Corporate Asset Management Strategy and Plan
Argyll and Bute Council · 20 February 2025
Back to Budget Pack — 20 February 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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ARGYLL AND BUTE COUNCIL COUNCIL CAPITAL INVESTMENT BOARD 27 FEBRUARY 2025 CORPORATE ASSET MANAGEMENT STRATEGY AND PLAN 1. EXECUTIVE SUMMARY 1.1 Asset management is a structured and systematic approach to managing fixed assets on an ongoing basis. The Council has a large and varied collection of assets including buildings, vehicles, transport infrastructure (roads / bridges / piers), ferries, parks, cemeteries to information technology hardware and software. Assets are essential to the operation of the Council and ensuring they evolve and remain fit for their intended purpose is key to the function of the organisation and service delivery. Successful asset management addresses all phases of an asset's life cycle, from pre-acquisition through to retirement. Effective asset management planning means knowing what you own, where it's located, what it costs you, what it will cost you in the future, whether it will support current and future service delivery and who is responsible for it. 1.2 The Council adopts a systematic approach to asset management and this paper sets out the principles, polices and summary priorities for 2025-26. The Strategy and Plan are consistent with the Prudential Code for asset management and the outcomes of the Best Value 2 review. This report in conjunction with appendices and wider Budget Pack forms our Corporate Asset Management Strategy and Plan. Asset Management is delivered by all departments and teams of the Council and overseen by the Capital Investment Board. The underlying principles of the Council’s Asset Management Strategy and Plan are:- • The Council’s commitment to sound asset management; • All Council assets are required for operational, regeneration, economic and commercial development purposes; • There are clear links between asset management, the Corporate Plan, the Argyll and Bute Outcome Improvement Plan (ABOIP), Live Argyll and the Argyll and Bute Health and Social Care Partnership (HSCP); • Asset Management is linked to available resources and budgetary considerations; • There are sound Governance arrangements for asset management; and • Asset management requires to be forward looking to deliver the assets the Council requires for future service delivery.
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ARGYLL AND BUTE COUNCIL COUNCIL CAPITAL INVESTMENT BOARD 27 FEBRUARY 2025 CORPORATE ASSET MANAGEMENT STRATEGY & PLAN 2. INTRODUCTION 2.1 The Corporate Asset Management Strategy and Plan establishes the Council’s overall approach to management of its asset base. In particular it sets out: • The Council’s commitment to sound asset management; • All Council assets are required for operational, regeneration, economic and commercial development purposes; • There are clear links between asset management, the Corporate Plan, the Argyll and Bute Outcome Improvement Plan (ABOIP), Live Argyll and the Argyll and Bute Health and Social Care Partnership (HSCP); • Asset Management is linked to available resources and budgetary considerations; • There are sound Governance arrangements for asset management; and • Asset management requires to be forward looking to deliver the assets the Council requires for future service delivery. 3. DETAIL Core Values of Asset Management 3.1 Asset management is a structured and systematic approach to managing fixed assets on an ongoing basis. This approach addresses all phases of an asset's life cycle, from pre-acquisition through to retirement. Effective asset management planning means knowing what you own, where it's located, what it costs you, what it will cost you in the future, whether it will support current and future service delivery and who is responsible for it. 3.2 It is recognised that these general guiding principles can also be applied to the management of non-fixed, or less permanent, assets such as vehicles, plant and equipment. 3.3 The Council will ensure that the assets it provides are used in a fair, consistent, efficient and effective way, taking into account their social and environmental impact and the needs and aspirations of our people, communities, areas and organisation. 3.4 Asset management is the process of ensuring that the Council’s Assets are: • fit for purpose • used efficiently • maintained on a sustainable basis • matched in investment terms to service needs.
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Approach and Commitment to Sound Asset Management 3.5 The Local Government in Scotland Act 2003 provides the legal framework for both the Prudential Code and the Best Value arrangements. Under the Prudential Code local authorities are authorised to make capital investments where it can be demonstrated that these investments are affordable, prudent and sustainable. A local authority, which secures Best Value, is one, which promotes continuous improvement in the performance of its functions. 3.6 Asset management is a key element of achieving Best Value. Councils have a statutory duty to deliver Best Value. This has significant implications for asset management as Councils must: • ensure that management arrangements secure continuous improvement • balance quality and cost in relation to the procurement of assets • ensure asset management decisions contribute to sustainable development. 3.7 Asset management has potential to contribute to achievement of efficiency savings. 3.8 The Best Value 2 Asset Management templates published by Audit Scotland essentially set out the direction of travel for asset management within the Council. The desired outcomes of good practice contained within these templates have been fully adopted and are being actively promoted and progressed by the Strategic Asset Management Board. 3.9 In line with Best Value Guidance: “Sound Management of Resources” the Council will manage its assets to deliver the Council’s corporate and ABOIP objectives, by providing the basis for corporate challenge and a focus on the future asset requirements in respect of service delivery. Current Governance Arrangements for Asset Management 3.10 Council governance of asset management by elected members is on the basis of the Council directing the work of the Council through the Strategic Management Team. 3.11 Responsibility for Council assets is held by the two Departments: • Executive Director Douglas Hendry • Executive Director Kirsty Flanagan 3.12 These Departments are headed by an executive director reporting to the Chief Executive and supported by heads of service who are responsible for day to day service provision and the effective and efficient use of assets. Assets owned by the Council but operated by the HSCP and Live Argyll continue to be the responsibility of the Council. 3.13 The Head of Commercial Services is the Chair of the Capital Investment Board and is responsible alongside Section 95 Officer for the development of the Corporate Asset Management Strategy, production of the Corporate Asset Management Plan, and preparation of the Capital Plan – referred to as the Councils Priority Investment Plans (PIPS).
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Council Current Asset Base 3.14 The table below summarises the main operational and infrastructure assets of the Council. Description Number Description Number Shared Accommodation (Offices) 25 Roads (km) 2,286 Operational Depots 19 Public Road Bridges 903 Primary Schools (in use) 65 Car Parks 118 Secondary Schools 5 Marine Structures 41 2-18 Schools 4 Public Road Coastal Protection (km estimated) 200 Joint campuses 1 Public Road Retaining Wall (estimated) 1,000 Youth Centres 1 Public Conveniences 85 Adult Learning Centres 2 Waste Disposal facilities 12 Early Learning Centres 2 Ferries 6 School Houses 19 Airports 3 Special School for pupils with complex additional support needs 1 Cemeteries 131 Homes for the Elderly 7 Children’s Homes 5 Hostel 3 Resource Centres 3 Leisure Centres 5 Crematoria 1 Community Centres 4 Lighting Units 14,642 Halls 5 Vehicles and Plant 634 Libraries 10 IT Systems and Devices (estimated) 16,955 Corporate Asset Management Plan and Priority Investment Plans (PIPS) 3.15 Each year the Corporate Asset Management Plan is prepared on the basis of the underlying principles of the Corporate Asset Management Strategy referred to above. The aim of the Corporate Asset Management Plan is to ensure that capital and revenue expenditure is directed efficiently and effectively for the coming year. The Asset Management Plan is made up of a collective of Priority Investment Plans (PIPs). 3.16 In preparing this Asset Management Plan & PIPs services ensure that the opportunity cost of financial resources tied up in assets is minimised and that there is: • an integrated corporate approach towards asset management, capital planning and budgeting process for both capital and revenue • a process for changing the Council’s asset portfolio consistent with the Corporate Plan and ABOIP • a process for asset decision making which is consistent with services’ requirements
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• an identification of opportunities for innovation, asset investment or disposal • provision of a context for capital project evaluation helping to prioritise decisions on spending. 3.17 Each Executive Director is responsible for the completion of their respective PIPs. Service asset managers prepare the PIP Summary templates, which, when approved by the Departmental Executive Director, are submitted to Capital Investment Board and also discussed as part of scheduled Policy Lead Meetings. The Capital Investment Board evaluates each PIP prior to being discussed with respective Policy Lead (including Asset Management Plans prepared by the HSCP and Live Argyll). 3.18 3.19 3.20 In preparing PIPs, service asset managers must consider the following guiding criteria: • maximise the impact of all capital and revenue expenditure on assets • apply asset performance indicators and benchmarking (Condition, Suitability and Risk ) to ensure robust planning and decision making • maximise the utilisation of assets • reduce the unit costs of service delivery through smarter and more efficient asset management • dispose of underperforming, unsuitable assets and assets which are at risk and invest in “fit for purpose” assets • share assets with Community Partners and Third Sector to maximise public benefit. Asset Management Plan and Priorities for 2025-26 This Corporate Asset Management Plan for 2025-26 reflects the Council's strategic objectives contained in the Argyll and Bute Outcome Improvement Plan (ABOIP) and Corporate Plan to support Strategic Change, Service Development and Asset Sustainability projects in 2025-26 and beyond. These projects have been developed taking account of the future service delivery requirements of the Council, the Argyll and Bute Health and Social Care Partnership (HSCP) and Live Argyll. On an ongoing basis all services assess the risk arising from the condition and suitability of the assets they have responsibility for. This enables the prioritisation of projects for inclusion within the capital plan. The continued reduction in available capital budgets and revenue maintenance budgets has had an impact on planned maintenance programmes. This in turn increases the rate of deterioration in asset condition across the Council leading to increasing demand for capital investment in the asset base to maintain service delivery. 3.21 3.22 The Priority Investment Plans (PIPs) that outline the proposed resource allocation, condition and prioritisation of capital expenditure are outlined at Appendix 1. It is clear from the PIPs that the real terms reduction of available capital resources year to year plus recent unprecedented increases in inflation and global events is resulting on the majority of investment towards Asset Sustainability – i.e. ensuring our current assets remain fit for purpose. There is minimal service development, transformation or strategic change mainly due the higher value of such projects. High Risk Assets Not Addressed within Capital Plan Proposals for 2025-26
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3.23 The Capital Programme for 2025-26 has been structured to address the majority of foreseen Council’s high risk assets. High risk unfunded assets requiring attention in 2025/26 totalling £376k are note below. • ICT Network Equipment - £71k • Riverside Leisure Centre, Dunoon – Structural Repair Works - £305k. Opportunities for Improvement 3.24 It is recognised that there are opportunities to take a more strategic approach to capital planning and to enhance existing governance arrangements around capital investment activity. The Executive Leadership Team is committed to undertaking a future review and recommendations will be reported to members during 2025-26 in this respect. Whilst the detailed specification of requirements of the review has still to be developed, at this stage, it is anticipated that the review will include the following: • Enhanced governance arrangements, including greater member involvement in the allocation of capital resources. This would include a review of current Priority Investment Plans and whether they remain fit for purpose in their current format and provide Members with sufficient information for decision making; • Longer term financial planning, including longer term Capital Plan (5-10 years); • Integrated capital forecasting, treasury strategy and debt charges (revenue budget) modelling; • A review of the capacity within the current debt charges budget for additional investment, reflecting capital planning and treasury borrowing assumptions; and • An updated Capital Strategy, to help ensure that we are investing in our infrastructure, to support council key strategic priorities. 4. CONCLUSION 4.1 The aim of this Corporate Asset Management Strategy & Plan including summarised Priority Investment Plans (PIPs) is to ensure that asset management takes place in a systematic and well governed manner taking cognisance of corporate policies, plans, systems and processes. 5. IMPLICATIONS 5.1 Policy – The report sets out the Council’s policy and prioritisation in respect of Asset Management. 5.2 Financial - This strategy and plan follows Prudential Code and outlines the planned capital investment and funding for the capital planning period 2025-28..
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5.3 Legal - Statutory and Regulatory requirements in relation to Health and Safety have been provided for within capital spending plans. 5.4 HR - There are risks that the funding available will have an impact on the sustainability of the Property Design Team and the design team within Roads and Amenity Services. 5.5 5.5.1 5.5.2 5.5.3 Fairer Scotland Duty - Equalities - Socio-Economic Duty - Islands Duty - Will be considered as appropriate. Will be considered as appropriate. Islands duty is considered as part of the Equality and Socio-Economic Impact Assessments 5.6 Climate Change As outlined in the Policy, Plan and PIPs there is specific funding being allocate to investment relating to dealing with the impacts of climate change and reducing the Council’s carbon footprint. 5.7 Risk - None. 5.8 Customer Service - Investing in assets will continue to ensure access and sustainability of services. 5.9 The Rights of the Child (UNCRC) None. Kirsty Flanagan, Section 95 Officer Douglas Hendry, Executive Director with responsibility for Commercial Services Ross McLaughlin, Head of Commercial Services 13 February 2024 Policy Lead for Financial Services and Commercial Services: Councillor Ross Moreland APPENDICES:- Appendix 1 – Service Priority Investment Plans (PIPS)
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PRIORITY IMPROVEMENT PLAN – ASSET GROUP SUMMARY Asset Group Education 3rd Tier Manager Susan Tyre / Wendy Brownlie Description of Asset Group and Condition Assessment ABC Learning Estates Strategy – Learning Environments in all schools should have a suitability grading A or B A=good; B=satisfactory; C=poor; D=bad Asset Group No and /or val ue. Condition Suitability A B C D A B C D Primary Schools (in use) 65 4 61 0 0 38 27 0 0 2-18 schools 4 1 3 0 0 1 2 1 0 Joint Campus 1 1 0 0 1 0 0 Secondary Schools 5 4 1 0 0 4 1 0 0 Complex addition needs schools 1 1 0 0 1 0 0 Adult learning centres, and a Youth Centre 2 1 1 0 1 1 0 Early Learning and Childcare Centres 2 2 0 0 2 0 0 School Houses 19 0 0 0 0 Investment (current and planned) Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block Allocation Scottish Government 2.226 2.219 1.988 1.988 Block Allocation Carried Forward Scottish Government 2.160 (0.279) New Schools Scottish Government 0.710 1140 Hours Scottish Government 0.243 Gaelic Grant Scottish Government 0.038 CO2 Grant 0.113 RAAC - Capital Allocation Council Reserves 3.200 8.690 2.946 1.988 1.988 2024-25 Overview Investment Strategy The Investment Asset strategy for Education in 2023-24 was to focus on undertaking major maintenance and keeping assets that we have wind, watertight & safe ensuring schools remain in a minimum B category and avoid slippage into C In 2023-24 work was done to maintain or improve the suitability of several schools including scoring of; Dalintober Primary, Castlehill Primary, Garelochhead Primary, Kilninver Primary, Islay High, Iona Primary, Kilchattan Primary, Port Charlotte Primary, Bowmore Primary, Dalmally Primary, Kilmodan Primary, Sandbank Primary, St Muns Primary, St Andrews, North Bute, Tiree High School Works to create a high quality learning environment internal and external at our early learning and childcare settings: Clyde Cottage Nursery, Park Primary, Dunbeg, Easdale and Kilchattan Works to create new Learning Centres in Campbeltown (Castlehill Primary) and Islay High along with design work for new Learning Centres Tobermory and Hermitage Academy Risks Asset sustainability
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Significant backlog of maintenance work includes roof repairs, rewiring, damp repairs, heating upgrades and suitability works. Failure to invest in planned capital maintenance in a timeous manner will see a reduction in the condition scores and could result in component failure and building closure. Council agreeing to progress with LEIP funding following Business Case. Diminishing level of investment coupled with increased costs (inflation and construction costs) mean many buildings and building elements are deteriorating at a rate which may not be able to be addressed via revenue (maintenance / reactive) expenditure. This is beginning to impact on the use of buildings, capacity of the school, flexibility to deliver the curriculum, health & safety standards, support for pupils with complex needs and our inspection ratings. This will continue unless the number of properties are reduced or the capital and revenue budget is increased. Service Development Updated Business Case being prepared for LEIP funding for Tobermory will result in significant investment to address condition and suitability (service development project) Discovery of RAAC within John Logie Baird Primary resulted in significant investment identified for repairs to replace (service development project) Scottish Government roll out of Universal Free School Meals (UFSM). The UFSM has identified works to be carried out in identified schools to support the roll out of free school meals to all primary pupils within Scotland. Unknown if this will be back on the agenda for Scottish Government during 24-25. Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above At current funding levels within the block allocation the focus will remain on high and medium risk Asset Sustainability priority projects – therefore no funding is allocated to ‘service development’ projects John Logie Baird works ongoing to remove RAAC and reinstate learning spaces Continued development of Business Case as part of LEIP to bring new Campus to Mull The aim is to improve condition scorings at the following schools: Tobermory 3-18 suitability scores in the following schools: Lochgoilhead Primary, Keills Primary, Tarbert 2-18 As per decision of Community Services Committee in August 2023, Capital works relating to new Additional Support Needs provision by way of new learning centres in, Mull and Hermitage Academy. £2.219M reserved for Asset Sustainability will be used to undertake major maintenance and keeping assets that we have wind, watertight & safe ensuring schools remain in a minimum B category and avoid slippage into C Unfunded Investment Priorities None identified that would cause Health and Safety risk Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26 Asset Sustainability Gaelic – See below nil Service Development Climate Change - See below Climate Change - See below Strategic Change Bid for Learning Estate Investment Programme (LEIP) Funding Climate Change - See below Major opportunity to access Government flagship investment programme Learning Estate Investment Programme (LEIP) for new campus on Mull. In relation to climate change, opportunities for external funding will continue to be explored to allow delivery of projects similar to the Non-Domestic Energy Efficiency Framework (NDEEF). These opportunities could offer low carbon solutions throughout the wider Argyll and Bute area, which would not only assist the Council in its journey to Net Zero Carbon (NZC) but would also result in financial benefit through revenue savings or additional income. The delivery of these types of project which fall into a spend-to-save category will also consider Prudential Borrowing as a funding source i.e. where simple payback breaks even in relatively short timeframes.
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Links to relevant strategies Corporate Asset Management Strategy Learning Estates Strategy ASN provision across Argyll and Bute CO6: We have an infrastructure that supports sustainable growth
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PRIORITY IMPROVEMENT PLAN – ASSET GROUP SUMMARY Asset Group Council Owned Buildings Group Lead / 3rd Tier Manager Ross McLaughlin & Craig Houston Description of Asset Group and Condition Assessment This is a new Asset Grouping for 2025/26 as specified in the newly adopted Capital Investment Strategy. The majority of Council owned buildings are part of this grouping that includes Offices, Health and Social Care Buildings, hostels, LIVE Argyll Properties and Depot Buildings. It excludes Education Buildings (schools) and operational specific buildings like public toilets, airport buildings and crematoria. Building condition and suitability is measured in accordance with the Local Government Benchmarking Framework (LGBF). The condition rating of buildings is measured through an assessment of the main elements of the building (roof, walls, windows, doors, services etc.) via a weighted scoring matrix. Suitability is measured in a similar manner but instead of building elements, assesses themes including: location; accessibility; building facilities; the working environment; and ICT infrastructure etc. These assessment methodologies have recently changed and in moving forward will require more input/assessment for each property. All information is recorded within the Council’s property management system, Concerto, and LGBF returns are made on an annual basis SHARED OFFICES Group No. Condition Suitability A B C D A B C D Owned 24 2 22 0 0 9 11 4 0 Leased 1 0 1 0 0 0 0 0 0 LIVE ARGYLL Group No. Condition Suitability A B C D A B C D Community Centres 4 0 2 2 0 0 3 1 0 Leisure Centres 4 1 3 0 0 0 3 1 0 Halls 5 1 4 0 0 1 3 1 0 Libraries 11 4 7 0 0 2 7 2 0 Museums 1 0 0 0 0 0 1 0 0 Archives 1 0 1 0 0 0 1 0 0 Sandbank HQ 1 0 1 0 0 0 1 0 0 Sport Centre 1 1 0 0 0 0 1 0 0 Campbeltown Pavilion 1 1 0 0 0 0 1 0 0 HOSTELS Group No. Condition Suitability A B C D A B C D Hostels 2 0 2 0 0 0 2 0 0 HSCP BUILDINGS Group No. Condition Suitability A B C D A B C D Elderly Persons Homes 7 5 2 5 2 Children’s Homes 5 3 2 3 2 Resource Centres 3 3 1 1 1 Offices 8 3 5 1 6 1 Other 6 6 2 3 1
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DEPOTS Asset Type No. Condition Suitability A B C D A B C D Depots/Workshops 22 1 12 6 3 1 12 8 1 A=good; B=satisfactory; C=poor; D=bad Investment (current and planned) Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block allocation Scottish Government 1.374 1.281 1.146 1.146 Block allocation Carried Forward Scottish Government 3.049 2.267 (0.011) 0.000 Non Domestic Energy Efficiency Framework (NDEEF) Scottish Government 0.124 1.063 0.00 0.00 Islands Programme Scottish Government 0.400 0.050 Partner contribution HSCP 0.881 Strategic Housing Fund Council 0.080 Totals 5.908 5.934 1.135 1.146 2024-25 Overview Investment Strategy This is a new asset category however there has been notable projects delivered or planned during 2024-25 by LIVE Argyll, Shared Offices, Health and Social Care Partnership and Depots. LIVE Argyll have completed renovation works at Lochgilphead CEC, upgrades to Health Suite at Aqualibrium. Moat Centre, Rothesay re-wired. New reception and windows at Rothesay Leisure Centre. During upgrade works to Riverside Leisure Centre Dunoon significant structural corrosion was identified. All works have paused and strategic approach to address the structural issues are now required. Shared Officers – continued rationalisation of assets, mothballing of Whitegates, leasing out of Helensburgh and Lomond Civic Centre. Planning for redesign of Kilmory and rewire. Depot Buildings – Demolition of dangerous building and erection of temporary building at Bishopton Road Lochgilphead. Health and Social Care Partnership – Tigh A Rudha, Tiree upgrade remains ongoing. The recently acquired Kintyre Care Home has also required several capital investments to upgrade fabric and energy efficiency. Hostels – Window investment at Oban Hostel and roofing repairs at Dunoon. Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above Principles are:- 1. Asset Sustainability Building assets require to be safe and health and safety compliant to remain operational. Due to the size of Council portfolio and increasing cost of construction and maintenance substantial investment is required to simply maintain our current building stock. Property condition and suitability assessments are reviewed on a 5 year cycle to prioritise investment. Work is required to maintain the facilities in a wind and water tight condition and to ensure compliance to legislative and regulatory requirements. Work will include, roof refurbishment, boiler replacement, re-wire of
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ageing buildings, remedial work to emergency lighting and fire prevention systems and this will include other building plant equipment. Notable Asset Sustainability projects that are planned are Struan Lodge (Dunoon) re-wire (currently out to tender and subject to review) and similar full re-wire required of Kilmory which will form part of wider redesign project. Works to investigate structural issues at Riverside, Dunoon and solutions will be a significant project that requires strategic overview. It is also notable that Care Inspectorate inspect Hostels and Care Homes and substandard buildings may be subject to enforcement and potential closure. 2. Business Development The asset group managed by differing departments is ageing and requires more capital investment to ensure it remains in an operable state. Year-on-year the Capital Investment is becoming less which in turns places greater strain on an already insufficient central repairs budgets. Underinvestment of Capital funds will lead to facilities that will further deteriorate in condition and suitability and inevitably reach a stage where they are deemed not fit for purpose. Failure to maintain assets and ensure they are fit for purpose will adversely impact on Council and partners ability to deliver agreed service specification requirements and fulfil charitable objectives. Business Development activity may assist teams or partners delivering services in another way that may reduce or eliminate need for buildings – can be a precursor to Principle 3 (Disinvestment) Notable Business Development projects being progressed in 2025/26 include review of Corran Halls business model, Care Home Programme and Library Services in partnership with HSCP and Live Argyll. Thomson Court Care Home on Rothesay expanded bed spaces to meet increased demand. Although Capital funding is very limited, it is important for liveArgyll to be aspirational in its business planning and strategic thinking. Being responsive to changing customer needs and usage trends, liveArgyll would propose business case development of Corran Halls, Ramsay Hall, Sandbank Building and several Libraries. Investment in depots to create inspection or 3rd Party MOT Stations is also considered to be a business development opportunity particularly in Campbeltown, Helensburgh and Lochgilphead. Construction has commenced on new Business Parks at Kilmory and Oban Airport. Business development could include the construction of business / industrial units for commercial lease to create income that can be reinvested into other priorities. 3. Disinvestment, Disposal or Repurpose Buildings not fully utilised Success has been demonstrated with maximising efficiency of our building stock via Our Modern Workspace Programme where 10no office buildings have been mothballed or repurposed. More emphasis will be placed on this in coming year with focus on Kilmory HQ and Live Argyll + HSCP Properties. Notably in Lochgilphead and Oban. The depot rationalisation board will also continue. Reducing the number of buildings reduces operational costs such as utilities, non domestic rates, maintenance and cleaning. UNFUNDED PRIORITIES Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) Riverside Leisure Centre (Dunoon) – temporary structural works £305,000 Calculated £305,000 Asset Sustainability (ESSENTIAL) Riverside Leisure Centre (Dunoon) – RIBA Stage 0 - Business Case Development for new Leisure Centre £200,000 Indicative £200,000 Strategic Change Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26
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Islands Programme Funding Part funding Tigh A Rudha, Tiree Islands Programme Funding – Thomson Court Care Home Rothesay Scottish Government Funding – Bairns Hoose Grant award Development of Bairns Hoose project for HSCP Place Based investment Funding Our Modern Workspace funding for office rationalisation in Rothesay Strategic Housing Fund For Housing related enabling works or delivery Links to relevant strategies Capital Investment Strategy Local Development Plan 2 Council Corporate Plan De-carbonisation Plan
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PRIORITY INVESTMENT PLAN – ASSET GROUP SUMMARY Asset Group ICT 3rd Tier Manager Gerry Wilson Description of Asset Group and Condition Assessment Asset Group No and/or value. Condition Suitability A B C D A B C D Server Infrastructure Overall 1,941k 859k 890k 24k 469k 859k 890k 24k 469k PC, Laptops and Tablet Devices - Corporate £906k 276k 213k 226k 190k 276k 213k 226k 190k PC, Laptops and Tablet Devices - Education 2,496k 987k 516k 478k 514k 987k 516k 478k 514k Communications Equipment incl network devices and Broadband 2,492k 811k 962k 496k 223k 811k 962k 496k 223k Supported Business Software Applications(Number) 75 54 12 9 0 50 14 11 0 Investment (current and planned) Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block Allocation Scottish Gov 0.771 0.768 0.688 0.688 Block Allocation Carry forward Scottish Gov 0.043 0.060 0.132 0.000 Additional Council Funding Council Reserves 0.605 0.453 0.000 0.000 Total 1.419 1.281 0.820 0.688 2025-26 Overview Investment Strategy Asset Sustainability – All of the Council’s ICT assets are replaced on a rolling cycle. PCs and Laptops are replaced on a 4 year (corporate) or 5 year (education) cycle. Major infrastructure assets such as servers, firewalls, and network routers and switches are replaced every 6 years. This is an industry standard approach to the maintenance of critical infrastructure designed to minimise the risk of service failure which would otherwise result in poor system reliability, the unavailability of major systems, and a consequential failure to deliver front line services. The expected lifespan of ICT infrastructure assets is determined by manufacturer support availability, age, or fitness for purpose. The ICT Service normally apportions part of the ICT Block Allocation each year to cover the annual PC Replacement and network infrastructure asset costs. Every six years we also have to prioritise our spend on our two data centres (the heart of the ICT environment) which normally means we have to allocate the majority or all of the block allocation for that year to servers and network equipment. The data centres continue to host several hundred council applications as the true cost of migrating to the cloud remains
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unaffordable for many systems. The data centre upgrades started this year and will continue through 2025/26. We face enormous inflationary pressures on the ICT Capital Programme as the post pandemic global supply crisis impacts on technology equipment pricing. The current need to prioritise investment in critical server and network assets for the data centres means there would have been little or no funding available for PC replacement or other service development projects without the additional capital agreed at the last budget meeting or without drawdowns from the Capital Contract Increases Earmarking fund to cover some of the inflationary and exceptional cost increases. Our strategy is therefore based on the proposed drawdowns from those two funding sources being allocated to the affected asset replacement projects before the block allocation is then distributed across the remaining sustainability projects – IT Network and Server infrastructure and PC Replacement. Service Development and Strategic Change - The ICT Development framework establishes a consistent and transparent method for the evaluation of ICT business case based proposals being presented to the Capital Investment Board. The framework allows competing demands for Council resources to be compared like for like with the purpose of establishing an ICT Development Plan that includes a mix of small and significant ICT developments that are both affordable and deliverable. The ICT Development Plan determines the ICT Asset service development priorities and the levels of funding required to meet them. No new business cases have been approved at the Capital Investment Board for new business application systems or replacement of existing business application systems Risks 1. All ICT Assets - Failure of key infrastructure supporting technology components that are critical for day to day service delivery across all services of the Council. The severity and the reach of the impact will very much depend on which components fail and consequences for individual services but could also be cross Council affecting. As technology components age and move out of support, the Council risks non- compliance with PSN, Cybersecurity and PCI DSS obligations. 2. PCs and laptops are currently replaced on a 4 year Corporate and 5 year Education cycle with no warranty or maintenance on PCs after the first 3 years. This has consequences for the reliability of desktop equipment. On warranty expiry, the Council is required to effectively self-insure against failure. 3. Service Development - In addition to impacting our ability to comply with our security obligations, the risk of underinvestment for key business application systems will result in missed opportunities for greater efficiencies and service improvements across council services. Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above Please Note – anything identified as RED RISK is unfunded. Server Sustainability Replacement of Server equipment in Kilmory and GWITC so that our infrastructure is robust, supported and fit for purpose for at least 6 years. Major investment on the data centre servers is underway to ensure that the servers will require minimum investment over the following 5 years. The funding requirement for servers and associated software has been met from a combination of the block allocation and drawdown from the Capital Contract Increases Earmarking fund and will continue through 2025/26. NO RED RISK FOR 2025/26 PC Replacement Replacement of Corporate PCs due to become red risk assets (> 4 years old) in 2025/26, with 3 years of warranty. Replacement of Education PCs that either are already red risk assets or due to become red risk assets (> 5 years old) in 2025/26, with 3 years of warranty.
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Note – the PC replacement programme is based on a continuous cycle of investment. One quarter of all corporate PCs were expected to be replaced each year alongside one fifth of Education PCs each year. Exceptional price rises in secondary school device equipment this year means that the original budget of 669k is insufficient to cover the replacement of devices at a cost of £704k in 2025/26. The additional funding requirement of 35k has been met from existing block allocation. NO RED RISK FOR 2025/26 IT Network Replacement of IT Network Infrastructure technologies which are either due to become or are already end of life assets in 2024/25. This investment will result in these assets being fit for purpose for potentially 6 years. This includes replacing end of life network switches at our Kilmory and GWITC datacentres, as well as replacement of network routers and switches across a number of our schools and offices. More network equipment will need to be replaced in 2026/27 and we are expecting a large amount of RED RISK assets (approx. £405k) in 2026/27. For 2025/26 we have an immediate shortfall as follows: Due to greater increases in pricing of equipment than anticipated and short notice of equipment reaching end of life, the existing funding (£152k) is insufficient to meet the replacement of equipment at a cost of £223k in 2025/26. This results in a RED RISK emerging for Network equipment in 2025/26 of 71k. Key Business Applications No business application red risks have been identified definitively beyond 2024/25 at this time. Unfunded Capital Pressures The ICT Management team follows an industry best practice approach for the replacement of key technology assets based around the age and condition of each asset type. This is required as part of our statutory membership of the PSN where we are obligated by the Cabinet Office to maintain our network of servers and devices at current supported levels. The PSN in turn allows us access to their private network to collaborate and share data with other public sector partners such as the National Registrars for Scotland, HMRC, and DWP in a safe, secure, and trusted manner. Our investment priorities are therefore based on sustaining our complex network of circuits, routers, servers, pcs, and applications and this is reflected in our three priorities for 2025/26. Funding from the block allocation, coupled with contributions from previously agreed Capital Contract Increases Earmarking fund will allow us to only partially replace red risk critical IT server and infrastructure assets for 2025/26. This is illustrated in the following table for 2025/26: Service Priority Expected Cost in 2025/26 Budget available Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) 1. IT Networks 223k 152k calculated 71k Asset Sustainability (ESSENTIAL) TOTAL ADDITIONAL FUNDING REQUIRED £71k Match funding Opportunities/External Funding Achieved 2023-24 Opportunities 2024-25
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Asset Sustainability Service Development Strategic Change Links to relevant strategies ICT and Digital Strategy 2021 -24
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PRIORITY INVESTMENT PLAN – ASSET GROUP 2 SUMMARY Asset Group Road and Footways 3rd tier Managers Hugh O’Neill and Tom Murphy Description of Asset Group and Condition Assessment Asset Group Road and Footway Condition No and or/Value* CONDITION (Percentages based on total asset value) Green Yellow Amber Red Roads *See below comments £2.09Billion 50.24% 9.36% 26.64% 13.76% Footways £78.3Million * * * * This can be further broken down to road classification as per below table: * There is no similarly automated footway condition survey mechanism. A Safety Inspection programme, with a frequency of annual to monthly visits, based on the hierarchy of the footway, is carried out by the inspection team. Generally, footways are considered safe and fit for purpose with maintenance works undertaken in response to identified defects or public complaints as investment and resources permit. The externally delivered Road Condition Survey was not fully carried out in 2023 and missed most of our island roads, we have therefore had to use the previous year’s RCI for the purpose of this document Capital Programme, as such the above table also refers to last years RCI results.
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Parking: Argyll and Bute have 118 off street car parks ranging from formally laid out urban car parks to less formal more rural car parks. There is no fixed scoring mechanism for our car parks, although safety inspections are carried out to a standard similar to those carried out on the road network. Asset Group No. Condition Suitability Car parks 118 A B C D A B C D 42 53 22 1 N/A N/A N/A N/A Argyll and Bute Council has 29 Pay and display car parks. There is no capital funding for car parks – the car park maintenance budget money is funded from income raised from fees and charges. Investment (current and planned) Funding Roads Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block Allocation Scottish Government 3.412 2.000 3.823 RIS Total 3.823 RIS Total Block Allocation Carried Forward Scottish Government 0.610 (0.222) 0.00 0.00 Additional Roads Reconstruction Council 4.588 0.000 0.000 0.000
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Weather Incident 2023 Council 3.208 1.100 0.000 0.000 Claonig Landslip Council 1.570 0.030 0.000 0.000 CHORD Funding Council 0.060 0.000 0.000 0.000 13.448 2.908 3.823 3.823 Funding (Car Park) Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 TOTAL 0.000 0.000 0.000 0.000 2024-25 Overview Investment Strategy Prioritisation of Asset Sustainability: Road condition is measured by the Scottish Road Maintenance Condition Survey (SRMCS) which assesses parameters such as surface texture and cracking, smoothness and rutting. This provides an indication of the residual life of the road structure. It should be noted that the flooding and road closures experienced in October 2023 due to excess rain are likely to continue due to climate change. It is therefore imperative that appropriate road maintenance including drainage and ditch clearance is carried out to alleviate flood and land slip risks on our Council roads. More consideration needs to be given to climate change adaptation regarding roads and transport infrastructure. CAPITAL RESURFACING INVESTMENT OPTIONS Argyll and Bute Council take part in the Scottish Roads Maintenance Condition Survey (SRMCS) contract which generates the road asset condition data presented in this report. Further detail on this methodology can be found in the Annual Status and Options Report produced each year. This methodology provides the Council with road condition deterioration modelling based on our proposed investment levels. For the 2025/26 financial year investment levels of £2m, £3M and £11M have been used for modelling purposes to determine the effects of these levels of investment on the condition of the road carriageway. The Scottish Statutory Performance Indicator (SPI) for road condition is the percentage of a road network that has an RCI of 40 or more (ie is in the ‘Red’ or ‘Amber’ categories). The below lists 3 options where direct comparison can be made with investment against a 20 year profile for road condition. Further budget modelling for £5M and £8M are available in the ASOR. OPTION 1— £2M An annual investment of £2m would lead to very substantial deterioration on overall RCI, this would significantly increase risk to road users safety and may well leave the council open to criticism. The volume of reactive temporary repairs would steadily rise, year on year as would public liability claims. Customer satisfaction levels can be expected to decrease dramatically.
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OPTION 2— £3M An annual investment of £3m would lead to a substantial deterioration on overall RCI, this would significantly increase risk to road users safety. The volume of reactive temporary repairs would steadily rise, year on year as would public liability claims. Customer satisfaction levels can be expected to steadily decrease. OPTION 3— £11M An annual investment of £11m (based on 2024/25 costs) would largely maintain the current condition of the road carriageway network. Prioritisation of Strategic Change: The value of undertaking adequate preventative maintenance works cannot be overstated. It is the most vital and fundamental function required to extend infrastructure service life, strengthen network resilience, and minimise demand for capital investment. Over the last 10 years, where we have seen average investment of at least £8 Million on Roads Reconstruction, RIS have been able to improve our road condition which in turn improves visitor numbers/local businesses as well as supporting our communities daily commute. However we have seen recently rises in the costs of materials and vehicles etc which has now increased investment from £8M to £11M to keep over 50% of our roads in the good condition category. The initial improvement to over 50% was purely down to investment and the support provided by members allowing RIS officers to manage the network effectively. Footways Footways investment of £1m over previous 3 years has tackled some of the worst identified sections of the network aimed at reducing reactive maintenance demands. There is no planned capital footway investment for 2025/26. Our footways have a depreciation cost of approximately £1M per annum, as calculated by SCOTS, therefore a steady annual investment required to prevent the footways from deteriorating and maintained safe and proportionate for use. Risks 1. Increase in third party insurance claims. This would be due to an increase in potholes and road defects as funding was not sufficient to treat roads properly. 2. Restricted traffic and the possibility of some roads having to be closed on safety grounds. Failure to fully deliver the duty to maintain, through limited funding as a Roads Authority and a lack of funding will require prioritisation of routes which may well restrict vehicular sizes on certain roads to prevent further decline/damage. This would include consideration of weight, width and length limits on our roads as well as restricted speed limits and ultimately road closures if roads were to become unsafe due to damage. The practicality to deliver on road closures or restrictions also imposes a cost on the council funds to provide traffic management and Temporary Traffic Regulation Orders. 3. Detriment to business and tourism should the road network deteriorate to a point that its condition is not convenient for the travelling public. 4. Increased risk of flooding and land slips should drainage and ditch clearance works not be carried out regularly. This was highlighted in the flooding from October last year where land slides closed off several of our roads with a cost in excess of £10m for the clear up of the roads and surrounding area.
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Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above Asset Sustainability: Carry out a mix of surface dressing, edge strengthening, resurfacing works. The surfacing works will include proportionate drainage works. Works will be identified from condition surveys, collision data, and known development activity and reports from the public. Final programmes may be adjusted to take account of any winter deterioration. Strategic Change: An annual investment of approximately £11M would maintain the overall RCI provided there was no real change to inflation, however as inflation and costs increase the steady state budget must also be increased. Without this inflationary adjustment, the volume of reactive temporary repairs would steadily rise, year on year as would public liability claims. Customer satisfaction levels can be expected to steadily decrease. Unfunded Capital Pressures: Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) 1. Road Maintenance £11M to retain steady state Calculated as per agreed methods £9M (if £2M is allocated to Roads Capital from the Block Allocation) Asset Sustainability 2. Footway Maintenance £950k to retain steady state Estimation of condition calculated as three percent of gross replacement cost of the asset. £950k Asset Sustainability Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26 Asset Sustainability Active Travel Funding Road Safety Improvement Fund £144,653. STTS Crown Estates Funding RTIF (not available for 2024/25, therefore may not be available for 2025/26) Road Safety Improvement Fund
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Service Development Community Regeneration Fund Islands Infrastructure Fund Strategic Change Links to relevant strategies Item No 7 ASOR EDI Report The road infrastructure is also covered by the Roads Asset Management Plan (RAMP) which has been carried out as part of a national project steered by SCOTS. This means that the roads asset infrastructure’s condition can be compared not only across Argyll and Bute, but across the whole of Scotland.
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PRIORITY INVESTMENT PLAN Asset Group Street lighting 3rd Tier Manager Tom Murphy Description of Asset Group and Condition Assessment Gross street lighting stock replacement cost (new replacement) from the current Asset Register is £47m. We have 13,616 Street Lighting Columns. It is estimated that 35-45% of these columns have exceeded their expected service life of 25-30 years, with some in the region of 70 years. Significant benefits in terms of energy efficiency and public amenity have been delivered over recent years through the programme of replacing old luminaires with efficiency LED units and associated targeted dimming of lights. Carbon emissions have greatly reduced as a result of the project. Service Standards: To ensure that our asset is maintained properly, electrical certification / testing is required every 6 years with column condition and ranking carried out every 4 years as part of scheduled planned maintenance. The next round of testing (Categorised as planned maintenance) is due 2025/26. Inspections undertaken of columns as part oif the LED programme has provided a prioritisation of columns due for replacement with the residual funding from the LED project together with other capital allocations that have been received. Investment (current and planned) - Updated by Finance for 2025-26 Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block Allocation Scottish Government 0.150 0.000 Block Allocation Carried Forward Scottish Government 0.175 0.369 LED Project - Prudential Borrowing Council 0.300 0.321 0.625 0.690 0.000 0.000 2024-25 Overview Investment Strategy The LED Upgrade Project funded by Prudential Borrowing is nearing completion in terms of luminaire upgrades, we are still looking to finalise this within financial year 2025/26 To date 290 columns have been identified in the poorest condition category and will be replaced through the LED Upgrade Project. In addition, with the extra capital funding received during 2023/24, a number of improvements schemes have have been completed delivering a further upgrade the lighting stock. The Carry Over and the capital budget of £150k for 2024/25 9as per the table above) will see this column and cable replacement works continue. Risks 1. Insufficient investment may lead to column and or systems failure with the possibility/risk of damage to individuals/property.
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2. Health and safety concerns re columns that are old and rusted with the potential to fall down in adverse weather. 3. Lack of reliability and increased outages would lead to a corresponding increase in customer contact/complaints and a negative impact on the Council’s reputation. Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above Lighting has benefited from investment to change luminaires to low energy LED. This has approximately halved our energy consumption and has provided benefits with significantly reduced light pollution and which benefits dark skies. Without continued investment for an aged cabling and column inventory, we will only be able to plan to improve a small percentage of lighting assets. We prioritise funding through a study of any planned maintenance findings, analysis of fault records and reliability, light level meter checks for inadequacies, column condition scores – all will be considered to compile and prioritise programs of work. Possible Savings Proposals Currently Being Considered. Argyll and Bute could consider switching lights off between midnight and 05:00hrs. Potential savings if street lighting is switched off between midnight and 5am are significant. The figures have been calculated using the current inventory with any non-street lighting equipment (signals, beacons, sign lights, controllers etc) excluded. When calculating the switch off kWh’s, any item that currently operates on a dimmed profile has been calculated as being in the appropriate dimmed state outside of the switch off period. It’s estimated that around 30% of the Street Lighting Inventory is switched on/off by Photocells fitted to the Luminaires. Photocells react to natural light levels and bring lights on at dusk and switch them off at dawn. 70% of the network is controlled by Time Clocks where we’d currently be able to set times for specific or altered burning regimes. Time clocks would need to be introduced across the whole of the network to set any new switching regime so there would need to be a spend to save approach applied. Top three service/asset group priorities Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) 1. Completion of LED installation programme LED Business Case Calculated 0 Asset sustainability 2. Column replacement and cabling works £854k Calculated * Asset sustainability 3. Continue asset sustainability works tbc Indicative – value tbc * Asset sustainability The review of the LED, column and cabling requirements for street lighting will identify funding requirements for future lighting works. Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26
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Asset Sustainability Service Development Strategic Change Limited opportunities for match funding/external funding. Historically Scottish Futures Trust have provided interest free loans for lighting however it is understood that this funding stream is no longer available. Links to relevant strategies LED strategy for converting low efficiency luminaires to LED. Climate Change strategy.
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PRIORITY INVESTMENT PLAN – ASSET GROUP 3 SUMMARY Asset Group Amenity 3rd Tier Manager Hugh O’Neill and Tom Murphy Description of Asset Group and Condition Assessment Argyll and Bute Council has 131 Cemeteries with 68 Closed for the sale of lairs. They are however still being opened for interments as well as the Council being responsible for the upkeep of the Cemetery. They have been listed as Suitability D in the above Table. 63 Cemeteries are open for the sale of lairs, however they have been broken down in the condition table to whether they have 20+ years Condition A, 10-20 years Condition B, 5-10 years Condition C and 0-5 years capacity Condition D. Argyll and Bute Council have 30 Play parks which are listed as D in urgent need of repair, C in need of repair, B minor repairs needed and A in good order. Argyll and Bute Council have 25 Sports pitches parks which are listed as D in urgent need of repair, C in need of repair, B minor repairs needed and A in good order. Argyll and Bute Council have 60 Public Conveniences are listed as D in urgent need of repair, C in need of repair, B minor repairs needed and A in good order from the condition survey. - Sports Fields - We have 25 Sport Fields which cater for a mix of football/shinty and rugby. We have listed them as A=Good condition/B=Reasonable Condition/C=Poor Condition. Most require drainage work as well as work to improve the playing surfaces of the pitches and update/replace fencing. - Stadiums – We have 3 stadiums which are listed as 2 in good condition and 1 in poor condition - Toilets – 16 high footfall public conveniences are in the process of having charging infrastructure installed through a £300,000 scheme [£100,000 Council capital; £200,000 Coastal Communities]. Income received can be used to meet previously unachieved income targets. Depending on the level of income received, information from these 16 sites following the fitting of the charging infrastructure can be used in a business case to consider extending the number of public conveniences where charges are made. Asset Group No and/or value. Condition Suitability A B C D A B C D Cemetery 131 47 8 3 5 0 0 0 68 Parks and Open Spaces 30 Play Parks 6 4 18 2 4 6 16 4 Parks and Open Spaces Sports Fields 5 6 14 0 3 6 9 7 Parks and Open Spaces Stadium 2 0 1 0 0 3 0 0 Toilet facilities 55 7 20 27 6 6 15 20 19 Investment (current and planned) Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block Allocation Scottish Government 0.100 0.100 0.000 0.000 Block Allocation Carried Forward Scottish Government 0.029 Capital Grant (Play Parks) Scottish Government 0.547 0.391 Coastal Communities Fund Crown Estate 0.400 0.109 Additional Allocation - Cemeteries Council 0.310 1.386 0.600 0.000 0.000 2024-25 Overview
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Investment Strategy Cemeteries Officers are reviewing the capacity of cemeteries, those with less than 5 years capacity are prioritised in line with budget availability. Cemeteries are either extended or when this is not possible then nearby land is identified where possible within Council ownership and if not then land owners are approached to purchase land. To support cemeteries with less than 5-10 years capacity, the EDI Committee has agreed a policy in regards to lair availability, whereby the pre-sale of lairs is stopped when capacity is less than 5-10 years. There is currently funding within the Capital Budget which at this time will cover the immediate requirements. However this is dependent on whether officers can purchase land at a reasonable cost as well as abiding by SEPA rules which have been tightened around water courses. Further to this, although predicted in the listed years this again is dependent on work with land owners where delays are outwith officers control. Play Parks Play Parks have been reviewed by trained officers to identify defective equipment and surfaces. Previously no funding has been available and defective equipment has either been removed or fenced off. On occasion funding sources have been identified to locally refurbish equipment and play parks such as Atlantis in Oban. Engagement has concluded with elected members to agree a suitable spend for the budget locally. Play park funding will be covered by the Scottish Govt budget for another two years. There are no further plans to develop play parks further than this. Pitches Most pitches are in need of drainage work as well as work to improve the playing surfaces of the pitches and update/replace fencing. Several pitches have previously had drainage works carried out and now at least 6 need urgent drainage works to enable sports to be played on the pitches following wet periods. In regards to Rothesay Stadium, this requires extensive drainage works as well as building works to ensure health and safety is not compromised. Work is also required to continue to improve the mobile stand, to alleviate this issue and support the Bute Games Operations staff have made this a permamnent structure rather than a temporary stand. This works but requires an annual application for planning. Public Conveniences Various public conveniences (PC) are undergoing improvements and general upgrades. At the P&R Committee meeting on 13/10/22 additional funding was approved subject to SG confirming the anticipated level of Coastal Communities funding being received. 16 high footfall public conveniences are in the process of having charging infrastructure installed through a £300,000 scheme. 16 PCs are being upgraded to door entry systems which will generate an income, through door payment systems, for the council which will contribute towards the asset sustainability and general day to day maintenance of the PCs. The service has developed a number of robust partnerships with community groups to assist with the opening, closing, stocking and maintenance of public conveniences. This partnership approach, whilst fostering a collaborative arrangement with the community, it also helps to reduce direct costs to the Council. As a general rule the Council maintain full responsibility for the maintenance of the fabric of the building with the community groups carrying out the day to day servicing and cleaning duties. The locations with partnerships in place are: Ardentinney Tayinloan Pensioners Row Calgary Scaranish Officers are waiting on the proposed partnership with MICT being approved (Internally). This will allow MICT to open their facility as a Public Convenience and the Council to remove the existing toilet block which is in poor condition. Reservoirs The Council is defined as Reservoir Manager for 2 assets at Kirk Dam, Rothesay and Bishops Glen, Dunoon. There is a requirement to regularly inspect these structures and undertake any remedial works that are specified in the interest of safety and enforceable by SEPA. Risks of insufficient funding to carry out asset sustainability and asset improvement works:
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1. As a Burial Authority, the Council will risk being in breach of legislation should there not be sufficient funding for cemetery expansion and development. Further, this will damage the council’s reputation should more cemeteries close and cause negative feedback from deceased relatives etc. 2. Sports pitches would become unfit for purpose which would be detrimental to the council’s objective of a healthy community. This would also see clubs using all weather facilities at the council’s High schools, this has recently been raised as an issue with clubs being unable to book the pitches due to over subscription. Officers have also experienced sports clubs taking their bookings to neighbouring authorities. Ongoing discussions with the local sports group regarding the development of Mossfield stadium in Oban have paused pending sufficient information to satisfy external funders/grant organisations. Discussions are ongoing with Oban rugby club around improvement to the pitch the club use adjacent to Mossfield stadium. 3. Breach of Health and Safety legislation if toilets are not maintained in a good condition and reputational damage to the Council. Not maintaining our public conveniences also limits the opportunities for the council to engage with potential third sector partners. It is interesting to note that there is no financial allocation through the GAE settlement for public conveniences. Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above 1. Cemetery investment continues to be prioritised on extending cemeteries with limited life as per the asset cemetery plan considered by EDI Committee in November 2023. 2. Sports field investment will be prioritised towards proportionate works which ensure that the sports facilities are available and fit for purpose for both young people and adults. Much of this work would include drainage of the playing surface, boundary fencing and any lighting together with changing rooms and associated buildings etc. All of these works effectively falling within the asset sustainability category. 3. Investment in playing fields would be prioritised where third party external funding can also be secured encouraging community groups to secure investment and work in partnership with the Council where this can be demonstrated to be sustainable long term. 4. Public convenience investment will be used to ensure we meet statutory requirements in terms of health and safety and public health. 5. Where business cases stack up, further investment over and above the 16 currently funded, will be made to generate income and a self-financing model through additional charging infrastructure being installed. Unfunded Capital Pressures Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) 1. Sports facilities/playing fields areas £938k Indicative £938 Asset Sustainability – carrying out proportionate works to ensure sports areas/playing field are available and fit for purpose. Works will be prioritised base on health and safety, facility use and value for money. Experience of previous expansion and land purchase timescales highlights that at least 5 years are required in some cases to identify, source, purchase and prepare the land for use as a cemetery. This continues annually with work ongoing to estimate further budget costs. Match funding Opportunities/External Funding Achieved 2025-26 Opportunities 2026-27 Asset Sustainability £391k from Scottish Govt Play Park Fund
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Service Development Currently ongoing partnership discussions with sports clubs in Oban around attracting local investment to improve Mossfield Stadium and other sports fields in the Oban and Lorn area. Potential opportunities which are being pursued with the local sports group regarding the development of Mossfield stadium in Oban have paused due to the committee requiring to obtain certain aspects to satisfy potential funders. Discussions are ongoing with Oban rugby club around improvement to the pitch the club use adjacent to Mossfield stadium. Strategic Change Links to relevant strategies: Play Park and Cemeteries: December EDI (Items 5 and 7).
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PRIORITY INVESTMENT PLAN – ASSET GROUP 2 SUMMARY Asset Group Bridges and Coastal Protection 3rd tier Manager Elsa Simoes Description of Asset Group and Condition Assessment BRIDGES: 903 Bridges (over 1.5m span) Increase of 1 since March 2023 Culverts under 1.5m span arenot classified as bridge structures and so are ot included the figure above. 677 Retaining Walls (over 1.35m retained height) recorded on Council systems, however it is recognised that a gap in data is likely to exist and this figure is therefore regarded to represent circa 80% of the total number of retaining walls. Retaining walls under 1.35m retained height are not included within this figure. Bridge Condition is calculated through Structural Inspections carried out by Bridge Inspectors and are rcorded on bespoke Asset Management Software. Structural condition is measured through inspection of assets which considers each element of a structure. National guidance documents are utilised as well as a standardised Asset Management system. The Bridge Stock Condition is now reported on a weighted average per span figure. The recent results are shown in the table below: Average Bridge Stock Condition (out of 100) Critical Element Stock Condition (out of 100) 2022-24 Cycle 87.86 79.08 2020-22 Cycle 89.03 80.44 2018-20 Cycle 89.73 82.24 2016-18 Cycle 89.46 82.40 Over recent years there has been a slow decline in bridge stock condition. There is an estimated backlog of maintenance liability totalling £32.4m. With the following bridges subject to weight restrictions. Bridge No. & Name Area Restriction (MGW) A846-239 LAGGAN OLD (Weak Bridge) Islay 10T B8025-020 ISLAND ADD (Weak Bridge) Mid Argyll 3T B866-020 GLACHAVOIL (Weak Bridge) Cowal 7.5T C012-050 MILINDRY SCHOOL (Weak Bridge) Islay 13T C038-010 BRIDGEND (Weak Bridge) Mid Argyll 18T C038-050 BARMOLLOCH (Weak Bridge) Mid Argyll 18T C057-010 OLD BALLIEBEG (Weak Bridge) Cowal 18T U010-090 LEACAINN (BRENACHOILLE) (Weak Bridge) Mid Argyll 7.5T U010-100 BRANDON STREET (Weak Bridge) Cowal 7.5T U021-020 IRON (Weak Bridge) Islay 3T U022-050 GLENDARUEL (Weak Bridge) Cowal 3T U027-010 MILLHOUSE (Weak Bridge) Cowal 18T U031-010 NEWTON BURN (Weak Bridge) Cowal 10T U042-100 AIRDS HOTEL (Weak Bridge) Lorn 10T U046-010 KILBRIDE (Weak Bridge) Cowal 10T
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Investment (current and planned) Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 (£m) 2026- 27(£m) 2027- 28(£m) Block Allocation Scottish Government 0.000 0.750 0.000 0.000 Block Allocation Carried Forward Scottish Government 0.315 1.248 0.000 0.000 Local Bridge Maintenance Fund Scottish Government 0.230 4.777 0.000 0.000 Capital Coastal Change Adaption Scottish Government 0.255 0.299 0.000 0.000 Bute Sea Wall Council 0.274 0.359 0.000 0.000 Total 1.074 7.433 0.000 0.000 2024-25 Overview Investment Strategy BRIDGES and COASTAL PROTECTION: Investment Strategy Bridge Inspections are carried out every 24 months in accordance with Well Managed Highways Infrastructure Code of Practice and DMRB Standards. Principal Inspections / Structural Reviews / Bridge Assessments are undertaken to determine priority of strengthening/improvement works. Capital Bridge Strengthening and Replacement Programme is prioritised using a risk-based methodology which considers overall condition and risk of structure, extent and severity of defects, usage of structure and engineering judgement. This methodology has been modified in recent years to take account of new SCOTS guidance. Revenue Structural Maintenance is currently prioritised using a risk-based methodology which considers overall condition of structure, extent and severity of defects, usage of structure and engineering judgement. Structures Investment: 1) Capital Bridge Strengthening and Replacement Programme (including LBMF) a. Strengthening & Replacement of Bridges & Retaining Walls 2) Revenue Structural Maintenance a. Bridge & Wall Inspections b. Bridge & Wall Maintenance Repairs c. Technical Approval d. Asset Management 3) Revenue Structural Assessment a. Assessment of Bridges and Retaining Walls b. Management of Abnormal Load Notifications Coastal Protection Investment:
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1) Capital Coastal Protection a. Repair, Strengthening & Replacement of Coastal Protection Assets 2) Revenue Coastal Protection: a. Coastal Protection Inspections b. Coastal Protection Maintenance Repairs c. Asset Management Risks The current level of capital & revenue funding is expected to result in an ongoing decline in the overall condition of bridge and coastal protection assets and an increase in the number of bridges subject to weight and other restrictions. This will be reflected in a reduction in the overall Bridge Condition indicator (BCi). 1. Increase in risk of bridge/road weight restrictions or closures thereby decreasing the overall functionality of the local road network. 2. Potential for communities being left isolated should any single access areas have closures or restrictions imposed. For example Seil, Easdale and Luing communities will be severely affected if Kilninver bridge had to have a restriction. 3. Inspections, assessments and works are prioritised to best manage the risks versus available funding and the Council’s responsibilities for its assets. Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above Top three service/asset group priorities Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) Bridges Bridge Strengthening and Replacement 28m indicative 21m Asset sustainability Structures Maintenance 4.366m indicative 4.066m Asset sustainability Coastal Protection 25m indicative 23.4m Asset sustainability The above table illustrates the total estimated backlog maintenance liability in relation to bridges and coastal protection. Assuming a 10-year programme of increased pro-active maintnenance to improve the condition of these asset groups and remove the backlog maintenance liability the funding shortfall for the 2025/26 financial year would be: Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) Bridg Bridge Strengthening and Replacement £2.8m indicative £2.1m Asset sustainability
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Structures Maintenance £0.437m indicative £0.407m Asset sustainability Coastal Protection £2.5m indicative £2.34m Asset sustainability Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26 Asset Sustainability COASTAL CHANGE ADAPTATION £60k Coastal Change Adaptation funding secured for and donated to Luing Community. £129,690 Coastal Change Adaptation Capital Grant 2024-25. COASTAL PROTECTION COASTAL CHANGE ADAPTATION Dynamic Coast Project funding (coastal change) Coastal Change Adaptation (£250k secured) BRIDGES Any future rounds of Scottish Government’s Local Bridge Maintenance Fund Service Development Strategic Change Links to relevant strategies BRIDGES: LEGISLATION - Roads (Scotland) Act 1984 CODE OF PRACTICE - Code of Practice 'Well-managed highway infrastructure' DESIGN STANDARDS - DMRB - Highway Structures & Bridges Series PLAN - Argyll and Bute Council - Roads Asset Management Plan (RAMP) - June 2017 COASTAL PROTECTION: LEGISLATION - Coast Protection Act 1949 POLICY - Argyll and Bute Council - Coast Protection Policy and Strategy - March 2015
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PRIORITY INVESTMENT PLAN – ASSET GROUP 2 SUMMARY Asset Group Flood Risk Management 3rd tier Manager Elsa Simoes Description of Asset Group and Condition Assessment FLOOD PROTECTION INFRASTRUCTURE: Designed flood protection schemes in Rothesay (coastal), Dunoon (two no. fluvial alleviation schemes; Milton Burn and Kilbride Road). No formal condition rating. Concerns about Rothesay FPS are known. Investigations and studies are ongoing to determine future maintenance requirements. Kilcreggan SWMP identified Tigh Dearg Road and foul drainage issues – construction works ongoing and scheduled for completion in late 2024. Helensburgh surface water drainage has also been identified and designs are in abeyance. Other informal structures which provide flood protection to population centres would require to be documented in order to quantify the asset, owner, and condition. This is in part the purpose of the Local Flood Risk Management Plan 2022-2028, to assess risk in those areas affected by flooding. Watercourse assessments to be carried out and a schedule of clearance and repair works to be programmed. A Surface Water Management Plan has been incorporated into the Campbeltown Flood Protection Scheme and the Council aims to prioritise other areas respectively. Revenue funded temporary mitigation scheme in Oban is being progressed which includes watercourse inspections, clearance of obstructions, topographic and Bathymetric surveys, hydrologic study, repair of an existing pumping system at Lochavullin car park, consultations with SEPA on consents (for protected amphibians, invasive species and other matters under their remit) and securing of quotes for proposed works to identify if funding can be secured from available budgets or otherwise. Coastal Change Adaptation Plans are a requirement from the Flood Risk Management Plans. The Council is progressing Plans for the first selected areas with a specialist consultant. The current focus of delivery are the two Local Flood Risk Management Plans which relate to Argyll and Bute as described in this document (Highland and Argyll, Clyde and Loch Lomond). The maintenance backlog on designed flood protection assets is currently minimal (Rothesay and Dunoon) as these assets are relatively new. Current flood alleviation assets are maintained under a combination of flood, coastal, and roads budgets depending upon the context. On a wider scale there are under and un-designed flood protection assets throughout Argyll and Bute which are not formally recognised as such and may not be owned by the Council but serve this purpose e.g. the banks of the Black Lynn through Oban. There is an unknown backlog on such assets but would certainly run to tens of millions of pounds of investment to bring to an ideal condition. Scottish Government recently advised that there is no prospect of any future funding for Flood Protection Schemes in the near term.
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Investment (current and planned) Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 (£m) 2026-27 (£m) 2027-28 (£m) Block Allocation Scottish Government 0.306 0.656 0.156 0.156 Block Allocation Carried Forward Scottish Government 0.907 (0.156) (0.156) 0.000 Helensburgh Flood Mitigation Council 0.000 0.427 0.000 0.000 Campbeltown Flood Scheme Scottish Government & Council 1.780 0.010 0.387 0.000 Totals 2.993 0.937 0.387 0.000 2024-25 Overview Investment Strategy FLOOD PROTECTION INFRASTRUCTURE: Investment Strategy On a strategic scale this is through the Local Flood Risk Management Plan(s) and the SEPA led National Flood Risk Assessment process to consider local history and impact of flooding as well as national flood risk based on climate change predictions – all in accordance with Flood Risk Management (Scotland) Act 2009. The cost of implementing flood protection schemes has to be less than the damages avoided i.e. a benefit cost ratio of greater than one. Non-economic benefits are also being considered by SEPA. However, the weighting this has on its prioritisation is being considered by the Scottish Government and COSLA. Risks 1. A key risk is the now confirmed loss of further investment from Scottish Government. There was a defined process currently for assessing flood risk and prioritising investment across Scotland. 2. Road closures and loss of assets – Several population centres in Argyll and Bute will be at significant risk of more frequent flooding in the future with climate change. Communities living along lifeline roads may be cut off temporarily. This will lead to considerable financial impact to properties and businesses. Ultimately, significant flooding events can lead to loss of life. Summary of Planned 2025-26 investment Investment Strategy at funding levels indicated above Top three service/asset group priorities Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change)
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1. Flood Protection Delivering cycle two and three schemes as per the Local Flood Risk Management Plan cycle one and two flood studies. 41.290m (based on 2019 flood study costs) 2019 indicative costs Strategic Change. The Council is not under an obligation to deliver these schemes and no approval for them has been received. Carrying out works as identified under section 18 scheduled of clearance and repair. TBC TBC TBC. Asset Sustainability Carry out emergency and urgent reactive works punctually Unknown N/A Unknown Asset Sustainability Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26 Asset Sustainability Service Development Strategic Change FLOOD PROTECTION INFRASTRUCTURE: £12.172m (80%) contribution for Campbeltown Flood Protection Scheme FPS from Scottish Government. Links to relevant strategies FLOOD RISK MANAGEMENT: LEGISLATION - Flood Risk Management (Scotland) Act 2009 ADOPTED PLANS: o Highland & Argyll Local Flood Risk Management Plan (Cycle 2) o Clyde and Loch Lomond Local Flood Risk Management Plan (Cycle 2) ADOPTED POLICY - Argyll and Bute Council - Flood Risk Management Policy – March 2015 NOTIFIED FLOOD PROTECTION SCHEME - Campbeltown Flood Protection Scheme
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PRIORITY INVESTMENT PLAN – ASSET GROUP SUMMARY Asset Group Fleet Services 3rd Tier Manager John Blake Description of Asset Group and Condition Assessment Fleet services have reviewed market costs for petrol/ diesel vehicles and the cost of alternatively fuelled vehicles, e.g. electric vehicles to comply with the changes imposed by Scottish Government which prevent public bodies from purchasing small vehicles (cars and small vans) with internal combustion engines post 2025. The figures below are based on a replacement values for this part of the Councils fleet with alternatively fueled vehicles. Asset Group No and or/Value* CONDITION (percentages based on total asset value) Green / Purple Yellow Amber Red Cars and Small vans: Changes to legislation within the public sector informs us that from 2025 no petrol or diesel cars or light vans can be purchased Suitable replacements will be electric vehicles. Circa £8m to replace the existing Fleet which are 7 years or older with compliant alternatively fueled vehicles. 40% 20% 20% 20.00% Fleet Services No. Condition Suitability A B C D A B C D Fleet vehicles & plant equipment 504 TOTAL 504 Investment (current and planned) Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block Allocation Scottish Government 0.000 0.500 0.000 0.000 Prudential Borrowing Council 2.152 0.000 0.000 0.000 Earmarked Reserves Capital 0.258 0.000 0.000 0.000 Community Bus Fund Scottish Government 0.233 0.000 0.000 0.000 Total 2.643 0.500 0.000 0.000 2023-24 Overview Summary of Planned 2024-25 investment Investment Strategy at funding levels indicated above Asset sustainability - The Council has a duty to ensure vehicles are fit for purpose and comply with current legislation. Due to increasing repair and maintenance costs, an essential vehicle replacement programme continues when funding is made available. Capital and revenue savings have been identified in the procurement of new vehicles. With smaller vehicles having to be replaced with zero emission vehicles/electric vehicles beyond 2025. There is an anticipated increase in vehicle replacement costs associated with climate friendly alternatives. The cost of replacing cars and small vans beyond 2025 is £8.23m in capital expenditure over a 5-year replacement programme period or
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revenue expenditure of £1.5m per annum in revenue costs. Over a 5-year period the capital cost of undertaking this replacement programme would be £1.646m p.a. Vehicle replacements will be programmed ensuring that suitable, reliable fleet vehicles and plant equipment are available for service users, and with limited capital investment this will possibly be achieved through prudential borrowing. This will also contribute to climate change with more modern vehicles purchased and reduced CO2 emissions contributing to the wider council net zero ambitions. A full replacement of the Councils entire fleet would be at a cost of £18m i.e. an additional £10m over and above the cost of replacing the cars and small vans. The remainder of the vehicle replacement programme would ideally be undertaken over a 7-year period. Over a 7-year period the cost per annum of replacing this remaining part of the Councils fleet would be £1.429m p.a. UNFUNDED PRIORITIES Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) 1. Cars and small vans: Changes to legislation within the public sector informs us that from 2025 no petrol or diesel cars or light vans can be purchased as suitable replacements. Electric vehicles will be required to be procured. This will represent a higher purchase cost than at present. Based on age and condition of the existing vehicle stock a 5-year replacement programme is recommended at a total cost of £8.23m. This results in an annual programme of £1.646m 1.646m Calculated £1.146m Asset sustainability (like for like service will be the outcome). Improved C02 emmisisons. 2. All other vehicles and plant: Based on a 7- year average vehicle replacement period for the remaining proportion of the Councils fleet and plant and an estimated total replacement cost of £10m the annual replacement cost is estimated at £1.429m £1.429m Indicative £1.429m Asset sustainability (like for like service will be the outcome) Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26
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Asset Sustainability None identified None identified Service Development None identified Funding sources relating to roll out of petrol / diesel phase out beyond 2025 Strategic Change None identified None identified Links to relevant strategies
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PRIORITY INVESTMENT PLAN – ASSET GROUP SUMMARY Asset Group Waste Services 3rd Tier Manager John Blake Description of Asset Group and Condition Assessment SEPA condition surveys and site monitoring to ensure compliance with environmental legislation. The sites are permitted by SEPA to operate the sites. Biffa through a Waste PPP contract manage sites on behalf of the Council. The sites include civic amenity and landfill sites at the one locus, mixed waste, recycling etc. is managed on site. Biffa manage Moleigh, Dalinlongart, Lingerton, Westland’s, Roading and Bogleha. The Council manage sites on Islay, Mull, Tiree and small civic amenity site on Coll and Colonsay. Officers monitor the requirements for each site. Biffa have the responsibility for infrastructure within the Waste PPP sites. Investment is required at Dalinlongart, Lingerton, Council operated sites – Gartbreck and Glengorm, there is likely to be a requirement for capital investment of £6m (estimate) for cell capping, environmental monitoring, annual surveys, additional boreholes for gas related equipment, replacements pumps, leachate monitoring points, relining of leachate lagoons and reed beds beyond the contract term in financial years 2026-27. This investment would be made through capital funds. However, if revenue funding is available this could be used to undertake the required works. Asset Group No and or/Value* CONDITION (percentages based on total asset value) Green/ Purple Yellow Amber Red Moleigh, Dalinlongart, Westland’s and Lingerton. £6.0million 0% 0% 0% 100.00% Investment (current and planned) Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Block Allocation Scottish Government 0.279 0.000 0.000 0.000 Earmarked Reserves Council 0.250 0.000 0.000 0.000 0.529 0.000 0.000 0.000 2024-25 Overview Investment Strategy Assessment and review is conducted by officers. Property have the responsibility for assessing any requirements or maintenance to the sites. Asset Sustainability is the primary driver for investment, however, there is a lack of investment made at sites. Risks 1. Future ongoing investment will be required to meet the site licence requirements that are regulated by SEPA. An estimated £6.0m is required beyond the Biodegradable Municipal Waste (BMW) Ban for site works and the requirement for on-going capital costs. Funding to achieve compliance has not been identified. This funding will be required to cap and restore all landfill sites as no waste material will be landfilled as per SEPA regaulations. 2. Non-compliance with statutory requirements and likely prosecution by SEPA if compliance is not met. Summary of Planned 2025-26 investment
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Investment Strategy at funding levels indicated above Funding is in place to convert the MBT sheds which are currently part of the PPP contract with Biffa to transfer stations and also to provide a waste transfer station in Helensburgh. Investment is required on all sites within the next 30-60 years, the Council sites will require investment at varying stages, the lower level cost for the management of the sites are £10.929m – higher level costs are £16.085m. The investment will be required under Asset Sustainability to ensure that the conditions of the site licences are met. Licence conditions are monitored by the regulator SEPA. The works will include but not be limited to reed bed restoration, leachate monitoring equipment, landscaping, perimeter fencing, building maintenance, access roads etc. No immediate investment is required, this should however be noted within any horizon planning. UNFUNDED PRIORITES Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) 1. Dalinlongart, Lingerton, Moliegh, Council sites – Gartbreck and Glengorm site maintenance. Capping and restoration of sites. £6.0m Indicative £6.0m post BMW Ban Asset sustainability, service development, strategic change, 2026-27 2. 3. Match funding Opportunities/External Funding Achieved 2024-25 Opportunities 2025-26 Asset Sustainability N/A N/A Service Development Compliance with SEPA requirements and site management. Recycling Infrastructure Fund (RIF) Bid – Island + Helensburgh – approx. £891k. Infrastructure improvements at Council operated sites. Waste Transfer Station – funds of £3.0m have been allocated for the development of a waste transfer station in H&L. A further £0.5m has been allocated to convert the existing MBT plants located at Renewi sites Dalinlongart, Lingerton and Moleigh. Strategic Change N/A N/A
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Links to relevant strategies Argyll and Bute Council’s Waste Strategy.
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PRIORITY INVESTMENT PLAN – 9. Piers & Harbours Asset Group Transport Infrastructure: Piers & Harbours 3rd Tier Managers Scott Reid Marine Operations Manager Description of Asset Group and Condition Assessment Asset Group Piers and Harbours CONDITION Green Yellow Amber Red Marine Asset Management Plan (MAMP): Argyll and Bute Council is a Statutory Harbour Authority at 8 locations and a marine asset owner at a further 29 marine facilities located throughout the Council area. Marine infrastructure is developed through a capital investment Marine Asset Management Plan for the Marine Capital Investment Board and ultimately approved by elected Members of the Argyll and Bute Council Harbour Board. This supports infrastructure upgrades for CalMac ferry service upgrades but also includes Argyll & Bute Council ferry infrastructure upgrades and required modifications for legislative changes. 80% 10% 5% 5% Investment Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Marrine Asset Management Plan Prudential borrowing 17.693 35.406 34.900 30.000 2024-25 Overview Investment Strategy Technical condition surveys, inspections and assurance audits inform condition assessments. Regular reports are made to the Marine Capital Board and the Council’s Harbour Board. In the MAMP, priority is determined considering lifeline ferry services and required modifications or upgrades to support new vessels deployments and national strategies like the Islands Connectivity Plan. Priorities are confirmed by investment boards and Harbour Board. Marine Risks 1. Impact to Island Community Connectivity. 2. Potential increase in claims for vessel damage and reputational risk to the Council. 3. Potential increase in funds required to repair infrastructures following underinvestment. Summary of Planned 2024-2025 investment Investment Strategy at funding levels indicated above Top service priorities alongside the Capital Plan None Match funding Opportunities/External Funding Achieved 2023-24 Opportunities 2024-25 Service Development Islands Programme application for funding for Port Askaig crew accommodation and concept design for
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ferry. This was ultimately unsuccessful (Nov 24). Potential ex-SPT funds via HITRANS to fund aspects of Jura and Luing services. Strategic Change Community Regeneration Fund Links to relevant strategies: Islands Connectivity Plan
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PRIORITY INVESTMENT PLAN – ASSET GROUP 6 SUMMARY Asset Group Transport Infrastructure: Council Ferries 3rd Tier Managers Scott Reid Marine Operations Manager Description of Asset Group and Condition Assessment Asset Group Vessels CONDITION (percentages based on total asset value) Green Yellow Amber Red MV Lady of Lismore (2022) Passenger service only, linking Port Appin & Lismore. 100% 0% 0% 0% Eilean Dhiura (1998) Vehicle Ro-Ro & passenger service, linking Islay & Jura 0% 75% 25% 0% MV Belnahua (1972) Vehicle and passenger service, linking Seil & Luing 0% 75% 25% 0% ML Torsa (1996) Open workboat passenger service only, linking Seil & Luing 0% 25% 0% 75% ML Fladda (1994) Open workboat passenger service only, linking Easdale & Seil 0% 25% 0% 75% ML Easdale (1992) Open workboat passenger service only, linking Easdale & Seil 0% 25% 0% 75% Investment Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Lismore Ferry Scottish Government 0.035 0.000 0.000 0.000 2024-25 Overview Investment Strategy External investment from Scottish Government has been requested. The life extension works for the vehicle carrying vessels has been covered by grant allocation to date. Marine Risks 1. Impact to Island Community Connectivity. Summary of Planned 2024-2025 investment Investment Strategy at funding levels indicated above Top service priorities alongside the Capital Plan Ferry Service and supporting Infrastructure Priorities Vessel 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. 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.
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4 Eilean Dhiura is re-deployed to the Cuan / Luing route (and associated slipway upgrades on the route). 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. Match funding Opportunities/External Funding Achieved 2023-24 Opportunities 2024-25 Service Development Islands Programme application for funding for Port Askaig crew accommodation and concept design for ferry. This was ultimately unsuccessful (Nov 24). Potential ex-SPT funds via HITRANS to fund aspects of Jura and Luing services. Strategic Change UK levelling Up Fund Links to relevant strategies: Islands Connectivity Plan
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PRIORITY INVESTMENT PLAN – ASSET GROUP 6 SUMMARY Asset Group Transport Infrastructure: Airports 3rd Tier Managers Moya Ingram Description of Asset Group and Condition Assessment Asset Group Airports CONDITION Green Yellow Amber Red Oban, Coll and Colonsay airports. Oban runway length 1200m, Coll and Colonsay runway lengths 500m. Both Coll and Colonsay have a small terminal facility comprising of office, waiting area and integral garage. Oban airport has a larger terminal building comprising of office, crew commander room, meeting room, waiting area, drying area and integral double garage. Oban airport also has a tower from which a Flight Information Service is offered. The facilities and runways are now circa 15 years old. 75% 10% 10% 5% Investment Funding Funding source Current Year Anticipated Investment (£m) 2024-25 (£m) 2025-26 2026-27 2027-28 Airports Crown Estates 0.000 0.000 0.000 0.000 Regulators Pioneer Fund 0.000 0.000 0.000 0.000 Rural Growth Deal 0.000 0.000 0.000 0.000 2024-25 Overview Investment Strategy Technical condition surveys, runway inspections and regulator audits inform condition assessments. Priorities are determined by investment boards and national strategies like the Islands Connectivity Plan. Previous Airport Risks 1. Risk for unknown maintenance failure due to inclement weather e.g. fence damage, sign damage and flooding. (The perimeter fence at Colonsay has been identified as failed and is no longer stock proof, animal fouling has been noted within the airfield boundary.) Status – undertaken. 2. CAA audit inspections findings are unknown and will require to be addressed Argyll and Bute Council operate three licensed aerodromes at Oban, Coll and Colonsay. These aerodromes are licensed by the Civil Aviation Authority as required by law to allow scheduled passenger flight services (for use by paying members of the public) to land and take off. The licence stipulates the required safety standards and fire cover required for each aircraft movement. Operations at the licensed aerodromes are audited on a regular basis by the CAA and require the appropriate level of resource. (The foam dispensers at Oban Airport have been identified as not running to the correct pressure deeming them non-compliant with regulations. These require to de sent to manufacturer for recalibration/replacement) Status – undertaken. 3. The spare island fire appliance is no longer operational and cannot be repaired. In the event of the main appliance failing this will result in airport operations having to cease for a significant length of time due to lack of fire cover until repairs can be undertaken. Status – undertaken. Several other operational requirements will require future funding. Oban Airport Visual Control Room (VCR) equipment replacement – circa £50k Surfacing access road to Colonsay Airport - £250k Removing vegetation limiting line of site from Oban Airfield Control Tower -£10k Replacement of white linings/markings at 3 airports Clearing of Drainage at Coll Airfield Training revalidation of Full/Part time/Relief staff - £60k Replacement of grass cutting equipment and add-ons Oban Airfield - £35k
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Operational Radio Replacement at Coll and Colonsay Airport Summary of Planned 2024-2025 investment Investment Strategy at funding levels indicated above Top service priorities alongside the Capital Plan Airport Service and supporting Infrastructure Priorities Airport Service Priority Cost (£) Are costs indicative or calculated) Estimated funding shortfall Asset category (asset sustainability, service development, strategic change) 1. Upcoming Costs Oban Resurfacing Echo and Foxtrot Taxiway £28,765.19 Resurface Golf Taxiway £56, 280.28 Control Tower Equipment Ageing £50k+ PPE £5k FODBoss equipment £ unknown £150k Indicative £150k 2. Upcoming Costs Colonsay Runway line painting £4k Fire fighter PPE £10k Replacement of MET Equipment £2,500 £16,500k Indicative £16,500k 3. Upcoming Costs Coll Runway line painting £4k Fire fighter PPE £10k £14k Indicative £14k 4. Staff Training Costs £30k Indicative £30k Match funding Opportunities/External Funding Achieved 2023-24 Opportunities 2024-25 Asset Sustainability Service Development Strategic Change UK Levelling Up Fund/Islands Connectivity Funding Links to relevant strategies: Islands Connectivity Plan