Capital Budget Monitoring Report - 31 March 2024
Argyll and Bute Council · 27 June 2024
Back to Argyll and Bute Council — 27 June 2024 and its agenda
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ARGYLL AND BUTE COUNCIL COUNCIL FINANCIAL SERVICES 27 JUNE 2024 CAPITAL BUDGET MONITORING REPORT – 31 MARCH 2024 1.0 EXECUTIVE SUMMARY 1.1 This report provides an update on the position of the capital budget as at 31 March 2024. The report provides information on the financial position in respect of the capital plan and the performance in terms of delivery of capital plan projects. 1.2 Financial Position: Outturn for 2023-24 – actual net expenditure for the full financial year is £37,860k compared to an annual budget of £33,166k giving rise to an overspend for the year of £4,694k (14.15%). This variance is after previously agreed slippage of £27,837k that has been approved throughout 2023-24 therefore budgets will be re-profiled accordingly. Total Capital Plan – forecast total net project costs on the total capital plan are £219,771k compared to a total budget for all projects of £219,771k. No variance is projected. 1.3 Project Delivery: Asset Sustainability – Out of 96 projects there are 84 projects (87%) on track and 12 projects (13%) off track but recoverable. Service Development - Out of 44 projects there are 40 projects (91%) on track and 4 projects (9%) off track but recoverable. Strategic Change – Out of 29 projects there are 19 projects (66%) on track and 10 projects (34%) off track but recoverable. 1.4 1.5 The Capital Programme is funded by various income streams as detailed in Appendix 3. Additional funding has been added for 2023-24 CFCR, STTS Income for Roads, Scottish Government Grants for Bus Partnership Fund and Road Safety Improvement Fund, third party contributions from Live Argyll and HSCP, Crown Estates Allocation, Strategic Housing Fund contribution and additional allocation of Rural Growth Deal funding. Originally the Council was projecting £1,195k of capital receipts this financial year which was then revised to £484k. Actual receipts of £622k have been received which will reduce the income target for 2024-25. The estimated level of receipts for future years will be kept under review as market conditions change; as will values following due diligence undertaken by prospective purchasers on the condition of asset.
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ARGYLL AND BUTE COUNCIL COUNCIL FINANCIAL SERVICES 27 JUNE 2024 CAPITAL BUDGET MONITORING REPORT – 31 MARCH 2024 2.0 INTRODUCTION 2.1 2.2 2.3 2.4 2.5 This report provides an update on the position of the capital budget as at 31 March 2024. The report provides information on the financial position in respect of the capital plan and the performance in terms of delivery of capital plan projects. Following the decision at Policy and Resources Committee on 9 December 2021, the Rothesay Pavilion project was put on pause whilst potential funding options were being considered. At the budget meeting in February 2023 additional funding was allocated to this project which will allow the project to progress towards success by supporting completion of certain work stages. Further information regarding the progress of this project will be reported during 2024-25 once tenders have been received and finalised. The financial information included within this report includes amounts relating to Phase 1 only of the Rothesay Pavilion project. Surveys have been completed in the Councils Learning Estates in relation to RAAC with only 1 building confirmed as having it present with steps underway for its removal. This will include a decant of the students for approximately 9 months plus total removal and replacement of the roof during 2024-25. Funding of £3m was considered as part of the 2024-25 budget setting process and additional funding was allocated as agreed at the Council meeting on 22nd February 2024. The Councils bid to the Scottish Governments Learning Estate Investment Programme (LEIP) for funding for a new school campus on Mull was successful. While this is good news and will provide welcome investment in the school estate it does come with a financial pressure that is required to be funded if the project is to proceed. The Scottish Government will fund up to 50% of eligible costs therefore the Council will be required to fund circa £20m prior to any associated borrowing costs. A Members seminar was held on the 12th April 2024 and a report subsequently presented to Council on 25th April outlining the financial, economic, community and educational implications of the proposed campus. Members agreed that up to £5m from the previously agreed earmarked LEIP funding could be used to commence the Business Case, undertake engagement exercises, commence the site selection process and establish governance arrangements. To progress with the project beyond this point Members will consider the capital and revenue budget provision required as part of the budget setting process. As a result of significant rainfall Argyll and Bute Council activated the Bellwin scheme in relation to the recovery costs associated with the incident. The funding from this scheme is welcomed however eligibility criteria of costs are restrictive. Capital expenditure does not qualify therefore any long term replacements to infrastructure such as bridges cannot be claimed through the scheme therefore if not already part of the capital programme required to be funded. Works to the value of £1.8m have been carried out already with future anticipated works costing circa £2.5m being identified, both which will require capital funding. As a result of this borrowing of £4.3m to fund the capital costs not eligible through the Bellwin Scheme was considered as part of the 2024-25 budget setting process and agreed at the Council meeting on 22nd February 2024.
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2.6 2.7 2.8 2.9 A £1m cost pressure was identified during 2021-22 in relation to repairs to the A884 Ardbeg Sea Wall, where severe storm damage resulted in failure of the sea wall on Bute. Emergency works were carried out and a permanent solution is currently being developed. Additional funding of £1m was allocated for this purpose at the Council meeting on 24 February 2022 however there remains a risk that costs will exceed this. The tender for this project is being developed with the current aim to have a contractor on site by Spring/Summer 2025, final costs will be known once tenders are returned early in 2024-25. The impact of the pandemic along with the UK exit from the European Union, the Russian invasion of Ukraine and sanctions on Russian owned entities continues to result in significant price increases as well as disruptions to the supply chain and longer lead in times. The increased rate of inflation impacts costs such as energy prices, labour, packaging and transport. These all have an effect on the overall contract price and make it extremely challenging to manage expenditure and the availability of supply. As a result of this it should be noted that there are likely to be other significant financial impacts which are not quantifiable at this stage, as follows: Rothesay Pavilion – despite additional funding being awarded there remains a funding gap to allow full completion of the original intended works. Harbour Investment Programme – likely to be contractual cost increases in future years (expected to be funded from increased fees and charges). Universal Free School Meals – roll out to P6 and P7 has been confirmed but capital funding levels available from the Scottish Government are still unknown. Bridges Fund - A scheme of bridge capital works was developed and 80% funded through the Local Bridge Maintenance Fund with £5.450m of funding approved. Increased capital contract costs from when the scheme was developed to now, has the schemes costing approximately £12m. A request for the original funding to be approved to cover a smaller scheme with less bridges has been sent to Scottish Government and awaits a response. In general, capital contracts across the programme are seeing significant price increases. Although the direct impact of COVID on most local services has reduced or even ceased altogether over the last 12 months, COVID-19 in conjunction with the UK exit from the European Union and the Russian invasion of Ukraine, continues to affect worldwide supply chains. In recent years additional funding of £10.803m has been allocated to the capital programme for this purpose which has mitigated the impact to date however, as detailed in the table below. An additional £0.297m was considered as part of the 2024- 25 budget setting process and this additional funding was allocated as agreed at the Council meeting on 22nd February 2024. With £8.834m already allocated or committed this results in £2.266m of the fund remaining unallocated to projects facing inflationary pressures. Funding for Capital Inflationary Pressures £m COVID-19 Funding 0.257 February 2021 Budget Meeting - Capital Cost Pressures 4.646 February 2022 Budget Meeting - Capital Cost Pressures 3.900 February 2023 Budget Meeting - Capital Cost Pressures 2.000 February 2024 Budget Meeting - Capital Cost Pressures 0.297 Total Additional Funding Allocated to Capital 11.100 Allocated to Projects within Capital Programme (5.779) Committed for future years (3.055) Balance Remaining 2.266
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4.0 OUTTURN FINANCIAL POSITION 2023-24 4.1 4.2 Overall Position Actual net expenditure for the full financial year is £37,860k compared to a budget for the year to date of £35,175k giving rise to an overspend for the year of £4,694k (14.15%). This variance is after previously agreed slippage of £27,837k that has been approved throughout 2023-24 therefore budgets will be re-profiled accordingly. Project/Department Position The table below shows the actual expenditure and budget for the year by project type and service: Project Type: Annual Budget £'000 Forecast Outturn £'000 Forecast Variance £'000 Asset Sustainability 19,680 18,343 1,337 Service Development 322 3,220 (2,898) Strategic Change 13,164 16,297 (3,133) Total 33,166 37,860 (4,694) Service: ICT 1,457 1,410 47 Education 7,208 5,748 1,460 Live Argyll 1,175 1,034 141 Health & Social Care Partnership 957 748 209 Shared Offices 1,660 1,162 498 Roads & Infrastructure 19,522 19,835 (313) Development & Economic Growth (2,143) 990 (3,133) CHORD 3,330 6,933 (3,603) Total 33,166 37,860 (4,694) Material variances are explained in Appendix 1 and there are a number of small variances contributing to the overspend. 3.0 RECOMMENDATIONS 3.1 Note the contents of this report and the financial summaries as detailed in Appendix 6 and approve the proposed changes to the capital plan detailed in Appendix 2.
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5.0 TOTAL PROJECT COSTS 5.1 Overall Position Forecast total net project costs on the total capital plan are £228,625k compared to a total budget for all projects of £228,625k. No variance is projected. 5.2 Project/Department Position The table below shows the forecast expenditure and budget for the total capital plan by project type and service. Project Type: Capital Plan Budget £'000 Forecast Project Costs £'000 Total Capital Plan Variance £'000 Asset Sustainability 69,755 69,755 0 Service Development 23,749 23,749 0 Strategic Change 126,267 126,267 0 Total 219,771 219,771 0 Service: ICT 7,068 7,068 0 Education 49,755 49,755 0 Live Argyll 4,070 4,070 0 Health & Social Care Partnership 4,684 4,684 0 Shared Offices 23,974 23,974 0 Roads & Infrastructure 64,490 64,490 0 Development & Economic Growth 6,385 6,385 0 CHORD 59,345 59,345 0 Total 219,771 219,771 0 There are no variances to report.
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6.0 TOTAL PROJECT PERFORMANCE 6.1 Overall Position There are 169 projects within the Capital Plan, 143 are Complete or On Target, 26 are Off Target and Recoverable and none are Off Track. 6.2 Project Position The table below shows the Performance Status of the Projects in the Capital Plan. Project Type: Complete / On Target Off Target/ Recoverable Off Target/ Problem Total Asset Sustainability 84 12 0 96 Service Development 40 4 0 44 Strategic Change 19 10 0 29 Total 143 26 0 169 Service: ICT 7 0 0 7 Education 27 6 0 33 Live Argyll 22 0 0 22 Health & Social Care Partnership 16 3 0 19 Shared Offices 23 2 0 25 Roads & Infrastructure 31 9 0 40 Development & Economic Growth 14 3 0 17 CHORD 3 3 0 6 Total 143 26 0 169 6.3 Chart of Performance Status The graph provides a view of the Performance Status of the Projects included in the Capital Plan:
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7.0 OFF TRACK PROJECTS 7.1 There are no Off Track projects for this report. 8.0 STRATEGIC CHANGE PROJECTS 8.1 Appendix 5 gives detailed information in respect of the Strategic Change Projects within the Capital Plan. The appendix gives details of the forecast cost of each project against the approved budget, the start and anticipated completion date of the project and an assessment of the risks of the project and, if these are not green, gives an explanation of the problem. 9.0 9.1 CHANGES TO CAPITAL PLAN The table below shows previous changes to expenditure budgets within the Capital Plan at summary level, including slippages and accelerations offset by any budget adjustments. There are no proposed changes in terms of slippages or accelerations in the current month as any over or under spends are rolled forward into future years as part of the year end process. Projects with slippages greater than £500k are detailed in Appendix 4.
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Department Prev. Agreed Changes 2023-24 Asset Sustainability (10,861) Service Development (3,141) Strategic Change (13,835) Total (27,837) Service: 0 ICT 136 Education (3,542) Live Argyll (448) Health & Social Care Partnership (2,047) Shared Offices (1,166) Roads & Infrastructure (15,518) Development & Economic Growth (2,674) Major Projects (2,578) Total (27,837) 10.0 10.1 FUNDING The Capital Programme is funded by various income streams as detailed in Appendix 3. Additional funding has been added for 2023-24 CFCR, STTS Income for Roads, Scottish Government Grants for Bus Partnership Fund and Road Safety Improvement Fund, third party contributions from Live Argyll and HSCP, Crown Estates Allocation, Strategic Housing Fund contribution and additional allocation of Rural Growth Deal funding. 11.0 11.1 11.2 11.3 11.4 11.5 11.6 11.7 11.8 11.9 IMPLICATIONS Policy – Monitors progress against the capital plan. Financial – Monitors funding and commitments of the capital plan. Legal – Available funding may not address all Statutory and Regulatory requirements in relation to Health and Safety. HR – Available funding may have an impact on the sustainability of the Property Design Team and Infrastructure Design Team. Fairer Scotland Duty – None. 12.5.1 Equalities – protected characteristics – None. 12.5.2 Socio-economic Duty – None. 12.5.3 Islands – None. Climate Change – The Council is committed to addressing climate change via projects within the capital plan. Risk – There are risks around increasing capital contract costs and the level and timing of capital receipts. Customer Service – None. The Rights of the Child (UNCRC) - None.
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Kirsty Flanagan Executive Director / Section 95 Officer 13 June 2024 Policy Lead for Finance and Commercial Services – Councillor Ross Moreland APPENDICES - Appendix 1 – Forecast Outturn variance explanations - Appendix 2 – Changes to Capital Plan and Financial Impact - Appendix 3 – Capital Funding - Appendix 4 – Over £500k Variance Reports - Appendix 5 - Cumulative spend, completion dates and risks relating to significant capital projects. - Appendix 6 - Financial Summary – Overall - Financial Summary – Executive Director Kirsty Flanagan - Financial Summary – Executive Director Douglas Hendry - Appendix 7 - Updated/Revised Capital Plan For further information contact: Anne Blue, Head of Financial Services anne.blue@argyll-bute.gov.uk
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APPENDIX 1 – Outturn Variance Explanations Listed below are the projects where the current year variance is +/- £50k. Project Annual Budget £’000 Outturn £’000 Total (Over)/ Under Forecast Variance £’000 Explanation Server Sustainability 352 289 63 Minor delay in receiving order at end of year. Primary Schools 3,370 3,195 175 Continued issues with availability of skilled labour and spiralling material costs resulting in delays to projects Secondary Schools 852 709 143 Continued issues with availability of skilled labour and spiralling material costs resulting in delays to projects Free School Meals 379 213 166 Retention values slipped into future year. Block Allocation - Education 243 0 243 Continued issues with availability of skilled labour and spiralling material costs resulting in delays to projects Dunoon Primary School 234 2 232 Ongoing negotiations with contractor have delayed final payments and retention invoices. Replacement of Oban High School 406 0 406 Ongoing negotiations with contractor have delayed final payments and retention invoices. Glencruitten Hostel 81 9 72 Minor works carried out in 23-24, project will commence 24-25. Capital Property Works - HSCP 167 0 167 Delays in agreeing the programme priorities with HSCP Dunclutha Childrens Home 54 0 54 Retention remains held due to dispute over defects.
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Block Allocation - Shared Offices 372 0 372 Minor works carried out to Offices during 23-24 due to office rationalisation. Roads Reconstruction 7,766 7,259 507 Additional funding received late in year. Lighting 440 246 194 Delays due to other commitments Environmental Projects (200) 300 (500) External funding won’t be received until works are complete. Public Conveniences (200) 0 (200) External funding won’t be received until works are complete – project slipped earlier in the year so income should have been re-profiled at the same time. Fleet Management 1,664 1,469 195 Late delivery of vehicles Footway Improvements 450 531 (81) Reversal of previous slippage as value too much EV Quick Chargers 62 10 52 No new installations, should have been re-profiled earlier in year Block Allocation - RIS -100 0 (100) Acceleration of block allocation to fund Depot project Campbeltown Flood Scheme 8,625 8,756 (131) Reversal of previous slippage as value too much – continual changes to programme by contractor and high value of project make projections difficult at year end. Harbour Investment Programme PB 1,490 1,898 (408) Reversal of previous slippage as value too much Safe Streets, Walking and Cycling (CWSS) (6) 130 (136) Project spans into 24-25 when external grant income will be received Cycleways - H&L (FSPT) (290) 93 (293) Project spans into 24-25 when external grant income will be received
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CHORD - Oban 626 47 579 Work ongoing to determine cause of defects. Benefits realisation analysis will commence once all CHOS projects are complete. CHORD - Rothesay 4,735 6,170 (1,435) External funding won’t be received until works are complete. Town Centre Funds 34 384 (350) External funding won’t be received until works are complete. Dunoon STEM Hub (2,050) 0 (2,050) Project has been delayed due to location of the STEM Hub, income profile should have been updated earlier in year when project expenditure was slipped. Dunoon Cycle Both (394) (96) (298) External funding won’t be received until works are complete. Rural Growth Deal (211) (81) (130) Delay in drawdown of earmarked reserves due to accounting practices, will be drawn down in 24-25. Tigh An Rudha HFE 116 201 (85) Major works starting in 24-25, only minor works carried out in 23-24. Clean Energy - NDEEF1 224 145 79 Delays due to VFM concerns TIF - Halfway House Roundabout 56 0 56 Project still being developed Tobermory Car Park 96 0 96 Decision still pending on car park works. CO2 Monitoring - Covid Mitigation in Schools 113 0 113 Scottish Government grant requires to be allocated to specific projects Kilmory Business Park Phase 2AA (419) 13 (432) Delays in invoicing due to legal requirements resulting in delays in receiving external funding Helensburgh Waterfront (1,673) 696 (2,369) Timing of external funding, will be received in 24-25.
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Coastal Change Adaptation 126 48 78 Payment to Luing Community Council slipped to 24/25. Clean Energy - NDEEF2 50 0 50 Delays due to VFM concerns Other variances under £50k 212 Total value of non-material variances less than +/-£50k. Total (4,694) APPENDIX 2 – Changes to Capital Plan and Financial Impact OVERALL COST CHANGES Project 2023- 24 £’000 2024- 25 £’000 2025- 26 £’000 Future Years £’000 Total Capital Plan £’000 Recommendation Explanation Total Cost Changes 0 0 0 0 0 SLIPPAGES AND ACCELERATIONS Project 2023-24 £’000 2024-25 £’000 2025-26 £’000 2026-27 £’000 Total Capital Plan £’000 Recommendation Explanation None for this report Total Slippages and Accelerations 0 0 0 0 0 Net Impact of Changes 0 0 0 0 0 There are no proposed changes in the current month regarding slippages or accelerations as any over or underspends are rolled forward into future years as part of the year end process. Income budgets will also be aligned accordingly as part of this process.
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CAPITAL PROGRAMME FUNDING Appendix 3 Estimated Capital Funding Carry Forwards from 23-24 Slippage / Acceleration Additional Funding Updated Capital Funding Available Estimated Capital Funding Carry Forwards from 22-23 Slippage / Acceleration Additional Funding Updated Capital Funding Available Estimated Capital Funding Carry Forwards from 22-23 Slippage / Acceleration Additional Funding Updated Capital Funding Available Estimated Capital Funding Carry Forwards from 22-23 Slippage / Acceleration Additional Funding Updated Capital Funding Available General Capital Grant 17,626 0 0 0 17,626 9,042 0 0 0 9,042 9,069 0 0 0 9,069 8,834 0 0 0 8,834 Capital Grant - Area Control Accounts 51 0 0 3 54 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Transfer to Revenue for Private Sector Housing Grant (PSHG) -1,033 0 0 0 -1,033 -1,033 0 0 0 -1,033 -1,033 0 0 0 -1,033 -1,033 0 0 0 -1,033 Capital Receipts 511 0 138 0 649 750 0 -138 0 612 750 0 0 0 750 400 0 0 0 400 Flooding Allocation 155 0 0 0 155 156 0 0 0 156 156 0 0 0 156 0 0 0 0 0 Ring Fenced Capital Grant 5,800 0 0 0 5,800 379 0 0 0 379 618 0 0 650 1,268 0 0 0 0 0 Restricted Funding 2,485 0 -473 793 2,805 2,553 0 9,488 2,031 14,072 84 0 0 0 84 0 0 0 0 0 Funded by Reserves 13,632 691 -10,615 0 3,708 10,061 0 783 1,559 12,403 1,412 0 -692 600 1,320 -38 0 0 0 -38 Additional Funding from Revenue 142 0 0 1,616 1,758 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Insurance 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Harbour Investment Programme 3,200 0 -1,302 0 1,898 24,110 0 1,302 0 25,412 39,000 0 0 0 39,000 17,585 0 0 0 17,585 Prudential Borrowing 3,413 3 1,137 0 4,553 17,567 0 -1,047 0 16,520 166 0 1,313 0 1,479 376 0 -609 0 -233 Loans Fund Review 2,690 0 0 0 2,690 431 0 0 0 431 0 0 0 0 0 0 0 0 0 0 COVID Funding 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 48,672 694 -11,115 2,412 40,663 64,016 0 10,388 3,590 77,994 50,222 0 621 1,250 52,093 26,124 0 -609 0 25,515 BREAKDOWN OF ADDITIONAL FUNDING Additional Funding 2023-24 2024-25 2025-26 2026-27 Reported Source Fleet Management 159 Jan-24 Area Control Accounts 3 Jan-24 Control Accounts Rural Growth Deal 9 Feb-24 Coastal Adaptation Change 65 Feb-24 Bus Partnership Fund 18 Feb-24 CFCR 2023-24 1,616 Mar-24 East Clyde Street 1 Mar-24 Crown Estates Fund RAAC 10 2,390 600 Mar-24 Roads Reconstruction 347 Mar-24 Bus Partnership Fund 32 Mar-24 Rural Growth Deal 20 Mar-24 Road Safety Imp Fund 191 Mar-24 Aqualibrium - Health Suite Upgrade 20 Mar-24 Riverside Leisure Centre - Health Suite Upgrade 80 Mar-24 Tigh An Rudha HFE 731 Mar-24 HSCP Tigh An Rudha HFE 160 Mar-24 Strategic Housing Fund Kintyre Care Home 150 650 Mar-24 HSCP Scottish Government Scottish Government Third Party Contribution Third Party Contribution Scottish Government 2023-24 2024-25 Earmarked Reserves Scottish Government Scottish Government Scottish Government 2025-26 2026-27 Revenue Council Reserves STTS
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Projects Names: Bridge Strengthening & Local Bridge Maintenance Fund Project Manager: E Simoes Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 2.336 4.350 0.203 0.000 Anticipated spend at end of 2023-24 0.515 6.171 0.203 0.000 (Slippage)/Acceleration (1.821) 1.821 0.000 0.000 In 2023-24 there has been £1.821m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) √ Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Following a period of wet weather which left ground conditions very wet and in many cases saturated, over a months’ worth of rain fell over a 36 hour period starting Friday 6 October 2023 and running into Saturday 7 October 2023 – Infrastructure Design were required to attend the following sites and take over the major bridges replacements and landslides; these are the major following protects still ongoing: 1. Kilmelford Bridge, replacement of the full bridge including scour protection along upper and downstream and narrow footway on the upstream side of the bridge 2. Kilninver Bridge, rock amour protection to the south east banking which abuts the bridge 3. Glen Lean B836, design and installation of a temporary bridge and diversion road. Construction of permanent bridge and removal of temporary structure 4. Lochgoilhead Bridge, scour protection 5. Ri Cruin Bridge, scour and undermining works 6. Landslide at C30 Kilmaha Ford to Dalavich, slope stability and vehicle barrier 7. A816 Kintraw, landslide, catch pits at base of unstable slope Catch pits and bound to be completed following the completion of the last of the temporary works land agreement. Design and construction of a Permanente road along with consents and land agreements 8. A815 landslide and monitoring 9. U014 Scammadale, landslide 10. B828 Glenmore Road Stabilization 11. B836 - 090 Upper Stronafian Bridge APPENDIX 4
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes, however given the services that Infrastructure Design team are required to undertake, provisional figures will be always provisional If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Campbeltown Flood Scheme Project Manager: J Salmon Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 9.860 0.029 0.330 0.004 Anticipated spend at end of 2023-24 8.756 1.780 0.010 0.387 (Slippage)/Acceleration (1.104) 1.751 (0.320) 0.383 Note additional budget was allocated to this project during the year totalling £0.710m In 2023-24 there has been £1.104m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) √ Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Profile provided by the contractor changed throughout 2023-24 due to extension of works contract into 24-25 financial year, largely due to Scottish Water delaying contractors progress While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes however figures are revised on a monthly basis in the Capital Monitoring report and will change based on updated forecasts from Contractor If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: CHORD – Oban Project Manager: J Gordon Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 0.626 0.000 0.000 0.000 Anticipated spend at end of 2023-24 0.047 0.579 0.000 0.000 (Slippage)/Acceleration (0.579) 0.579 0.000 0.000 In 2023-24 there has been £0.579m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) X Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): All of the Projects within the CHORD_Oban programme of works have achieved practical completion. There was a residual budget of £626k made up as follows: 1. CHORD_Oban (General) £115k 2. CHORD_Oban (Transit Berthing Facility) £ 85k 3. CHORD_Oban (Public Realm Phase 1 and Phase 2) £131k 4. CHORD_Oban (Maritime Visitor Facility) £295k The budget allocations noted above were carried over from previous years, and we require to carry them forward in FY24/25 as the expenditure has not been incurred as expected due to the following reasons: 1. This budget allocation is to (a) provide additional budget cover in respect of Item (2) below should the Council be responsible for any additional costs, and (b) to enable us to complete the full Benefits Realisation Analysis and Economic Evaluation for CHORD-Oban and the overall CHORD Programme once all of the works are complete and the various contracts closed out, including the settlement of all outstanding commercial issues. 2. This budget allocation is to enable the project team to address the root cause of Defect 55, the appearance of transverse cracks on two of the concrete pontoons. As there is a dispute between the Contract and Employer as to the cause of this defect, budget is to cover any risk arising to the Employer. We have commissioned Royal Haskoning DHV to undertake independent structural analysis of the facility to determine the root cause and any subsequent remedial actions to rectify. We have received the Phase 2 analysis report and met with RHDHV to discuss its content and request certain revisions to make the conclusion and recommendations as specific and unambiguous as possible. RHDHV will resubmit their report and in consultation with colleagues in Procurement, Commercial and Contract Management, this will enable us to assess the appropriate course of action in terms of remedial works and the cost thereof. 3. This budget allocation is to cover any potential risk arising to the Council as Employer under the two works contracts whilst we await the end of the statutory prescription period for potential claims arising from the Contractor (Ph1) or the Administrator (Ph2) 4. This budget allocation is to enable additional works with respect to air handling units for the facility once the specification is confirmed.
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? 1. No – whilst we should be in a position to progress the Benefits Realisation Analysis for CHORD-Oban in FY24/25. In terms of the CHORD Programme, and given the extended delays to the Rothesay Pavilion Project, it would make sense to commence the Programme Level analysis in FY24/25, and as necessary pick up on the RPN project as a separate issue once it achieves practical completion. We would therefore recommend that £79k is taken from the FY24/25 Forecast and reprofiled in FY25/26 as follows: Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 0.626 0.000 0.000 0.000 Anticipated spend at end of 2023-24 0.047 0.579 0.500 0.000 0.079 0.000 (Slippage)/Acceleration (0.579) 0.579 0.500 0.000 0.079 0.000 2. Yes – £47k has been expended in FY23/24 and the balance of £38k therefore carries forward into FY24/25. The submission of the RHDHV Stage 2 analysis report should facilitate the closure of the outstanding issues on the Transit Berthing Facility 3. Yes – Prescriptive period runs out in 2024 4. Yes – Marine Operations to confirm specification of requirements If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers? Following consideration of the request for the Project Slippage Report for CHORD_Oban we have discussed this within the PPMS Team and revised the future years forecasts to take account of the most up to date information in this return.
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: CHORD - Rothesay Project Manager: Jonathan Miles Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 6.871 1.684 0.226 0.000 Anticipated spend at end of 2023-24 6.170 2.611 0.000 0.000 (Slippage)/Acceleration (0.701) 0.927 (0.226) 0.000 In 2023-24 there has been £0.701m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Due in part to delays in works to flat roofs due to discovery risk defects requiring detailed investigation and repairs. The latest Project Programme estimates that construction works, and therefore major expenditure, will carry on through to end August 24. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Dunoon Community STEM Hub Project Manager: I Bremner Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 0.713 1.750 0.00 0.00 Anticipated spend at end of 2023-24 0.036 2.427 0.00 0.00 (Slippage)/Acceleration (0.677) 0.677 0.000 0.000 In 2023-24 there has been £0.677m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan √ Other (explain below) Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Initial tender for construction of Dunoon STEM Hub was terminated after the Internal Rural Growth Deal Programme Board requested that a new location was sought for the project. The tender for construction at Hill Street was terminated and as such construction costs have not started in 2023-24 as originally forecast. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Fleet Management Project Manager: J Blake Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 2.512 1.180 0.000 0.000 Anticipated spend at end of 2023-24 1.469 2.382 0.000 0.000 (Slippage)/Acceleration (1.043) 1.202 0.000 0.000 Note additional budget was allocated to this project during the year totalling £0.159m In 2023-24 there has been £1.043m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays ✓ Changes to project plan Other (explain below) Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Delays in vehicle build and difficulties sourcing vehicles to replace ageing Fleet. The slippage was due to the late delivery of 7 x 7.5 tonne roads vehicles, the delay has been an additional 9 months. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes. If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: 03 TIF – Halfway House R’bout Project Manager: A Jackson-Stark Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 0.574 0.000 0.000 0.000 Anticipated spend at end of 2023-24 0.000 0.574 0.000 0.000 (Slippage)/Acceleration (0.574) 0.574 0.000 0.000 In 2023-24 there has been £0.574m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): The project has been delayed for a number of reasons. Our partners LINK Housing Association have been unable to complete the technical studies required for the submission of planning applications for the wider development programme within which this project falls. The Council is in the process of renegotiating the existing financial elements of the contract with the Scottish Government – specifically the length of time the project extends to which affects potential affordability of the project Actions are being taken to de-risk the project with revised financial forecasts being produced and requests made to the Scottish Government to revise the current agreement. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Harbour Investment Programme Project Manager: S Reid Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 9.200 22.000 50.000 2.695 Anticipated spend at end of 2023-24 1.898 25.412 39.000 17.585 (Slippage)/Acceleration (7.302) 3.412 (11.000) 14.890 In 2023-24 there has been £7.302m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) x Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Craignure Ground Investigation should have been completed by the end of Summer 2023 though this was held back due to Nature Scotland and Marine Scotland delaying the issue of licences has delayed this project progressing. Iona Breakwater & Fionnphort projects have also seen delays due to the licencing delays by Nature Scotland and Marine Scotland A large cost in progressing the Breakwater project at Iona is the purchase of the stone used to complete the breakwater. This purchase is too risky to go ahead until licences are issued due to the value of the materials being purchased. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Kilmory Business Park Project Manager: J Gordon Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 1.082 0.000 0.000 0.000 Anticipated spend at end of 2023-24 0.013 1.035 0.034 0.000 (Slippage)/Acceleration (1.069) 1.035 0.034 0.000 In 2023-24 there has been £1.069m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) X Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Project expenditure is predicated on the conclusion of the suite of Legal Agreements as between the Council and M&K MacLeod Ltd for the Phase 2AA Works. These are a complex suite of documents developed to protect the public and private interests of not only jointly delivering the Phase 2AA works, but also subsequently enabling each of the parties to develop out their own land holdings without a requirement to negotiate/agree fundamental principles for each individual development plot. We are working to close out the Deed of Conditions, which feeds into the overarching Development Agreement, and which takes account of negotiations with HIE in respect of access to their land for Phase 2AA construction activities associated with statutory utility provision, and the subsequent operation and maintenance thereof until such time as these are formally adopted. It also requires the inclusion of any funding conditions which HIE place upon the project in support of their funding contribution, the Stage 2 Application for which is nearing completion. Enabling work has commenced on site, so physical works are in progress, however MKML are not able to invoice to recover these costs against the public sector funding until the legal agreements are all concluded, expected FQ2 FY24/25. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes – on the presumption that legal agreements are concluded in FQ2, then MKML will drawdown approved funding for works already undertaken as soon as possible thereafter. If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Street Lighting LED Replacement Project Manager: K McIntosh Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 0.674 0.000 0.00 0.00 Anticipated spend at end of 2023-24 0.053 0.621 0.00 0.00 (Slippage)/Acceleration (0.621) 0.621 0.000 0.000 In 2023-24 there has been £0.621m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays √ Changes to project plan Other (explain below) Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): The Column replacement element of the project won’t take place until 2024-25, where 237 columns are to be replaced. Column replacement is planned to be delivered using both in house and external contractors. This has been delayed due to periods of absence within the Street Lighting team. Mixed method of delivery requires significant planning and coordination where the resources were not available in 2023-24 due to the absences. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Primary Schools Project Manager Rhona Mitchell Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 3.955 1.835 0.000 0.000 Anticipated spend at end of 2023-24 3.195 2.595 1.280 0.000 (Slippage)/Acceleration (0.760) 0.760 0.000 0.000 In 2023-24 there has been £0.760m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Y Changes to project plan Other (explain below) Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): Continued issues with availability of materials and suitably skilled labour have resulted in delays to various sites (John Logie Baird, Garelochhead, Cardross, Parklands and Islay) with works unable to commence as planned. In order to mitigate any potential prolongation costs projects have been reprogrammed to reduce the commercial impact on the programme as a whole, minimise school disruption and at all times adhere to our rigorous Health & Safety responsibilities and legislative duties. Advanced preparation works have already been carried out wherever possible to ensure a smooth delivery through Summer 24 and issues with internal reporting temporarily resolved to aid accurate periodic reporting. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes - Successful completion programmed for Summer 24. Realistic Capital reporting to take cognisance of real difficulties in procuring Contractors in remote rural locations. If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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CAPITAL PROJECT SLIPPAGE OVER £0.500M – YEAR END EXPLANATION REPORT FOR SMT Project Name: Lighting Project Manager: T Murphy Year 2023-24 £m 2024-25 £m 2025-26 £m 2026-27 £m Anticipated Spend at start of 2023-24 0.890 0.150 0.00 0.00 Anticipated spend at end of 2023-24 0.246 0.794 0.00 0.00 (Slippage)/Acceleration (0.644) 0.644 0.000 0.000 In 2023-24 there has been £0.644m of slippage compared to the projections for this year at the beginning of 2023-24. Please identify the reason for this slippage below by ticking (√) the appropriate box: Incorrect profiling at start of year Material delays Changes to project plan Other (explain below) Detailed explanation for the above (if there is more than one reason ticked above please give approximate values applicable to each cause): The planned lighting schemes were always forecast for completion in 2024-25 however the finalising of designs for these schemes was delayed later into 2023-24 than anticipated when setting the budget forecast. This delayed the tendering of these projects and as such the above slippage has occurred in 2023-24. Schemes are still forecast for completion in 2024-25. While it is appreciated figures will not be 100% accurate, are you content that the “Anticipated Spend at end of 2023-24” noted in the table at the top of the page are a good estimate of what will be spent in each of the years 2024-25, 2025-26 and 2026-27? Yes If not, have you advised Financial Services of the changes to these forecasts as this is what is currently populated in the Capital Monitoring spreadsheets completed by Project Managers?
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Strategic Change Projects - Cumulative Spend, Start/Finish Dates and Project Risks APPENDIX 5 Strategic Change Projects Prior Years Spend £'000 Current Year Forecast £'000 Total Project Forecast £'000 Total Project Budget £'000 Project Start Date Estimated Completion Date Project Risks Identified Explanation Campbeltown Flood Scheme 4,992 8,756 15,925 15,925 01/08/2016 31/03/2025 Amber Contractor's updated programming of work moved Public Utility works from 22/23 to 23/24 CHORD Oban 7,279 47 7,905 7,905 27/10/2016 31/03/2022 Amber Issues with contract close out impacting on timescales. CHORD Rothesay 15,231 6,170 24,012 24,012 tbc tbc Amber Project recommenced. Harbour Investment Programme 7,397 1,898 91,335 91,335 01/04/2017 31/03/2028 Amber Budget slipped into future years. Dunoon Primary 10,635 2 10,869 10,869 18/12/2014 30/04/2020 Amber Physically complete - negotiations with contractor delaying payment of final sums outstanding. Replacement of Oban High 2,844 0 3,250 3,250 24/04/2014 31/01/2019 Amber Physically complete - negotiations with contractor delaying payment of final sums outstanding. Clean Energy - NDEEF1 964 145 1,331 1,331 tbc 31/03/2025 Amber Clean Energy - NDEEF2 0 0 1,140 1,140 tbc 31/03/2027 Amber Street Lighting LED Replacement 3,226 53 3,900 3,900 01/08/2016 31/12/2025 Green Tender for final package of works still to be awarded. Helensburgh Waterfront Development 23,415 696 24,392 24,392 01/04/2017 31/03/2025 Green Physically complete, retentions outstanding TIF - Halfway House Roundabout 66 0 640 640 tbc tbc Green Scope of project still to be determined - budget to be reprofiled. Kirn Primary School 10,085 0 10,119 10,119 24/04/2014 31/10/2017 Green Physically complete - negotiations with contractor delaying payment of final sums outstanding. Helensburgh Office Rationalisation 11,538 0 11,838 11,838 25/04/2013 31/12/2022 Green Physically complete - project subject to legal dispute. CHORD Dunoon 12,495 4 12,522 12,522 03/02/2012 09/03/2018 Green Main contract complete and retentions paid Kilmory Business Park Phase 2AA 47 13 1,129 1,129 01/02/2022 01/09/2025 Green Development Agreement still to be concluded. Carbon Management - Non Education 29 0 50 50 01/04/2015 31/12/2025 Green Projects being determined. Dunoon Pier OBC 2,844 0 2,844 2,844 03/02/2012 26/02/2016 Green Project complete. Campbeltown Office Rationalisation 595 0 596 596 01/02/2015 31/03/2019 Green Complete. TIF - Oban Airport Business Park 489 16 590 590 22/01/2015 31/12/2025 Green Campbeltown Schools Redevelopment 2,092 0 2,130 2,130 16/02/2012 30/11/2018 Green Physically complete - negotiations with contractor delaying payment of financial sums outstanding. CHORD - Helensburgh 6,529 3 6,557 6,557 29/09/2011 30/04/2015 Green Main contract complete. Art project proposed for 23-24. TIF - North Pier Extension 214 0 214 214 06/12/2017 06/12/2021 Green Complete. TIF - Lorn/Kirk Road 2,169 0 2,170 2,170 22/01/2015 31/03/2021 Green Complete. Carbon Management Fuel Conversions 107 0 107 107 01/02/2014 31/03/2019 Green Complete. Kilmory Biomass Carbon Management 956 0 956 956 20/09/2012 31/03/2019 Green Complete. Net Zero 0 0 366 366 tbc tbc Green Strategic Change Total 129,739 17,803 240,388 240,388 Project Risk Classifications: Green - Risks can be managed and are viewed as stable or reducing. Amber - Risks are increasing but are still manageable. Red - Risks are increasing or have increased to such an extent they may affect delivery of the project. Capital Expenditure Dates Risks
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ARGYLL AND BUTE COUNCIL - CAPITAL PLAN MONITORING REPORT - OVERALL COUNCIL Appendix 6 FINANCIAL SUMMARY - NET EXPENDITURE Budget Forecast (Over)/Under Variance Budget Forecast (Over)/Under Variance £000s £000s £000s £000s £000s £000s EXPENDITURE Asset Sustainability Projects Executive Director Douglas Hendry 9,695 8,312 1,383 30,419 30,419 0 Executive Director Kirsty Flanagan 11,658 10,948 710 43,341 43,341 0 Asset Sustainability Total 21,353 19,260 2,093 73,760 73,760 0 Service Development Projects Executive Director Douglas Hendry 526 333 193 16,438 16,438 0 Executive Director Kirsty Flanagan 4,736 3,267 1,469 39,800 39,800 0 Service Development Total 5,262 3,600 1,662 56,238 56,238 0 Strategic Change Projects Campbeltown Schools Redevelopment 38 0 38 2,130 2,130 0 Dunoon Primary 234 2 232 10,869 10,869 0 Replacement of Oban High 406 0 406 3,250 3,250 0 Kirn Primary School 34 0 34 10,119 10,119 0 Carbon Management - Non Education 21 0 21 50 50 0 Carbon Management Business Cases 0 0 0 201 201 0 NPDO Schools Solar PV Panel Installations 0 0 0 761 761 0 Non NPDO Schools Solar PV Panel Installations 0 0 0 400 400 0 Carbon Management Fuel Conversions 0 0 0 107 107 0 Carbon Management Capital Property Works 2016/17 0 0 0 19 19 0 Carbon Management - Group Heating Conversion Project 0 0 0 1,938 1,938 0 Kilmory Biomass Carbon Management 0 0 0 956 956 0 Oil to Gas Heating Conversions 0 0 0 182 182 0 Campbeltown Office Rationalisation 1 0 1 596 596 0 Helensburgh Office Rationalisation 0 0 0 11,838 11,838 0 Clean Energy - NDEEF1 224 145 79 1,331 1,331 0 Clean Energy - NDEEF2 50 0 50 1,140 1,140 0 Net Zero 0 0 0 366 366 0 Campbeltown Flood Scheme 8,625 8,756 (131) 15,925 15,925 0 Street Lighting LED Replacement 61 53 8 3,900 3,900 0 Harbour Investment Programme 1,490 1,898 (408) 91,292 91,292 0 Harbour Investment Programme Non - PB 43 0 43 43 43 0 TIF - Lorn/Kirk Road 1 0 1 2,170 2,170 0 TIF - North Pier Extension 0 0 0 214 214 0 TIF - Oban Airport Business Park 56 16 40 590 590 0 TIF - Halfway House Roundabout 56 0 56 640 640 0 CHORD - Helensburgh 0 3 (3) 6,557 6,557 0 CHORD Dunoon 27 4 23 12,522 12,522 0 CHORD Oban 626 47 579 7,905 7,905 0 CHORD Rothesay 6,744 6,170 574 24,012 24,012 0 Helensburgh Waterfront Development 647 696 (49) 24,392 24,392 0 HWD - FFE (Funded by LA) 34 0 34 350 350 0 Kilmory Business Park Phase 2AA 560 13 547 1,129 1,129 0 Dunoon Pier OBC 0 0 0 2,844 2,844 0 Strategic Change Total 19,978 17,803 2,175 240,738 240,738 0 Total Expenditure 46,593 40,663 5,930 370,736 370,736 0 10,708 INCOME Asset Sustainability Executive Director Douglas Hendry (229) (100) (129) (2,370) (2,370) 0 Executive Director Kirsty Flanagan (1,444) (817) (627) (1,635) (1,635) 0 Asset Sustainability Total (1,673) (917) (756) (4,005) (4,005) 0 Service Development Projects Executive Director Douglas Hendry 0 0 0 (7,771) (7,771) 0 Executive Director Kirsty Flanagan (4,940) (380) (4,560) (24,718) (24,718) 0 Service Development Total (4,940) (380) (4,560) (32,489) (32,489) 0 Strategic Change Projects Helensburgh Office Rationalisation 0 0 0 (349) (349) 0 Dunoon Primary 0 0 0 (137) (137) 0 Campbeltown Flood 0 0 0 (270) (270) 0 Harbour PB (1,490) (1,490) 0 (91,292) (91,292) 0 01 TIF - Lorn/Kirk Road (16) (16) 0 (2,057) (2,057) 0 H'burgh CHORD Public Realm Imprv 0 0 0 (570) (570) 0 Helensburgh Waterfront Development (2,320) 0 (2,320) (7,979) (7,979) 0 HWD - FFE (Funded by LA) 0 0 0 (350) (350) 0 Rothesay CHORD (2,009) 0 (2,009) (8,854) (8,854) 0 Kilmory Business Park Phase 2AA (829) 0 (829) (829) (829) 0 Kilmory Business Park Phase 2AA - HIE (150) 0 (150) (150) (150) 0 CHORD - Dunoon Waterfront 0 0 0 (10) (10) 0 CHORD - Oban 0 0 0 (1,624) (1,624) 0 Strategic Change Total (6,814) (1,506) (5,308) (114,471) (114,471) 0 Total Income (13,427) (2,803) (10,624) (150,965) (150,965) 0 Net Total 33,166 37,860 (4,694) 219,771 219,771 0 Full Year This Financial Year Total Project Costs 31 March 2024
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MONITORING REPORT Budget Forecast Variance Budget Forecast Variance £000s £000s £000s £000s £000s £000s EXPENDITURE Asset Sustainability Education 6,150 5,414 736 17,528 17,528 0 Live Argyll 1,253 1,133 120 2,874 2,874 0 Health and Social Care Partnership 903 748 155 5,525 5,525 0 Shared Offices 1,389 1,017 372 4,492 4,492 0 Asset Sustainability Total 9,695 8,312 1,383 30,419 30,419 0 Service Development Projects Ardrishaig Primary Pre 5 Unit 0 0 0 2 2 0 Bowmore Primary School - Pre 5 Unit 0 0 0 149 149 0 Clyde Cottage - 600 hour provision 0 0 0 556 556 0 Craignish Primary School - Pre 5 Extension 0 0 0 400 400 0 Iona Primary School - Pre 5 Unit 0 0 0 490 490 0 Islay High and Rosneath Primary School Pitches 0 0 0 719 719 0 Lochgoilhead Primary School - Pre 5 Unit 0 0 0 391 391 0 Park Primary Extension/Pre Fives Unit 0 0 0 341 341 0 Sandbank Gaelic Pre Five Unit 0 0 0 491 491 0 Bunessan Primary School - Gaelic Medium Improvements 0 0 0 120 120 0 Early Learning and Childcare 0 0 0 850 850 0 Early Learning and Childcare - 1140 Hours 320 332 (12) 7,774 7,774 0 CO2 Monitoring - Covid Mitigation in Schools 113 0 113 192 192 0 Early Learning and Childcare - 1140 Hours - CFCR 0 0 0 1,379 1,379 0 Bowmore Primary School - Gaelic Medium Grant 38 0 38 38 38 0 Riverside Leisure Centre Refurbishment 1 1 0 1,246 1,246 0 Dunclutha Childrens Home 54 0 54 1,300 1,300 0 Service Development Total 526 333 193 16,438 16,438 0 Strategic Change Projects Campbeltown Schools Redevelopment 38 0 38 2,130 2,130 0 Dunoon Primary 234 2 232 10,869 10,869 0 Replacement of Oban High 406 0 406 3,250 3,250 0 Kirn Primary School 34 0 34 10,119 10,119 0 Carbon Management - Non Education 21 0 21 50 50 0 Carbon Management Business Cases 0 0 0 201 201 0 NPDO Schools Solar PV Panel Installations 0 0 0 761 761 0 Non NPDO Schools Solar PV Panel Installations 0 0 0 400 400 0 Carbon Management Fuel Conversions 0 0 0 107 107 0 Carbon Management Capital Property Works 2016/17 0 0 0 19 19 0 Carbon Management - Group Heating Conversion Project 0 0 0 1,938 1,938 0 Kilmory Biomass Carbon Management 0 0 0 956 956 0 Oil to Gas Heating Conversions 0 0 0 182 182 0 Campbeltown Office Rationalisation 1 0 1 596 596 0 Helensburgh Office Rationalisation 0 0 0 11,838 11,838 0 Clean Energy - NDEEF1 224 145 79 1,331 1,331 0 Clean Energy - NDEEF2 50 0 50 1,140 1,140 0 Net Zero 0 0 0 366 366 0 CHORD Oban 626 47 579 7,905 7,905 0 CHORD Rothesay 6,744 6,170 574 24,012 24,012 0 CHORD - Helensburgh 0 3 (3) 6,557 6,557 0 CHORD Dunoon 27 4 23 12,522 12,522 0 Helensburgh Waterfront Deveopment 647 696 (49) 24,392 24,392 0 HWD - FFE (Funded by LA) 34 0 34 350 350 0 Kilmory Business Park Phase 2AA 560 13 547 1,129 1,129 0 Dunoon Pier OBC 0 0 0 2,844 2,844 0 Strategic Change Total 9,646 7,080 2,566 125,964 125,964 0 Total Expenditure 19,867 15,725 4,142 172,821 172,821 0 INCOME Asset Sustainability Education (125) 0 (125) (125) (125) 0 Live Argyll (100) (100) 0 (100) (100) 0 Health and Social Care Partnership 0 0 0 (2,141) (2,141) 0 Shared Offices (4) 0 (4) (4) (4) 0 Asset Sustainability Total (229) (100) (129) (2,370) (2,370) 0 Service Development Projects Sandbank Gaelic Pre Five Unit 0 0 0 (485) (485) 0 Bunessan Primary School - Gaelic Medium Improvements 0 0 0 (30) (30) 0 Early Learning and Childcare 0 0 0 (918) (918) 0 Early Years 1140 Hours 0 0 0 (6,300) (6,300) 0 Bowmore Primary School - Gaelic Medium Grant 0 0 0 (38) (38) 0 Service Development Total 0 0 0 (7,771) (7,771) 0 Strategic Change Helensburgh Office Rationalisation 0 0 0 (349) (349) 0 Dunoon Primary School 0 0 0 (137) (137) 0 H'burgh CHORD Public Realm Imprv 0 0 0 (570) (570) 0 Helensburgh Waterfront Development (2,320) 0 (2,320) (7,979) (7,979) 0 HWD - FFE (Funded by LA) 0 0 0 (350) (350) 0 Rothesay CHORD (2,009) 0 (2,009) (8,854) (8,854) 0 CHORD - Dunoon Waterfront 0 0 0 (10) (10) 0 CHORD - Oban 0 0 0 (1,624) (1,624) 0 Kilmory Business Park Phase 2AA (829) 0 (829) (829) (829) 0 Kilmory Business Park Phase 2AA - HIE (150) 0 (150) (150) (150) 0 Strategic Change Total (5,308) 0 (5,308) (20,852) (20,852) 0 Total Income (5,537) (100) (5,437) (30,993) (30,993) 0 Net Departmental Total 14,330 15,625 (1,295) 141,828 141,828 0 31 March 2024 Total Project CostsFull Year This Financial Year Appendix 6 FINANCIAL SUMMARY NET EXPENDITURE - EXECUTIVE DIRECTOR DOUGLAS HENDRY
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MONITORING REPORT Budget Year End Forecast (Over)/Under Variance Budget Forecast (Over)/Under Variance £000s £000s £000s £000s £000s £000s EXPENDITURE Asset Sustainability Projects Roads & Infrastructure Services 10,477 9,814 663 39,029 39,029 0 Customer Support Services 1,181 1,134 47 4,312 4,312 0 Asset Sustainability Total 11,658 10,948 710 43,341 43,341 0 Service Development Projects Preliminary design for Regional Transport projects 16 0 16 221 221 0 Campbeltown Old Quay 0 0 0 1,381 1,381 0 Fleet Management - Prudential Borrowing 602 0 602 4,861 4,861 0 Fleet Management 1,664 1,469 195 4,697 4,697 0 Public Transport Operation Vehicles 0 0 0 233 233 0 Oban Bus Congestion - Bus Partnership Fund 50 50 0 50 50 0 Lismore Ferry 15 0 15 672 672 0 HITRANS Ferry Fund 0 0 0 0 0 0 Oban Depot Development Project 9 44 (35) 2,189 2,189 0 Lochgilphead Depot Rationalisation 140 125 15 169 169 0 Jackson's Quarry Refurbishment 0 0 0 285 285 0 Witchburn Road Demolition 0 0 0 158 158 0 Safe Streets, Walking and Cycling (CWSS) 370 130 240 3,762 3,762 0 SPT - bus infrastructure 0 0 0 1,430 1,430 0 Cycleways - H&L (FSPT) 300 93 207 3,402 3,402 0 Helensburgh Public Realm - Arts Strategy Fund 0 0 0 53 53 0 Town Centre Funds 546 384 162 4,329 4,329 0 Rural Growth Deal 191 189 2 241 241 0 Dunoon Cycle Bothy 221 224 (3) 563 563 0 Dunoon STEM Hub 56 36 20 2,558 2,558 0 Ardrishaig North Active Travel 83 76 7 880 880 0 Nature Restoration Fund 0 0 0 835 835 0 Gibraltar Street Public Realm Improvements 125 125 0 250 250 0 Hermitage Park 26 0 26 3,388 3,388 0 Applications Projects 322 322 0 3,193 3,193 0 Service Development Total 4,736 3,267 1,469 39,800 39,800 0 Strategic Change Projects Campbeltown Flood Scheme 8,625 8,756 (131) 15,925 15,925 0 Street Lighting LED Replacement 61 53 8 3,900 3,900 0 Harbour Investment Programme 1,490 1,898 (408) 91,292 91,292 0 Harbour Investment Programme - Non PB 43 0 43 43 43 0 TIF - Lorn/Kirk Road 1 0 1 2,170 2,170 0 TIF - North Pier Extension 0 0 0 214 214 0 TIF - Oban Airport Business Park 56 16 40 590 590 0 TIF - Halfway House Roundabout 56 0 56 640 640 0 Strategic Change Total 10,332 10,723 (391) 114,774 114,774 0 Total Expenditure 26,726 24,938 1,788 197,915 197,915 0 INCOME Asset Sustainability Roads & Infrastructure Services (1,444) (817) (627) (1,635) (1,635) 0 Asset Sustainability Total (1,444) (817) (627) (1,635) (1,635) 0 Service Development Projects Applications Projects (46) (46) 0 (437) (437) 0 Safe Streets, Walking and Cycling (376) 0 (376) (2,988) (2,988) 0 SPfT (25) 0 (25) (1,268) (1,268) 0 Cycleways - H&L (FSPT) (590) (90) (500) (3,502) (3,502) 0 Town Centre Funds (512) 0 (512) (2,124) (2,124) 0 Rural Growth Deal (211) (81) (130) (241) (241) 0 Dunoon STEM Hub (2,050) 0 (2,050) (2,558) (2,558) 0 Ardrishaig North Active Travel 0 0 0 (50) (50) 0 Dunoon Cycle Bothy (394) (96) (298) (563) (563) 0 Gibraltar Street Public Realm Improvements 0 0 0 (250) (250) 0 Hermitage Park 0 0 0 (3,319) (3,319) 0 Fleet Management - PB (602) 0 (602) (4,861) (4,861) 0 Fleet Management (49) (49) 0 (49) (49) 0 Millpark Depot Demolition Insurance 0 0 0 (53) (53) 0 Oban Depot - Mill Park Insurance Claim 0 0 0 (1,681) (1,681) 0 Oban Depot - Revenue Contribution (67) 0 (67) (67) (67) 0 Lismore Ferry 0 0 0 (500) (500) 0 Witchburn Road Demolition 0 0 0 (157) (157) 0 Oban Bus Congestion - Bus Partnership Fund (18) (18) 0 (50) (50) 0 Service Development Total (4,940) (380) (4,560) (24,718) (24,718) 0 Strategic Change Projects Campbeltown Flood 0 0 0 (270) (270) 0 Harbour PB (1,490) (1,490) 0 (91,292) (91,292) 0 01 TIF - Lorn/Kirk Road (16) (16) 0 (2,057) (2,057) 0 Strategic Change Total (1,506) (1,506) 0 (93,619) (93,619) 0 Total Income (7,890) (2,703) (5,187) (119,972) (119,972) 0 Net Departmental Total 18,836 22,235 (3,399) 77,943 77,943 0 31 March 2024 Full Year This Financial Year Total Project Costs FINANCIAL SUMMARY NET EXPENDITURE - EXECUTIVE DIRECTOR KIRSTY FLANAGAN Appendix 6
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CAPITAL PLAN 2023-24 APPENDIX 7 Overall Summary Service Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total Education 39,077 5,719 7,915 3,060 1,988 0 57,759 Shared Offices 17,661 1,162 2,600 2,522 382 0 24,327 ICT 2,529 1,456 1,611 1,221 688 0 7,505 RIS 26,197 22,209 50,782 43,928 21,989 0 165,105 DEG 18,331 1,273 5,676 25 0 0 25,305 HSCP 1,246 777 3,776 1,055 0 0 6,854 Live Argyll 1,274 1,134 1,125 169 468 0 4,170 CHORD 68,156 6,933 4,509 113 0 0 79,711 Overall Total 174,471 40,663 77,994 52,093 25,515 0 370,736
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CAPITAL PLAN 2023-24 APPENDIX 7 Education Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Block Allocation - Education 0 0 1,109 520 1,988 0 3,617 Digital Inclusion 20-21 0 0 9 0 0 0 9 Free School Meals 0 213 0 434 0 0 647 Primary Schools 0 3,195 2,595 1,280 0 0 7,070 Primary Schools - CFCR 0 1,257 0 0 0 0 1,257 School Houses - Housing Quality Standard 0 1 0 0 0 0 1 Secondary Schools 0 709 963 226 0 0 1,898 Asset Sustainability Total 0 5,385 7,066 3,060 1,988 0 17,499 Service Development Education Ardrishaig Primar School - Pre Five Extension 2 0 0 0 0 0 2 Bowmore Primary School - Gaelic Medium Grant 0 0 38 0 0 0 38 Bowmore Primary School - Pre Five Unit 149 0 0 0 0 0 149 Bunessan Primary School - Gaelic Medium Improvements 120 0 0 0 0 0 120 Clyde Cottage - 600 hours provision 556 0 0 0 0 0 556 CO2 Monitoring - Covid Mitigation in Schools 79 0 113 0 0 0 192 Craignish Primary School - Pre Five Extension (600 hours funding) 400 0 0 0 0 0 400 Early Learning and Childcare 850 0 0 0 0 0 850 Early Learning and Childcare - 1140 Hours 7,454 332 -12 0 0 0 7,774 Early Learning and Childcare - 1140 Hours - CFCR 1,379 0 0 0 0 0 1,379 Iona Primary School - Pre Five Unit (600 hours funding) 490 0 0 0 0 0 490 Islay High & Rosneath PS Pitches 719 0 0 0 0 0 719 Lochgoilhead Primary School - Pre Five Unit (600 hours funding) 391 0 0 0 0 0 391 Park Primary Extension and Pre Fives Unit 341 0 0 0 0 0 341 Sandbank Gaelic Pre Five Unit 491 0 0 0 0 0 491 Service Development Total 13,421 332 139 0 0 0 13,892 Strategic Change Education Campbeltown Schools Redevelopment 2,092 0 38 0 0 0 2,130 Dunoon Primary School 10,635 2 232 0 0 0 10,869 Kirn Primary School 10,085 0 34 0 0 0 10,119 Replacement of Oban High School 2,844 0 406 0 0 0 3,250 Strategic Change Total 25,656 2 710 0 0 0 26,368 Overall Total 39,077 5,719 7,915 3,060 1,988 0 57,759
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CAPITAL PLAN 2023-24 APPENDIX 7 Shared Office Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Asset Sustainability Shared Offices 52 Sinclair Street Flats - CFCR 0 53 0 0 0 0 53 5-7 East Clyde Street - Coastal Communities Fund 0 1 0 0 0 0 1 Block Allocation 0 0 534 427 382 0 1,343 Burnett Building 0 5 107 0 0 0 112 Helensburgh and Lomond Civic Centre - Emergency Heating Pipework 0 217 0 0 0 0 217 Kilmory Castle 0 0 0 1,545 0 0 1,545 Legionella Control Works 0 120 0 0 0 0 120 Our Modern Workspace 0 621 480 0 0 0 1,101 Asset Sustainability Total 0 1,017 1,121 1,972 382 0 4,492 Strategic Change Shared Offices Campbeltown Office Rationalisation 595 0 1 0 0 0 596 Carbon Management - Group Heating Conversion Project (Prudential Borrowing)1,938 0 0 0 0 0 1,938 Carbon Management Business Cases (FPB) 201 0 0 0 0 0 201 Carbon Management Capital Property Works 16/17 19 0 0 0 0 0 19 Carbon Management Fuel Conversions (FPB) 107 0 0 0 0 0 107 Clean Energy - NDEEF1 964 145 222 0 0 0 1,331 Clean Energy - NDEEF2 0 0 590 550 0 0 1,140 Helensburgh Office Rationalisation (FPB,REC) 11,538 0 300 0 0 0 11,838 Kilmory Biomass Project OBC (FPB,REV) 956 0 0 0 0 0 956 Net Zero 0 0 366 0 0 0 366 Non-NPDO Schools PV Panel Installations 400 0 0 0 0 0 400 NPDO Schools Solar PV Panel Installations 761 0 0 0 0 0 761 Oil to Gas Heating Conversions (FPB) 182 0 0 0 0 0 182 Strategic Change Total 17,661 145 1,479 550 0 0 19,835 Overall Total 17,661 1,162 2,600 2,522 382 0 24,327
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CAPITAL PLAN 2023-24 APPENDIX 8 APPENDIX 7 Major Projects Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Strategic Change CHORD CHORD - Dunoon 12,495 4 23 0 0 0 12,522 CHORD - Helensburgh -Public Realm Imprv 6,529 3 25 0 0 0 6,557 CHORD - Oban 7,279 47 500 79 0 0 7,905 CHORD - Rothesay 15,231 6,170 2,611 0 0 0 24,012 Helensburgh Waterfront Development 23,415 696 281 0 0 0 24,392 HWD - FFE 316 0 34 0 0 0 350 Kilmory Business Park Phase 2AA 47 13 1,035 34 0 0 1,129 OBC for Dunoon Pier 2,844 0 0 0 0 0 2,844 Strategic Change Total 68,156 6,933 4,509 113 0 0 79,711 Overall Total 68,156 6,933 4,509 113 0 0 79,711
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CAPITAL PLAN 2023-24 APPENDIX 7 ICT Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Asset Sustainability ICT Block Allocation - ICT 0 0 132 0 688 0 820 PC Replacement 0 605 561 669 0 0 1,835 Server Sustainability 0 289 488 400 0 0 1,177 Telecomms Network 0 240 88 152 0 0 480 Asset Sustainability Total 0 1,134 1,269 1,221 688 0 4,312 Service Development ICT Applications Projects 2,529 322 342 0 0 0 3,193 Service Development Total 2,529 322 342 0 0 0 3,193 Overall Total 2,529 1,456 1,611 1,221 688 0 7,505
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CAPITAL PLAN 2023-24 APPENDIX 7 Roads and Infrastructure Services Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Asset Sustainability RIS Block Allocation 0 0 0 4,168 3,823 0 7,991 Bridge Strengthening 0 302 1,384 0 0 0 1,686 Bute Sea Wall Repairs 0 47 633 0 0 0 680 Coastal Change Adaptation 0 48 304 0 0 0 352 Coastal Protection 0 3 196 0 0 0 199 Environmental Projects 0 300 721 0 0 0 1,021 EV Quick Chargers 0 10 52 0 0 0 62 Flood Prevention 0 266 847 156 194 0 1,463 Footway Improvements 0 531 219 0 0 0 750 Glengorm - Capping 0 0 0 0 0 0 0 Glengorm - Cell and Transfer Station (PB) 0 90 -1 0 0 0 89 Helensburgh CHORD - Signage etc 0 0 10 0 0 0 10 Helensburgh Flood Mitigation 0 1 427 0 0 0 428 Investment in Active Travel 0 189 200 0 0 0 389 Lighting 0 246 794 0 0 0 1,040 Local Bridge Maintenance Fund 0 213 4,787 203 0 0 5,203 Play Park Renewal 0 0 547 391 0 0 938 Public Convenience Upgrades 0 55 227 0 0 0 282 RIS - Roads Plant and Equipment - CFCR 0 33 0 0 0 0 33 Roads Reconstruction 0 7,259 8,507 0 0 0 15,766 Roads Reconstruction - Helensburgh CHORD 0 0 47 0 0 0 47 Roads Reconstruction - Oban CHORD 0 0 3 0 0 0 3 Tobermory Car Park 0 0 96 0 0 0 96 Asset Sustainability Total 0 9,593 20,000 4,918 4,017 0 38,528 Service Development RIS Campbeltown Old Quay 1,381 0 0 0 0 0 1,381 Fleet Management 3,033 1,469 195 0 0 0 4,697 Fleet Management - Prudential Borrowing 2,674 0 2,187 0 0 0 4,861 Jackson's Quarry Refurbishment 285 0 0 0 0 0 285 Lismore Ferry Replacement 637 0 35 0 0 0 672 Lochgilphead Depot Rationalisation 29 125 15 0 0 0 169 Oban Depot Development 2,180 44 -35 0 0 0 2,189 Preliminary design for Regional Transport projects (tif) 205 0 16 0 0 0 221 Witchburn Road Demolition 158 0 0 0 0 0 158 Service Development Total 10,582 1,638 2,413 0 0 0 14,633 Strategic Change RIS Campbeltown Flood Scheme 4,992 8,756 1,780 10 387 0 15,925 Harbour Investment Programme PB 7,397 1,898 25,412 39,000 17,585 0 91,292 Street Lighting LED Replacement 3,226 53 621 0 0 0 3,900 Strategic Change Total 15,615 10,707 27,813 39,010 17,972 0 111,117 Overall Total 26,197 21,938 50,226 43,928 21,989 0 164,278
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CAPITAL PLAN 2023-24 APPENDIX 7 Development and Economic Growth Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Service Development DEG Ardrishaig North Active Travel 755 76 49 0 0 0 880 Cycleways - H&L (FSPT) 2,812 93 497 0 0 0 3,402 Dunoon Cycle Bothy 259 224 80 0 0 0 563 Dunoon STEM Hub 95 36 2,427 0 0 0 2,558 Gibraltar Street Public Realm Improvements 28 125 97 0 0 0 250 Helensburgh Public Realm - Arts Strategy Fund 3 0 25 25 0 0 53 Hermitage Park 3,362 0 26 0 0 0 3,388 Nature Restoration Fund 0 0 835 0 0 0 835 Rural Growth Deal 50 189 2 0 0 0 241 Safe Streets, Walking and Cycling (CWSS) 3,013 130 619 0 0 0 3,762 SPT - bus infrastructure 1,405 0 25 0 0 0 1,430 Town Centre Funds 3,611 384 334 0 0 0 4,329 Service Development Total 15,393 1,257 5,016 25 0 0 21,691 Strategic Change DEG 01 TIF - Lorn/Kirk Road 2,169 0 1 0 0 0 2,170 05 TIF - North Pier Extension 214 0 0 0 0 0 214 09 TIF - Oban Airport Business Park 489 16 85 0 0 0 590 TIF - Halfway House Roundabout 66 0 574 0 0 0 640 Strategic Change Total 2,938 16 660 0 0 0 3,614 Overall Total 18,331 1,273 5,676 25 0 0 25,305
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CAPITAL PLAN 2023-24 APPENDIX 7 Health & Social Care Partnership Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Asset Sustainability HSCP Ardfenaig 0 27 11 0 0 0 38 Capital Property Works 0 0 92 0 0 0 92 Digitalising telecare 0 100 0 0 0 0 100 Eadar Glinn 0 7 34 0 0 0 41 East King Street Childrens Home 0 50 0 0 0 0 50 Glencruitten Hostel 0 9 280 0 0 0 289 Gortonvogie 0 1 0 0 0 0 1 Greenwood/Woodlands 0 123 1 0 0 0 124 HSCP - 102 East King Street "Jean's Bothy" - Rewire - 23-240 21 4 0 0 0 25 Kintyre Care Home 0 0 150 650 0 0 800 Shellach View 0 144 2 0 0 0 146 Struan Lodge Boiler 0 59 700 0 0 0 759 Thomson Home Rothesay 0 6 270 370 0 0 646 Tigh An Rudha HFE 0 201 2,178 35 0 0 2,414 Tobermory Top Flat 0 29 0 0 0 0 29 Asset Sustainability Total 0 777 3,722 1,055 0 0 5,554 Service Development HSCP Dunclutha Childrens Home 1,246 0 54 0 0 0 1,300 Service Development Total 1,246 0 54 0 0 0 1,300 Overall Total 1,246 777 3,776 1,055 0 0 6,854
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CAPITAL PLAN 2023-24 APPENDIX 7 Live Argyll Category Service Project Previous Years £000's 2023-24 £000s 2024-25 £000s 2025-26 £000s 2026-27 £000s 2027-28 £000s Total £000s Asset Sustainability Live Argyll Aqualibrium 0 360 63 104 0 0 527 Capital Property Works 0 0 73 0 382 0 455 Corran Halls Gaelic Centre 0 109 19 0 86 0 214 Dunoon Community Education Centre - CFCR 0 77 0 0 0 0 77 Gym Equipment - CFCR 0 191 0 0 0 0 191 Kintyre Community Education Centre - Lift Shaft Refurbishment 0 3 0 0 0 0 3 Lochgilphead Community Ed Centre 0 108 368 0 0 0 476 Lochgilphead Library Relocation 0 1 0 0 0 0 1 Queen's Hall - Legionella Works 0 25 0 0 0 0 25 Riverside Leisure Centre - Health Suite Upgrade 0 86 140 0 0 0 226 Riverside Leisure Centre - Spa Pool Upgrade 0 2 0 0 0 0 2 Rothesay Swimming Pool 0 31 24 65 0 0 120 The Moat Centre 0 85 393 0 0 0 478 Victoria Halls, Helensburgh 0 55 24 0 0 0 79 Asset Sustainability Total 0 1,133 1,104 169 468 0 2,874 Service Development Live Argyll Riverside Leisure Centre Refurbishment 1,245 1 0 0 0 0 1,246 Service Development Total 1,245 1 0 0 0 0 1,246 Strategic Change Live Argyll Carbon Management 29 0 21 0 0 0 50 Strategic Change Total 29 0 21 0 0 0 50 Overall Total 1,274 1,134 1,125 169 468 0 4,170