Improved dialogue and planning measures have been implemented between our Roads and Economic Growth Services and Openreach. This has led to fewer complaints regarding standards of work, better awareness of what is being planned and greater coordination of effort. Work is however continuing to improve actual delivery on the ground. 4.4 There is a still a risk that premises are de-scoped out of the contract as the hard stop date for contracted build is March 2028. Argyll and Bute has programmed build right to the end of the contract so any slippage could be an issue for our communities. 4.5 Currently 1,100 premises have been reached with Openreach anticipating that a further 1,600 premises will be reached by the end of this financial year. These figures could be higher as a result of overspill. Overspill is a term used to refer to premises that gain access to fibre that are out with the contracted build. Currently overspill is around 20%. 4.6 Nearly half of the planned build will be on Mull in areas such as Fionnphort, Aros, Dervaig, Tobermory and Pennyghael. Openreach are also planning to do further builds in Barbreck, Lochavich, Balvicar, Luing and Craignure. 4.7 For context last year 23/24 Openreach provide full fibre connections to only 550 homes and businesses which was a mix of contracted build and overspill. 4.8 Another significant part of R100 is the Scottish Broadband Voucher Scheme (SBVS), The Voucher scheme is a £5,000 voucher per eligible premise and can be applied if they are out of scope of the initial contract and have a broadband speed of less than 30Mbps. These vouchers are supplier led and can be aggregated allowing a sustainable model to be established in a given community. 4.9 Looking ahead survey plans being drawn up in relation to works scheduled for 2025/26. This enables supply chains and contractors to plan ahead and ensure the acceleration of build continues. 4.10 Currently there are 2 SBVS voucher schemes ongoing; one on Jura nearing completion and one in Rhu which has just started. Some background information is available in Appendix 1 of this report. 4.11 As a result of the voucher scheme in April 2024 Lussa Gin Distillery on Jura saw a 206% increase in tour bookings as a result of having access to the new Ultrafast Page 58
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network, they were getting by using a 4G broadband connection which would frequently drop out. 4.12 Lismore is another one of our islands that now has Ultrafast Broadband as a result of the R100 programme. This island was one of 3 islands in Argyll and Bute to benefit from the R100 subsea investment. The other 2 islands were Iona and Colonsay. The Craignure to Iona build is currently underway with additional work happening now in Tobermory. Colonsay is still in the initial design stages with discussions ongoing with our Roads and Infrastructure Department. 4.13 Project Gigabit is a £5Billion UKG programme administered by the Department of Science Innovation and Technology (DSIT). Building Digital UK (BDUK) have just announced that Openreach have just signed an £800M contract to provide an addition 312000 premises across the UK the first two call offs (parts of England and Wales) have been announced with more to follow in the coming months which will include Scotland. 4.14 Part of Project Gigabit similarly provides access to Gigabit vouchers. The eligibility of these vouchers is slightly different in that a premise needs to have broadband speed of less than 100Mbps which means that even if you have access to SFB (speeds greater than 30Mbps) you are still eligible. 4.15 Currently, we have one gigabit voucher scheme running in Roseneath which is looking to establish a Full Fibre network to 76 premises around the Princess Louise Hall. The use of UKG Gigabit vouchers was required as some of the premises in the project area were not eligible for SBVS vouchers due to existing speeds. 4.16 We are currently in discussions with the SBVS Team and an interested provider looking at utilising vouchers to connect the island of Gigha. This is aiming to provide a wireless backhaul link from Islay (where the provider currently has a Point of Presence (POP)) to Gigha then install a fibre network across the island. 4.17 We are also looking to see if this could ultimately be extended to the mainland as there are a number of voucher eligible premises in Tavantaggart, Rhunahaorine, Ballachroy, Clachan, Portachoillan, Gartnagrenach, Kilchamaig, Ardpatrick, Kilberry, Coulaghailtro and Cretshengan. In total this has the potential to connect an additional 400+ premises. 4.18 Using a combination of UKG and SG vouchers Openreach are currently working to conclude circa 200 premises within the Rhu, Clynder and Jura exchanges within the next 6-9 months. 4.19 A further project that is long overdue is the Kerrera FWA project this is looking to provide a wireless network across the whole of the island. This has been hampered with numerous protracted wayleave negotiations. It is hoped that Back of Beyond Broadband a local digital provider will get full signoff shortly to allow them to install all the hardware which is ready to be airlifted to site for installation. Page 59
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4.20 Mobile Signal Update 4.21 On the mobile side of connectivity several major programmes are underway, or recently completed. The original major mobile investment was the Emergency Service Network (ESN) or by its full title The Emergency Service Mobile Communication Platform (ESMCP), this was supported by the Home Office’s part, the Extended Area Sites (EAS). 4.22 The next major investment was by the SG with The Scottish 4G Infill Programme (S4GI). This was a £27.5M investment targeting mobile signal Not-Spots. This is now completed with over 50 masts built across rural Scotland, Highland and Argyll and Bute LA’s received the majority of this investment, with Argyll and Bute getting 7 new sites as well as major fibre spine investment. 4.23 The current Shared Rural Network (SRN) is the biggest and most complex of all mobile infrastructure investments, £500M from the UKG and the just over £500M from the 4 mobile operators Everything Everywhere (EE), Three, Virgin Media O2 (VMO2) and Vodafone. 4.24 The SRN is broken into several parts Total Not-Spots (TNS), funded by UKG and being led by Digital Mobile Spectrum Limited (DMSL) and Partial Not-Spots (PNS) funded by the operators with each operator doing different areas. 4.25 There are new sites, upgraded sites, site sharing, to date across Argyll and Bute most of the SRN PNS sites have been by VMO2 managed by Cornerstone with consultants WHP, several sites were de-scoped from the initial plan and not taken forward, stating that they were not required to meet their obligation of geographic coverage set down by Ofcom. 4.26 The Ofcom licence obligations commit each individual Mobile Network Operator (MNO), to increase its 4G coverage to 88% of UK landmass by June 2024 – and to 90% by January 2027 – with these individual obligations supporting the overall target of 95% by December 2025. Relief from these obligations may be allowed if costs are excessive. 4.27 EE were always at an advantage as they were awarded the initial ESN and had already invested significant sums to enhance their geographic coverage. 4.28 The SRN was always going to be extremely challenging due to the very nature of the remote rural locations they were trying to secure coverage. Securing planning consents was the first barrier as most of these sites were in highly designated areas, which required a significant amount of consultation with numerous statutory consultees. The second barrier was securing private wayleaves with numerous landowners, the third barrier was the actual logistics of building these sites and getting power and transmission. Several sites have used helicopters to build the masts rather than build major access tracks. Helicopter builds are more sensitive to the surrounding flora and fauna and ultimately has less visual impact on the landscape. They have also been used where it has not been possible to get materials and machinery to site due to the fragile nature of some road infrastructure and ferry restrictions. Page 60
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4.29 TNS sites are going to be even more challenging as these are going even further in remote rural areas where there is no mobile signal at all. Several planning applications have already been submitted which have resulted in significant local objections. 4.30 Analogue to Digital Transition LINK 4.31 Significant discussions are currently ongoing as a result of the Analogue to Digital transition with the 2027 analogue switch off deadline rapidly approaching, BT held a number of Drop-in sessions in Tobermory, Lochgilphead and Dunoon in August inviting residents to come a speak to them about their concerns of the PSTN switch off and their transition to Digital Voice. 4.32 Initially this was to be completed by the end of 2025 however in June this was extended to 2027 and has caused significant concern among numerous groups. It is wrongly perceived that this is Openreach turning off copper which people that don’t currently have full fibre provision rely on for broadband and telephone connections. The copper network is not getting switched off if is the old analogue switching gear in telephone exchanges that is getting made redundant. 4.33 A customer that does not receive a broadband speed above 2Mbps will not be moved. 4.34 One of the major concerns is in the event of a power cut. Currently in the event of a power cut homes that still have an old analogue phone line can plug it straight into the phone socket in the wall and still make/receive calls as power comes from the exchange. Once the transition is implemented this option will no longer be available but alternative solutions are available and more will be available when the time comes of switch over. 4.35 Currently there are 2 solutions available • Battery Back-up Units (BBU’s): most suitable for customers that do not have mobile signal. These will be offered to vulnerable customers for free. • Hybrid Phones with built in batteries, which switch to mobile network connections when necessary: most suitable for customers with mobile signal. These will be offered to vulnerable customers for free. 4.36 To allay people fears it will be no more complex than plugging your existing handset from the wall socket into the back of your broadband router. 99% of phone handsets are compatible with a digital phone service. 4.37 Points to note Nothing Changes for you if:- • You already have Digital Voice (BT) or Internet calls from another provider • You are a mobile only household. Page 61
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If your landline is migrating • Check if other devices are connected to your landline (e.g. telecare, burglar alarms, etc.). • Ask the device manufacturers if those connected devices are digital-ready. • Inform your phone company about your devices. • Let your phone company know if you are a vulnerable customer 4.38 If you already have broadband, the switchover could be as simple as unplugging your phone line from the wall-mounted socket and plugging it into the back of your broadband router. If you don’t have access to broadband Phone companies are working on solutions to keep all customers connected and will be in touch with customers prior to any transition being agreed. 4.39 Vulnerable customers, like telecare users, should inform their phone company about their needs and check if their equipment is “digital-ready.” Telecommunication Providers are working with local authorities and telecare providers to assist vulnerable customers. Encourage those relying on landlines to contact their phone company and social care provider There have been 4 groups categorised as vulnerable these are • Visual Impairment • Hearing Impairment • Registered Disabled • Telecare user It is crucial that your telephone provider are aware that an individual sits with-in one of these groups so that measures can be put in place as to not migrate their line at the moment and that they are aware that they are eligible for free power outage resilience. 4.40 Most Internet Service Providers (ISPs) have signed up to the charter of commitments for customers with Telecare, below Page 62
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4.41 Mobile Mapping Project 4.42 This project was approved at the February Policy Resources Committee. There have been lengthy ongoing discussions between the Councils and Scottish Futures Trust (SFT) legal teams to ensure everything meets all joint requirements. 4.43 All the legal complications with this being a Tripartite agreement between SFT, Argyll and Bute and the successful bidder are now concluded with the publishing on Public Contract Scotland on the 16 August with and contract award date of 24th October and contract commencement 7th November. 4.44 Islands Infrastructure Fund Digital Hubs 4.45 Strategic Transportation were successful in securing £100k from the SG Islands Infrastructure Fund to engage, supply and support 4 Communities establish Digital Hubs on their islands. The Islands were Coll (An Cridhe), Tiree (Development Trust Building), Iona (Community Hall) and Islay Kilarrow Hall). All 4 locations have been provided an additional 3-year extended warranty and a direct line to the supplier for technical advice. 4.46 Some of the Audio-Visual Equipment included across the 4 hubs included (Photos in Appendix 2) • HP Large Room Poly video conferencing systems • HP Small Room Poly video conferencing systems • Promethean Touch Screens fully mounted on mobile trolley • Laser projectors Page 63
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• Large Portable folding projector screen • State of the art mobile audio system • Laptops • iPads • Various configuration and sizes of screens • All wiring, mounting, fitting, testing and training 4.47 The project has now been successfully concluded and has been a huge success with the communities managing to deliver new communication lines and ventures that they would of be unable to previously. Initial feedback from the supported communities is available in Appendix 2 of this report. Additional support will be required in the future to fully utilise the many possible features that this investment brings to these island communities. 5.0 CONCLUSION 5.1 This report updates Members on all aspects of Digital Infrastructure improvements which are paramount to the future development of Argyll and Bute, securing and retaining high-quality jobs and encouraging entrepreneurial skills 5.2 It also highlights some of the issues being experienced across Argyll and Bute concerning digital connectivity and measures that are being taken across numerous council departments/services to support infrastructure providers and their consultants. 5.3 The Strategic Transport team will continue to support and develop ongoing relationships with Government Officials, contractors, communities and other external partners to ensure the digital future of Argyll and Bute is at the forefront of discussions. 6.0 IMPLICATIONS 6.1 Policy- the Single Outcome Agreement (SOA) and Economic Development Strategy and Action Plan support improvements in the digital infrastructure. 6.2 Financial – None arising from this report. 6.3 Legal – None. 6.4 HR - Better Digital connectivity will benefit our staff in terms of accessibility and safety when they are delivering services to remote communities. 6.5 Fairer Scotland Duty: 6.5.1 Equalities - the differing nature of the deployment of new technology has the potential to lead to inequalities in terms of access to digital services including those which support business and personal development. Page 64
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6.5.2 Socio-economic Duty - there is an overall risk that the economic and social benefits rising from modern digital infrastructure are not fully realised. 6.5.3 Islands - There are risks that those areas which do not benefit from digital infrastructure could become less attractive locations within which to live and work which could have implications in relation to the SOA objective of growing the population. 6.6 Climate Change - The ability to access online services/meetings will limit the requirements to travel reducing an individual’s carbon footprint. 6.7 Risk - The various programmes are reliant on new technology and innovation which is developing rapidly. Some projects are reliant on commercial operator decisions to invest whilst grant funding is necessary for many aspects of digital infrastructure improvement in Argyll. These aspects all create a level of uncertainty around the extent of infrastructure improvements. 6.8 Customer Service - Improvements in broadband and mobile technology improve the opportunities for digital based customer services. 6.9 The Rights of the Child (UNCRC) – None. Councillor Math Campbell-Sturgess, Policy Lead for Business Development 7th August 2024 For further information contact: Fergus Murray, Head of Development and Economic Growth Fergus.murray@argyll-bute.gov.uk Iain MacInnes, Strategic Transportation Policy Officer Iain.macinnes@argyll-bute.gov.uk APPENDICES Appendix 1 – Jura project Appendix 2 - Feedback from Digital Hub Communities Kirsty Flanagan, Executive Director with responsibility for Development and Economic Growth Page 65
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APPENDIX 1 – JURA PROJECT The Jura project has been slightly different, as a result of some major discussions between the community of Jura, Openreach (OR) and the Scottish Government. Initially OR were contacted by Jura Community Council through Openreach’s Fibre Community Partnership (FCP). OR were looking to connect some premises through this route, this coincided with plans by the Scottish Governments 4G Infill (S4GI) team to install 2 masts on Jura. OR spoke to SG on mutual benefit if they could link plans. Initially the 2 S4GI masts being built on Jura 1 at Craighouse and 1 at Ardlussa were planned to have the backhaul (connection to the internet) provided by a microwave link. Jura was not in scope of the R100 contract. Openreach suggested that if the 2 masts were fibre fed, they could then use this fibre to fibre up the island using vouchers, Commercial Investment and community buy in. As a result of programme integration Gigabit Jura was establish. This has not come without its own challenges with numerous iterations of project design as a result of major community involvement including some very protracted wayleave negotiations and major involvement with our roads department. Other major challenges were worker accommodation, the Covid19 pandemic, the resulting microchip shortage and of course west coast weather. However, the good news is that this project is almost completed. There are circa 80 premises still to commissioned in the next 2 months and some civil remediation to be completed but overall the delivery of this project represents a huge result for one of our remotest islands and its digital future. Page 66
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APPENDIX 2 - FEEDBACK FROM DIGITAL HUB COMMUNITIES Tiree Generally speaking it has gone really well, we are still using the equipment on a pretty regular basis for meetings, both internal and external bookings (e.g. the Community Council). We will be using it next month to do our AGM in hybrid format. We’ve had training sessions run in there for local businesses and groups using the equipment, and another local charity used it to carry out job interviews a while back. So definitely benefitting our community. (P Meyer, Tiree Development Trust) Page 67
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Islay We have had great use out of the Prometheus board and the single screen in the ‘games’ room – across all groups in fact, including youth clubs, after school clubs and senior citizens. It is also being used for PIP interviews, training and meetings. It’s a fantastic resource and we couldn’t be without it. (T Glover, Islay Development Trust) Page 68
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Iona The enhanced IT offering at Iona Village Hall has had a positive impact on the running and use of this community-led, volunteer-run community building but it is yet to realise its full potential due to the limited resources we have had to dedicate to proper setup, training and publicising its availability. The ‘readily-accessible’ equipment has been of most use - iPads are used regularly at community events as Point of Sale for bar or food, can connect to the music system readily, and we are trialling the use of a secure stand to allow self-service payments/calendar-checking/bookings as well as shortcuts to ‘help’ such as our manuals or guides. The laptops have been used in conjunction with our existing Page 70
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equipment to run film nights, screen sporting events, presentations and a number of other ‘entry-level’ uses. The Promethean board has proven useful as it is mobile and readily accessible. As such, it can be used in any space in the village hall, or as an easy alternative to i.e. projector and screen. The plan is to spend some time with the school staff - who are very familiar with the technology - to boost confidence and widen use. The meeting room setup is the area which has the most potential to be of broad and meaningful benefit to the community, but we have yet to make headway with this. It has been used a number of times, but further training and expert input is fundamental before we can make good use of this equipment. Despite these challenges, we are confident that the impact will grow as we grow in confidence, and are able to access guidance and advice over the winter months. (G Bruce, Iona Community Council) Page 71
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Coll Current usage: The bulk of the usage of the new digital equipment at An Cridhe so far has been by a variety of community groups such as Development Coll, Coll Community Council, the local U3A group and the Coll History Society. The equipment has enabled easier access to virtual meetings and has allowed members of these groups to access meetings whilst not on the island. The quality of the sound and video equipment has made these meetings smoother, allowing all members in the meeting room to be heard much clearer and be seen in higher quality video. The equipment in the multi-function room has also been used for talks and presentations, the high picture quality on the screen has made it easy for all attendees to view these presentations and engage with the content. The equipment in the function room can be used in private as the room has blinds, and a lockable door, and therefore does allow users to set up and carry out NearMe meetings. The mobile screen has not been used for any meetings so far, however, has come in useful in a variety of other ways. For example, the Coll Half Marathon used this as a digital information board, providing information to runners and a QR link to live results. It is used daily in An Cridhe to display pictures of local events and of the island and in the future, we would like to display information to visitors about ferries, opening times of businesses etc. The new projector and large 165” inch screen have both been very well used. Local groups, such as the Growing Group, have used this equipment for film screenings, as well as several large presentations from the History Society, Basking Shark Scotland, and a presentation from Trevor Potts about his Page 72
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expeditions and more. The image quality from this projector and size of the screen makes presentations visible to many in our large hall and increase all round visibility especially when compared to our previous projecting equipment. Other equipment that was received, such as the laptops, have been put to good use. One has been used to replace our public use PC in An Cridhe, allowing locals and visitors to get online should they not have the ability to do so at home. One laptop has been donated to the Coll Community Council, giving them a single piece of equipment for administration purposes and online meetings. One of the iPad’s is now used in An Cridhe to allow us to take card payments in a more streamlined fashion. (S Thomas, Manager An Cridhe) Page 73
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE 12 SEPTEMBER 2024 SERVICES WINTER SERVICE POLICY 2024/25 1.0 EXECUTIVE SUMMARY 1.1 Each year Members consider for approval, the Council’s Winter Service Policy. The format and general content of the Winter Service Policy 2024/25 remains similar to that of the 2023/24 Policy and is unchanged in general. 1.2 The policy sets out priorities for treatment and routes, which will be ‘pre- treated’ in advance of winter hazards. In prolonged winter conditions, the Policy provides for all roads to be treated, with resources being allocated to focus on the hierarchy of priorities (i.e. the lower priorities will only be cleared once the higher priorities have been treated and remain clear of any recurring hazards). 1.3 The Policy is a comprehensive document setting out the management, governance and operational requirements for the winter service. The Policy sets out signing provision to warn the travelling public of roads which are unsuitable for use during extreme winter conditions. The Policy also provides a protocol for the reduction in use of salt and preservation of remaining stocks in the event of salt stock replenishment operations being disrupted. This was introduced following the severe winters of 2009/10 and 2010/11 when national salt supplies were interrupted. RECOMMENDATIONS:- It is recommended that the Environment, Development and Infrastructure Committee:- i. Approves the 2024/25 Winter Maintenance Policy Document at Appendix 1; ii. Approves the Salt Use Reduction and Preservation of Stocks Protocol at Appendix 2; iii. Notes the Advisory signing, routes unsuitable in severe conditions at Appendix 3; iv. Notes the Frontline Treatment Vehicle Fleet 2024-25 at Appendix 4; v. Notes the Salt Stocks monitoring and resilience record at Appendix 5; vi. Notes weather summary from season 2023-24 at Appendix 6. Page 77 Agenda Item 7
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE 12 SEPTEMBER 2024 SERVICES WINTER SERVICE POLICY 2024/25 2.0 INTRODUCTION 2.1 This report presents the Winter Service Policy 2024/25 which remains in a similar format and covers a similar network to the Policy approved by this Committee in previous years. This generally remains based on the network and times of the public bus service with additional priority and resources allocated to strategic highspeed roads. 3.0 RECOMMENDATIONS 3.1 It is recommended that the Environment, Development and Infrastructure Committee:- i. Approves the 2024/25 Winter Maintenance Policy Document at Appendix 1; ii. Approves the Salt Use Reduction and Preservation of Stocks Protocol at Appendix 2; iii. Notes the Advisory signing, routes unsuitable in severe conditions at Appendix 3; iv. Notes the Frontline Treatment Vehicle Fleet 2024-25 at Appendix 4; v. Notes the Salt Stocks monitoring and resilience record at Appendix 5; vi. Notes weather summary from season 2023-24 at Appendix 6. 4.0 DETAIL Maintenance Policy 2024/25 4.1 The proposed Winter Maintenance Policy for 2024/45, in terms of treatment standards and routes, remains largely unchanged from last year. The current hierarchy of routes in section 4 of the Policy, allows for 54.24% of the adopted road network to be subject to pre-treatment. This is the highest proportion within the seven authorities in the SCOTS Project Group1(Rural) and 10% above the average for all Scottish Authorities. 4.2 The changes brought in over the previous 18 months have been subject to review as part of the annual process of end of season assessment and future planning. Page 78
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• The first year of the new Weather Forecast contract with Metdesk Ltd was reviewed at a West of Scotland Group meeting in June 2024. The out-turn performance figures for forecast accuracy were above the industry norm with between 94% - 96% per month, achieving 100% accuracy in March. • The Kintyre routes K1-K3, were revised after the Generation 6 Trunk Road contract, they have delivered treatments as planned, within the parameters of the policy. • The additional L7 Lorn Arc treatment route has been operated successfully and there is scope for this to extend should this be required. • The addition of the road C07 Ardlamont section onto the C6 pre-treatment route in Cowal was also delivered as planned, within the parameters of the policy. • In the aftermath of the 7th October severe weather incidents, temporary arrangements were put in place to provide the winter service October – December until such time as roads affected, were re-opened to through traffic. 4.3 A late season issue related to the reduction in available drivers on Mull to operate treatment routes MU1-MU3, necessitated temporary arrangements to maintain the service. Adjustments in start times, sequencing and route coverage allowed two vehicles to deliver treatments during March and April, within the parameters of the policy. The provision of a full driver pool, who are able to resume the full service of the three Priority 2 pre-treatment routes on Mull, is a requirement and part of the tasks ‘in progress’ during this summer towards providing the resources to deliver the policy as planned, this coming winter season. 4.4 The advisory signs for alternative routes in severe snow conditions remain similar for the four routes proposed in previous years. Details on sign configuration and locations are contained in Appendix 3 of this report. 4.5 Winter stand-by arrangements will commence on Friday 1st November 2024 and will continue until Friday 18th April 2025. There are a total of 32 treatment routes detailed in the policy’s operational planning web-based management tool. Should weather conditions dictate, it may be necessary to bring forward the start date and/or push back the finish date. This would be determined operationally depending on forecast or observed weather conditions. 4.6 The Winter Treatment Fleet for 2025/25 will be similar to last winter. This will consist of 17 hired gritters from Econ Ltd. 8 of 26t 9cu.m capacity and 9 of 18t 6cu.m capacity, retained on a further one year extension. 1 contractor vehicle on Jura and 13 Council vehicles. The Council element consists of the updated frontline winter capable fleet of Quick Change Body (QCB) demountable, multipurpose vehicles procured during 2021. This provides 32 main frontline vehicles with 3 spare 18t 6cu.m capacity multipurpose vehicles and 3 back-up 12t 3.5cu.m multipurpose vehicles to cover breakdowns. In addition, a further 4 x 7.5 tonne tippers can accommodate ploughs, giving a total of 10 extra vehicles that can be deployed together with tractors and ‘V’ ploughs if conditions demand. 4.7 A further review of overall winter capable fleet was carried out after concerns Page 79
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raised in 2023-24 season on the limited ability to react to the occasional severe frosts on Tiree and Coll. Additional trailer gritters for use in conjunction with transit pick-up sized vehicles, are being procured for Tiree, Coll, Colonsay and Lismore. 4.8 The requirement to manage drivers’ hours within the delivery of all Council Services directly impacts on the retention of the Council’s Operator Licence. Drivers from across the operational teams (grounds, waste, roads) deliver the pre-treatment service, in conjunction with external contractor assistance on the island of Jura. In extended periods of extreme winter conditions consideration will be given, at an operational level, to prioritising services to ensure that winter treatments can be delivered. This may result, for example, in refuse collections and other services being temporarily suspended in order to prioritise the clearing of ice and snow. Such measures are only likely in prolonged periods of extreme weather. 4.9 Steps are taken each year to increase the available driver “pool” by utilising other council drivers including grounds and waste disposal operatives. Discussions are ongoing to resource additional resilience by engaging assistance from external contractors on some mainland routes where in- house coverage is limited. The age demographic of operatives within the service, coupled with limitations on recruitment at local levels, indicates that a deficit in the driver pool may further develop in several districts, making the delivery of the current policy difficult to maintain in future years. 4.10 In extreme and prolonged weather events and where other priority tasks occur (such as responses to road traffic collisions, collapsed culverts, fallen trees etc) resources may need to be allocated based on a risk-based priority. 4.11 Table 1 below indicates the statistical variations in operational activities over the last seven winter seasons. Weather patterns vary with some years experiencing hazards more widespread and in others more concentrated on inland and higher routes. The equivalent Full Fleet runs statistic is used to indicate an approximation to the budget allowance. The application of salt varies between 10gm2 and 40gm2 depending on a number of factors including road surface temperature, forecast and residual salt. In parallel with these methods, grit and sand are applied in snow conditions. The route with the individual highest number of turn-outs, remains consistently the A819 East Lorn Strategic Route, due to its North Eastern inland, high level sections. Last season A815 Dunoon – Cairndow strategic route was mobilised a similar number of times. Table 1 Winter Season 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Equivalent Full Fleet Runs 110nr 62nr 78nr 79nr 65nr 66nr 71nr Salt used in all treatments tonnes 22,992t 13,059t 12,280t 15,753t 11,030t 12,535t 12,070t Page 80
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Most turned out Treatment route. Mobilisations = nr A819 = 162nr A819 = 109nr A819 = 139nr A819 = 114nr A819 = 107nr A819 = 94nr A819 =103nr A815 =103nr 4.12 It remains a considerable time since we have experienced a large scale snow event. Even the “Beast from the East” in 2017 only affected the Eastern domains of Lomond, Bute and Cowal with the rest of Argyll largely untouched. It is likely that should a longer spell of snow affect the whole of Argyll, a considerable escalation in resources and hence budget spend will be required to maintain lifeline accesses to communities. Appendix 6 to this report provides a summary of the 2023/24 winter conditions. 4.13 Footways and footpaths will only be treated, in periods of lasting hazard, when it is considered by the winter management team that the physical condition of the footways and footpaths makes it necessary and treatments will be effective. Footways and footpaths will usually only be treated during normal working hours. Staffing levels are such that we generally do not have sufficient operatives available to deal with footways and footpaths in parallel with treatments of the carriageway. The mobilisation of external resources to assist in footway treatments, is a balance of cost benefit against potential thaw conditions rendering treatments un-necessary. This winter maintenance policy applies to the public road network and a limited number of emergency service and public transport routes. Public car parks, access to council offices, schools etc all being subject to local arrangements out with the scope of this policy. 4.14 In specific locations additional information and diversion signing will be erected to further inform drivers of the hazardous conditions on some routes and advise them of alternative routes where available resources will concentrate on maintaining treatments. There are four roads where signing to indicate specific alternative routes are available. The signs deployed for these road closures are detailed in Appendix 3. 1. A817 “Haul Rd”, Lomond. Snow gates at A82 and A814 “central” roundabout Diversion via A818 Arden - A814 Garelochhead 2. C46 Glen Aros / Glenbellart road , Mull Signs at Aros Bridge and Dervaig Primary School Diversion via A848 Tobermory 3. C9 Glenfinart Road ( The Larach) , Cowal Signs at Whistlefield Hotel and Sligrachan Bus turning head; Diversion via A880 Cot House 4. C11 Otter Hill road ( Bealach an Drain) , Cowal Signs at Glendaruel A886 and Otter Ferry B8000; Diversion via A8003 Tighnabruaich and Kames. 4.15 The Council’s Winter Maintenance budget was increased by £500k in Page 81
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Financial Year 2019/20 to an operational budget of £2.12M. allowing a capability to deliver the equivalent of approximately 62 full runs over the winter season. Due to operating cost increases, this was re-adjusted back closer to the previous level of 56 equivalent fleet runs for winter 2022-23. Despite a further budget increase to £2.304M for 2023-24, the equivalent runs remained at 56nr, due to further unit cost increases. The actual cost of winter maintenance is dependent upon the severity of winter conditions and is a financial risk in that the service responds in accordance with set policy to variable weather events, which are not predictable. The amount of salt used per year will vary, depending on the grams per sq.m instructed in the individual route plans, for each mobilisation. Table 1 above confirms that this indicator of budget capability has been consistently exceeded year on year. The budget for the coming season 2024-25 has been increased further to £2.67M, as detailed in 4.21 below. 4.16 Overall the financial out-turn cost for winter 2023/24 was recorded as £2,663,324 against a budget of £2,304,942 an excess of £358,382 equivalent to 16%. This indicates a continuation of the general increase in the unit costs of winter and hence the average cost of a full fleet mobilisation. 4.17 Salt prices are accepted through the Scotland Excel contract from our term supplier Irish Salt Mining and Exploration Ltd. As intimated last year, salt prices increased substantially in 2022. However, the price increases agreed in May 2023 were a return to a more a modest 5% to 6% per tonne overall. These prices were held for the whole of last winter, with the average price now £55.29 / tonne, delivered to depots. The unit prices for 2024-25 were expected through Scotland Excel in August. 4.18 The 2021-23 Gritter Hire Contract with Econ Ltd., estimated to cost £916,864.00 ex VAT, in total over the two-year period, has been extended for a further year, retaining the current fleet of PMGs for 2024-25. The review of current multipurpose vehicle fleet availability, revision and amendment of treatment routes to comply with current policy and overall efficiency of a mixed economy model for winter service vehicles, is still in progress towards confirming a future strategy on vehicle purchase / lease vs hired PMGs towards implementing a new Hire Contract for winter 2025-26 onwards. 4.19 Due to the continued unit cost increases detailed above, there has been an increase in the budget for winter 2024-25 to £2,673,368 This allows the equivalent fleet runs monitoring figure to be increased to 70nr runs for the coming season. 4.20 As of July 2024, the Council held a stock of approximately 7,498 tonnes of salt. Provisional orders are in place for a further 3,500tonnes. Deliveries will be called forward in October to top up capacity in storage facilities to the target starting stock of +11,000 tonnes. Salt deliveries will continue to be ordered throughout the winter period to keep reserves stocked and preserve resilience. Weekly salt reserve stock lists are submitted to Scottish Government as part of a Scotland wide winter resilience plan. - Appendix 5 Page 82
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4.21 The Salt Use Reduction and Preservation of Stocks protocol was introduced in December 2010 in light of severe shipping and material shortages. This was reviewed and updated in 2020 and is attached at Appendix 2. 4.22 The assessment of school routes subject to pre-treatment before 08:00hrs, is covered under Priority 3b of the route hierarchy, in section 4 of the Policy. This is reviewed each year once the pupil intake for August is confirmed. The policy remains similar to previous years, where sections of routes, not already included under Priority 1 & 2 or P3a Service bus and added the pre-treatment routes when at least 12 pupils are carried on transport provided by the council. Transport Scotland 4.23 Following the decision to trunk the southern section of the A83 in 2014, Transport Scotland are the roads authority for this section of road Kennacraig – Campbeltown. The G6 trunk road contract for NW area had a commencement date of 16th August 2022 and was retained by BEAR Scotland Ltd as the Operating Company. 4.24 BEAR Scotland Ltd confirmed the establishment of their own operational depot at Machrihanish, for winter 2023-24. There was no further requirement for A&BC to provide resources to BEAR for winter maintenance on A83 Kintyre. 4.25 Due to the isolated nature of some sections of the Council network, directly connected to the trunk road, BEAR Scotland provides assistance in compliance with the A&BC policy with regards to transport interfaces under Priority 2. Treatments are delivered by trunk road vehicles on return journeys, after completing their routes. • Bridge of Orchy Rail Station road (and Fire station) – Off A82 • Furnace Village Bus Loop - Off A83 Winter Policy Review 4.26 Whilst the budget has been increased again this year, the governing factor is related to driver resources. with pressures on the current capability. This trend will eventually become unsustainable given the age demographic of drivers. For the purpose of this report, Officers are not requesting any further increase to this years budget. 5.0 CONCLUSION 5.1 This report details the Council’s Winter Maintenance Policy for 2024/25 and highlights the pressures on resources and operational effectiveness due to the constraints of future funding levels and best practice advice. 5.2 Committee is asked to approve the Winter Service Policy 2024/25 and note Page 83
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the details in Appendices 1 – 6. 6.0 IMPLICATIONS 6.1 Policy – It is considered to be good practice for Committee to confirm policy for winter maintenance activity on an annual basis. This report seeks to achieve the above. 6.2 Financial – The Council’s Winter Maintenance budget is increased to £2.673million (from £2.304 million) for this financial year, to cater for previous and anticipated unit cost pressures. This provides the capability to deliver the equivalent of approximately 70 full runs of the treatment fleet over the coming season. The actual cost of winter maintenance is dependent upon the severity of winter conditions and is a financial risk in that the service responds to weather events that are not predictable. Should the criteria for school bus routes change this will affect the budget required. 6.3 Legal – The Winter Maintenance Policy sets out the Council’s level of service provision for winter maintenance, with reference to Section 34 of Roads (Scotland) Act 1984. 6.4 HR – Staffing levels have reduced over recent years, this can make it challenging to have sufficient staff to deal with a severe winter event. Processes are in place for external suppliers to assist in geographic specific locations with additional support called forward through framework contracts should severe weather persist. 6.5 Fairer Scotland Duty 6.5.1 Equalities – protected characteristics – None. 6.5.2 Socio-Economic Duty – None. 6.5.3 Islands – Island road network hierarchy assessed and included in this policy. 6.6 Climate Change – In recent years, weather patterns are trending to intermittent storm events with shorter duration periods of traditional “winter” hazards of snow and ice. Frequent thaws / wash-off events result in an increase of repeat salting treatments in marginal conditions. Therefor increasing cost and resource commitments, rather than reducing them. 6.7 Risk – The proposed policy, is designed to reduce the exposure of the Council to risk. 6.8 Customer Services – The winter policy has been designed to maintain access to the Council’s Strategic Road network and other “lifeline” routes within the confines of the available resources. 6.9 Rights of the Child (UNCRC) – The proposed policy, considers the requirement to treat routes to schools, within the confines of available resources. Executive Director with responsibility for Roads and Infrastructure Services – Kirsty Flanagan Page 84
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Policy Lead – Roads, Transport and Amenity Services - Councillor John Armour August 2024 For further information contact: Jim Smith Head of Roads and Infrastructure Services jim.smith@argyll-bute.gov.uk APPENDICES Appendix 1 – 2024/25 Winter Service Policy Document Appendix 2 – Salt use reduction and preservation of stocks protocol (2020 revised) Appendix 3 – Advisory signing – road closures in severe conditions Appendix 4 – Frontline treatment vehicle fleet 2024/25 Appendix 5 – Current salt stocks – July 2024 – monitoring and resilience record Appendix 6 – Summary of 2023/24 weather conditions Page 85
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APPENDIX 1 – 2024/25 WINTER SERVICE POLICY DOCUMENT WINTER SERVICE POLICY 2024-25 Author Assistant Network and Standards Manager Owner Head of Road and Infrastructure Services Date July 2024 Version 1.0 Page 87
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Classification: OFFICIAL CONTENTS Page No. Section 1 Introduction 2 Section 2 Outline Principles 2 Section 3 Management Arrangements 3 Section 4 Policy on Treatment Priorities 4 Section 5 Winter Standby, Standby Procedures and Gritting Guidelines 6 Section 6 Snow Clearance Strategy 8 Section 7 Assistance from Other Authority Resources and Contractors 10 Section 8 Salt, Etc. 10 Section 9 Plant Resources and Servicing Practices 13 Section 10 Weather Forecast and Monitoring 13 Section 11 Operational Communications 13 Section 12 Instruction and Record Keeping 16 Page 88
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Classification: OFFICIAL 1.0 INTRODUCTION 1.1 Argyll and Bute Council has a statutory obligation, under Section 34 of the Roads (Scotland) Act 1984, to “...take such steps as it considers reasonable to, prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads” in the Council area, which by definition includes carriageways, footways, footpaths, pedestrian precincts, etc. 1.2 Argyll and Bute Council will consider implementation of the recommendations included in the UK Roads Liaison Group document - Well Managed Highways Infrastructure, code of practice (first published October 2016) within the practicalities of resources and geography. The Council, through its officers, will liaise and take guidance from the former Society of Chief Officers of Transportation in Scotland (SCOTS) now re-named Scottish Collaboration of Transportation Specialists, Winter Service Subgroup on the consistent approach to implementation, in the context of the Geographical and Climatic conditions relevant to Scotland. 1.3 It is the aim of Argyll and Bute Council to provide a service with respect to the above that will:- a) Ensure the provision of a standard of treatment appropriate to the prevailing weather conditions. b) Establish patterns of working which will produce the greatest benefit from the deployed resources, with the view to reducing the level of risk and the extent of any delays to the public, caused by adverse weather conditions. c) At all times comply with the requirements of the Health and Safety at Work Act 1974. 2.0 OUTLINE PRINCIPLES 2.1 The Council, through the Executive Director with responsibility for Roads and Infrastructure Services, will:- a) Set policy and strategy and monitor the winter maintenance service. b) Arrange weather forecasts to assist the Winter Management team to determine the daily winter maintenance treatment strategy. c) Provide specialist winter maintenance plant. e.g. snow plough attachments, bulk gritters, demountable gritters, towed gritters and loading shovels. d) Provide salt, grit, grit bins, snow gates and signing. e) Provide organise and manage a trained labour force. f) Provide non specialist plant e.g. lorries for demountable gritters, pickups, non-specialist loading equipment, hand tools, tarpaulins and the like. Page 89
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Classification: OFFICIAL 3.0 MANAGEMENT ARRANGEMENTS 3.1 The Executive Director with responsibility for Roads and Infrastructure Services is responsible for implementing the Council’s Winter Service Policy. 3.2 The Head of Road and Infrastructure Services has overall responsibility for ensuring that the Council’s winter maintenance activities are carried out in line with the Council’s Winter Service Policy. 3.3 The Operations Manager is responsible for the day to day operation of the Council’s winter service policy. They are responsible to the Head of Road and Infrastructure Services for the appointment of a Weather Service Provider (forecaster), collection of winter management and weather data, maintaining salt stocks, winter plant and communications, training of staff, preparation of rotas for on-call Managers, Area Supervisors and teams of Operatives. 3.4 The Operations Manager in consultation with the Network and Standards Manager shall appoint appropriate staff as Winter Managers. The Winter Manager on duty is responsible for consulting with the Duty Manager and approving the draft winter plan of action together with any subsequent updates to that plan produced by the on-call Duty Manager. 3.5 Duty Managers are responsible for analysing forecast data, liaising with the forecast provider and producing the daily winter maintenance action plan and gaining approval from the Winter Manager. They will ensure that the daily winter maintenance action plan is submitted to local areas for action by 15:00 hrs each day. They will monitor the weather information and make any changes to the action plan as conditions require. 3.6 The Operations Manager will ensure that the appointed staff in their areas are aware of and understand the strategies and priorities as stipulated. On receiving the Duty Manager’s approved daily winter action plan they will ensure, through the Area Winter Supervisor, that the plan is correctly implemented. They will ensure, wherever practicable, that adequate resources are available to fully undertake the Council’s Winter Service Policy. 3.7 Discussions will take place between Senior Management to monitor performance, at regular meetings. Any problems highlighted by the Duty Managers will be resolved at local level, where possible. Duty Managers will be relieved by other Area Office staff, from any local management responsibilities, during their weekly duty requirements. 3.8 Provision of the Winter Service on Council roads will normally run from the nearest Friday to the 1st November through to 15th April each season. However, this period may be extended, at either end, to accommodate prevailing weather conditions. 3.9 Daily communication will take place with the Trunk Roads Service provider to inform each other of their respective treatment proposals. The Council work in partnership with the Trunk Road Operating Company, on mutual assistance. Page 90
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Classification: OFFICIAL 4.0 POLICY ON TREATMENT PRIORITIES 4.1 Carriageway treatment 4.1.1 Prior to the commencement of each winter the Assistant Network and Standards Manager will produce carriageway gritting routes based generally on the following principles:- Priority 1 Strategic high speed, main traffic routes Lomond - A814 Dumbarton- Garelochhead, A818 Arden (A82) - Helensburgh Cowal - A815 Cairndow – Dunoon Ferry Lorn / Mid-Argyll - A816 Oban - Lochgilphead, A819 Dalmally – Inveraray 04:00 – 08:00 hrs 08:00 – 16:00hrs 16:00 – 22:00hrs 22:00 – 04:00hrs Mon Sat - Pre-treat as required + reactive Pre-treat as required + reactive Pre-treat as required + reactive Reactive as reported conditions dictate Sun PH & Pre-treat as required + reactive Pre-treat as required + reactive Pre-treat as required + reactive Reactive as reported conditions dictate Priority 2 Other “A” and “B” classified roads, Except where treatment is categorised under Priority 3 bus routes, or less. A814 Garelochhead –Arrochar, A817 Haul Road & B833 Rosneath Peninsula A815 Dunoon-Toward, A880 to Ardentinny, A885 Sandbank, A886 Strachur– Colintraive, A8003 Tighnabruaich, A844 / A845 & A886 on Bute A846 / A847 on Islay, A846 on Jura A848 / A849, A884 & B8073 Tobermory – Dervaig, on Mull B828 / B839 to Lochgoilhead, B842 Southend – Carradale, B843 to Machrihanish, B844 / B8003 to Easdale & Cuan B8001 Skipness, B8024 Kilberry Loop, B841 / B8025 Achnamara & Tayvallich. Plus Principal Accident and Emergency routes or roads to hospitals and routes to Police stations, Fire stations and Ambulance depot accesses Other selected streets in main urban areas e.g. steep hills, etc where route efficiency permits. 06:00 – 08:00hrs 08:00 – 16:00hrs 16:00 – 22:00hrs 22:00 – 06:00hrs Mon -Sat Pre-treat as required + reactive Pre-treat in advance (if possible) + reactive Reactive as reported conditions dictate Reactive - only in extreme conditions Sun & PH Pre-treat as required + reactive Pre-treat in advance (if possible) + reactive Reactive as reported conditions dictate Reactive - only in extreme conditions Page 91
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Classification: OFFICIAL Priority 3 Any section of public road, outwith P1 & P2 above, subject to :- Main Public Service bus routes as timetables require that can be met within operational time bands. Should it be impractical to cover a Service then the operator must be notified or Main School Bus routes prior to or during term days only. Designation 06:00 – 08:00 hrs 08:00 – 16:00 hrs 16:00 – 22:00 hrs 22:00 – 06:00 hrs Priority 3a Service Route Mon- Fri Pre-treat as required + reactive Pre-treat in advance (is possible) + reactive No treatment unless stable conditions forecast a.m. No treatment W/E Pre-treat in advance of journey, if possible, but no guarantee. Timetabled days only. Priority 3b School Route (12? or more occupied seats) Mon- Fri Pre-treat as required + reactive Pre-treat in advance + reactive No treatment unless stable conditions forecast a.m. (Not Friday p.m.) No Treatment No treatments out-with School Term days (apart from Sunday evenings in advance, if stable conditions forecast Monday a.m.) Priority 4 All other public roads Only as actual conditions dictate and resources are deemed to be effective. 06:00 – 08:00hrs 08:00 – 16:00 hrs 16:00 – 22:00 hrs 22:00 – 06:00 hrs Mon - Fri No treatment Reactive (may include pre-treat) Reactive – only in extreme conditions No treatment W/E & PH No treatment Reactive – only in extreme conditions No treatment No treatment 4.1.2 The above route priorities are set around the requirements to pre-treat in advance of freezing conditions or react to developed hazards within a reasonably practicable timescale within the confines of the resources available. Under standard conditions, pre-treatment routes are designed to be completed within 3 hours of mobilisation. 4.1.3 Where hazards re-occur after treatment or in conditions where instantaneous hazards occur, resources may be required to concentrate on re-application of several treatments prior to moving on. In such circumstances the highest priority routes, experiencing such conditions, will generally be treated first and resources will only be released to other priorities once it is determined that treatments have an expectation of remaining effective. Page 92
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Classification: OFFICIAL 4.2 Footway and Footpath Priorities 4.2.1 At the start of each winter, the Assistant Network and Standards Manager will produce footway and footpath treatment routes based generally on the following principle. Priority 1 - Urban Shopping Areas and Precincts Priority 2 - Other areas of high pedestrian concentration, e.g. in the vicinity of hospitals and schools. Priority 3 - Steep hills in housing developments and in the vicinity of residential homes for the elderly. 4.2.2 Footways and footpaths will only be treated, in periods of lasting hazards, when the Duty Manager, in consultation with Area staff, considers that their physical condition makes it necessary and treatments will be effective. They will usually only be treated during normal working hours. 4.3 Resources 4.3.1 Labour To ensure that an adequate labour resource is available to allow treatment to be carried out, arrangements are in place with Amenity Services section to participate in the supply of additional labour when conditions require. 4.3.2 Plant Plant to assist with the clearance of snow and spreading of salt has been provided by Road and Infrastructure Services. Attachments to mowers to allow footpath ploughing will be fitted at the start of each season, where practicable. Footway salt spreading barrows are provided for use by available labour when required. 4.4 Cycleways 4.4.1 Only cycleways contiguous with roads and footways will be treated in conjunction with any planned treatments. 5.0 WINTER STANDBY, STANDBY PROCEDURES AND GRITTING GUIDELINES 5.1 The formal winter standby period for Council roads will normally be from the end of the working day on the Friday nearest to 1st November to the Friday nearest to 15th April. This period may be extended at either end as the prevailing weather conditions dictate. 5.2 Shift and Standby Procedures Page 93
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Classification: OFFICIAL 5.2.1 During the operational period, standby arrangements will be operated on a formal home standby basis, with call-out as required. Arrangements will be put in place to allow mobilisation of frontline vehicles within 1 hour of call out. 5.2.2 Standby rotas will include sufficient drivers to ensure that the priority 1 routes can be treated within 3 hours of commencing treatment 5.2.3 On receipt of a weather forecast indicating medium to heavy snow, where resources allow, sufficient additional operatives will be placed on standby to cover all priority 1 & 2 routes and any priority 3 routes likely to be affected, as timetables indicate, by the forecast. 5.3 Carriageway Treatment 5.3.1 Carriageways will generally be treated in the order of priority as specified in section 4. By 13:00 each day during the winter months, having considered the most recent weather forecast, the level of residual salt on the road network and the available resources, the Duty Manager will compile an Action Plan for carriageway treatment for the following twenty-four hours. The Winter Manager will review, recommend any adjustments if needed and then approve the proposed plan. 5.3.2 Precautionary treatment for frost and light snow will be spread at a target rate of 10g/m² of salt. 5.3.3 Precautionary treatment of 20g/m² for conditions where frost is forecast after rain should be delayed as long as possible to reduce loss of salt due to wash- off. This should not preclude the treatment of routes during showers where freezing of rain on contact has been predicted or is reported. 5.3.4 Precautionary treatment when heavy snow falls are expected should be at a rate of between 20 and 40g/m² of salt according to the anticipated severity of snowfall and confidence level of the forecast. 5.3.5 In conditions where current snowfall is forecast to continue, substitution of salt with abrasive materials, sand or grit, will be instigated until such time as showers cease and any use of de-icing materials are deemed to be more effective. In extreme or persisting conditions, all material spreading will cease until there is an expectation that any deposits will remain on the carriageway and be effective in aiding traction. 5.3.6 In marginal conditions, consideration will be given to limiting treatment to known localised areas prone to icing. During periods of prolonged freezing conditions in the absence of precipitation, spot salting of areas of persistent seepage will continue while hazards remain. Page 94
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Classification: OFFICIAL 5.3.7 Where areas of seepage from adjoining land are recorded on a regular basis, these will be identified and pre-emptive rectification of the drainage system will be instigated. Land owners will be notified of their requirement to carry-out such work as it affects public roads. The Council will take necessary steps to effect repairs, in the absence of any undertaken by landowners and pursue recovery of costs accordingly. 5.4 Footway and Footpath Treatment 5.4.1 Treatment of footways and footpaths will be by a combination of mechanical and manual operation. In large urban areas footway salting will be carried out by purpose built spreader barrows with a nominal design spread rate of 50g/m². 5.4.2 Salt will only be utilised where ice and frost are the main hazard. In all snowfall conditions, physical clearance will be the priority with sand / grit spread thereafter to aid traction. 5.4.3 Treatment of footways and footpaths will normally only be carried out during the normal working day as resources permit. In most cases additional resources should be mobilised at local level as conditions dictate. The Winter Manager and Duty Manager will be kept informed of all additional resources mobilised by local management. 6.0 SNOW CLEARANCE STRATEGY 6.1 Carriageways 6.1.1 On receipt of a weather forecast indicating medium to heavy snow, carriageways should be treated in accordance with section 5.3.5. When the forecast is for rain turning to snow or the snow prediction is marginal the salting operations should be delayed accordingly. 6.1.2 When forecasts indicate that there will be medium or heavy snow falls, the Duty Manager will instruct that all vehicles capable of being fitted with ploughing devices will be so equipped. 6.1.3 Salting should be continued or be restarted when snow is falling, as conditions warrant however sand / grit must be used to preserve de-icing materials until such time as it can be used effectively. 6.1.4 Snow ploughing will commence as soon as it is considered that the operation will be effective. Generally snow can only be ploughed effectively at depths exceeding 30mm. 6.1.5 Spreading treatment of ploughed surfaces will be carried out when it is considered that the material will have the most beneficial effect. The normal case on two lane carriageways will be for spreading treatment to be started Page 95
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Classification: OFFICIAL when the second lane is being ploughed, generally in the return direction. However in persisting snow conditions the spreading of materials shall be delayed until clearance of accumulations is effective. 6.1.6 Resources should generally be allocated to clear roads in the order of priority shown in section 4, but with precedence being given to those areas which have experienced the heaviest snow falls and drifting 6.1.7 Where slush is formed it should be ploughed as soon as practicable to avoid the risk of rutting should there be a further significant drop in temperature which might result in freezing conditions. 6.1.8 Where snow hazards are predicted to persist or develop intermittently throughout the night, consideration will be given to continuing action in some circumstances. Mainly in cases where a break in operations may result in hard packed snow or other conditions difficult to treat on resumption. Individual circumstances, such as access for emergency services or other lifeline service vehicles will normally take precedent over the above route priority arrangements. 6.1.9 Where it is judged that a road cannot be kept open, early closure in liaison with the Police in a planned manner, should be initiated. Direct consultation at local level must be maintained where conditions are changeable and in some circumstances this may mean discussions on site between local Supervisors and Police officers. 6.1.10 In specific locations additional information and diversion signing will be erected to further inform drivers of the hazardous conditions on some routes and advise them of alternative routes where available resources will concentrate on maintaining treatments. There are four roads where signing to indicate specific alternative routes are available. 1. A817 “Haul Rd”, Lomond, Snow gates at A82 and A814 “central” roundabout Diversion via A818 Arden - A814 Garelochead 2. C46 Glen Aros / Glenbellart road, Mull. Signs at Aros Bridge and Dervaig Primary School. Diversion via A848Tobermory 3. C9 Glenfinart Road (The Larach), Cowal. Signs at Whistlefield Hotel and Sligrachan Bus turning head. Diversion via A880 Cot House 4. C11 Otter Hill road (Bealach an Drain), Cowal. Signs at Glendaruel A886 and Otter Ferry B8000; Diversion via A8003 Tighnabruaich and Kames. 6.1.12 Road closures will be reported to the Executive Director, Head of Service, Operations and Network & Standards Managers as soon as practicable, with immediate notification transmitted to Traffic Scotland and local radio stations where appropriate. Page 96
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Classification: OFFICIAL 6.2 Footways and Footpaths 6.2.1 Where footways and footpaths are covered with light accumulations of snow i.e. less than 30mm, treatment will consist of the application of Sand or Grit as described in section 5.4. of this document. 6.2.2 Where snow depths exceed 30mm, footways clearance will be carried out where practicable by pedestrian operated or ride on powered footway ploughs. This will be enhanced by manual clearance when necessary i.e. where access precludes the use of the above plant. 6.2.3 Snow clearance of footways will normally only be carried out during the normal working day and as resources permit. 7.0 ASSISTANCE FROM EXTERNAL CONTRACTORS 7.1 Road and Infrastructure Services provide labour and non-specialist plant as specified. In some districts, mainly islands, resources are limited and private contractors are used to provide cover to comply with this policy. 7.2 In areas of the network remote from the main depots, sub-contractors are engaged to provide the full winter service provision in parallel with the in- house council resources. 7.3 In severe weather conditions additional resources can be drafted in from local private contractors, through the small works framework contract, to supplement those of the Council. Arrangements are made through the Operations Manager to contact these contractors in advance to determine their availability and formulate contingency plans for contact and mobilisation. The Winter Manager and Duty Manager will be kept informed of all additional resources mobilised by local management. 8.0 SALT ETC. 8.1 Provision of Salt 8.1.1 Salt or other de-icing materials will be supplied through the Network and Standards Manager. An annual supply contract shall be let prior to the start of the winter season. 8.1.2 Onsite sampling and testing shall be carried out in each area as the Network and Standards Manager deems necessary. The Network and Standards Manager will ensure that sufficient stocks of Salt and Abrasive materials are maintained at each storage location. 8.2 Storage of Salt 8.2.1 Where practicable salt shall be stored under cover to prevent leaching, improve handling and to reduce treatment times. A programme of upgrading Page 97
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Classification: OFFICIAL salt stores with permanent roofs will be undertaken as quickly as practicable and as financial, planning and operational considerations allow. 8.2.2 Storage facilities will be loaded out prior to the commencement of operations and stock levels will be monitored weekly to assure optimum supplies are available throughout the season. Stores will be kept as full as practicable, as protection from the weather allows and minimum stock levels will dictate optimum re-ordering procedures. 8.2.3 Weekly totals of all salt quantities delivered, transferred or issued as treatments will be collated for each storage location and e-mailed to HQ for central collation from 09:00hrs each Friday. 8.2.4 Requests for additional salt will be included in these weekly e-mails and calling forward of orders will be co-ordinated centrally through the Roads Procurement process, with the supply contractor to provide the most efficient means of optimising stock levels. 8.3 Use of Salt and Salt / Abrasive Mixtures 8.3.1 Preservation of salt or other de-icing materials for use where they are most effective should be a consideration when formulating a treatment plan. Service resilience must be taken into consideration at all times. 8.3.2 All routes will be pre-treated with pure rock salt, as the most effective method of preventing freezing of wet surfaces or melting of previously formed ice. However on predominantly rural routes affected by snow, grit may be added at 1:1 salt/grit mix to aid traction and break up compacted layers. In severe conditions or when supplies are restricted, pure Sand / Grit will be employed to preserve de-icing stocks. In wholly urban areas, salt only should be applied to the carriageway at all times. Salt should be spread at the designated spread rates as determined by the Duty Manager. 8.3.3 The grading of salt and grit for mixtures shall be such that 100% will pass a 6.3mm sieve but less than 1% passing a 2mm sieve. 8.3.4 Grit bins should be filled with a 3:1 grit/salt mix, initially at the start of the season. Continued replenishment in times of persisting hazard will be purely of Sand / Grit to preserve de-icing materials and only when resources permit. 8.3.5 Provision of Salt to other departments of the Council or other Contractors will be restricted to maintain the resilience of the Roads and Footways Winter Service within the terms of the Salt Preservation Protocol. 8.4 Calibration and control of Salt Rates of Spread 8.4.1 The Operations Manager will ensure, through the Fleet Manager that all spreaders, permanent and demountable, are maintained in such a manner as Page 98
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Classification: OFFICIAL to optimise the salt feed and regular checks of the calibration shall be carried out. Records of all tests and alterations to the calibration shall be maintained for inspection. 8.4.2 All spreaders shall have limiting devices fitted such that spread rates cannot exceed 60g/m². The device may be fitted in such a manner as to allow it to be temporarily disconnected to assist the clearance of blockages. 8.5 Grit Bins and Grit Heaps 8.5.1 Grit heaps and grit bins are normally placed on routes not included on the Priority 1 – 3 pre-treatment network, or on sections of these routes where additional self help facilities are considered advantageous. They are provided to allow the public to use the salt/grit mix to treat localised hazards on carriageways and footways on the public adopted network. 8.5.2 Grit heaps will be situated on rural road verges predominantly on bends, junctions or steep sections. They shall be placed at distances which provide a reasonable volume of material over the extent of any problem area as, if material has to be carried too far, it is unlikely to be used. Consideration will be given to the environmental impact associated with tree roots, hedges and watercourses. 8.5.3 Grit Bins will normally be situated in urban areas or where leaching from grit heaps in rural areas is likely to have an environmental impact. They are placed similarly to rural grit heaps to provide an additional self help facility in streets such as at bends, junctions, steep sections of carriageway or footway or close to schools and other public buildings where delays in planned treatments may result in persisting hazards. Care must be taken in locating bins to avoid impeding sight impaired pedestrians or access to public utilities or roads authority apparatus. Generally where practicable, grit bin sites will allow material to be carried downhill to treat sections of the public network 8.5.4 Replenishment of material to grit heaps or bins will be carried out as regularly as conditions of use require, within the confines of available resources. Sites in regular use may require more frequent visits and the mix of material may vary as operational resources and stocks of available materials permit. This may depend on the overall salt resilience capability of the Council in times of prolonged severe weather conditions. 8.5.5 Requests for the locating of additional grit heaps or grit bins in urban areas will be considered using the following criteria. • Is the request relevant to the Council asset of adopted roads and footway network? • Is there a genuine need for an additional facility, based on local knowledge, the type of hazard of concern and any accident history? The criteria for locations in 8.5.2 & 3 above will apply. • The proximity of similar facilities will be considered, as provision of bins and heaps often leads to further requests in similar locations. Page 99
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Classification: OFFICIAL • The overall volume of bins and heaps will have an impact on the ability to provide an effective replenishment operation. 8.5.6 A register of grit bins shall be maintained by the Network and Standards Manager and their location and suitability will be reviewed annually. Grit bins will be serviced and all debris and litter removed prior to the start of the winter season. Initial replenishment of heaps and bins will be carried out prior to the start of the formal standby period, where practicable. 9.0 PLANT RESOURCES AND SERVICING PRACTICES 9.1 All winter maintenance plant will be serviced, overhauled and made ready for use, at least two weeks before the designated start of the winter period. All servicing and maintenance of specialist winter maintenance plant will be the responsibility of the Operations Manager. The Council’s Fleet Services section, maintain all plant and equipment for the user departments. The Fleet Manager will inform the Operations Manager of any deterioration in the effectiveness of any items of Winter Maintenance Plant. 9.2 Any short fall in resources caused by the removal of plant from service, during the winter period, should be reported to the Operations Manager by the Duty Supervisor. The Operations Manager will then seek ways to address the problem. Where additional fleet vehicles are available, these will be prepared as back-up units, either in advance of operations or as soon as practicable whenever a shortfall in vehicles arises. 9.3 The Operations Manager will ensure that all major items of plant are made operational by the start of the standby period. A programme of trial runs will be drawn up, to allow all items of plant to be tested and have all their accessories fitted to ensure readiness for the winter period. The trial runs will be carried out on a depot by depot basis during normal working hours. 10.0 WEATHER FORECASTING AND MONITORING 10.1 MetDesk Ltd. Hale Court, Hale Road, Wendover, have been contracted through the West of Scotland Local Authority Weather Service Contract, to provide the road forecast for the period 1st October to 15th May each winter period. Access to forecast information will be gained via the local area networks at Council offices during office hours, or by a broadband router link from Duty Manager’s homes. Information is available on a bespoke website for weather information and partially backed up by e-mail. In the event of a system failure it will be possible to obtain the forecast information by fax to the Duty Manager’s Office or verbally out of hours to their home. 10.2 The contract with MetDesk Ltd provides for a twenty-four hours consultancy arrangement. Forecasters are available throughout the winter period by telephone, to discuss weather matters and clarify details with department staff. Page 100
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Classification: OFFICIAL 10.3 The text forecast is augmented by other services as necessary, including the use of RADAR and satellite images to study precipitation patterns. There are fourteen Road Sensor stations, owned by the Council and maintained by MetDesk’s partner Vaisala Ltd, giving atmospheric and surface conditions, situated throughout the Argyll and Bute road network. 11.0 OPERATIONAL COMMUNICATIONS 11.1 Vehicle / Duty Supervisor / Depot Communications 11.1.1 Winter maintenance vehicles are provided with a cellular telephone, such that contact may be maintained with the Duty Supervisor or depot at all times. When it is considered safe to do so, manning of vehicles fitted with effective communications facilities, will be limited to the driver only. 11.1.2 The fleet of 32nr frontline, route specifically allocated and other back-up, winter maintenance vehicles are fitted with satellite tracking and data- logging equipment, provided by UK telematics Ltd. Vehicles can be monitored through web access in real time during operations and their actions are recorded and archived for future reference. One other private contractor owned vehicle is employed on pre-treatment operations on the Isle of Jura where in-house resources are limited. 11.1.3 Throughout the period of winter standby, the Operations Manager will ensure that staff are available to receive calls from the Police and other appropriate agencies. Call out rotas will be provided to the Operations Manager, adjacent authorities, management agents and the Police. 11.2 Communications with Police Scotland, Roads Policing Section 11.2.1 It is important that the strong partnership, formed with the Police, is maintained. Information relating to severe weather conditions will be communicated to the Police at the earliest possible opportunity. The Duty Manager will consult fully with the Police when it becomes necessary to arrange road closures and when there is a need to move abandoned vehicles. 11.2.2 The “out of hours” emergency rota will be issued to the Police by the Operations Manager. This will be confirmed to the Police Area Control Room at Helen Street, Glasgow on the Friday start to each weekly duty shift. 11.2.3 The Duty Manager will arrange for the daily action plan to be e-mailed to the four main local Police offices each day. This will also include a confirmation of the Area Supervisors’ and Duty Manager’s out of hours contact telephone numbers. 11.2.4 The Duty Manager will take due regard of all reports received from the Police, concerning dangerous road conditions and give consideration to them, in line with the Council Policy, in deciding the action to be taken. Page 101
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Classification: OFFICIAL 11.3 Communications with other Agencies and Motoring Organisations 11.3.1 BEAR Scotland, the North West Trunk Roads term contract operator will be sent the daily action plan and out of hours contact information, each day throughout the winter period. 11.3.2 The Duty Manager will inform Glasgow City Council ; Roads and Lighting Faults Call Centre , R.A.L.F. , of the out of hours contact numbers for the following weeks shift and any amendments necessary thereafter. Contacts with Scottish Fire and Rescue Service and Scottish Ambulance Service, control rooms are included in this transmittal process. 11.3.3 The Winter Manager will inform Traffic Scotland when severe weather conditions are causing delays to traffic movement. 11.4 Communications with the Public 11.4.1 The Winter Manager will post details of the 24hour winter treatment plan each day no later than 1400hrs on the winter maintenance page of the council website. 11.4.2 Enquiries from the public will normally be dealt with by the Customer Access Centre during normal working hours. 11.4.3 Consideration will be given to the placing of warning signs, alerting drivers to the possibility that road surface hazards may develop outwith treatment times will be placed at the interface of Priority 1 to Priority 2 & 3 routes 11.4.4 Pre-treatment routes booklets and the updated interactive map is published on the Council Website. Leaflets explaining the extent of treatment routes, their priority and hours of operation and other seasonal advice for travellers, will be prepared and where necessary updated, in advance of each season. These will be distributed by electronic means through the Council webpage and are available for the public to download and print off as necessary. 11.4.5 The Winter Manager will ensure that any disruption to the network is reported through the internal service disruption noticeboard on the council website. 11.5 Media 11.5.1 National radio, television and national press enquiries should be dealt with by the Executive Director or the Head of Service or through the Council’s Press and Media Relations Office. 11.5.2 Local radio and press should be dealt with by the Head of Service or by the Operations or Network & Standards Manager. 11.5.3 The Head of Service, Operations or Network & Standards Manager will be advised as soon as practicable if conditions deteriorate such that major routes have to be closed. Page 102
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Classification: OFFICIAL 12.0 INSTRUCTION AND RECORD KEEPING 12.1 The management of the Instruction, Recording and Archiving of daily winter Action plans is automated, by use of a bespoke winter maintenance management tool provided by Vaisala Ltd. This includes an electronic diary record of the Winter Managers’ decision making and monitoring process of the daily treatment plan. 12.2 Vaisala – Road DSS Manager is the web based system which allows access by managers and supervisors simultaneously, to post instructions and record actual activities on each specific pre-treatment route as operations progress. Details will include some or all of the following:- a) Details of the routes treated b) The start and completion of treatment on a specific route c) Type of treatment carried out d) Vehicle Registration number, Driver and other operator details e) Quantity of materials used f) The prevailing weather conditions g) Any contacts by Police regarding reactive requirements h) Details of any plant breakdowns, accidents or incidents i) Any other problems 12.3 In parallel to the above recording system, vehicle activities are recorded on the “UK telematics ” - vehicle tracking system. Reports and map based graphical records can be run to confirm and clarify in more detail, the recorded activities. 12.4 All records are archived in separate remote servers and can be retrieved through web access by any authorised user, at any time after a plan has been completed. 12.5 Additional records of all telephone calls related to winter operations are kept by all duty supervisors and managers. These are completed at the end of each shift, collated and retained for future reference. Page 103
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APPENDIX 2 - SALT USE REDUCTION AND PRESERVATION OF STOCKS PROTOCOL Argyll and Bute Council WINTER SERVICE – OPERATIONS 2024 - 2025 Protocols for the reduction in use of salt and preservation of remaining stocks. Storage Capacity, Stock Transfers and replenishment times Storage capacity in all 15 “Operational” salt stores has been increased by 3,500tonnes to approximately 14,000tonnes, since 2009, through phase 1 of the covered tunnel construction programme. The 3,000tonne plus capacity Dome in Helensburgh, although an operational store, has an element of strategic storage. For national salt resilience purposes, daily usage is calculated on 2 Priority WRC1-3 network treatments and one WRC4 “other routes” treatment in each 24hr period. This equates to 370 tonnes/day at normal use levels, 600 tonnes/day for heavy snow. The West of Scotland Co-ordination Group, Roads sub-group agreed that Roads Authorities should achieve a minimum storage capacity of equivalent to 70% of the average total salt usage of the last three severe winters. This equates to a minimum 9,949 tonnes for Argyll and Bute for 2024. The target tonnage for the start of each season, 1st November may vary, as replenishment of some stores are related to shipping capacity and availability, however a minimum 11,000tonnes is considered reasonable. This equates to 28 continuous days supply at Winter Policy treatment levels. As the national salt supply contract has an allowance of 21days to fulfil delivery from point of order, the minimum resilience required in normal conditions equates to four weeks operations or approximately 60% of the new capacity, at 10,000tonnes. In practice, reduced quantities of 6,000tonnes before replenishment are acceptable. This equates to a resilience of 16 days operations, at normal treatment levels. Within this total quantity, material may require to be moved between stores to preserve a degree of individual resilience in each of the operational stockpiles around the network. Internal transfers between stores ensure adequate stocks are available as much as practicable to maintain a consistent treatment regime throughout the network. In this way the hierarchy of route treatments can be preserved as per the policy, for as long as practicable within any delivery shortage period. Operational Decision techniques to Manage Salt use. Winter Service Policy already recognises the need to preserve salt primarily for the prevention or treatment of ice on higher speed carriageways. 3Grit:1Salt mixes are already utilised in Grit Heaps and Bins and in the reactive treatment of footways. Salt preservation techniques can be instigated on carriageway treatments where forecasts or conditions indicate that a mixture of salt and grit will provide the best treatment to aid traction. The winter operations decision to use 50/50 mixes should only be for this purpose, rather than to preserve supplies. In periods of falling snow, Grit only should be used on “return” ploughing legs until such time as snowfall ceases and there is an expectation that salt will melt any residual snow after ploughing. In settled constant dry conditions Residual Salt levels on carriageways allow the curtailment of further treatments, as part of the daily operational plan. Page 105
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Reduction in Salt use in treatments, to preserve remaining stocks. Where salt stock levels reduce and replenishment activities are doubtful in either quantity or timescale, the use of salt will be curtailed under the following procedures. Salt Preservation level Circumstances Authorised by. SP1 Total Operational Stocks reduce to 6,000tonnes Winter Manager This level will be reached in conditions of reasonably prolonged hazardous conditions or where extreme conditions reduce the effectiveness of salt. The supply chain for salt replenishment may become of national importance and Transport Scotland and West of Scotland Co-Ordination Group advice may be received. First Operation:- Activate replenishment from Strategic Stockpile at Helensburgh Dome Depending on the likely delay in replenishment, part of the Strategic stockpile may be moved to other operational stores. The quantity will be determined by the potential delivery date for shipping, to replenish the Helensburgh store from King George 5th Dock Glasgow and other western stockpiles, via Argyll ports. The transfer of each 1,000 tonnes of stock will provide a further 4 days resilience within the operational stores, at normal use rates. Resilience:- 4 - 12days at normal use levels 375t/day : 2 - 6 days heavy snow 600t/day Second Operation:- Activate Salt Preservation Measures. Salt treatments will be reduced. Spread rates adjusted from 40g/m2 to 20g/m2, or 20g/m2 to 10g/m2. Further reductions in the salt content of all carriageway treatments will be achieved by mixing Grit and Salt together, firstly at 1Grit:1Salt then 2Grit:1Salt. In extreme frosts where RSTs remain below -5C all day, and salt is considered to be ineffective, additional treatments of pure Grit on all routes can be instructed to aid traction. Grit heaps, bins and footway treatments will remain at 3grit:1Salt. Resilience:- 32days at reduced use SP1 = 188t/day : 20days heavy snow SP2 Total stocks reduce to 4,000tonnes Head of Service Salting treatments will be curtailed to Priority 1&2 pre-treatment routes only (1233km – rev 2021) The SP1 salt mixing techniques will be used in all further SP levels. All other treatments will be of pure Grit including replenishment of grit bins / heaps. Resilience:- 25 days at reduced use SP2 = 156t/day : 15 days heavy snow SP3 Total Stocks reduce to 2,000tonnes Executive Director Salting will be reduced to one treatment per 24hr forecast period, of the Priority 1&2 network, usually 06:00hrs mornings, in advance of the majority of traffic movements. All other treatments will be of pure Grit including replenishment of grit bins / heaps Resilience:- 25 days at reduced use SP3 = 78t/day : 15 days heavy snow SP4 Total stocks reduce to 1,000tonnes Chief Executive Salting reduced to Priority 1 and Priority 2 “A” class routes only 06:00hrs. (492km) All other roads and mobilisation times, Grit only. Resilience:- 32 days at reduced use SP4 = 31t/day : 20 days heavy snow SP5 Total Stocks reduce to 700 tonnes Chief Executive Effectively 2 days resilience at original policy normal use. The trigger point for application to Scottish Executive Emergency Salt stockpile. Release of salt, allowing replenishment out with the normal constraints of the national salt supply contract. Resilience:- 22 days at reduced use SP5 = 31t/day : 13 days heavy snow Total resilience: SP1 (2nd Op) > SP5 (end) = 68 days : 41 days heavy snow. Page 106
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17 APPENDIX 3 – ADVISORY SIGNING – ROAD CLOSURES IN SEVERE CONDITIONS In specific locations additional information and diversion signing will be erected to further inform drivers of the hazardous conditions on some routes. This advises them of alternative routes, where available resources will concentrate on maintaining treatments. There are four roads where signing to indicate specific alternative routes are available. 1 A817 “Haul Rd” , Lomond. Snow gates at A82 and A814 “central” roundabout Diversion via A818 Arden - A814 Garelochead 2 C46 Glen Aros / Glenbellart road , Mull Signs at Aros Bridge and Dervaig Primary School Diversion via A848Tobermory 3 C9 Glenfinart Road ( The Larach) , Cowal Signs at Whistlefield Hotel and Sligrachan Bus turning head; Diversion via A880 Cot House 4 C11 Otter Hill road ( Bealach an Drain) , Cowal Signs at Glendaruel A886 and Otter Ferry B8000; Diversion via A8003 Tighnabruich and Kames. Example of typical information sign Sign on permanent display during Winter Season. . Road Closure in conjunction with temporary signs when conditions dictate. ROAD CLOSED AHEAD ROAD CLOSED Alternative route avoiding hazardous conditions Page 107
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APPENDIX 4 – FRONTLINE TREATMENT VEHICLE FLEET 2024/25 2024-25 WINTER POLICY , PRE-TREATMENT ROUTES (Hired Fleet - Further 1 Year extension 2024-25) rev Sept 23 HIRED FLEET - 18T GVM - 6cu.m. PMGs 1 year extension 2024-25 1 Year Ext @ Policy and Pre-Treatment Routes 32 Council pre-treatment routes , remeasured HIRED FLEET - 26T GVM - 9cu.m PMGs 1 year extension 2024-25 1 Year Ext @ New L7 route added 2022 31 Frontline Vehicles plus 1 S/C with vehicle V IN-HOUSE FLEET - QCB units - 18tGVM c/w 6cu.m demountable hopper/spreader Kintyre K1-K2-K3 Rev 2023 IN-HOUSE FLEET - Multispreads - 12t / 7.5 t GVM - built-in auger and spreader DRAFT WINTER FLEET ALLOCATION - 12 Aug 2024 VEHILE REGISTRATIONS / DESIGNATION District START DEPOT/ SALT STORE code Pre-treatment route Description tonnes cu.m Vehicle Make Reg No. Vehicle Model c/w Straight offset Plough blade Gritter Capacity BUTE Rothesay - Union St B 1 A886 Rubodach and Bute rural 5.64 4.34 DAF - LF260 FA SJ21 LVM Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. Rothesay - Union St B 2 Rothesay town & Bus routes 4.00 3.08 DAF - LF230 FA SJ21 LVO 7.5t ECON Multispread - demountable spinner 1.5cu.m. COWAL Dunoon - Victoria Rd C 1 & C5 Dunoon A886/A815 & B839/B828 Hell's Glen / Glean Mor 6.17 4.75 Merc 2635 YK 72 JYJ AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Dunoon - Victoria Rd C 2 A815 Dunoon - Toward ( & Loch Striven ; POL depot) 3.08 2.37 DAF - LF260 FA SJ21 LVL Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. Dunoon - Victoria Rd C 3 Dunoon streets 1.43 1.10 DAF - LF230 FA SJ21 LWG 12t ECON Multispread - demountable spinner 3.5cu.m. Dunoon - Victoria Rd C 4 A886 Colintraive - Strachur & B836 Glen Lean 5.86 4.51 Merc 2635 YK 72 JYH AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Lettermay-Lochgoilhead C5 South Follow-on - B839 Pole-Lochgoilhead & Carrick Bus turning 0.87 0.67 Merc 2635 YK 72 JYJ AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Dunoon - Victoria Rd - S/C C 6 A8003 Tighnabruich and Portavadie Ferry 4.39 3.38 Merc 1827A YJ 19 SWV AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. Dunoon - Victoria Rd C 7 A880 Ardentinny 2.48 1.91 DAF LF260-FA SJ 72 GYW Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. LOMOND Helensburgh - Blackhill H 1 A818 - A817 - A814 South to Glen Mallon Jetty 6.44 4.95 Merc 2635 YK 72 JYF AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Helensburgh - Blackhill H 2 B833 Peninsula & A814 North - Arrochar/Succoth/Luss 4.66 3.58 Merc 2635 YK 72 JYE AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Helensburgh - Blackhill H 3 Helensburgh West & Rhu 2.91 2.24 DAF - LF230 FA SJ21 LVT 7.5t ECON Multispread - demountable spinner 1.5cu.m. Helensburgh - Blackhill H 4 East Helensburgh & Cardross 3.08 2.37 DAF - LF260 FA SJ21 LVN Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. ISLAY Bowmore - Springbank I 1 A846 & B8016 Bridgend - Port Ellen (High & Low Roads) 5.15 3.96 Merc 1827A YJ 19 RXO AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. Bowmore - Springbank I 2 A846 Pt Askaig & A847 Portnahaven 4.18 3.22 DAF - LF260 FA SJ21 LWU Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. KINTYRE Machrihanish Depot K 1 B842 Carradale & Campbeltown Streets 3.92 3.02 Merc 1827A YJ 19 SWY AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. Machrihanish Depot K 2 B842/B843 Campeltown - Southend & Machrihanish 3.32 2.55 DAF - LF260 FA SJ21 LWR Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. Machrihanish Depot K 3 B8001 Redhouse - Skipness via Glenbarr & Tayinloan 2.32 1.78 Merc 1827A YK 71 JXD AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. LORN East Dalmally Depot L 1 A819 Dalmally - Inveraray 3.02 2.32 Merc 2635 YK 71 JXL AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Oban - Jackson's Quarry L 2 B845 Kilchrennan - C29 Dalavich 4.84 3.72 Merc 1827A YK 71 JWY AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. LORN West Oban - Jackson's Quarry L 3 A816 Oban - Ardfern inc Village 3.38 2.60 Merc 2635 YK 72 JYC AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Oban - Jackson's Quarry L 4 B844 Easdale & Cuan 1.72 1.32 DAF - LF260 FA SJ21 LWW Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. Oban - Jackson's Quarry L 5 C27 Port Appin - B845 Bonawe 2.72 2.09 DAF - LF260 FA SJ21 LYH Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. Oban - Jackson's Quarry L 6 Oban streets 2.02 1.55 DAF - LF230 FA SJ21 LWV 12t ECON Multispread - demountable spinner 3.5cu.m. Oban - Jackson's Quarry L 7 Lorn Arc Bus routes 1.19 0.92 DAF - LF230 FA SJ21 LYO 12t ECON Multispread - demountable spinner 3.5cu.m. MidARGYLL Lochgilphead-Monydrain MA 1 A816 Lochgilphead - Ardfern & B840 to Ford 3.57 2.75 Merc 3333k YK 72 JYO AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. Lochgilphead-Monydrain MA 2 B841 Acnamara - B8025 Tayvallich 2.58 1.98 Merc 1827A YK 70 HRG AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. Lochgilphead-Monydrain MA 3 B8024 Kilberry Loop 3.32 2.55 Merc 1827A YK 70 HRL AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. Lochgilphead-Monydrain MA 4 Lochgilpead /Ardrishaig/Tarbert Streets 1.22 0.94 DAF - LF260 FA SJ21 LWT Econ - QCB c/w 6cu.m ZERO C Demountable Spreader 6 cu.m. MULL Tobermory -Baliscate MU 1 A848/A849 Tobermory - Craignure 3.42 2.63 Merc 1827A YK 70 HRF AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. Tobermory -Baliscate MU 2 Tobermory - Dervaig 2.68 2.06 Merc 1827A YK 70 HRP AROCS 4x4 - ECON spreader PMG - C/W Plough 6 cu.m. Pennygowan Depot MU 3 A849 Craignure - Kinloch - Fionnphort 5.74 4.42 Merc 2635 YK 72 JYB AROCS 6x4 - ECON spreader PMG - C/W Plough 9 cu.m. JURA Craighouse Depot(MBC - S/C) J 1 A846 Feolin - Ardlussa - Jura Sub-contractor vehicles 2.44 1.88 Merc 1318 OU 55 GCY Mercedes Atego 1318 PMG - M Boyle S/C 6 cu.m. Kintyre/Mid-Argyll/Lorn SPARE WEST ( based in Lochgilphead) - A819 1:2 FLH240 - Chassis Only SF 14 JKX Gully Vehicle - Demountable Gritter 6 cu.m. Lorm/Mid-Argyll / Cowal SPARE WEST ( based in OBAN) - DAF LF260-FA SJ 72 GYS Gully Vehicle - Demountable Gritter 6 cu.m. Lomond / Cowal SPARE EAST ( based in Helensburgh) FLH240 - Chassis Only SF 14 JKV Gully Vehicle - Demountable Gritter 6 cu.m. full mobilisation run tonnes at 20g/m2 Volume @ 20g/m2 run 113.76 Page 109
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APPENDIX 5 – CURRENT SALT STOCKS – JULY 2024 – MONITORING AND RESILIENCE RECORD ARGYLL & BUTE COUNCIL WINTER MAINTENANCE OPERATIONS 2024 - 25 SALT STOCK SUMMARY SHEET 09:00hrs on All quantities in TONNES ROADS OPERATIONS UNIT Resilience TOTAL SALT TONNAGE IN OPERATIONAL DEPOTS AT DATE 7466 20.2 days OPERATIONAL USAGE Salt quantity used from ( includes Grit bins & heaps) 0 tonnes SALT STORES "IN STOCK" RECORDS CONFIRMED AND ADJUSTED START TOTALS LOMOND Helensburgh BLACKHILL 1500 Lomond TOTAL 1500 26.3 days (Including EAST Strategic capability) BUTE & Rothesay - UNION ST 225 Bute TOTAL 225 10.2 days COWAL Dunoon - VICTORIA RD. 476 MILLHOUSE (re-load only) 110 GLENDARUEL (re-load only) 36 (Lochgoilhead Closed) St Catherines resumed 0 Cowal TOTAL 622 9.7 days MID-ARGYLL, Lochgilphead - MONYDRAIN 1271 KINTYRE Campbeltown - MACHRIHANISH 769 M-A,K TOTAL 2040 22.7 days & ISLANDS Islay - SPRINGBANK 390 Jura - CRAIGHOUSE 35 Islands TOTAL 425 10.9 days OBAN, Oban - JACKSON'S QUARRY 1002 LORN DALMALLY 351 Lorn TOTAL 1353 21.8 days and the Mull - PENNYGOWAN 923 ISLES Tobermory - BALISCATE 378 KINLOCH (re-load only) 0 Mull TOTAL 1301 36.1 days STRATEGIC STOCKPILE CONNEL 0 Additional resilience available 0.0 days Original location unavailable . New site to be obtained TOTAL TONNAGE - ALL SALT AVAILABLE 7466 Tonnes TOTAL RESILIENCE 20.2 days 0 TONNES Delivered to depots this week ORDERS PLACED DATE EXPECTED LOCATIONS ( To be called fwd as req) IRISH SALT MINING AND EXPLORATION - Kilroot, NI ex KG5 by Road , or direct to Ports 1000 tonnes by Road 1000 tonnes by Road 200 tonnes by Road 500 tonnes by Boat 700 tonnes by Boat October/November Shared boat - Islay October/November Rothesay - Union St Helensburgh Dome October/November Shared Boat - Oban (or Bear share?) 12 August 2024 Operational October/November Dunoon - Vic Rd / St Catherines etc October/November Page 111
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APPENDIX 6 – SUMMARY OF 2023/24 WEATHER CONDITIONS OCTOBER 2023 The month was generally mild with multiple weather fronts passing over the area, bringing persistent rain for long periods. There were also significant intense rain events early in the month. However clear spells developed each week from mid- month onwards, with forecasts indicating marginal sub-zero RSTs, confirmed in observations. The first week of October was mild with steady levels of rain fall leading up to a 48hr period over the 7th / 8th Oct, where the 24hr rainfall figures were reputed to be the highest on record. Total rainfall figures for the 48hrs period of 150mm -180mm were recorded at A816 Salachary, A886 Leanach and A83 Rest and Be Thankful weather stations. The weather front was slow moving and this caused large accumulations over the 48hrs period. The rainfall affected the whole of the Council area and associated flooding from watercourses caused considerable damage throughout the whole of the road network. Weather fronts continued to pass over the area in the following weeks, however the intense rainfall and flooding disruption affected areas, generally in North and East of Argyll, whilst it was mainly close to typical rainfall figures in subsequent storm events over the following three weeks to the end of October. Each week saw short periods of clear skies. Where these developed overnight, RSTs dropped close to or below zero for short durations before recovering at sunrise. Generally minimum RSTs remained in double figures through to 14th Oct before the short term weekly clearances gave marginal readings on road sensors, mainly with the coldest temperature just before sunrise. Leanach and Haul Rd recorded Zero to Minus 0.1C on 15th Oct. with Minus 0.1C Accurrach to Minus 0.8C Leanach on 17th , there were further marginal sub-zero dips recorded at Leanach on 23rd and 25th , and again on 31st where a clearance in North Argyll resulted in Minus 1.1C at Accurrach and Minus 0.4 C at Blaran and Dervaig sensors. NOVEMBER 2023 A further localised dip in RSTs occurred on 2nd Nov in the run up to official standby commencing on Fri 3rd Nov, with Minus 0.1C Leanach and Minus 0.2C Blaran. The weather pattern continued to be mainly weather fronts bringing mild air and rain, heavy at times , through to 11th November were a brief clear sunny day led to a cold night into Sunday 12th . Rural sites recorded a range of sub-zero RSTs from Minus 0.3 C to Minus 3.5 C on Saturday morning and again Minus 1C to Minus 3.9C on the morning of Remembrance Sunday. Milder conditions returned with rain, heavy at times and foggy conditions as temperatures remained around Plus 5 to 8 Deg C through to 20th Nov. A clearance overnight in the north of the area resulted in RSTs of Minus 0.4C Accurrach , Minus 0.8C Blaran . Minus 1.4C Salachary and Minus 1.6C Leanach. Temperatures again returned to double figure minima at some sites overnight until the first sustained period of cold conditions developed from Friday 24th Nov. Initially only affecting Lomond, with Haul Rd recording Minus 0.4C on the Page 113
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morning of 24th, a widespread frost developed overnight into Sat 25th, with the exception of island sensors which stayed marginally positive. RSTs ranged from Minus 1.5C Miller Rd Oban to Minus 2.7C East Argyle St Helensburgh for urban sites, with Rural sites dropping to Minus 1.6C Stewarton-Kintyre to Minus 5.1C Blaran-Lorn and Minus 5.8C Leanach-Cowal. A similar range in location and temperatures was recorded on Sunday morning 26th before cloud cover allowed for a partial improvement, with North and East sensors recording sub-zero RSTs on the morning of Mon 27th , Haul Rd Minus 0.4C to Blaran Minus 2.0 C . The wider freeze conditions developed again from Tue 28th, Hoar Frost and ice developed in all areas with RSTs ranging from Minus 0.5C Dunoon and Dervaig through to Minus 3.7C Blaran and Minus 3.9C Salachary. The deepening freeze developed further on Wed 29th with the lowest recorded RSTs Minus 7.4C Leanach and Minus 7.9C at Blaran and Salachary. Shaded areas stayed below freezing all day, with some sensor sites confirming this with a Maximum RST of Minus 2.5C at 13:00hrs on 29th at Leanach, dropping to Minus 7.1C at 01:10hrs 30th before recovering in mixed cloud cover to Minus 3.1C by around 07:00hrs 30th. The core depth temperatures of the carriageway dropped significantly and unseasonably early, during the month. Core temperatures were generally PLUS 7.0C to 7.2C on 1st Nov but dropped to between Zero and Plus 0.5C by 30th ,which means there is little if any core depth temperature assisting in any surface thawing process during daylight hours. Although the temperatures continued to drop sub-zero from late afternoon onwards, there was very little precipitation in the final week of the month, allowing road surfaces to remain dry and run off locations to reduce, as water remained frozen. The outlook for the first week of December remained that of cold and dry conditions with hoar frosts and ice. Forecasts predicted marginal positive RSTs for a very short time after midday, with some inland and northern domains predicted as 24hrs sub-zero. DECEMBER 2023 The sustained period of dry, clear conditions with Hoar Frost and Ice, which developed late November, continued into the first week of December. Cloud cover on the morning of 1st Dec, had little effect on overall temperatures but did introduce light showers of sleet to Kintyre and Islay mainly and other areas briefly. Minimum RSTs remained sub-zero all day in the coldest sensor locations and likely in other shaded areas and frost hollows, with minimum temperatures generally around dawn each morning. Lows in the range Minus 5.5C to Minus 7.4C on 1st Dec. and again on 6th Dec , with a degree milder on some days between, at the mainland northern sites of A886 Leanach , A816 Blaran and Salachary and A819 Accurrach, with other sites all recording sub-zero RSTs for a while each night. Throughout the whole of this period since late November, precipitation was mainly Hoar Frost with the occasional sleet shower, but throughout, even the highest peaks in Argyll remained free of snow. Cloud cover developed during Thu 7th Dec with only the colder sites reaching sub- zero RSTs that evening before a general thaw over the whole area into Fri 8th Dec. Page 114
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Milder conditions with heavy rain in weather fronts passed over the area from 8th December. Conditions returned to wet and mild with minimum overnight temperatures in the range Plus 2 to Plus 5 Deg C . The increase in rainfall resulted in localised flooding and debris wash out on parts of the network. Colder conditions returned again on Mon 11th Dec where clear skies allowed a widespread frost to develop, with minimum RSTs recorded, Minus 4.4C at Leanach and Salachary, Minus 3.9C Blaran and Minus 3.1C Accurrach. Subzero RSTs persisted in to Monday evening but Tuesday 12th was milder Plus 3 to 4 C minimum, before a sharp frost developed again during the early hours of Wed 13th with RSTs in the range Minus 0.5C Haul Rd to Minus 4.3C Salachary. Sub-zero RSTs returned in the north of the area overnight to 15th Dec before milder air moved into the area and a series of weather fronts brought strong winds and persistent rain. Overnight temperatures increased to between Plus 7C and Plus 11C through to 24th December. There was a very brief dip in RSTs in a partial clearance early on Christmas morning but it was on Boxing Day Dec 26th that RSTs fell more widely, with minimum sub- zero RSTs in the range Minus 3.2 C to Minus 1 C. These RSTs returned again in the evening and lingered into early Dec 27th in the northern mainland domains, where showers were wintry in nature at times. These mixed conditions, with fluctuating temperatures and heavy showers continued through 28th December. A further clearance on 29th December allowed overnight temperatures to fall to Minus 6.1C Salachray, Minus 6.0C Leanach and Minus 5.6 C Blaran with a significant frost at all sensors on the morning of 30th. Although cloud cover allowed temperatures to rise from 03:00hrs, wintry showers developed over the area from mid-morning onwards. These showers persisted for a while giving light accumulations before largely turning to rain by the afternoon, as temperatures improved. All sensors recorded positive RSTs by 18:00hrs with values of between Plus 2.5C and plus 6C by 08:00hrs on 31st. Leanach , Blaran and Accurrach fell sub-zero again in the evening but improved to positive RSTs by mid-night , Hogmanay. JANUARY 2024 New Year’s Day, Jan 1st was generally dry and clear, allowing RSTs to dip again at dawn to produce marginal sub-zero RSTs at Leanach, Salachray, Blaran and Accurrach before improving for a while. Dips to marginal sub-zero RSTs returned in the evening and overnight in fluctuating conditions due to variable cloud cover, before milder conditions with heavy and persistent rain took hold from dawn on Tuesday 2nd until Friday 5th. Clearer colder weather started to develop from Saturday 6th January with all rural sensors registering sub-zero RSTs of between Minus 0.2C Ballygrant and Minus 4.3C Salachray The low temperatures continued to spread in area and duration over the next days , with most inland sensors recording 24hrs sub-zero RSTs. This Page 115
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culminated on 12th, where the “warmest” RST recorded at Leanach was Minus 3.5Deg C at 13:00hrs. Milder conditions, due to cloud and fog affected western and island domains on the morning of Friday 12th Jan. however the coldest RSTs of the period were recorded around mid-night at Minus 8.1C, before improving to Minus 2.1 C by 08:00hrs in thickening cloud cover. Temperatures fluctuated over the weekend 13th / 14th as cloud cover varied. On Tuesday 16th a short duration band of Snow passed eastwards over the area, giving light accumulations before turning to rain, clearing to a further freeze overnight. Temperatures continued to drop until overnight 18th into 19th, where the lowest temperature of the winter so far, Minus 11.1Deg C was recorded at Leanach with other sensors at Accurrach , Salachray and Blaran recording Minus 10Deg C or lower. These lowest temperatures preceded a thaw over the next weekend 20th /21st with high winds and heavy rain resulting in flood incidents and multiple calls regarding trees down, across the network. Conditions remained variable through to 25th – 26th as rain continued until clearances caused a minor dawn dip sub-zero, at northern mainland sensors. The final weekend of the month 27th /28th high winds exacerbated the high tides associated with the low pressure system, with a seawall breach Southend, clearing on Sunday afternoon, with a late dip Minus 0.5C early Monday morning. Mon 29th late evening severe frost lingered until 10:00hrs Tuesday 30th Minus 6.2C Leanach - Minus 5.8C ave other mainland northern sensors. The final day of the month was predominantly milder, with only very localised marginal RSTs on higher inland routes, for a short time. FEBRUARY 2024 February started with a change to milder conditions, with a marginal morning on 1st, localised clearances and icy spots after a night of showers and fluctuating RSTs Zero to Plus 3 Deg C. Rain and mild conditions lasted until Tue 6th, when a clearance overnight allowed Negative RSTs and light snow fall on the Wed morning. RSTs down to Minus 4.3C Leanach and Minus 3.4C Blaran, Salachray and Accurrach. Sunny spells and variable cloud led to a hard frost into Thu 8th with a widespread freeze, Minus 7C Leanach, other mainland sensors Minus 6.1C to 5.2C. Mull sensors Minus 4.3C, Islay / Kintyre Minus 2.4C to Minus 1.2 C. The cold conditions began to ease with temperatures improving through Thursday night into Friday 9th. There followed a period of marginal mild conditions, starting predominantly dry but with increasing periods of heavy rain, in Easterly then Westerly airflows, as weather systems passed over the area through the week. RSTs dipped again, marginal on the late evenings of 10th and 11th with RSTs to Minus 0.8C Leanach to Minus 0.1C Accurrach in a longer spell overnight 12th to 13th. There was a lower drop the following night, Minus 2.3C Leanach to Minus 1C Accurrach, with marginal RSTs at the sensors on Islay Minus 0.6C and Bute Minus 0.1C into the morning of 14th. Milder conditions returned from 15th in frequent weather fronts and spells of heavy rain, with minimum overnight RSTs Plus 3C to Plus 6C generally, through to Monday Page 116
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20th, where forecasts introduced the risk of marginal sub-zero conditions. These, mainly on higher ground overnight, which developed into longer spells of sub-zero forecasts but remaining uncertain in frequent changes from cloud to clear conditions and return to cloud, in a very fluid set of weather patterns as the week progressed. Minimum RSTs on 20th Plus 5.7C to plus 8.9C, steadily dropping through the week, with marginal sub-zero RSTs Minus 0.2 C to Minus 0.8C through to 24th, where clear sunny skies during the day, led to a sharp drop in temperatures in generally clear conditions in a northerly air flow overnight with minimum RSTs Minus 4.2C Leanach, Minus 3.9C Accurrach ranging to Minus 1.3C Lochdonhead-Mull by 07:00hrs on Sunday 25th. The clear conditions remained, allowing RSTs to drop again, with a sharp frost Monday morning 26th, with all sensors recording sub-zero RSTs from Minus 5.6C Leanach, Minus 4.6C Accurrach and Salachray through to Minus 0.9C Lochgilphead and Lochdonhead and Minus 0.8C Dunoon with air frosts at the north mainland sensors of Minus 2.8C to Minus 2.4C, with Millar Rd-Oban recording Minus 3.7C in the air at 07:00hrs Monday morning. Clear conditions persisted into Monday evening with the risk of localised sub-zero RSTs, with only Leanach at Minus 0.4C around 23:00hrs before the next set of weather fronts arrived from the West before dawn on Tue 27th with a band of heavy rain, clearing to showers through the day. Wed 28th and Thu 29th Feb were marginal nights for forecasting, due to cloud cover uncertainty and wintry showers in northerly airflows. Minimum RSTs stayed generally positive through to the end of the month in the range Plus 1C to Plus 3C but with localised lower drops in shaded areas, where the sun was not able to generate heat for any significant time, during the day. MARCH 2024 The colder conditions at the end of February continued into 1st March in generally northerly airflows, with a heavy frost, mainly in northern domains, with cloud cover holding temperatures up in southern districts. Lowest RSTs were recorded around 07:00hrs with Accurrach Minus 3.9C , Dervaig-Mull Minus 3.4C and Leanach Minus 3C, only the urban sensors (apart from Oban) stayed marginally positive, however Stewarton –Kintyre recorded Minus 0.5C at 02:00hrs but had improved to Plus 2.5C by 08:00hrs as cloud cover increased from the South. The clear spells overnight and sunny periods during the day continued into Sat 2nd March with a similar range in minimum temperatures and localised improvements in variable cloud cover early morning, pre-dawn. The marginal temperatures lingered through Sun 3rd to Thu 7th March with marginal conditions in early morning clearances resulting in minor sub-zero RSTs at some sensors. Minis 0.3C Leanach to Minus 1.1C Salachray – 3rd , Minus 1.1C Accurrach and 0.6C Leanach around sunrise – 4th , Milder under cloud on 5th Positive 1.5C minimum but a return to clear spells 5th Minus 0.9C Salachray and Minus 0.2C Blaran after midnight into 6th before RSTs recovered to Plus 3.5C or above by 08:00hrs. Southerly airflows and Air Temperatures of Plus 5C, kept the RSTs above Page 117
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zero, even in morning clearances on 7th / 8th, however on Sat 9th, RSTs Minus 1.4C Dervaig, Mull and Minus 1.0C Blaran were recorded around 08:00hrs as skies cleared in the North of the area although conditions were dry through the weekend, with further marginal positive RSTs north mainland on Mon 11th. More weather fronts passed over the area from the West and milder southerly airflows with periods of rain developed over the following week. There was a brief 24hr spell of clear skies and northerly winds Fri 15th into Sat 16th which allowed a frost to develop, with sub-zero RSTs developing after midnight through to sunrise. Minimum RSTs from Minus 2.3C Leanach and Minus 2.1C Blaran, through to Minus 0.6C Dervaig and Minus 0.3C Lochdonhead, with only the four urban sites remaining marginal but positive RSTs Plus 0.5C to Plus 1.0C. The return to southerly airflows brought rain by late Saturday afternoon and this pattern continued throughout the following week. A bright clear sunny day on Wed 20th, generally the mildest day of the year so far nationally, allowed RSTs to reach maximums of Plus 24.3C at Salachray and Plus 23.0C Stewarton but it was on the islands that the highest RSTs were recorded Plus 26.9C Ballygrant and Plus 28.1 C Dervaig around 14:00hrs. Temperatures dropped steadily after sunset, however halted around Plus 5C as cloud and rain returned early on Thursday morning. Weather fronts continued to pass over the area during the following week, with heavy rain at times but hail sleet and snow showers were confined to higher ground, with no treatable hazards forming on road surfaces. Overnight minimum RSTs were generally in the region Plus 1.0C to 3.0C but with morning dips in clearances around sunrise, Zero C at Leanach on 23rd, Haul Rd on 24th, with a more significant dip on Tue 26th with Minus 1.2C Leanach, Minus 1.1C Dervaig-Mull, Minus 0.3C Salachray through to overnight Thus 28th March into 29th Good Friday where clear skies allowed RSTs to drop marginally sub-zero to Minus 0.6 Blaran and Minus 0.3C Salachray. RSTs remained marginal on 29th into 30th but improved through the Easter Holiday weekend to Plus 2C by Monday morning 1st April. APRIL 2024 Intermittent rain with clear spells, heralded the start of British Summer Time with RSTs marginal but positive, improving from Plus2C on the morning of Monday April 1st to Plus 4C on April 2nd and 3rd. Temperatures fluctuated in wintery showers Thu 4th into Fri 5th . Sleet showers with deposits at Leanach and Haul Rd around dawn but with showers moving NE out of Argyll, localised flooding in Lomond overnight. Short duration dips in RSTs on Fri 5th, Minus 1.3C Haul Rd, Minus 1.1C Leanach with other sensors marginal but staying positive RST before recovering during the day. Rain was the main feature of the last full week of standby but the predicted high winds were not as severe as forecast. Max wind Gusts 50 mph at Ballygrant 07:40 on Saturday 6th , with 63.5 mph Dervaig 10:40hrs and again 62 mph 08:20hrs on Sunday 7th . Showers with spells of persistent rain continued through to Friday 12th April, end of winter standby, with minimum overnight RSTs generally Plus 3 to 4 Deg C or above. Temperatures continued to fluctuate through the following week, with Page 118
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RSTs at Leanach Plus 0.2C and Blaran Plus 0.3C on Monday morning 15th, before recovering again to Plus 1 to 2 DegC initially then generally Plus 5 Deg C or above by the end of the week. This marginal pattern with temperature drops and rain showers persisted through to the end of April, with Minimum RSTs down to Plus 1C on several mornings for brief periods, before recovering during the day. No further pre-treatable road surface hazards were recorded after Monday 15th April. End of 2023-24 Weather Summary. Page 119
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE SERVICES 12 SEPTEMBER 2024 SCHOOL AND PUBLIC TRANSPORT – OPTIONS FOR FUTURE SERVICE DELIVERY 1.0 INTRODUCTION 1.1 The Council provides both statutory home to school transport services and supported local bus services. Often the school transport element is provided in the form of a registered local bus service, which has the benefit of bringing in additional revenue through NSG (a form of pence-per-mile fuel rebate) and selling tickets to fare paying passengers as many of these school routes also align with commuting corridors. 1.2 The transport service have highlighted that the bus contracts are becoming increasingly expensive and current cost pressures due to recent tender exercises for Islay, Helensburgh and Lomond, Mid Argyll and Mull amount to an increase of £876k per annum. This cost pressure will require to be built into the budget outlook with an overspend reported in the current financial year. 1.3 Argyll and Bute Council currently subsidise 43 closed door school contracts and 45 combined school and local bus services and provide transport through varying modes of travel including buses, taxis, trains, ferries and flights. The internal school transport transports 3,000 school children each to and from school. This service is operated through a mixed delivery model. 1.4 This paper offers up potential solutions for future service delivery and advises that officers are proceeding to bring in an external consultant to carry out an options appraisal for future service delivery that can then be brought back to Members for consideration. 2.0 RECOMMENDATIONS 2.1 It is recommended that the Environment, Development and Infrastructure Committee:- a) Note the cost increases; and b) Consider the scope of the brief for an expert external consultant. Page 121 Agenda Item 8
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3.0 DETAIL BACKGROUND 3.1 Argyll and Bute Council are legally obliged to provide statutory school transport, it is notable that public transport services are not a statutory function. The internal team have combined school transport services with public transport to provide more local registered services, this has been exhausted and there is no further scope to increase the changes. 3.2 A local bus network is operated on the back of school transport journeys. There is a limited commercial bus network (Citylink services between Glasgow and Oban or Campbeltown and mostly seasonal commercial journeys on Mull and Bute), most of the bus network is subsidised or financially supported by Argyll and Bute Council. 3.3 This subsidy is provided in the form of contracts for each school route (for example, a morning and afternoon journey linking Tayvallich/Achnamara/Crinan to Lochgilphead Joint Campus) utilising a bus and driver, and then adding socially important additional journeys running between school journey times. Depending on the area and demand, there can also be local bus journeys added even later than the afternoon school journey and into the late evening in some cases. 3.4 The cost for each of the combined school and local bus serviced contracts is split, with 80% being allocated against the external school transport budget, and 20% against the local bus service budget. Whilst this is an arbitrary split for budget coding purposes, it does broadly illustrate the point that the majority of the contract cost goes towards the procurement of the bus and provision of the driver, and all the back-office and management support, depot costs etc. that are included when providing a vehicle and a driver. To add further journeys or destinations involves only an additional amount to cover drivers wages and the additional fuel consumed. This does make it challenging to filter out costs by reducing the local service element as this will not necessarily reduce the contract cost significantly. The other factor to bear in mind, is the need to offer a driving shift that delivers a reasonable number of hours per day worked. Any operator would likely struggle to attract and retain sufficient drivers to operate purely school transport contracts for an hour or so in the morning and afternoon, for 190 days a year. 3.5 There are multiple combined school and local bus contracts grouped around a “hub” town, travelling in from various settlements (for example Lochgilphead, with buses serving Lochgilphead and its Joint Campus from Inveraray, Ormsary, Tayvallich, Kilmartin, Tarbert etc.). Within each hub town (Campbeltown, Lochgilphead, Bowmore, Oban, Rothesay, Dunoon, Tobermory) there is usually a “town circular” service that provides a shuttle service around the hub town, along with connecting with incoming and outgoing services to various settlements. These hub and settlement services are combined into regional packages (Kintyre, Campbeltown, Islay, Lorn, Bute, Cowal, Mull) and tendered as such. 3.6 Contract packages are tendered for 5 years, with an option to extend further up to a maximum of 7 years, and had an annual fuel based inflationary mechanism built in. Page 122
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3.7 Recent tender exercises have resulted in significantly increased costs for contracts, an increase of £876k which is not budgeted for at present. This is due to the impact of driver wage increases, parts costs, insurance costs, and an increase in fuel costs, the maintenance requirements of modern DDA complaint vehicles, localised recruitment issues, the cost of contracts has increased by around 40%. Nationally, increases are higher than this, and in some cases double the original contract value is not unrealistic. 3.8 With the cost of these services increasing significantly, officers are considering future service delivery and a number of options have been suggested that could be considered. A fuller options appraisal will be undertaken and this will require to be carried out by an independent external consultant. SUMMARY OF OPTIONS 3.9 The options for future service delivery by officers are: • Option 1: Do Nothing - costs will continue to increase adding significant cost pressures to the authority. • Option 2: Reduce Contract Costs – in collaboration with operators and following community consultation, look to reduce services to meet the funding available; • Option 3: In-House Operation – the Council would deliver the services themselves, it would require additional up-front resource to deliver. • Option 4: Hybrid Model – adopt a hybrid model of operation. Part in- house delivery, part contract delivery with the potential to scale the operation or support the Council to set up its own Municipal Bus Company and operate all public transport services. Option 1: Do Nothing 3.10 The Council could accept the additional costs, the majority of the contract payment is a contribution towards the provision of providing home to school transport, which is a statutory obligation. The Scottish Government could be approached for additional funding in light of the fact that these bus contracts fulfil a statutory obligation, along with being a crucial link in the Scottish Government’s “Net Zero” policy. It is noteworthy that despite the significant investment in Rail and Ferry by the Scottish Government, investment in bus services lags far behind this, despite bus making up 75% of all public transport journeys in Scotland. There has also been a shortage in revenue funding, which provides ongoing bus services, whilst previous Capital funding is available from Transport Scotland this has been directed at urban-centric initiatives such as bus and cycle lanes, neither of which assist with the basic infrastructure investment required (i.e. to replace bus shelters and ensure stops comply with the most basic accessibility requirements) to support bus services as a viable alternative to the private car. Option 2: Reduce Contract Costs 3.11 Argyll and Bute Council could, in collaboration with its operators and following consultation with the community, look at reducing services to meet the funding available. However, such cuts would be politically sensitive, and would go against Page 123
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both Argyll and Bute Council’s and the Scottish Government’s sustainability and economic growth targets. The scale of cuts may be quite severe in order to achieve any desired savings, and some may be impossible due to the need to include suitable hours to retain drivers. Option 3: In-house Operation 3.12 Operating school and local bus services in-house could be explored, although this would require additional resource to analyse and implement. A in-house school transport operation operates under a completely different license and model from PSV’s (large buses and coaches) and would have a different driver demographic. There are some points worth noting in relation to an in-house operation: • Highland Council has recently launched a successful in-house bus service. This was against a backdrop of multiple failures by the local operator to provide contracted school services, and local bus services. This was due to operator’s issues attracting and retaining staff, and a high level of vehicle breakdowns - an impact of its policy of cascading older vehicles from its national fleet into the Highland Council’s area of operations. Argyll and Bute Council is not facing the same level of service reliability issues, and the cost increases for bus contracts Argyll and Bute Council are facing is not exceptional when compared nationally. • Highland Council currently operates a bus depot and fleet broadly similar in size to the current bus fleet in Oban. To manage and administer this they have seconded or hired four members of staff, who do not perform driving duties. • There would be substantial upfront capital/ revenue investment costs, to either purchase or lease the required vehicles, depot, equipment, back office software, ticket machines, uniforms etc. • The Council would be responsible for all recruitment and staffing, maintenance and inspections, scheduling, marketing and dealing with any complaints. • Some of the avenues available to commercial operators when bidding for contracts to cross-subsidise, or achieve economies of scale with their other operations, would not be open to the Council. Such as private hire work, the Council could invest in this separately. • Recent announcements from SPT regarding their recommendation to take some bus services in-house, has resulted in threats of legal action. A strong response from local operators, along with competition, can be expected in the event of the Council taking a route in-house. 3.13 Highland Council have been approached to ascertain whether collaboration relating to public transport services, staffing, back office systems, shared procurement is something that as a neighbouring authority they would have Page 124
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appetite for and officer will further engage with Highland Council to gather more information on their services and operations. Option 4: Hybrid Model 3.14 The fourth option is a hybrid model of operation which would part in-house delivery, part contract delivery with the potential to scale the operation or support the Council to set up its own Municipal Bus Company and operate all public transport services. NEXT STEPS 3.15 The Council does not have the in-house expertise to critically assess the options as presented above, indeed there could be other options to consider. The Executive Leadership Team have agreed that we procure the services of an independent external consultant to carry out a more detailed options appraisal that can be presented to Members for consideration. The scope is outlined in Appendix 1. 4.0 CONCLUSION 5.1 In concluding this report, it is notable that public and school transport contracts are increasing in cost and officers are now considering whether the current operating model will be sustainable in the future. This report suggests a number of options that could be considered for the future and advises that officers are proceeding to bring in an external consultant to carry out an options appraisal for future service delivery that can be brought back to Members for consideration. 5.0 IMPLICATIONS 5.1 Policy - The statutory provision of school transport is required by law and managed through internal policy. 5.2 Financial - The school and public transport budgets are subject to continuous cost pressures at the time of contract re-tender. This is causing significant budget pressures to the authority. The annual increase so far is £876k based upon costs from 2017 when contracts were last released. Options appraisal to be funded from current resources. 5.3 Legal - No legal issues other than the requirement to provide transportation as per statutory obligation. Public transportation services are not a legal requirement. 5.4 HR - None. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics - May be prevalent due to the legislation around service provision. Page 125
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5.5.2 Socio-economic Duty – None. 5.5.3 Islands – may be prevalent if service offerings change. 5.6 Climate Change – The contract costs could increase in future due as current buses are replaced with more climate friendly vehicles. 5.7 Risk - Significant financial risk is associated with the current position relating to the increase of contract values. 5.8 Customer Service – None at this time. 5.9 The Rights of the Child (UNCRC) – every child requires access to learning, health and wellbeing activities. Kirsty Flanagan, Executive Director with overall responsibility for Road and Infrastructure Services Policy Lead for Roads, Transport and Amenity Services, Councillor John Armour 27 August 2024 For further information contact: Jim Smith – Head of Road and Infrastructure Services, jim.smith@argyll-bute.gov.uk John Blake - Fleet, Waste & Transport Manager, john.blake@argyll-bute.gov.uk APPENDICES Appendix 1 – Consultants Brief Page 126
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Appendix 1 – Consultants Brief 1. A background to the organisation and the project Argyll and Bute covers the second-largest administrative area of any Scottish council. The council area adjoins those of Highland, Perth and Kinross, Stirling and West Dunbartonshire. Its border runs through Loch Lomond. The present council area was created in 1996, when it was carved out of the Strathclyde region, which was a two- tier local government region of 19 districts, created in 1975. Argyll and Bute merged the existing Argyll and Bute district and one ward of the Dumbarton district. The Dumbarton ward, called 'Helensburgh and Lomond', included the burgh of Helensburgh and consisted of an area to the west of Loch Lomond, north of the Firth of Clyde and mostly east of Loch Long. The council area can also be described by reference to divisions of the counties which were abolished in 1975. The council area includes most of the county of Argyll (Argyll minus the Morvern area, north of Mull, which became part of the Highland region in 1975), part of the county of Bute (the Isle of Bute) and part of the county of Dunbartonshire (the Helensburgh and Lomond ward). Argyll and Bute Council want to explore the redesign of public and school transport and the introduction of shared transport, engaging with communities so that services better match their needs and reduce carbon emissions. 2. The objectives of the project • Review of public transport services throughout Argyll based on usage/ passenger data etc. and contracts to reduce or streamline the council offering; • Review the options of the Council operating public transport services partly or in full; • Community consultation to receive feedback on current services and what they class as essential that are not currently provided; • To further develop the works of a previous consultancy document procured by Argyll & Bute in 2020. A full review/refresh of home to school transport, public transport including subsidised services to focus on how alternative services could provide a cost reduction providing scenarios that would yield savings of: - 10/20/30/40%; • To investigate the possibility of a shared transport arrangements with Highland Council School/ public transport offering and the sharing of back office facilities, staff etc. 3. Expected products and deliverables A full consultancy brief in relation to the above points for review. This must include recommendations, an action plan and costs around expenditure for implementation and savings identified within consultancy works. Page 127
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4. Procurement and operational timeline Action/ Detail Timescale Dates for completion Scoping document 1 week Complete Engage with procurement to tender for consultancy services through Scotland Excel 1 week 19 September 2024 Mini competition tender released 2 weeks 3 October 2024 Evaluation and CARR signing 2 weeks 17 October 2024 Appoint consultant 1 day 18 October 2024 Review the school/ public transport service and final report 8 weeks 13 December 2024 Page 128
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE SERVICES 12 SEPTEMBER 2024 MARINE OPERATIONS: COUNCIL FERRY SERVICE 1.0 INTRODUCTION 1.1 This report gives an overview and description of Argyll and Bute Council’s Ferry Services. It describes: • the current situation regarding the vessels and the communities they serve; • funding mechanism pressures and risks; • Council ferry transfer Policy; • Vessel and crew legislation; • Vessel priority strategy; • Crewing plan; and • Supporting infrastructure. 2.0 RECOMMENDATIONS 2.1 It is recommended that the Environment, Development and Infrastructure Committee: a) Approve the vessel priority strategy as illustrated in table 2 at 3.4. b) Approve the crewing plan described at 3.5. c) Approve in principle, extra sailings outwith the published timetables, which are required to meet demand until capacity can be increased; d) Agree that the Council continue to pursue the full funding of the service. Page 129 Agenda Item 9
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3.0 DETAIL 3.1 Current situation 3.1.1 Argyll and Bute Council is responsible for four ferry services to: Jura, Luing, Easdale and Lismore. Three of the four routes are operated using ageing vessels and none of them have any vessel redundancy, so that any breakdown cannot be covered by another Council vessel. The services currently operate at a significant deficit with Scottish Government settlement required to help bridge the funding gap. 3.1.2 The service had previously been run on behalf of the Council by a private company (ASP) as two 3rd party contracts until October 2018 (for the mainland routes) and March 2019 (for the Jura route), when they were taken over by Argyll and Bute Council. This was in part due to preparations being undertaken before a handover of the ferry service operations to Transport Scotland, which have technically been on hold since. Scottish Government, through Transport Scotland, committed to funding the shortfall for ferry services but as noted later in this report, the shortfall is not fully funded. 3.1.3 Jura route: This route is the only vehicle link to Jura and is serviced by the MV Eilean Dhiura. The vessel was built in 1998 and operates a daily timetable of 15 return sailings per day Monday to Saturday with an additional bookable sailing in the morning or evening. 7 return sailings per day are timetabled on Sundays. The vessel has an ‘LSA capacity’ of 50, which is the amount of Life Saving Apparatus required to be on board and is therefore the maximum number of persons permitted on board, both crew and passengers. The vessel can carry approximately 6 cars depending on size and type and up to 40t maximum deck load. The crew routinely facilitate extra sailings between the timetabled departures to clear any queues and this can equate to c.40% more runs per working day. This route is operated by 2 crews of 3 persons, consisting of 2 licenced vessel masters and 1 deck crew who operate a 7 day on – 7 day off rota. Figure 1: MV Eilean Dhiura departing Dry Dock. Page 130
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3.1.4 Cuan route: This route has a vehicular element and a passenger only element serviced by the MV Belnahua and the ML Torsa respectively. The Belnahua was built in 1972 and can accommodate 15.45T deck loading which roughly equates to 5 cars, or a small domestic fuel truck, or a small refuse truck. It was designed as a quarter loading deck system. There are no overnight berthing facilities for the vessel, which is moored each night to a buoy. This arrangement presents risks, especially in poor light and weather. The ML Torsa is a small open work boat used to transfer the crew to the Belnahua and as the out of hours’ passenger only service during the winter timetable. The route is operated by 4 licenced vessel Masters in 2 crews of 2 but also requires 2 additional part-time crew members who assist with the Torsa sailings. 3.1.5 Lismore route: This route is passenger only and is serviced by the MV Lady of Lismore which was purpose built in 2021 and carries 23 passengers. The route is operated by 2 crews of 2, a licenced master and 1 deck crew. Figure 3: MV Lady of Lismore. Figure 2: MV Belnahua showing the quarter loading arrangement. Page 131
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3.1.6 Easdale route: This route is passenger only and is serviced by 2 open work boats, the ML Fladda and the ML Easdale. The route is staffed by 2 crews of 2, a licenced master and 1 deck crew. 3.2 Funding Pressures and Risk 3.2.1 The Ferries Plan 2013-2022 established that Scottish Government was willing to work with Local Authorities to explore how responsibility for, and therefore funding of, ferry services could be considered in a different model. It has been Scottish Government Policy, through Transport Scotland, to fund the shortfall in operating Local Authority ferry services since Scottish Government funding support for local authority ferry services became incorporated into the Local Government financial settlement process and distribution system in 1989 where it has remained since. In 1989-90, the Local Government Funding distribution arrangements changed, with the previous expenditure-based controls discontinued in favour of a system of Grant Aided Expenditure (GAE) assessments. The main difference was that Grant Aided Expenditure represented the aggregate amount of expenditure that Scottish Ministers considered appropriate to be taken into account in deciding the level of grant support to be distributed across Scottish local authorities. Grant Aided Expenditure was intended to be a means for allocating the pre- determined Spending Review funding totals equitably amongst local authorities. The funding support has now changed again to a Specific Grant but this change from GAE to a Specific Grant has not provided the adjustment that was anticipated and you will see in Table 1 below that the Council has been required to top-up the shortfall. Table 1: Ferry costs 2016 to 2024 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Cost £ 1,827 1,694 1,691 1,602 1,501 1,892 1,798 1,695 Grant £ 754 675 768 855 1,182 1,269 1,300 1,708 % Transport Scotland 41% 40% 45% 53% 79% 67% 72% 101% % Argyll & Bute Council 59% 60% 55% 47% 21% 33% 28% -1% 3.2.2 This year (2024–2025), an estimated funding of £2.316m was required to maintain the current service levels for the year and the request was submitted to Transport Scotland in September 2023. The amount was comprised of the realistic funding required for 2024-2025 for Council run ferry services including the essential annual and preventative maintenance costs for the vessels. Page 132
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The ferry service could expect an income of c. £674k and this was also accounted for in the calculation. The Council will receive £1.708m* this year, which is the same amount as 2023- 2024, leaving a significant shortfall to be accounted for by the Council, for which there is no budget. *The funding provided by the Scottish Government as noted in the finance settlement was £1.821m, this included funding for Kerrera ferry route, Ulva and Craighouse to Tayvallich. £1.708m was for our internal ferry services. 3.2.3 Council Ferry Transfer Policy As mentioned above, the Scottish Government through Transport Scotland expressed a willingness to take responsibility for all lifeline ferry services operated in Scotland. The Draft Ferries plan published in 2011 stated: “The Scottish Government is willing to be responsible for all ‘lifeline’ ferry services in Scotland.” And, “The Scottish Government is also willing to work with the relevant Local Authorities to discuss the possibility of the Scottish Government taking over responsibility for services currently provided by them.” Appendix 5 to the Ferries Plan outlined the ‘Principles for Transferring Responsibility’ and contains the following points: • The Local Authority wishing to transfer responsibility for a lifeline ferry service to the Scottish Government must also be prepared (where necessary) to transfer ownership of the ports and harbour infrastructure used. • …the Scottish Government will only fund services at a level considered necessary after applying the RSM (Routes and Services Methodology). Any over provision in services would need to be addressed by the Local Authority ahead of a transfer or else continue to be funded by the Local Authority afterwards; • Agreement will have to be reached about the levels of capital and revenue funding to be transferred to Scottish Government. In terms of capital funding, consideration of the current age and condition of the vessel(s) and harbours/piers will be required, and agreement reached on the correct level of funding to be transferred. Revenue funding to be transferred will represent the ‘true’ cost of providing the service. In other words, funding to be transferred will include funding for the particular ferry service(s) made available by the Scottish Government, via the local government block grant, and the additional contribution made by the Local Authority itself.; • Agreement must be reached about the correct split of responsibility. The Scottish Government is keen to discuss shared responsibility. Where the Page 133
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Local Authority retains a level of responsibility for defining services, the Scottish Government will be looking for them to also retain a degree of funding responsibility; In March 2013 Argyll and Bute Council agreed the proposal to undertake the Routes and Services Needs Assessment and subsequent Business Case Process that would allow the Council and Transport Scotland to consider the transfer of responsibilities for the four council operated ferry services. (Ref: Report by the Executive Director of Development and Infrastructure dated 13 March 2013, submitted and extracts from three Area Committees, submitted, additional report by the Executive Director of Development and Infrastructure, tabled) Further, in 2019 The Council considered a recommendation by the Policy and Resources Committee of 16 May 2019 regarding progress in relation to the potential transfer of council operated ferries to Transport Scotland. Its decision was that it - 1. Agreed that the Council continue to pursue the transfer of ferries to Transport Scotland. 2. Agreed that the transfer should be on the basis of ‘no transfer of revenue funding’. However, following primary discussions between Transport Scotland and Argyll and Bute Council no agreement was reached although Transport Scotland undertook that the lifeline ferry services operated by Argyll and Bute Council should in theory be fully revenue funded by Scottish Government. As recognised in the Transport Scotland ‘Principles for Transferring Responsibility’ document it is generally agreed that the day-to-day operation and responsibility of services still best sits with the Local Authority as it is closer to and more accessible to the needs of the Communities. Therefore, the Council has continued to pursue the full funding of the service by Transport Scotland. It is perhaps worth noting here that those discussions also included the desire from Transport Scotland to transfer some of the Council’s harbours. To date the Council has not supported the selective transfer of some harbours because the income from the busier ports is required for prudential borrowing repayments which in turn facilitates the upkeep and upgrading of the marine infrastructure. 3.2.4 The ‘Ferries Plan’ mentioned above came to an end in 2022 to be replaced by the, as yet unfinished, Islands Connectivity Plan (ICP) being produced by Transport Scotland. The ICP deals with the CalMac services and excludes Local Authority run services. To ensure our communities who rely on Council ferry services are considered in a similar analysis, the Council has recently undertaken a Ferry Study carried out by Caledonian Economics. Page 134
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That ‘Argyll & Bute Council Ferry Report’ concentrates on the three mainland ferry routes and has now been completed to final draft. It will be presented to Members shortly. It also forms the first part of the associated Crown Estates funded Feasibility study and specification work for pier infrastructure at Ellenabeich and Easdale which would support the ongoing provision of the council ferry service. Among other things the report looks at the longer-term cost analysis of fixed links versus ferries with some mixed results from the community engagements. Fixed links must be considered however in the long-term planning of our ferry services, with a comparison against the increasing costs of building and maintaining vessels over a comparable lifespan. 3.3 Vessel and Crew Legislation When looking at shipping operations and particularly passenger carrying vessels it is perhaps helpful if there is an understanding of the rules governing our ferry services. The summary below gives an idea of the vast field of UK and Local Regulations, Directives, Guidance and Safety Notes which cover everything from vessel construction, surveys, repairs, modifications, stability, crewing and operations. It may go some way to explain why it is not always a simple task to amend timetables or modify vessels. 3.3.1 Service Certification Our ferry operations are permitted through a system of checks and audits carried out by the UK Maritime and Coastguard Authority (MCA). Every year we undergo a rigorous audit resulting in the revalidation of our Document of Compliance (DOC). These checks ensure that the administration and certification comply with legislation and are correct. 3.3.2 Waterways and Vessel Categorisation The Merchant Shipping (Passenger Ships on Domestic Voyages) Regulations 2000 implements Council Directive 98/18/EC on “Safety Rules and Standards for Domestic Passenger Ships”. These regulations identify four domestic passenger ship classifications, the waters where they permitted to operate and whether that permission is summer only or year-round. Three of the four ferry routes serviced by Argyll and Bute Council are categorised as ‘not sea’ which means they are in some way sheltered enough that they can operate under relaxed rules and codes like the ‘Inland Waters Small Passenger Boat Code’. For our ferries the most significant consequence of these rules is that the Jura ferry is considered to operate at ‘sea’ with the full significance of that definition. Page 135
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3.3.3 Crew Certification All Officers and crew serving on UK Merchant vessels are required to have a minimum level of certification which is regulated by the MCA and must be re- validated at a cost on a regular basis. Alongside this is the ‘Minimum Safe Manning’ level, which states the legal minimum crew and their certification required for each vessel. Depending on the water category and the size of the vessel there are therefore restrictions on which Officers can move from route to route and can effectively curtail career advancement and resilience. 3.3.4 Vessel Certification Every commercial vessel is required to be certified by both a Flag State (e.g. United Kingdom, USA, Panama etc.) and a Classification Society (e.g. Lloyds, DNV, Bureau Veritas etc.). The rules by which the vessel is constructed, modified, run commercially, maintained and eventually disposed of are determined by these authorities. If any vessel does not at any time comply with the ‘rules’ it will not be certified and cannot be insured or ‘work’. Passenger ships operating in the UK domestic areas must also adhere to specific codes of practice and standards (e.g. Merchant Shipping (Passenger Ships on Domestic Voyages) Regulations 2000). These regulations ensure the safe operation and navigation of passenger ships which include our ferries and includes a mandatory annual ‘Out of Water’ survey with MCA. A further important point to understand is what is commonly known as the “Grandfather Rights” Regulations. The current ‘Rules’ evolve and change over time, leaving existing vessels following out of date regulations until a cut off point is reached. For our older vessels The Merchant Shipping (Safety Standards for Passenger Ships on Domestic Voyages) (Miscellaneous Amendments) Regulations 2022 apply to domestic passenger vessels operating as Classes III to VI (A) vessels. These regulations came into force on December 29, 2022, and meant that even the oldest vessels must now comply with the modern standards and in our case, modifications must be completed by April 2025. Equality Act (EA) compliance is a matter that affects our plans with the ‘mainland’ ferry routes. Any changes to these services will require new vessels with accessible ramps or walkways, representing a step change in the cost and provision of the services. Page 136
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3.4 Vessel Strategy 3.4.1 The Road Equivalent Tariff (RET) is a distance based fares structure for passengers, cars (including small commercial vehicles) and coaches. It was introduced in a series of steps from 2008 to 2015 as part of the ‘Ferries Plan’. Generally, RET has been a huge success in stimulating demand for travel to those islands where the cost significantly reduced as a result of the intervention, but the lag in increasing ferry capacity through new vessels is still limiting the benefit and impeding mainland travel to islands. New vessels and the associated marine infrastructure to accommodate them at our ports are both expensive and have lengthy lead times. It is therefore important for us to not only have a long-term strategy for vessel replacement but also to look at the longer term needs of the island communities served by our ferries. Table 2 below illustrates a vessel strategy, which represents a realistic and Best Value approach to gain the most benefit from resources as they become available. Table 2: Ferry Service Priorities Priority Description Benefits 1 On-site accommodation at Port Askaig. Present situation requires Officers and crew to be residents of Islay as well as suitably qualified. Along with the market supplement and the 7-day rota, this will allow the recruitment of suitably certified Officers required for resilience and new vessel minimum manning levels. 2 Funding for concept design to ‘Keel Ready’ for the new Jura vessel. To identify capacity levels; fuel type; crew size and infrastructure upgrade requirements. Also allows for a more accurate assessment / estimate of build & certification costs. Figure 4: ML Easdale. The other open work boats are of the same design. Page 137
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3 Jura New Build (and associated infrastructure at Feolin & Port Askaig). Fit for purpose and the future vessel to support the Jura community for the next 20 – 30 years. 4 Eilean Dhiura is re-deployed to the Cuan / Luing route (and associated slipway upgrades on the route). A marked upgrade for the island capable of refuse collection, HGV and capacity increase from c.15t to c.40t. Due to life extension on Belnahua (2024) and Eilean Dhiura (2022) service expects to make savings by utilising Belnahua as relief vessel (for Dry dock) etc. 5 Easdale work boat replacement with landing craft type vessel. TBD 3.4.2 The Jura route has been identified as the priority for a replacement vessel and therefore funding, based on this cascade of vessels plan. The vessel plan uses the available resources and maximises the return from investments on vessel life extension works. It gives a service improvement in terms of redundancy and resilience while minimising the new build timescales. This will also allow time to assess future needs and fixed link opportunities for each community. It is imperative given the timescales involved that step 1 above is progressed with some urgency as duration estimates could well be in terms of years before a new vessel is on service at Jura. 3.4.3 Age and lifespan of vessels When comparing services and comparable costs it may be helpful to explain why there is routine repair and maintenance and there is also ‘Life Extension’ works. The life of a vessel will depend greatly on how that vessel is worked and the location of that work. The lifespan will also depend on how conscientiously the routine maintenance, surveys and inspections are carried out. Generally, we should consider 15 years as the benchmark however with care it is occasionally possible to have a vessel like Belnahua reaching over 50 years and still working. This, however, should be recognised as an extreme exception. 3.4.4 Issues with this include: • The ‘Grandfather’ regulations will eventually result in the modifications required outweighing the costs of a new build or younger second-hand tonnage that already comply; • The capacity and performance of the vessel decreases over time as the analysis of the stability is re-determined; Page 138
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• Engine emissions and fuel consumption are outstripped by new technology and regulations; • It is much more expensive to repair or replace obsolete parts and replace worn steel; and • The risk and consequences of breakdown greatly increase. There have been recent examples of the results and consequences to island and remote communities of older fleet breakdowns including the Corran Ferries and the well-publicised CalMac issues. 3.4.5 In the Council’s fleet, life extension works including new engines have been completed on Eilean Dhiura (2022) and Belnahua (2024). The result of this work is that fuel efficiency, emissions and performance have all improved along with confidence in reliability. This is particularly important because for Luing and Jura, our ferries are the only transport link on and off the islands and there is currently no redundancy with these services. 3.4.6 Cost benefit from the plan A further benefit from the life extension work and cascade plan will follow the new build Jura vessel entering service. Currently, a significant part of the docking and maintenance costs are for relief vessels. The service must find a vessel that: • Physically fits with the existing port infrastructure; • Is suitable for the island traffic needs, HGV etc. • Can operate in the conditions to the timetable; • Is available at the same time as the dock is available for our own vessel; and Figure 4: MV Belnahua during Life Extension works showing the old and the replacement engines. Page 139
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• Is legally permitted and certified to operate in our waters. Recent figures for relief vessels show just how expensive meeting those conditions are, with costs in the region of £2,250 per day for the Cuan route and €4,500 per day for the Jura route. The suitable replacement vessel for Jura had to deploy from Ireland and agree to additional certification surveys before being awarded a contract, which takes time and presents uncertainty and risk during the planning phase. Following the arrival of a new Jura vessel however, the plan to redeploy Eilean Dhiura on the Cuan route means it will be available to take over at Jura during any breakdown or dry-docking period for the new vessel. Keeping the Belnahua at Cuan means that route is also covered while the Eilean Dhiura was redeployed at Jura or during a dry dock period. The plan also, therefore, gives some much needed reassurance, redundancy and savings as well as maintenance planning flexibility. 3.4.7 Term Contracts As described above the service has a mid to long term plan for the vessels, improving value for money and improved maintenance planning. For the shorter term we are currently working towards awarding term contracts with vessels and dry-docking facilities to cover a three to five year period. This will allow us to charter a suitable vessel at a more competitive rate and programme in dry docking plans, spare part ordering, timetables, surveys etc. in advance. Figure 5: MV Eilean Dhiura. Page 140
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3.5 Crewing Plan 3.5.1 Along with the vessel plans there have been recruitment and retention issues particularly on our Jura route that have required addressing to maintain the ferry service. In contrast to the 3 ‘mainland’ routes the Jura service is island to island so requires that the crew live on Islay to ensure the vessel can be sailed on the first sailing. In recent times the council has seen the movement of qualified staff from its services to CalMac services and the skills shortage in remote rural and island locations means that the two organisations are often in direct completion when recruiting for staff. A new shift rota has been introduced with a 7 day on – 7 day off duty cycle that mirrors similar conditions with CalMac. This allows our crew to have an improved work / life balance, pursue other opportunities during their time off and eventually will be able to live elsewhere when accommodation is available at or near the port. There is a need to progress accommodation at or near Port Askaig as shown in the ‘Table 2: Ferry Service Priorities’ above. This would be a sea change for this service as we would be able to employ qualified seafarers living out with Islay, utilising the new duty rota. 3.5.2 When we have successful recruitment and with existing crew we have issues concerning training, career advancement & retention. It is our ambition to recruit into positions where we can commit to training and having qualified Officers able to move better between the routes if possible. 3.5.3 Part of the solution to our crewing issues is in addressing the pay and conditions, particularly for those staff operating in competition with CalMac and distillery employment on Islay. There have been potential solutions presented including contracts with arm’s length companies and continued ‘Market Premium’ (sometimes referred to as Market Supplement or Plussage). The service currently supplements vessel Masters on Eilean Dhiura to ensure a closer parity with similar contracts offered by CalMac, but all and any retention ideas will be need to be assessed to find solutions. 3.6 Supporting Infrastructure 3.6.1 It is important to remember that with the vessels and the crews there is also a requirement to ensure shore side infrastructure is upgraded and maintained fit for purpose and the vessels that use them. Slipways at Port Askaig and Feolin will be required to be upgraded for the design of the new vessel. Page 141
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Slipways will also need to be modified on the Cuan route to accommodate the Eilean Dhiura when it is redeployed there following delivery of a new vessel at Jura. Argyll and Bute Council’s Marine Asset Management Plan will be updated at the appropriate time to facilitate these changes. In addition to these points it might be helpful here to note that we still have the intention to consolidate the Council’s Harbour Orders (with the exception of Oban) into one combined Order. It is incumbent on a Harbour Authority to review and update its legislation and this exercise will modernise ours to ensure it remains effective and fit for purpose. It is intended that this will commence on completion of the Oban HRO work. 4.0 CONCLUSION 4.1 This report gives and overview and description of Argyll and Bute Council’s Ferry Services. 4.2 It describes: • The current set up regarding the vessels and the communities they serve; • Funding mechanism pressures and risks; • Council ferry transfer Policy; • Vessel and crew legislation; • Vessel strategy; • Crewing plan; and • Supporting infrastructure. 5.0 IMPLICATIONS 5.1 Policy - Agreed consensus on transfer of ferry services to Scottish Government / Transport Scotland. 5.2 Financial - Risk that subsidy will reduce or be removed 5.3 Legal - All associated crew and vessel legislation. 5.4 HR - Crew contracts and pay. 5.5 Fairer Scotland Duty: 5.5.1 Equalities - protected characteristics, Easdale vessels accessibility. 5.5.2 Socio-economic Duty - Lifeline ferries with no other means to travel to / from islands. 5.5.3 Islands - True Lifeline services, school, health and business, Islands Connectivity Plan. Page 142
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5.6 Climate Change - Rising water levels on infrastructure, more extreme weather events. 5.7 Risk - Insufficient subsidy and infrastructure decline. 5.8 Customer Service - Complaints about current service levels will increase as vessels age. 5.9 The Rights of the Child (UNCRC) - Education and social access to mainland facilities and services. Executive Director with responsibility for Roads and Infrastructure: Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services: Councillor John Armour 27 August 2024 For further information contact: Jim Smith, Head of Road and Infrastructure Services Jim.Smith@argyll-bute.gov.uk Scott Reid, Marine Operations Manager Scott.Reid@argyll-bute.gov.uk Page 143
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROADS AND INFRASTRUCTURE 12 SEPTEMBER 2024 CAMPBELTOWN FLOOD PROTECTION SCHEME 1.0 INTRODUCTION 1.1 1.2 Campbeltown has suffered from flooding over several decades. Consultation exercises, flood study and design work and to mitigate flooding in the majority of situations was carried out for a number of years and resulted in Campbeltown Flood Protection Scheme. This report forms the closure report for Campbeltown Flood Protection Scheme (CFPS) and provides an update on some of the key elements of the project which is substantially complete. 2.0 RECOMMENDATIONS 2.1 The Environment, Development and Infrastructure Committee is asked to consider the report. 3.0 DETAIL Background 3.1 The Environment, Development and Infrastructure (EDI) Committee on 5 December 2019 confirmed the Campbeltown Flood Protection Scheme with modification and recommended to Council to approve additional budget to take the project to tender readiness. 3.2 On 28 January 2020 the Council submitted, in accordance with Regulation 14 (2) of the Flood Risk Management (Flood Protection Schemes, Potentially Vulnerable Areas and Local Plan Districts (Scotland)) Regulations 2010, a request for Scottish Ministers to direct that deemed planning permission be granted to CFPS. In line with Section 65 of the Flood Risk Management (Scotland) Act 2009, Scottish Ministers directed, under Section 57 of the Town and Country Planning (Scotland) Act 1998, that planning permission for the development is deemed to be granted, subject to conditions. 3.3 CFPS is the first scheme being promoted in Argyll and Bute under the Flood Risk Management (Scotland) Act 2009. Page 145 Agenda Item 10
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3.4 3.5 CFPS comprises of Millknowe Flood Storage Reservoir – an area in previously existing farmland south of the Snipefield Industrial Estate which will temporarily store water in extreme flood events. The flood storage area is formed by a combination of flood walls and bunds. In combination with this flood storage area, the existing culvert from the reservoir to the Balgreggan intake was upsized to improve flow capacity. The scheme also includes a surface water management scheme in the Burnside and Meadows areas to reduce pressure on existing combined network. Prior to works commencing and throughout, extensive engagement has taken place with the local community including a number of pop up/drop in events where the delivery team were available to provide information and answer queries directly. This approach was well received. 3.6 3.7 3.8 3.9 The construction contract with Dawson WAM was certified complete on 10 May 2024. All works under the Dawson WAM construction contract have been completed except for minor maintenance items and items included on the defects list. The Defects Date is 10 May 2026, at which the 2.5% Retention payment of (£338,386) will be paid to the Contractor and the NEC3 Engineering and Construction Contract will be concluded. A Leader Drain discovered on Highlands and Islands Enterprise land, historic land drain, previously unidentified, had to be diverted into the Millknowe Burn as it was not possible to maintain previous alignment though new flood wall. Investigations complete, report prepared and meetings with landowners carried out to establish and conclude the engineering matters around this enquiry. It is understood that the leader drain had been severed/partially severed downstream in the 1980s. Property Flood Resilience measures still to be commenced under a separate contract. Procurement for this contract is anticipated to take place during autumn 2024. Land acquisition and compensation costs still to be concluded although these elements have budget provision in place. The table below provides a summary of financial information relating to the project: Budget £15.925m (all project costs, including construction, professional services, land costs, council costs) – Additional costs in excess of the original £15.215m budget are borne by the Council. Spend to date Construction Contract £13.531m (cert22, incl retention) Professional Services Contract £1.231m (invoice to April 24) Page 146
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Property Flood Resilience Contract £0.000m PFR Post Installation Audit Surveys £0.000m Infrastructure Design Team £0.186m Land Acquisition £0.010m Utility Works £0.063m Other Costs £0.287m Total £15.308m Secured Budget £15.925m Committed Construction Contract – Outturn cost confirmed at £13,535,442.32. (£4,473.83 associated with landscaping maintenance to be released May 2025) Retention Payment of £338,386 due to Contractor 10/05/2026 Contract Award £12.693m Professional Services Contract £0.06m estimated remaining on Cost Reimbursable (to be reviewed and updated following confirmation of required PRF input) Property Flood Resilience Contract Budgeted cost £350,000, secured through 80% Scottish Government funding and included within main project cost. Land Acquisition Costs Adequate funding in place to cover current estimated costs. 3.10 The table below summarises the economic benefits. Description Millknowe Storage and Dalaruan Upsize SuDS REtorfit with storage at Meadows and Burnside PFP Saddell Street/John Street/Lochend Street Damages Avoided £4.887m £3.354m £0.291m Whole Life Costs £4.753m £3.316m £0.285m Page 147
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(Construction and Maintenance) No, of Properties with flood risk betterment 163 75 21 Benefit-Cost Ratio 1.03 1.01 1.02 Non-monetised economic benefits Reduction of flood depths on carriageways including Millknowe Road, Lady Mary Row, John Street and Saddell Street. Reduced costs of road repair and reduced costs associated with disrupted access Reduced flooding at amenity space at Kinloch Park – reduced maintenance costs Reduced extent and depth of flooding on Longrow carriageway – reduced costs of road repair, costs associated with disrupted access particularly in this key business hub Reduced cost of emergency recovery grants during flood events Affordability 3.11 As at August 2024, the scheme is estimated to cost £15.925m. At the time of contract award of the main construction works, the scheme’s estimated cost of £15.215m secured Scottish Government funding of 80% of project value (£12.172m) with Argyll and Bute Council contributing 20% (£3.043m). An additional £710k has been secured for additional works requested by the Council for the betterment of Burnside Square and for additional costs incurred through the contract. 3.12 3.13 4. Works which were not funded by original scheme budget are detailed below: Main Construction Contract The committed construction value of £13.535m is in excess of the original contract value of £12.693m by a value of £0.842m. This is made up of a number of compensation events which have been managed through the Contract and, in addition to the FPS, further enhancement to Burnside Square as detailed below. Additional funding has been secured and is in place. The remaining, smaller elements of the Scheme all currently have adequate funding in Page 148
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3.14 3.15 place. This is normal for a construction contract, with all additional costs being managed by both the internal Council team in Infrastructure Design and by external consultants, AECOM – both in conjunction with the contractor, Dawson WAM and all in accordance with the Conditions of Contract. Burnside Square (Additional works beyond flood protection scheme contract works) There are general improvement works to the square that have been constructed as part of the scheme, under ongoing consultation during the period since construction began, rather than from a prepared masterplan. A value of approximately £0.230m, not funded by the original funding level of the FPS, is included within the overall FPS construction contract. Funding is in place for these additional works. 4.0 CONCLUSION 4.1 CFPS has successfully delivered a sustainable project to protect Campbeltown, its residents and businesses from flood risk. The Property Flood Resilience works shall be progressed in due course along with the remainder of small, ongoing final works on the main contract. 5.0 IMPLICATIONS 5.1 Policy – Works are in accordance with the Local Flood Risk Management Plan 2016-2022 as endorsed by Council. Local Authorities have powers under Flood Risk Management (Scotland) Act 2009 “to manage flood risk and to take forward a flood protection scheme.” The Campbeltown Flood Protection Scheme enabled Argyll and Bute Council to enact this power under the Flood Risk Management Policy. 5.2 Financial – The Scottish Government funded 80% of the project cost at the time of contract award of the main construction contract with 20% plus values over the project cost at that time required from the Council. The Council’s 20% share and additional funding was included within capital plans. £1.78m is allocated to 2024/25, £10k is allocated to 2025/26 and £387k is allocated to 2026/27. 5.3 Legal – Please see section 4.26 – 4.28. 5.4 HR – None 5.5 Fairer Scotland Duty: 5.5.1 Equalities – None 5.5.2 Socio-Economic Duty – The key areas in Campbeltown which were at risk of flooding (Millknowe Road, Saddell Street, Longrow etc.) are in areas of Page 149
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average and relatively high social vulnerability. This, paired with the risk of flooding, results in relatively high and acute flood disadvantage respectively. Wider benefits were therefore an important consideration of the scheme. The scheme achieved multiple benefits which have not been explicitly costed but added significant value to the scheme from a socio-economic and environmental perspective. These were considered qualitatively as part of the options appraisal process to select a fully sustainable scheme. The wider benefits associated works are as follows: • Reduction of flooding reduces social disadvantage • Improved local resident’s health and wellbeing by reducing stress associated with flooding • Reduced risk of flooding at the police and fire stations. • Reduced flooding within the Campbeltown Conservation Area which is home to a number of Listed Buildings maintain cultural heritage of the area for future. • Reduced risk to community assets including Tesco Metro, Kinloch Bar, Kinloch Park, Kinloch Park football pitches • Reduced risk to key roads within Campbeltown improving accessibility for residents and emergency services during storms • Greater community engagement in understanding flood risk • Reduced load on the sewer network therefore reduced risk of manhole flooding and associated health impacts • Reduced load on sewer network therefore reduced risk of pollution to waterbodies associated with the combined sewer network • Reduce load on the combined sewer network and associated health risk from this flooding • Reduced risk of damage to sewer assets through overloading • Improved landscape character in the Meadows through addition of detention basins and landscape scheme • Improved water quality in the Witch Burn associated with treatment of surface water at filter drains and detention basins in the Meadows • Improved water quality in Campbeltown Loch through reduced likelihood of Combined Sewer Overflow spills • Improved habitat for wildlife through construction of detention basins 5.5.3 Islands Duty – none known 5.6 Climate Change – We will endeavour to minimise carbon footprint of this project. Please see section 4.23 to 4.29 5.7 Risk – CFPS will reduce the risk of flooding 5.8 Customer Service – none known 5.9 The Rights of the Child (UNCRC) – none known Executive Director with Responsibility for Roads and Infrastructure: Kirsty Flanagan Page 150
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Policy Lead for Roads Transport and Infrastructure: Councillor John Armour August 2024 For any further information, please contact either Jim Smith, Head of Road and Infrastructure Services jim.smith@argyll-bute.gov.uk Elsa Simoes, Infrastructure Design Manager elsa.simoes@argyll-bute.gov.uk Page 151
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE SERVICES 12 SEPTEMBER 2024 GENERAL WASTE UPDATE 1.0 INTRODUCTION 1.1 This report is to provide members of the Environment, Development and Infrastructure Committee with an update on a number of waste related matters, specifically on the capital funding request to support compliance with the landfill ban; the Circular Economy Bill and the Waste Composition Analysis undertaken by Zero Waste Scotland. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee:- i. Notes that the Scottish Government have made £1.5million of capital funding available to the Council to support compliance with the landfill ban; ii. Notes that officers will bring forward a progress update along with a plan and timescales which details the steps the Council requires to take to get to a complaint solution by the end of 2025 to the December Committee Meeting; iii. Notes that the Circular Economy Bill was passed in Scottish Parliament on 26 June 2024; and iv. Considers the content of the waste composition analysis and the outputs from the attached report (Appendix 1). 3.0 DETAIL BMW Landfill Ban 3.1 The previous report to the Environment, Development and Infrastructure Committee in June 2024 advised that officers were still pursuing the Scottish Government to seek additional funding. 3.2 The acting Cabinet Secretary for Net Zero and Energy wrote to the Leader of the Council on 9 July to confirm their intention to make £1.5 million in capital funding available to support compliance with the landfill ban through the development of relevant, necessary infrastructure. Officers are working closely with Renewi to progress the necessary changes to infrastructure required. Page 153 Agenda Item 11
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3.3 Officers have engaged the services of Caledonian Economics to refresh previous revenue and capital figures relating to the landfill ban. This detail and further updates setting out the steps the Council require to take to reach a compliant solution by the end of 2025 will be taken to the next EDI Committee in December. Circular Economy 3.4 At the June 2024 Environment, Development and Infrastructure Committee, members were provided with an update in regards to the Circular Economy Bill. The Bill has now been passed in the Scottish Parliament on 26 June 2024. 3.5 The full implications of the Circular Economy Bill are not yet fully known. The most prominent change for the Council could be what is included within the statutory code of practice for household waste and recycling. The implications of this aspect are not fully known at this time and it is likely to be during 2025/2026 when details on this are available. 3.6 Details of the full Circular Economy Bill can be accessed through the following hyper link: Circular Economy (Scotland) Bill – Bills (proposed laws) – Scottish Parliament | Scottish Parliament Website Waste Composition Analysis – Zero Waste Scotland 3.6.1 Zero Waste Scotland (ZWS) provided assistance to the Council to carry out a waste composition analysis. Islay plus Oban and Lorn were chosen as the locations for this as both had facilities at the waste disposal sites, Gartbreck on Islay (Council operated) and Moleigh in Oban which is operated by Renewi, both these sites were suitable for a contractor to carry out the work. • Over 10% of the residual waste bin contents could have been placed in the blue recycling bin for paper, card, plastic bottles/tubs/pots and cans; • Over 50% of the residual waste bin contents could potentially be recycled, if additional recycling services were provided e.g. food waste and green garden waste collections and/or through waste minimisation measures at home e.g. reduction in food waste and increased home composting; • Of the potentially non-recyclable items in the residual bin, pet litter/excrement (circa 6%) and disposable nappies (circa 4%) were two of the most prominent; • In the blue recycling bin, circa 20% of the contents should not have been placed in the bin as the items were non-target/contaminated e.g. soft plastic film, glass or food contaminated materials. 3.6.2 The Council currently provide a food waste service in Helensburgh and Lomond (H&L). Officers considered costings for an Argyll wide food waste service in 2021. The cost of providing such a service throughout Argyll including H&L was circa £1.6m at that time in revenue funding, this includes both Waste Disposal and Collection costs. In addition to the revenue costs, a one-off capital cost required for providing food caddies and infrastructure was estimated to be £0.3m. Page 154
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3.6.3 To potentially increase recycling, we have enhanced our communications message, the roll out of the social media campaign has been supported by Zero Waste Scotland. The information output from this work will feature in a revisal of the Council’s Waste and Recycling strategy. 4.0 CONCLUSION 4.1 Following confirmation of funding from Scottish Government, the Council is working with Renewi to progress converting existing site infrastructure into Waste Transfer Stations to comply with the landfill ban. The Circular Economy Bill is now passed. However, the implications from this Bill are not fully known. Officers await further communication regarding the Bill and the implications it will have on the authority and the communities it serves. With the support of ZWS, the composition analysis is now complete, the full report is noted as Appendix 1. Continuous campaigns surrounding waste material will continue to allow residents and communities to take more responsible actions relating to recycling and waste in general. 5.0 IMPLICATIONS 5.1 Policy – The Council’s Waste Strategy will evolve in line with the changes in legislation relating to the landfill ban and circular economy bill. The current Renewi contract will be varied to comply with legislative changes. 5.2 Financial – Compliance with the Landfill ban by the end of 2025 will require financial resource from the Council. The Scottish Government have committed £1.5m of capital funding available to the Council to support compliance with the landfill ban. It is unknown at this time whether there will be financial implications relating to the implementation of the circular economy bill. The cost of an Argyll wide food waste service is estimated to be circa £1.6m in revenue costs and a one-off capital cost of £0.3m for food waste caddies and infrastructure requirements. 5.3 Legal – The existing PPP contract was not designed or written to accommodate the changes at the end of the landfill ban. The contract allows variations to be made although the process is quite cumbersome. There will be legal implications, which will need to be resolved, relating to a contract variation regarding the changes in Renewi’s contract. 5.4 HR – HR issues will be addressed prior to and during the process of contract handback. Having sufficient resource will factor into the project demands of waste management. TUPE will be relevant at the handback and during the process of progressing to handback should the Council operate the sites themselves. 5.5 Fairer Scotland Duty: None. Page 155
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5.5.1 Equalities – None. 5.5.2 Socio-economic Duty – None. 5.5.3 Islands – There may be potential ferry capacity issues for bulking and transporting waste material from islands, this has been raised with Transport Scotland. 5.6 Climate Change – Transitioning from Landfill to Energy from Waste (EfW) would result in a reduction in the annual quantity of Greenhouse Gas generated in Argyll and Bute. Additional road miles incurred taking waste to EfW markets will partly offset the carbon reductions achieved through not landfilling. 5.7 Risk – A refresh of all Waste PPP costs are currently being undertaken. Risk may be prevalent, the Council requires the full detail of the changes imposed through the introduction of the circular economy bill to make informed judgement. Further risk is associated with costs required for a food waste service through Argyll and the inner isles. 5.8 Customer Service – None. 5.9 Rights of the Child – None arising from this report. Executive Director with responsibility for Roads and Infrastructure: Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services: Councillor John Armour September 2024 For further information contact: John Blake, Fleet, Waste and Transport Manager john.blake@argyll-bute.gov.uk APPENDICES Appendix 1 – Zero Waste Scotland – Composition Analysis – Islay/Oban and Lorn Page 156
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Argyll & Bute Council: Waste Compositional Analysis Prepared by: Zero Waste Scotland John Arthur Date: March 2024 Appendix 1 Zero Waste Scotland Composition Analysis Islay/Oban and Lorn Page 157
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1 Executive Summary ......................................................................................... 3 2 Introduction ……………………………………………………………………………………………..9 3 How much waste is collected at the kerbside? ................................... 10 4 What is thrown away in the residual waste bin?.................................11 5 What is placed in the recycling bin ………………………………………………..….15 6 Conclusion………………………………………………………………………………………………..18 7 Appendices 8 References Page 158
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Acknowledgements Page 159
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1 Executive Summary 1.1 How much is collected at the kerbside? Page 160
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• • • • 1.2 What is thrown away in the residual waste bin? 1.2.1 Islay residual waste Page 161
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1.2.2 Oban and Lorn residual waste Non-recyclable, 37% Recylable: no kerbside service, 52% Recylable-wrong bin, 10% Metal (excluding food & drinks packaging & WEEE) and wood, 1% Page 162
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1.3 What is placed in the recycling bin? 1.3.1 Islay kerbside recycling: Correct and incorrect items Non-recyclable, 28% Recylable: no kerbside service, 58% Recylable-wrong bin, 12% Metal (excluding food & drinks packaging & WEEE) and wood, 2% Page 163
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Correct items, 80.0% Non-recylable, 9.5% Recylable: no kerbside service, 7.2% Metal (excluding food & drinks packaging & WEEE) and wood, 3.2% Page 164
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1.3.2 Oban & Lorn kerbside recycling: Correct and incorrect items Correct items, 78.6% Non recylable, 5.1% Recylable: no kerbside service, 15.7% Metal (excluding food & drinks packaging & WEEE) and wood, 0.6% Page 165
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2 Introduction 2.1 SUMMARY OF METHODOLOGY Page 166
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2.2 KEY CONSIDERATIONS WHEN READING THIS REPORT 3 How much residual waste is collected at the kerbside? 3.1 ISLAY 3.2 OBAN AND LORN Page 167
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4 What is thrown away in the residual waste bin? 4.1 ISLAY: The contents of the residual waste bin Material % of Residual bin weight Miscellaneous non-combustible 9.5% Pet excrement, bedding, dead animals and cat litter 6.3% Sorting residues less than 10mm (‘fines’) 5.9% Disposable Nappies 4.6% Non-recyclable paper 4.4% Miscellaneous combustible 3.9% Heavily contaminated card & other composite card 1.0% Other absorbent hygiene products 0.7% Non-recyclable plastic packaging 0.4% Potentially hazardous healthcare wastes 0.1% Miscellaneous hazardous 0.0% Material % of Residual bin weight Food 21.9% Garden mowing & pruning 15.3% Soft plastic-films & flexibles 7.7% Dense plastic-drinks bottles, pots tubs & trays 4.0% Glass (including drinks bottles) 3.2% Textiles (excluding carpet and underlay) 3.1% Cardboard (recyclable) 2.7% Metal packaging including drinks cans 2.2% Scrap metal (excluding WEEE) 1.2% Recyclable paper 0.8% WEEE (waste electrical and electronic equipment) 0.6% Page 168
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Food wastes, 22.0% Garden waste , 15.3% Plastic film, 7.7% Glass, 3.2% Textiles , 3.1% WEEE , 0.5% Dense Plastic, 4.0% Cardboard, 2.7% Metal incl food & drink packaging (excl scrap), 2.2% Paper , 0.8% Miscellaneous, 13.4% Pet bedding/litter , 6.3% Sorting residue (fines), 6.0% Disposable Nappies , 4.6% Non-recyclable paper , 4.4% Heavily contaminated card/composite card , 1.0% Healthcare , 0.8% Non-recyclable plastic packaging , 0.4% Metal (excluding food & drinks packaging & WEEE) and wood, 1.6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Non-recyclable Metal (excluding food & drinks packaging & WEEE) & wood Recyclable (wrong bin) Recyclable: no kerbside service Page 169
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4.2 OBAN AND LORN: The contents of the residual waste bin Material % of Residual bin weight Pet excrement, bedding, dead animals and cat litter 7.8% Non-recyclable paper 5.8% Miscellaneous combustible 5.5% Disposable Nappies 3.8% Sorting residues less than 10mm (‘fines’) 2.9% Miscellaneous non-combustible 0.9% Non-recylable plastic packaging 0.6% Other absorbent hygiene products 0.5% Heavily contaminated card & other composite card 0.4% Potentially hazardous healthcare wastes 0.1% Carpet and underlay 0.03% Material % of Residual bin weight Food 28.7% Garden mowing & pruning 7.9% Glass (including drinks bottles) 8.5% Soft plastic-films & flexibles 7.4% Dense plastic-bottles, pots, tubs and trays 5.9% Textiles (excluding carpet & underlay) 4.0% Cardboard (recyclable) 2.4% Metal packaging including drinks cans 2.3% Scrap metal (excluding WEEE) 1.2% Recyclable paper 1.2% WEEE (waste electrical and electronic equipment) 1.2% Page 170
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Food wastes, 28.7% Glass, 8.5% Garden waste , 8.4% Plastic film, 7.4% Textiles , 4.0% WEEE , 1.2% Dense Plastic, 5.9% Cardboard, 2.4% Metal incl food & drink packaging (excl scrap), 2.3% Paper , 1.2% Pet bedding/litter , 7.8% Miscellaneous, 6.3% Non- recyclable paper , 5.8% Disposable Nappies , 3.8% Fines , 2.9% Healthcare , 0.6% Non-recyclable plastic packaging , 0.6% Heavily contaminated card/composite card , 0.4% Metal (excluding food & drinks packaging & WEEE) and wood, 2.0% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Non-recyclable Metal (excluding food & drinks packaging & WEEE) & wood Recyclable (wrong bin) Recyclable: no kerbside service Page 171
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5 What is placed in the recycling bin? 5.1 Islay recycling bin Page 172
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Card, 46.7% Paper, 19.0% Dense plastics, 9.0% Cans & metal packaging, 5.3% Recylable-no kerbside service, 7.2% Metal (excluding food & drinks packaging & WEEE) and wood, 3.2% Non recylable, 9.5% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Glass, 17.9% Soft plastic & film, 9.7% Food, 8.5% Wood, 7.2% Scrap metal (Excl WEEE), 9.0% Heavily contaminated card & other composite card, 16.7% Non-recyclable paper, 12.1% Disposable nappies, 7.7% Miscellaneous, 5.3% Residues, 3.8% Non- recyclable plastic packaging, 1.7% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Non-recyclable Metal (excluding food & drinks packaging & WEEE) & wood Recyclable: no kerbside service Recyclable: correct bin Page 173
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5.2. Oban and Lorn recycling bin Card, 28.6% Paper, 27.6% Dense plastics, 15.2% Cans & metal packaging, 7.2% Recyclable-no kerbside service, 13.2% Metal (excluding food & drinks packaging & WEEE) and wood, 0.6% Non-recyclable, 7.6% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Non-recyclable Metal (excluding food & drinks packaging & WEEE) & wood Recyclable: no kerbside service Recyclable: correct bin Soft plastic & film, 20.1% Glass, 15.5% Textiles (Incl fabrics, shoes,accessories), 11.5% WEEE, 1.2% Scrap metal (Excl WEEE), 2.8% Miscellaneous, 9.3% Non-recyclable paper, 7.8% Heavily contaminated card & other composite card, 2.3% Non- recyclable plastic packaging, 2.3% Residues, 1.2% Disposable nappies, 1.1% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Page 174
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6 Conclusions 6.1 Residual bin Material Islay (%) Oban & Lorn (%) Food wastes 22 28.7 Garden wastes 15.3 7.9 Plastic film 7.7 7.4 Glass 3.2 8.5 Dense plastic-bottles, pots, tubs and trays 4 4.5 Textiles 3.1 4 Metal including food & drinks packaging 2.2 2.3 Page 175
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6.2 Recycling bin Material Wrong materials in recycling bin-Oban and Lorn (% by weight ) Food 5.3 Soft plastic & film 4.3 Glass 3.3 Textiles 2.5 Miscellaneous 2 Non-recyclable paper 1.7 Scrap metal (excl WEEE) 0.6 Contaminated card 0.5 Material Wrong materials in recycling bin-Islay (% by weight) Glass 3.6 Contaminated card 3.3 Non-recyclable paper 2.4 Soft plastic & film 1.9 Scrap metal 1.8 Food 1.7 Disposable nappies 1.5 Wood 1.4 Page 176
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Appendix 1: Waste sampling methodology • • • • • Page 177
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Appendix 2: Waste sampling data Waste Composition Analysis Input Sheet 3 Waste Stream sampled Residual Recycling 4 Container type 240L bin 240L bin 5 Dwelling type Own Door Own Door 6 Days represented in sample 21 14 7 Date of sampling 30_31/10/2023 06_07/11/2023 8 Number of households sampled 94 9 Total weight sampled (Kg) 2584.75 358.15 Sample area Waste type level 1 Waste type Level 2 % % 1 Glass waste Drinks bottles 1.52 1.62 2 Glass waste Other glass packaging 1.40 1.28 3 Glass waste Non-packaging glass 0.23 0.68 4 Paper Newspaper, magazines and directories 0.43 16.88 5 Paper Other recyclable paper 0.17 1.00 6 Paper Recyclable paper packaging 0.16 1.11 7 Paper Non-recyclable paper 4.38 2.42 8 Cardboard Thin (Grey) Card Packaging 2.14 11.54 9 Cardboard Thick (Brown) corrugated cardboard packaging 0.34 33.97 10 Cardboard Cartons and other card/plastic laminate packaging 0.12 0.63 11 Cardboard Other card 0.12 0.58 12 Cardboard Heavily contaminated card & other composite card 1.01 3.35 13 Metal Steel drink cans 0.00 0.00 14 Metal Other ferrous packaging 0.83 2.91 15 Metal Aluminium drink cans 0.59 1.99 16 Metal Aluminium packaging 0.64 0.09 17 Metal Aerosols 0.16 0.32 18 Metal Scrap metal (exc WEEE) 1.16 1.82 19 Dense plastic HDPE drink bottles 0.09 1.44 20 Dense plastic PET drink bottles 0.62 2.41 21 Dense plastic Other non-drinks plastic bottles 0.65 1.86 22 Dense plastic Pots, tubs and trays 2.59 3.16 23 Dense plastic Non-recyclable plastic packaging 0.35 0.35 24 Dense plastic Other dense plastic (Non- packaging) 0.44 0.16 25 Plastic films and flexibles Plastic/foil laminate pouches 0.82 0.14 Page 178
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26 Plastic films and flexibles Plastic film packaging 3.27 1.07 27 Plastic films and flexibles Bin Bags 1.66 0.03 28 Plastic films and flexibles Carrier bags 1.53 0.38 29 Plastic films and flexibles Non-packaging plastic film 0.39 0.32 30 Garden waste Mowing, cutting and pruning garden waste 15.27 0.00 31 Garden waste Soil 0.00 0.00 32 Food wastes Food (avoidable) - in packaging 7.58 1.59 33 Food wastes Drinks (avoidable) - in packaging 0.58 0.00 34 Food wastes Food and drink (avoidable) - loose 5.33 0.12 35 Food wastes Inedible parts of food 8.27 0.00 36 Food wastes Cooking oil 0.13 0.00 37 Wood Wooden packaging 0.00 0.00 38 Wood Non-packaging wood 0.36 1.44 39 Electrical and electronic items Small domestic appliances and cables 0.43 0.00 40 Electrical and electronic items Batteries 0.06 0.00 41 Electrical and electronic items Light bulbs and tubes 0.01 0.00 42 Electrical and electronic items Other WEEE and associated consumables 0.04 0.00 43 Textiles Clothing 1.40 0.00 44 Textiles Shoes, bags, belts and other textile accessories 0.64 0.00 45 Textiles Non-clothing fabric and textiles 1.09 0.00 46 Textiles Carpet & underlay 0.00 0.00 47 Absorbent hygiene products Disposable Nappies 4.59 1.54 48 Absorbent hygiene products Other absorbent hygiene products 0.65 0.00 49 Other Potentially hazardous healthcare wastes 0.13 0.00 50 Other Pet excrement, bedding, dead animals and cat litter 6.29 0.00 51 Other Miscellaneous combustible 3.92 1.05 52 Other Miscellaneous non- combustible 9.48 0.00 53 Other Miscellaneous hazardous 0.00 0.00 54 Unclassified Sorting residues less than 10mm (‘fines’) 5.94 0.76 Total %) 100.00 100.00 Page 179
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Waste Composition Analysis Input Sheet-Oban & Lorn 1 Sample area 2 Street block 3 Waste Stream sampled Residual Recycling 4 Container type 240L 240L 5 Dwelling type 6 Days represented in sample 21 14 7 Date of sampling 26 Feb-01Mar 24 04-06Mar 24 8 Number of households sampled 171 82 9 Total weight sampled (kg) 4148 566 Sample area Waste type level 1 Waste type Level 2 % % 1 Glass waste Drinks bottles 6.09 2.42 2 Glass waste Other glass packaging 2.04 0.74 3 Glass waste Non-packaging glass 0.32 0.15 4 Paper Newspaper, magazines and directories 0.60 22.21 5 Paper Other recyclable paper 0.19 3.64 6 Paper Recyclable paper packaging 0.36 1.72 7 Paper Non-recyclable paper 5.81 1.66 8 Cardboard Thin (Grey) Card Packaging 1.69 13.90 9 Cardboard Thick (Brown) corrugated cardboard packaging 0.45 13.15 10 Cardboard Cartons and other card/plastic laminate packaging 0.22 1.28 11 Cardboard Other card 0.03 0.26 12 Cardboard Heavily contaminated card & other composite card 0.40 0.49 13 Metal Steel drink cans 0.00 0.00 14 Metal Other ferrous packaging 0.75 2.64 15 Metal Aluminium drink cans 0.53 3.83 16 Metal Aluminium packaging 0.73 0.29 17 Metal Aerosols 0.23 0.48 18 Metal Scrap metal (exc WEEE) 1.21 0.59 19 Dense plastic HDPE drink bottles 0.31 2.11 20 Dense plastic PET drink bottles 0.90 4.33 21 Dense plastic Other non-drinks plastic bottles 0.67 2.52 22 Dense plastic Pots, tubs and trays 2.66 5.49 23 Dense plastic Non-recyclable plastic packaging 0.58 0.78 24 Dense plastic Other dense plastic (Non- packaging) 1.32 0.50 25 Plastic films and flexibles Plastic/foil laminate pouches 0.66 0.55 26 Plastic films and flexibles Plastic film packaging 3.67 2.31 27 Plastic films and flexibles Bin Bags 1.49 0.59 Page 180
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28 Plastic films and flexibles Carrier bags 1.35 0.77 29 Plastic films and flexibles Non-packaging plastic film 0.21 0.07 30 Garden waste Mowing, cutting and pruning garden waste 7.86 0.00 31 Garden waste Soil 0.54 0.00 32 Food wastes Food (avoidable) - in packaging 12.63 2.82 33 Food wastes Drinks (avoidable) - in packaging 0.90 1.13 34 Food wastes Food and drink (avoidable) - loose 6.04 0.81 35 Food wastes Inedible parts of food 9.07 0.57 36 Food wastes Cooking oil 0.05 0.00 37 Wood Wooden packaging 0.03 0.02 38 Wood Non-packaging wood 0.76 0.00 39 Electrical and electronic items Small domestic appliances and cables 1.01 0.00 40 Electrical and electronic items Batteries 0.10 0.00 41 Electrical and electronic items Light bulbs and tubes 0.02 0.02 42 Electrical and electronic items Other WEEE and associated consumables 0.07 0.22 43 Textiles Clothing 2.19 1.42 44 Textiles Shoes, bags, belts and other textile accessories 0.58 0.36 45 Textiles Non-clothing fabric and textiles 1.19 0.68 46 Textiles Carpet & underlay 0.03 0.00 47 Absorbent hygiene products Disposable Nappies 3.79 0.23 48 Absorbent hygiene products Other absorbent hygiene products 0.47 0.08 49 Other Potentially hazardous healthcare wastes 0.12 0.04 50 Other Pet excrement, bedding, dead animals and cat litter 7.81 0.11 51 Other Miscellaneous combustible 5.46 1.44 52 Other Miscellaneous non- combustible 0.87 0.14 53 Other Miscellaneous hazardous 0.00 0.18 54 Unclassified Sorting residues less than 10mm (‘fines’) 2.92 0.26 Total sorted (%, unadjusted) 100 100 Page 181
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Waste Composition Analysis Input Sheet Oban & Lorn 1 Sample area 1 2 3 4 1 2 3 2 Street block 3 Waste Stream sampled Residual Residual Residual Residual Recycling Recycling Recycling 4 Container type 240L 240L 240L 240L 240L 240L 240L 5 Dwelling type 6 Days represented in sample 14 14 14 14 14 14 14 7 Date of sampling-2024 26th Feb 27th Feb 28th Feb 1st Mar 4th Mar 5th Mar 6th Mar 8 Number of households sampled 21 50 50 50 18 48 16 9 Total weight sampled (Kg) 447.8 1544 887.6 1268 106.1 345.3 115 Sample area 1 2 3 4 1 2 3 Waste type level 1 Waste type Level 2 wt% wt% wt% wt% wt% wt% wt% 1 Glass waste Drinks bottles 3.35 7.49 9.55 3.96 0.00 1.77 5.48 2 Glass waste Other glass packaging 2.04 1.76 1.96 2.41 0.57 1.05 0.61 3 Glass waste Non-packaging glass 0.20 0.47 0.49 0.12 0.28 0.17 0.00 4 Paper Newspaper, magazines and directories 0.47 0.80 0.55 0.59 25.91 6.46 34.25 5 Paper Other recyclable paper 0.09 0.24 0.33 0.12 5.14 1.35 4.43 6 Paper Recyclable paper packaging 0.21 0.19 0.71 0.31 2.03 1.87 1.27 7 Paper Non-recyclable paper 8.85 4.92 5.13 4.34 0.76 2.15 2.06 8 Cardboard Thin (Grey) Card Packaging 0.84 1.67 2.52 1.72 14.25 14.61 12.85 9 Cardboard Thick (Brown) corrugated cardboard packaging 0.24 0.31 0.55 0.73 19.49 12.28 7.68 10 Cardboard Cartons and other card/plastic laminate packaging 0.24 0.18 0.18 0.28 1.51 1.22 1.10 11 Cardboard Other card 0.07 0.02 0.02 0.00 0.61 0.13 0.04 12 Cardboard Heavily contaminated card & other composite card 0.16 0.32 0.91 0.22 0.14 0.46 0.88 13 Metal Steel drink cans 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Page 182
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14 Metal Other ferrous packaging 0.54 0.83 1.06 0.58 2.93 2.85 2.15 15 Metal Aluminium drink cans 0.19 0.62 0.88 0.43 2.69 5.07 3.73 16 Metal Aluminium packaging 0.58 1.23 0.66 0.47 0.47 0.30 0.09 17 Metal Aerosols 0.33 0.12 0.29 0.18 0.38 0.45 0.61 18 Metal Scrap metal (exc WEEE) 2.07 1.77 0.33 0.68 0.24 1.50 0.04 19 Dense plastic HDPE drink bottles 0.01 0.30 0.71 0.20 2.22 1.97 2.15 20 Dense plastic PET drink bottles 0.10 2.10 0.88 0.53 3.45 5.74 3.82 21 Dense plastic Other non- drinks plastic bottles 0.73 0.65 0.75 0.55 3.26 2.50 1.80 22 Dense plastic Pots, tubs and trays 1.83 3.56 3.12 2.13 6.32 5.37 4.78 23 Dense plastic Non-recyclable plastic packaging 1.29 0.42 0.30 0.31 1.23 0.76 0.35 24 Dense plastic Other dense plastic (Non- packaging) 3.99 0.36 0.37 0.54 0.57 0.89 0.04 25 Plastic films and flexibles Plastic/foil laminate pouches 0.64 0.75 0.70 0.56 0.61 0.78 0.26 26 Plastic films and flexibles Plastic film packaging 4.48 2.99 3.00 4.22 2.36 3.12 1.45 27 “ Bin Bags 1.40 1.79 1.46 1.32 0.05 1.03 0.70 28 “ Carrier bags 1.24 1.82 1.30 1.05 0.71 0.76 0.83 29 Plastic films and flexibles Non-packaging plastic film 0.27 0.13 0.22 0.24 0.05 0.07 0.09 30 Garden waste Mowing, cutting and pruning garden waste 1.00 3.11 6.94 20.38 0.00 0.00 0.00 31 Garden waste Soil 1.48 0.44 0.00 0.24 0.00 0.00 0.00 32 Food wastes Food (avoidable) - in packaging 7.24 16.71 15.77 10.80 0.00 6.87 1.58 33 Food wastes Drinks (avoidable) - in packaging 0.07 1.52 1.42 0.61 0.00 1.84 1.54 34 Food wastes Food and drink (avoidable) - loose 6.41 8.04 5.44 4.25 0.00 1.23 1.18 35 Food wastes Inedible parts of food 10.76 10.22 8.04 7.27 0.05 1.26 0.39 Page 183
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36 Food wastes Cooking oil 0.00 0.00 0.21 0.00 0.00 0.00 0.00 37 Wood Wooden packaging 0.01 0.02 0.02 0.06 0.05 0.01 0.00 38 Wood Non-packaging wood 1.65 0.36 0.59 0.45 0.00 0.00 0.00 39 Electrical and electronic Small domestic appliances and cables 1.76 0.36 0.45 1.45 0.00 0.00 0.00 40 Electrical and electronic Batteries 0.08 0.18 0.10 0.04 0.00 0.01 0.00 41 Electrical and electronic Light bulbs and tubes 0.02 0.02 0.02 0.02 0.00 0.07 0.00 42 Electrical and electronic Other WEEE and associated consumables 0.08 0.00 0.16 0.06 0.00 0.67 0.00 43 Textiles Clothing 1.77 2.99 1.93 2.07 0.61 3.64 0.00 44 Textiles Shoes, bags, belts and other textile accessories 0.95 0.25 0.43 0.70 0.00 1.07 0.00 45 Textiles Non-clothing fabric and textiles 0.47 1.03 1.20 2.06 0.00 2.03 0.00 46 Textiles Carpet & underlay 0.00 0.00 0.12 0.00 0.00 0.00 0.00 47 Absorbent hygiene Disposable Nappies 1.24 5.73 1.29 6.89 0.00 0.70 0.00 48 Absorbent hygiene products Other absorbent hygiene products 0.21 0.44 0.55 0.65 0.09 0.13 0.00 49 Other Potentially hazardous healthcare wastes 0.19 0.03 0.12 0.13 0.09 0.01 0.00 50 Other Pet excrement, bedding, dead animals and cat litter 12.97 3.43 8.11 6.72 0.00 0.06 0.26 51 Other Miscellaneous combustible 9.49 3.30 4.93 4.12 0.61 2.53 1.18 52 Other Miscellaneous non- combustible 1.36 1.33 0.65 0.16 0.00 0.42 0.00 53 Other Miscellaneous hazardous 0.00 0.00 0.00 0.00 0.00 0.55 0.00 54 Unclassifie d Sorting residues less than 10mm (‘fines’) 4.33 2.70 2.59 2.07 0.28 0.19 0.31 Total sorted (%, unadjusted) 100 100 100 100 100 100 100 Page 184
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References Page 185
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROADS AND INFRASTRUCTURE 12 SEPTEMBER 2024 FLOOD RESILIENCE STRATEGY – SCOTTISH GOVERNMENT CONSULTATION 1.0 INTRODUCTION 1.1 As part of Scotland’s National Adaptation Plan and wider Just Transition commitments, the Scottish Government is developing a Flood Resilience Strategy which focuses on what is required to make communities more flood resilient. 1.2 The Scottish Government launched a consultation on Flood Resilience Strategy on 20th May 2024 seeking views on the key guiding principles and the actions that are required to improve flood resilience in Scotland. The consultation closed on 13th August 2024. 1.3 At the June meeting of the Environment, Development and Infrastructure Committee, Members considered a report setting out the consultation on Flood Resilience Strategy. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee consider the Flood Resilience Strategy consultation response that has been submitted to the Scottish Government. 3.0 DETAIL 3.1 The Scottish Government is developing a Flood Resilience Strategy which focuses on what is required to make communities more flood resilient. 3.2 The Environment, Development and Infrastructure Committee at its meeting in June 2024 gave consideration to a report highlighting the launch of a Scottish Government Consultation on Flood Resilience Strategy which had a closing date of 13 August 2024. The decision of the June Environment, Development and Infrastructure Committee was as follows: Decision The Environment, Development and Infrastructure Committee – Page 187 Agenda Item 12
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1. noted the Flood Resilience Strategy consultation announced by the Scottish Government on 20th May 2024 with a closing date of 13th August 2024; 2. agreed that given the timescale for responding, that the formal response to the consultation from the Council be prepared with the final response being delegated to the Executive Director with responsibility for Road and Infrastructure Services in consultation with the Chair of the Environment Development and Infrastructure Committee (who is also the Policy Lead for Roads, Transport and Amenity Servies), the Leader, Leader of the largest Opposition Group and the Policy Lead for Climate Change; and 3. noted that a copy of the Council’s response would be presented to the Environment, Development and Infrastructure Committee at its meeting in September 2024. 3.3 As per the decision above, Members and officers met to agree the wording of the consultation response and this has been submitted to Scottish Government. A copy of this is attached to this report at Appendix 1. 4.0 CONCLUSION 4.1 This report provides an update on the Council’s response to the Flood Resilience Strategy Public Consultation by the Scottish Government. 5.0 IMPLICATIONS 5.1 Policy – None arising directly from this report. 5.2 Financial – None arising directly from this report. 5.3 Legal – None arising directly from this report. 5.4 HR – None arising directly from this report. 5.5 Fairer Scotland Duty: 5.5.1 Equalities – None arising directly from this report. 5.5.2 Socio-economic Duty – None arising directly from this report. 5.5.3 Islands – None arising directly from this report. 5.6 Climate Change – To meet the challenge of climate change, the Scottish Government are seeking input from Local Authorities to develop a Strategy on flooding. 5.7 Risk – None arising directly from this report. 5.8 Customer Service – None arising directly from this report. 5.9 Rights of the Child – None arising from this report. Executive Director with responsibility for Roads and Infrastructure: Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services: Councillor John Armour August 2024 Page 188
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For Further Information: Jim Smith, Head of Road and Infrastructure Services jim.smith@argyll-bute.gov.uk Elsa Simoes, Infrastructure Design Manager elsa.simoes@argyll-bute.uk APPENDICES Appendix 1 – Scottish Government’s Flood Resilience Strategy Consultation response Page 189
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Response ID ANON-2JQM-R4JQ-U Submitted to Flood Resilience Strategy: consultation Submitted on 2024-08-13 15:54:42 Consultation structure Guiding principles 1 Do you support the change from fixing flooding problems to creating flood resilient places? Not Answered Why/Why not? Please limit your answer to 500 characters or less.: Neither Yes or No, both should be considered and prioritised as funding and resources allow. Resilience is a long term approach - there are and will be for some time to come places that problems need "fixing" that resilience is not possible to "retro-fit" in the medium term 2 How can decision makers ensure that actions taken to improve flood resilience align with the aims of a Just Transition to achieve a fairer, greener future? Please limit your answer to 1000 characters or less.: Technically it may be necessary to use non green solutions to be deliver flood resilience however PAS 2080 can provide guidance on managing the impact. Appropriate weighting applied to benefit cost calculations for flood resilience measures in socially deprived area, to ensure fairness and tackle inequality. Flood resilience schemes must consider sustainability for future generations and schemes should reference Just Transition principles and implement these. 3 Who do you think has a role in Scotland to help us become more flood resilient and help us adapt to the impacts of climate change? Q3 answer - Individuals: 11 Q3 answer - Homeowners: 7 Q3 answer - Businesses: 10 Q3 answer - Scottish Government: 1 Q3 answer - Scottish Water: 5 Q3 answer - Local Authorities: 3 Q3 answer - Scottish Environment Protection Agency (SEPA): 2 Q3 answer - Landowners/Land managers: 6 Q3 answer - Farmers and crofters: 8 Q3 answer - Housebuilders/developers: 4 Q3 answer - Community groups: 9 Q3 answer - Other (please specify in text box below): 12 Appendix 1 – Scottish Government’s Flood Resilience Strategy Consultation response Page 191
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If you selected 'Other', please specify your answer: Specialist consultants, architects, engineers Main themes People 4 What support do communities need to become involved/engaged in climate adaptation and flood resilience planning? Please limit your response to 1000 characters or less.: A specialised resourced Resilience Team created within the Local Authority that can engage with communities via Community Councils to promote community resilience. This support can take the form of; Integrated Emergency Planning Workshops to accommodate demands from Community Groups Providing online information such as how to create a community emergency plan The role of the Scottish Flood Forum (SFF) should also be supported in their works to support communities affected by flooding. 5 What should local authorities be doing to ensure meaningful community participation when taking decisions about improving flood resilience? Please limit your response to 1000 characters or less.: Internally, within local authorities the formation of flood risk liaison groups with representatives from responsible departments to ensure a single approach. These liaison groups could engage with community groups and other stakeholders. Support Resilience Team in the activities previously mentioned. Extensive engagement with the communities on flood resilience 6 What would help communities understand their current and future flood exposure and the range of options available to them to help them become more flood resilient? q6 answer - Access to flood maps showing current and future flood exposure: 1 q6 answer - Access to local flood history: 2 q6 answer - Access to information on community 'self help' options: 4 q6 answer - Access to flood resilience advice/support: 3 q6 answer - Access to information on the range of flood resilience options available for their community: 5 q6 answer - Other (please specify in the text box below): 6 If you selected 'Other', please specify your answer: Links to other flood groups 7 What actions could communities take to improve their flood resilience? Q7 Answer - Set up a local community flood resilience group: 2 Q7 Answer - Develop a local community flood response plan: 3 Q7 Answer - Share local knowledge of what happens during floods with organisations like SEPA and local authorities: 1 Q7 Answer - Link up with their local climate action group: 4 Q7 Answer - Other (please specify in text box below): 5 If you selected 'Other', please specify your answer: Page 192
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8 What actions could householders/businesses take to improve their flood resilience? q8 answer - Learn about flood exposure in their area: 1 q8 answer - Invest in property resilience measures, such as installing flood gates, raising electrical wall sockets and using flood resilient building materials: 2 q8 answer - Join a community flood action group: 5 q8 answer - Sign up to Floodline for flood alerts and warnings: 6 q8 answer - Seek advice on flood resilience: 4 q8 answer - Make sure they have flood insurance: 3 q8 answer - Other (please specify in text box below): 7 If you selected 'Other', please specify your answer: Flood insurance is only available to those who are on SEPA flood/ designated areas 9 What would you do to improve your personal flood resilience? q9 answer - Find out how exposed you are to floods: q9 answer - Sign up to Floodline for flood alerts and warnings: q9 answer - Have a personal flood plan ready to put into action when flooding is expected: q9 answer - Ensure you know what to do if your property was to get flooded: q9 answer - Check your flood exposure before buying or renting a property: q9 answer - Make sure you have flood insurance: q9 answer - Other (please specify in the text box below): If you selected 'Other', please specify your answer: Not applicable as we are replying on behalf of a Local Authority Places 10 How can we ensure that our places are designed to be flood resilient in future? Please limit your response to 1000 characters or less.: This starts with Scottish Government Planning Legislation, policies and guidance to be continually updated to reflect current and future climate conditions. SEPA must enforce the above to ensure these are implemented. Local Authority role is to introduce and enforce appropriate planning policies however this requires time and resources for training, identifying locations and exploring options for resilience. Please also see Argyll and Bute Council Additional Statement on Flood Resilience Consultation 11 To what extent do you agree that there is a need to make space for water to improve the flood resilience of our villages, towns and cities? Strongly agree 12 In urban areas, we should make more use of our greenspace and urban watercourses to help manage increased rainfall and reduce the impacts of surface water flooding. Which of the following do you think would be most helpful? Which of the following do you think would be most helpful? - Increasing the use of sustainable drainage systems: 1 Page 193
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Which of the following do you think would be most helpful? - Creating blue and green drainage networks to enhance existing drainage systems: 3 Which of the following do you think would be most helpful? - Using available greenspace such as parks and sports pitches to help soak up and store water in the heaviest rainfall events to prevent drainage systems becoming overwhelmed: 2 Which of the following do you think would be most helpful? - Creating raingardens in public parks and streets: 4 Which of the following do you think would be most helpful? - Other (please specify in the text box below): 5 If you selected 'Other', please specify your answer: 13 If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? - Using soil, and land management techniques to slow down the flow of water and increase infiltration and water retention.: 2 If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? - Using river and floodplain management techniques such as re-introducing meanders to rivers to slow flow and enhancing floodplains and wetlands to increase storage.: 3 If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? - Increasing woodland to help intercept, slow and store water throughout a catchment.: 4 If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? - Restoring peatlands to absorb, store and release water slowly.: 1 If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? - Enhancing natural dune systems to maintain a natural barrier that reduces the risk of tidal inundation: 6 If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? - Managing saltmarsh and mudflats in estuaries to store water and dissipate wave energy.: 5 If we are to make more use of our river catchments and coastal areas to increase our flood resilience, which of the following do you think would be most helpful? - Other (please specify in the text box below): 7 If you selected 'Other', please specify your answer: 14 Should moving communities away from areas with the highest exposure be considered as an option? Yes Please explain your answer in 1000 characters or less.: Would only be considered as a final option if costs of mitigation measures were prohibitive. This is the natural evolution of a changing climate / increasing water levels where it will become unsustainable to prevent floods in the most exposed areas. Long term planning is required along with long term budgetary confidence. Processes 15 How might information, guidance, direction and technical support be provided for communities and flood management organisations? Please limit your response to 1000 characters or less.: An independent centralised (Scottish) advisory service that will assist communities and flood teams in dealing with the complexity of flooding and environmental issues associated with flood mitigation works 16 How can we improve efficiency, consistency and value in delivering flood actions? Page 194
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Please limit your response to 1000 characters or less.: Clearer legislation and guidance aligned with centralized advisory service. Close supervision of construction measures. In less than 5 years Climate Change guidance has changed thereby compromising outcomes of previous flood studies carried out under the Local Flood Risk Management Plans. This will result in additional time and costs for review / revisions. When funding is allocated to Flood Protection Schemes timescales must be considered such that deliveries take into account the time needed for adequate designs and consents 17 Other than large flood protection schemes, what flood resilience actions should we focus on supporting/spending available funding on? Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Maintaining existing flood protection: 1 Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Small flood protection schemes: 2 Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Natural flood management: 7 Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Blue and green infrastructure (e.g. multi-purpose green space, such as floodable sports pitches): 5 Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Flood forecasting and warning: 6 Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Property level flood resilience measures: 4 Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Supporting local community flood resilience groups: 3 Other than large flood protection schemes, what other flood resilience actions should we focus on supporting/spending available funding on? - Other (please specify in the text box below): 8 If you selected 'Other', please specify your answer: Local Authorities 18 Do you think there is enough evidence and information to support the delivery of a broader range of flood resilience actions? No If No, please let us know what you think our evidence and information gaps are.: Not enough skilled staff to investigate and gather evidence Not enough budget to cover staff time and specialised consultants to progress any prioritised works Not enough time due to funding constraints i.e. short spending timescales Not enough clarity on what Flood Resilience is to allow appropriate evidence and information to be gathered. 19 What other funding sources or mechanisms could be used to support flood resilience? What other funding sources or mechanisms could be used to support flood resilience? - Financial contributions from those who directly benefit from improved flood resilience (e.g. private sector/businesses): 1 What other funding sources or mechanisms could be used to support flood resilience? - All new development makes a contribution: 2 What other funding sources or mechanisms could be used to support flood resilience? - Support natural flood management through payments to farmers, crofters and land managers (for example, Forestry Grant Scheme, the future agricultural support framework or Peatland ACTION payments): 3 What other funding sources or mechanisms could be used to support flood resilience? - Other (please specify in the text box below): If you selected 'Other', please specify your answer: Page 195
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20 What is your main concern about flooding? Please limit your response to 1000 characters or less.: There are continual changes to legislation and guidance making it challenging for flood teams to address delivery. An increase in climate change issues negatively affects infrastructure as the design parameters for flood resilience are ever increasing, and older structures can become outdated and less effective against the risk of flooding. This has a knock on effect of requiring greater resources, time and funding. There is generally confusion throughout the population as to who has responsibility for what, and also clarity on what is the aim of the government, Local Authorities and agencies. Flood resilience is needed to be embedded long term into every aspect of feasibility, planning, construction, maintenance of infrastructure. How will this be formalised without the resources for research, training etc. 21 What one thing would do the most to improve Scotland's flood resilience? Please limit your response to 1000 characters or less.: Clarity on funding and timescales for all flooding projects to allow adequate time for design, consents and planned construction. Clarity and education / information available to the general public about what Flood Resilience / Protection are and what responsibilities of the public are. A large input from all sectors is required in order that Flood Resilience becomes a normal mode of thinking no matter who you are. This requires a fully funded Flood Resilience team that can work with both the general public and specialised sectors and other sections of the LA 22 Do you have any other comments? Please limit your response to 1000 characters or less. : A lot of prominence is put on Community Groups and there is a question as to how ready they are for this. AB has 23 inhabited islands, more than any other local authority in Scotland. The area includes Loch Awe the longest freshwater loch in Scotland and several long sea lochs, which bisect the landscape. AB has a coastline with 3,723 Km. Many of the bridges, roads, ferries and buses routes are a physical restriction between towns, villages and Islas and Mainland. LA are still best placed to validate the priority of schemes, based on data, in consultation with SEPA – and need to comply with LFP – Please also see Additional Statement on Flood Resilience Consultation AB is subject to a significant amount of rainfall, and in October 2023 over a months’ worth of rain fell over a 36 hour period starting 06/10/23 and running into 07/10/23. This was the wettest 2-day period on record for Scotland since 1891 (MET Office report). AB was the worst affected area. About you What is your name? Name: Infrastructure Design Are you responding as an individual or an organisation? Organisation What is your organisation? Organisation: Argyll and Bute Council Further information about your organisation's response Please add any additional context: Argyll and Bute Council Additional Statement on Flood Resilience Consultation BACKGROUND Scottish Government proposed a new strategy with a direction setting out information, actions and engagement to plan Flood Resilience, prioritise areas and mitigate flooding. The set direction indicates consultation with communities, farmers, members of public, consultants, Scottish Water, SEPA and other stakeholders. Scottish Government also indicated that Scottish Water policy is still being reviewed. This document sets out Argyll and Bute Council’s full response on the matter, which the online consultation submission was unable to capture. RELEVANT, CURRENT LEGISLATION & STANDARDS Whilst the Council needs to address and undertake studies and to carry out primarily reactive works, the Legislation continues to change. This overrides Page 196
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the studies being undertaken before their recommendations can be implemented. The following Acts are the main legislative drivers: Flood Risk Management Act (Scotland) 2009 Councils and other Responsible Authorities have duties and powers under this Act, whereas Flood Resilience requires public behaviours to change. The Local Flood Risk Management Plans, led by SEPA and carried out every 6 years, became the principal driving force for Local Authorities’ Flood Risk Management approach. These Plans were approved by Local Authorities’ Elected Members and this allowed a commitment to be put in place to deliver on clear duties defined by the Plans. In 2015, Argyll and Bute Council were able to develop a Flood Risk Management Policy, which was presented to and approved by Elected Members to define a clear policy on how the Council will deliver on the powers and duties defined in the Act and how available funding should be prioritised in accordance with the Local Flood Risk Management Plans. In 2016, Argyll and Bute Council were able to present the Local Flood Risk Management Plans to Council Committee for approval by Elected Members. This further defined how the Council’s Flood Risk Management obligations would be prioritised. Climate Change (Scotland) Act 2009 2050 target and overall deliverability of the Act unclear. Councils spending a lot of money and works may need to be reviewed. Equality Act 2010 Materials and measures which may be proposed for Flood Resilience may not be suitable for the most vulnerable people, including disabled and elderly people. For example, the deployment & removal of flood gates may be difficult or impossible, whereas flood doors may be a better solution. PAS 2080:2023 Carbon Management in Infrastructure (Standard) Although clear legislative direction is welcome, the considerable changes involved mean that studies undertaken in 2019 and ongoing will require revision. Flood Resilience needs to align with Sustainability and Carbon Management. United Nations Sustainable Development Goals may be useful to utilise on this. Carbon footprint of Flood Resilience works and measures need to be considered in Flood Studies. On all Flood Resilience matters, clear Legislation is required, not guidelines. Clear Legislation is required to ensure members of public, communities, landowners etc are suitably engaged and that behaviours are appropriately changed to consider Flood Resilience matters. This should address: o Duties for Responsible Authorities (SEPA, Scottish Water, Local Authorities etc) o Duties for Guidance for the public (property owners, landowners, communities etc) FLOOD RESILIENCE RESPONSIBILITIES Property Owners The Scottish Government makes it clear that individual property owners have primary responsibility for the prevention of flooding to their property and are; i. Responsible for being aware of potential flood risks to their property. ii. Responsible for maintaining private drainage within the curtilage of their property. iii. Responsible for taking action to prepare for flooding eg. Having a flood plan (SEPA Website Be flood prepared) and keeping sandbags to block doorways or air bricks during a flooding incident. iv. There is no statutory duty for the council to provide sandbags and property owners. v. Responsible for acquiring contents and building insurance with adequate flood cover. Landowners i. Riparian Ownership under Common Law makes clear that individuals with a watercourse within the boundary of their property, including piped watercourses, have what is termed ‘riparian’ responsibilities under common law. Riparian owners must allow the unrestricted flow of water through their property and must maintain and keep watercourses clear of obstructions that are liable to pose a risk of flooding. ii. Landowners are responsible for the provision and maintenance of private flood defence and drainage systems on their land. Scottish Environmental Protection Agency (SEPA) i. SEPA Provides a Floodline warning service for Scotland. People can sign up to this service and have free flood messages sent direct to your mobile phone or landline when problems are predicted in local areas. Messages are sent out three to six hours before potential flooding and it is considered that this service will allow crucial time to prepare people and their homes for flooding. http://www.floodlinescotland.org.uk/ / http://www.sepa.org.uk/environment/water/flooding/ Scottish Water i. Scottish Water is required to respond to flooding incidents caused from their sewerage system. https://www.scottishwater.co.uk/en/Help-and-Resources/Contact-Us ii. Scottish Water are still reviewing their policies. Local Authority Roads Operations Teams i. In accordance with Roads (Scotland) Act 1984, Local Authority Roads Operations teams carry out maintenance of public roads. This includes cleaning of road drainage systems and clearing roads of flooding. Road resurfacing, verge strengthening schemes are also carried out which should consider appropriate drainage outfalls. Page 197
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Local Authority Flood Risk Management Teams ii. In accordance with Flood Risk Management (Scotland) Act 2009 (legislation.gov.uk), Local Authority Flood Risk Management Teams carry out four key responsibilities: 17.prepare maps of bodies of water etc. 18.assess bodies of water 34.prepare local flood risk management plans 59.carry out clearance and repair works iii. Argyll and Bute Council’s Flood Risk Management Team maintain a Flood Advice page on the Council’s website to raise public awareness of flood risk: https://www.argyll-bute.gov.uk/environment/camera/flood-advice iv. The Flood Risk Management Team encourage the reporting of flood events (recent or historic) to floodingenquiries@argyll-bute.gov.uk. Reported flood events are recorded by the Flood Risk Management Team for future reference and for consideration in future Plans. v. Section 34’s Local Flood Risk Management Plans (LFRMP) are prepared by the lead Authority of each district. These are developed on a six yearly cycle and are typically used as the key driver for Flood Risk Management delivery by Local Authorities. EXAMPLES OF ONGOING, RELEVANT PROJECTS CARRIED OUT BY ARGYLL AND BUTE’S INFRASTRUCTURE DEISGN TEAM Designs carried out by the Infrastructure Design team consider climate change (1:200yr+CC) and sustainability (design life and carbon footprint). Climate change allowance currently considered is (1:200yr)+20% whereas peak river flow allowances are expected to increase by 59% by 2100 and peak rainfall intensity allowances in Argyll are expected to increase by 46% by 2080. Argyll’s sea level is expected to rise by 0.86m between 2017 and 2100. The following are examples of our ongoing projects: • Bridges o Local Authorities do not have budgets to bring existing bridges to current flood management standards. Therefore, existing bridges which are not able to have additional dead loading added to increase road levels cannot be included in resurfacing schemes to mitigate flood risk. Bridges which are serving roads which are themselves in flood risk areas cannot be raised to an adequate level. • Surface Water Management Schemes: o Whilst we are addressing surface water schemes under LFRMP, we are often faced with very steep, narrow roads with underlying and historic problems. The increased costs to deliver these are funded by the Council as no Cycle 2 funding has become available. • Marine Structures o Pontoon systems anchored by chains to the seabed replaced with tubular piles extending 1.5m above the surrounding pier level. This is to account for both a 120-year design life including with regards to durability, and also a substantial increase in sea level during flood events. o Piers and breakwaters are also designed for the 120year design life and designed in an adaptive manner where their heights can be increased in future to provide additional resilience. This also takes into consideration the change in sea categories. • Informal Flood Defences o Infrastructure Design continue to design to bring flood resilience to communities within designs. In Tobermory the handrail was upgraded, which we used as an opportunity to increase the coastal wall height, add a flood barrier, flood gate and flap valves in order to reduce coastal flood risk to the community and within the designated budget of the project. • Car Parks o Car park and leisure centre protected by flood defences including allowance for increase in sea levels. Retaining wall designed to keep future sea level out of the site and also allows height of the top of the wall to be increased if necessary. Non-return flap valves to allow drainage of flood waters, but not permit backflow of rising tides under normal operation. Rock armour revetment to dissipate wave energy and flood gate installed at the top of a slipway to maintain access under normal conditions but allow local team to close during flood event. • Culvert/Pipe upgrades o Catchment and peak flow analysis are completed on a regular basis to ensure any new culverts or pipes installed within a project are up to flooding standards to ensure capacity during a 1 in 200 years + climate change flood event. When required a backflow analysis is also completed to demonstrate floodplains and to ensure works at a site will not cause flooding to areas further Upstream or Downstream. • Luing Community Coastal Change Adaptation Plan Case Study o Assistance from the Council with their case study application, which was successful in securing additional funding for their Coastal Change Adaptation project which considered Flood Resilience measures. FUNDING • Scottish Government have indicated very tight budgets. • Given the above: o changes to Legislation and Standards, o lack of public engagement on Flood Resilience Responsibilities and o examples of ongoing schemes (several which address flood resilience without any actual flood resilience funding); it would be beneficial to have clarity from the Scottish Government on how the following should be prioritised and progressed to ensure that best value is secured for any funding which is available: o Flood Studies – several of these were carried out and submitted in 2019, but have not yet had any funding confirmed by the Scottish Government to allow their recommendations to be progressed, o Flood Resilience / Flood Management Works – given the number of actions required by the Local Flood Risk Management Plans, how should these be prioritised in Council budgets and programmes to allow progress to be made in delivery with any funding which is available? The Scottish Government would like your permission to publish your consultation response. Please indicate your publishing preference: Page 198
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Publish response with name Do you consent to Scottish Government contacting you again in relation to this consultation exercise? Yes What is your email address? Email: floodingenquires@argyll-bute.gov.uk I confirm that I have read the privacy policy and consent to the data I provide being used as set out in the policy. I consent Evaluation Please help us improve our consultations by answering the questions below. (Responses to the evaluation will not be published.) Matrix 1 - How satisfied were you with this consultation?: Slightly satisfied Please enter comments here.: Matrix 1 - How would you rate your satisfaction with using this platform (Citizen Space) to respond to this consultation?: Slightly satisfied Please enter comments here.: Page 199
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT AND INFRASTRUCTURE COMMITTEE ROAD AND INFRASTRUCTURE 12 SEPTEMBER 2024 SERVICES PLAY PARK FUNDING – UPDATE REPORT NO 4 1.0 INTRODUCTION 1.1 At the December 2022 Environment, Development and Infrastructure Committee (EDI), a Play Park Funding report was noted by members with an agreement that officers would submit a further report outlining the suggested process and timelines proposing further engagement with other groups, including Youth Forums and relevant Community Councils. The original report and subsequent update reports can be found at the following links: December 2022 EDI Play Park Funding Report: March 2023 EDI Play Park update Report. August 2023 EDI Play Park Update report 2 November 2023 Play Park Update report 3 2.0 RECOMMENDATIONS 2.1 It is recommended that the Environment, Development and Infrastructure Committee consider the updates provided in the report. 3.0 DETAIL 3.1 In August 2022, the Scottish Government confirmed a full 5 year funding package to all Scottish Local Authorities from 2020/21 through to 2025/26. Argyll and Bute Council will receive a total of £938k for Play Park funding for their 28 play parks. All Scottish Councils have received funding through the Capital Allocation for Renewal of Play Parks Fund for investment in play park equipment. 3.2 Previous EDI Committees as well as Elected Member Business Days have agreed funding. A timeline for engagement with Community Councils and Disability Forums has been updated in the table at paragraph 3.8 of this report. 3.3 The Scottish Government commitment was to ensure that all children have access to quality play in their own community and the budget was specific in Page 201 Agenda Item 13
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that the funding was for renewing existing play parks. A definition/scope of investment was also issued as part of the grant offer and is as below:- • The agreed definition of an eligible play park is one which is local authority owned, managed or maintained sites, designated for play, which are free to access and open to all. Play parks in private ownership, those that require an entry fee or those only available to specific groups / with conditions for entry would be outwith scope. We would expect that play parks with equipment (swings, slides etc) aimed at children aged 0-14 would be included as would other facilities used by the same age group (e.g. pump tracks), but MUGAs (Multi Use Game Areas) or dedicated sports fields would be outwith scope. 3.4 A partnership approach continues with South Islay Development (SID) who are in the process of redeveloping the Ramsay Hall Area which will incorporate the play park. The supplementary funding of £30k will allow a better more improved play park and the SID are currently reviewing their initial plans and will come back in the new year with a suggested location plan of equipment and materials for agreement. 3.5 An initial tender process for Tarbert Play Park took place in early 2024, this process failed. The officer managing the budget has then met with companies on the play park tender framework and went over the reasons they have not tendered. The tender was re-issued and proved successful with the award being issued in July 2024. The works are due to start on 21 October 2024 for a 4 week period. 3.6 Initial engagement has been carried out with some disability forums across the Council area, however this needs further discussions in the Helensburgh area as there have been several contacts made with various organisations. This is being progressed. 3.7 Should there be further issues with no tender bids received, officers are already looking at a mixed model of delivery in house or in partnership with local businesses. This must however be done in line with strict legislative restrictions on children’s play park equipment carried out by qualified individuals. 3.8 Officers suggest the following updated timeline is appropriate:- ACTION TIMESCALE Engagement with Community Councils and Education Department Commenced March-May 2023 – now complete. Engagement with Disability Forums Commenced Winter 2023 – still ongoing. Procurement process which may need to include a mixed model delivery of the equipment and fitting and depends on tender bids (which will last in the region of Commenced early 2024, for the Tarbert Play Park. Page 202
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8 – 12 weeks) Installations Commencing Summer 2024 for Tarbert (continues to be dependent on procurement process as above) 3.9 It should be noted however that the Tarbert Play Park procurement process started in February 2024 with a successful tender appointed in July 2024. This was only after a failed tender process and a second further process which required a single officer dealing with the play park improvement works, meeting with play park companies to negotiate and discuss requirements. It is therefore difficult to confirm an exact timeline. 4.0 CONCLUSION 4.1 The Scottish Government has allocated a total of £938k for Play Park funding to Argyll and Bute Council for investment in play park equipment through to 2025/26 from the Capital Allocation for Renewal of Play Parks Fund. This paper reports on the positive update for the Tarbert Play Park Tender being resolved as well as proposed Islay partnership work. 4.2 The report further reports on the limited timescales to tender for the remaining play parks and complete the budget spend before the end of March 2026. 5.0 IMPLICATIONS 5.1 Policy – In line with previous decision and will also pay regard to procurement policy. 5.2 Financial – Mainly funded from Scottish Government play park capital grant, supplemented by other small pots of funding. 5.3 Legal – None known. 5.4 HR – None known. 5.5 Fairer Scotland Duty: None known. 5.5.1 Equalities - protected characteristics – Engagement will take place with appropriate groups, including the disability forum, to provide a positive impact on our young people. 5.5.2 Socio-economic Duty – None known. 5.5.3 Islands – Elements of renewal on all council owned play parks, which therefore will not adversely affect islands. 5.6 Climate Change – We will endeavour to minimise carbon footprint of this project. Page 203
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5.7 Risk – Failure to deliver within the allotted Scottish Government timescales may result in losing the budget allocated. 5.8 Customer Service – The intention of this funding is to provide better facilities for our customers. 5.9 The Rights of the Child (UNCRC) – This play park renewal project will benefit children and young people. Executive Director with responsibility for Road and Infrastructure Services, Kirsty Flanagan Policy Lead for Roads, Transport and Amenity Services Councillor John Armour August 2024 For further information contact: Jim Smith, Head of Road and Infrastructure Services Jim.Smith@argyll-bute.gov.uk Hugh O’Neill, Network and Standards Manager Hugh.ONeill@argyll-bute.gov.uk Page 204
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ARGYLL AND BUTE COUNCIL ENVIRONMENT, DEVELOPMENT & INFRASTRUCTURE COMMITTEE LEGAL AND REGULATORY SUPPORT 12 September 2024 Community Empowerment (Scotland) Act 2015 - Allotments Waiting List Register 1.0 INTRODUCTION 1.1 The purpose of this paper is to update the Environment, Development and Infrastructure Committee on the actions that are being undertaken in response to duties placed on the Council under Part 9 of the Community Empowerment (Scotland) Act 2015 which provides a legal framework that promotes and encourages community empowerment and participation in growing food. 2.0 RECOMMENDATIONS 2.1 It is recommended that Members of the Environment, Development and Infrastructure Committee consider the Allotments Waiting List Register update which reflects the duties placed on local authorities arising from Part 9– Allotments of the Community Empowerment (Scotland) Act 2015. 3.0 DETAIL 3.1 The Council’s Business Continuity Committee on 16 April 2020 adopted Argyll and Bute’s first Community Food Growing Strategy. The Strategy’s vision is to encourage and enable people in our community, who wish to grow their own food, by providing information on potential community food growing spaces, advice and guidance. 3.2 Developing the Strategy was a duty placed on the council by the Community Empowerment (Scotland) Act 2015, which requires each local authority to produce a food growing strategy. It also places a duty on the council to establish and maintain an allotments waiting list register and to produce an allotments report for the area each year. 3.3 At the time of preparing this report 168 individuals are included on the Register. Area Number of Individuals on the register - July 2024 Bute and Cowal 53 Helensburgh & Lomond 75 Page 205 Agenda Item 14
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Area Number of Individuals on the register - July 2024 Mid Argyll, Kintyre & the Islands 21 Oban Lorn & The Isles Area 19 3.4 Argyll and Bute Council has three allotment sites (as defined by the Act which are those on Local Authority land) one in Helensburgh and two in Rothesay. They are each managed by allotment associations, with spaces offered to individuals when they become available. Other Community Food Growing Spaces such as community gardens and schools exist within a number of mainland and island sites which are managed by local dedicated community members and school groups. 3.5 As the Council does not currently directly manage allotments, Legal and Regulatory Support Officers have established relationships with allotment sites and other land owners. With agreement from those that have submitted their details these are then passed to these independently managed sites in anticipation of securing land for the purposes of growing food. 3.6 In order to complement the Community Food Growing Strategy Legal and Regulatory Support provide a dedicated community growing spaces website, which can be accessed by following this LINK (https://www.argyll-bute.gov.uk/community-growing-spaces). The website holds useful information relating to Community Empowerment, including allotment legislation and guidance for community groups who are interested in growing their own food. Alongside colleagues from the Communities and Partnership Team this website is currently under review to enhance the existing support available for our customers. 3.7 The Communities and Partnership Team support Council asset requests and have received several expression of interest from individuals and groups regarding the use of Council assets and land for community gardens and spaces for food growing. Some of this interest has reached a positive conclusion in terms of the establishment of community growing spaces. 3.8 Ardrishaig Community Garden, for example, have a licence to develop a community garden and food growing space in the local park. Scenic Sandbank raised the funding to acquire a vacant plot of land to develop Community growing spaces and allotments for food growing. Requests from these groups involved the setting up of community organisations to raise funds to manage and run the community garden/ growing spaces. 3.9 Officers are committed to giving advice and support to individuals’ and groups to encourage and enable people wishing to grow their own Page 206
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food. There is a webpage detailing how to submit an expression of interest in using council assets, which can be accessed by following this LINK. 3.10 There are also various examples of food growing initiatives being taken forward by third sector partners within Argyll and Bute. Fyne Futures Food, a registered charity and social enterprise on the Isle of Bute, are involved in various food growing initiatives. Pupils from North Bute and St Andrew’s Primary Schools have been attending Bute Produce with staff attending the schools to help pupils to explore soil health, seeds, growing in pots, and plant husbandry. 3.11 Fyne Futures Food have also been involved in ‘Heart Seeds’ which is about about celebrating different culture through food. Linking with the resettlement team; there have been food sharing events with people from a wide variety of place including people who have chosen Argyll and Bute as a place to live and work. From these events a list of plant based ingredients are being grown at Bute Produce with support from volunteers and employability placements. A harvest festival will include dishes from across the world being cooked using these ingredients. 3.12 Finally, Incredible Edible Bute manage a number of sites around Rothesay and Port Bannatyne which grow seasonal, herbs, fruits and vegetables. Battery Place, Rothesay was the 1st site and was set up under licence with Argyll and Bute Council as an alternative to dismantling and grassing over raised beds. The latest garden set up is the Friendly Garden at Port Bannatyne, which Incredible Edible volunteers took over and have brought back into use. Each site is looked after by volunteers with regular weekly work parties. The produce of these public sites is freely available for residents and visitors to harvest. Volunteers also receive training in horticulture, cookery skills and certificates in First Aid and Food Hygiene. 4.0 CONCLUSION 4.1 The adoption of the Argyll and Bute Council Community Food Growing Strategy met the Council’s duty under Part 9 of the Community Empowerment (Scotland) Act 2015, officers continue to provide information to support and signpost individuals and community groups who wish to grow their own food. 5.0 IMPLICATIONS 5.1 Policy – None 5.2 Financial – None 5.3 Legal – Meeting our duty to produce a Food Growing Strategy, Allotment Waiting List and Rules and Regulations under Part 9 of the Community Empowerment (Scotland) Act 2015 Page 207
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5.4 HR – None 5.5 Fairer Scotland Duty – None 5.5.1 Equalities – None 5.5.2 Socio-Economic Duty – None 5.5.3 Islands Duty – None 5.6 Climate Change – None 5.7 Risk - Failure to report the Allotments Waiting List Register means we do not fulfil our duties placed on local authorities arising from Part 9 – Allotments of the Community Empowerment (Scotland) Act 2015. 5.8 Customer Service – None 5.9 The Rights of the Child (UNCRC) – None Douglas Hendry Executive Director with responsibility for Legal and Regulatory Support August 2024 For further information contact: Stuart McLean, Committee Manager Telephone 01436 658717 - stuart.mclean@argyll-bute.gov.uk Page 208
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Environment, Development and Infrastructure Committee Work Plan 2024/25 This is an outline plan to facilitate forward planning of reports to the Environment, Development and Infrastructure Committee. Date Title Service/Officer Date Due Comments 12 September 2024 Waste Update Roads and Infrastructure Services 20 August 2024 Winter Service Policy Roads and Infrastructure Services Argyll and Bute Digital Update Development and Economic Growth Transformational Projects Regeneration Team Large Scale Projects Update Development and Economic Growth Response to the Scottish Government’s Flood Resilience Consultation Roads and Infrastructure Services Economic Strategy and Action Plan 2024 – 27 Development and Economic Growth Campbeltown Flood Protection Scheme Roads and Infrastructure Services Municipal Bus Company Play Park Funding Update No 4 Roads and Infrastructure Services Ferry Provision Roads and Infrastructure Services Community Empowerment (Scotland) Act 2015 - Legal and Regulatory Support Page 209 Agenda Item 15
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Environment, Development and Infrastructure Committee Work Plan 2024/25 Allotments Waiting List Register 19 December 2024 Route Optimisation Update Roads and Infrastructure Services 26 November 2024 Annual Status and Options Report (ASOR) Roads and Infrastructure Services Annual Cemetery Asset Report Roads and Infrastructure Services Waste Update Roads and Infrastructure Services 20 March 2025 Roads Capital Reconstruction Programme 2025/26 Road and Infrastructure Services 25 February 2025 Transformational Projects Regeneration Team Large Scale Projects Update Development and Economic Growth 19 June 2025 Campbeltown Flood Plan Roads and Infrastructure Services 27 May 2025 Future Items Shared Prosperity Fund Development and Economic Growth Roads Development Framework Roads and Infrastructure Services EVC Tariffs Roads and Infrastructure Services Agreed 21.03.24 Second Domestic Bin Review Roads and Infrastructure Services Updates to be provided on progress Review of Roads and Infrastructure Services Roads and Infrastructure Services Updates to be provided on progress Page 210
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Environment, Development and Infrastructure Committee Work Plan 2024/25 Footway reconstruction Programme Roads and Infrastructure Services Cemetery Asset Update Roads and Infrastructure Services Active Travel Strategy Development and Economic Growth Page 211
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