10. DirApp - Asset Management Strategy & Plans - FINAL - POST ELT - 20-11-25
North Ayrshire Council · 2 December 2025
Back to Cabinet — 2 December 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Some pages contain no extractable text. They may be blank, graphics or scanned pages. OCR has not been applied.
Page 1
NORTH AYRSHIRE COUNCIL 02 December 2025 Cabinet Title: North Ayrshire Asset Management Strategy & Plans Purpose: To seek Cabinet approval of the refreshed North Ayrshire Corporate Asset Strategy and associated Asset Management Plans Recommendation: That Cabinet approves the North Ayrshire Corporate Asset Strategy and Plans at Appendix 1. 1. Executive Summary 1.1 The Council has a variety of assets which are integral to service delivery. Asset management is a structured and systematic approach to managing assets on an ongoing basis. This approach addresses all phases of an asset's life cycle, from pre- acquisition through to end of life. 1.2 This report updates the Corporate Asset Strategy incorporating individual Fleet, Roads, Housing, Property, Open Space and ICT asset management plans. The review has been informed by various key drivers including the North Ayrshire Council Plan, our Community Wealth Building approach, climate change emergency and the ongoing financial challenges facing the public sector. 1.3 Key areas of asset management opportunity include how we maximise the use of our land and property assets and how we can manage assets in such a way to contribute to our Council Plan priorities of wellbeing, tackling climate change, and supporting communities and local democracy, for example by investing in energy efficiency measures and decarbonisation of buildings and fleet, or supporting communities to acquire buildings through Community Asset Transfer. 1.4 Robust asset management also plays a key role in developing the Council’s Medium Term Financial Strategy through the realisation of efficiencies and enhanced utilisation of assets. The plans are also an integral delivery mechanism to ensure the Council delivers ‘Best Value’. The proposed Corporate Asset Strategy and Plans at Appendix 1 reflect updated priorities and challenges to ensure an approach to asset management that remains fit for purpose.
Page 2
2. Background 2.1 The Local Government (Scotland) Act 2003 places a duty on local authorities to demonstrate ‘Best Value’ in delivering their services and in managing any assets they hold. Typically, individual councils hold assets worth millions of pounds and it is in the interest of councils and their communities to ensure that the most effective use of these assets is being made. 2.2 Asset management plans are essentially a decision-making framework used to identify assets, their value, their use and how they support the Council’s overall aims and objectives. Asset management plans are therefore also important tools to assist in the planning of capital and revenue expenditure. 2.3 More widely, there is a need for our asset management approach to align closely with the North Ayrshire Council Plan, reflecting the strategic priorities of wellbeing, communities and local democracy and climate change. In addition, a key objective of Community Wealth Building is maximising the use and function of our land and property assets for the benefit of local people. This includes exploring alternative use of council owned assets for communities or businesses and supporting Community Asset Transfer to grow community ownership. 2.4 The landscape in which Council services are delivered is constantly changing, with direct impacts on how assets are used and managed. The shift to more agile working patterns has changed how our buildings are used, and the development of several school campus projects in recent years has provided opportunities for community services to be co-located. 2.5 The current economic climate has significantly increased the operating and maintenance costs of our asset portfolio and placed a renewed focus on the sustainability of assets going forward. 2.6 The climate change emergency has far-reaching implications for our assets: the decarbonisation of buildings and vehicles, infrastructure requirements for active travel, opportunities to use our assets for renewable energy generation, and protecting and enhancing our habitats to capture carbon. 2.7 The overall aims and objectives of our refreshed CAS are: • That our asset management approach is aligned to the delivery of key Council and partner strategies, including the North Ayrshire Council Plan; • That we maximise the efficient and effective use of all Council assets for the benefit of those that live, work, visit or do business in North Ayrshire as part of a clear and co-ordinated framework; • That, through our sustainable change programme, we review our assets to ensure that the portfolio is lean and fit-for-purpose and that opportunities to reduce pressure on capital and revenue budgets are identified and delivered; and • That available investment in assets is prioritised, with clear governance, assessment and decision-making arrangements in place. 2.8 Audit Scotland published a Best Value Assurance Report for North Ayrshire Council in June 2020. A key area of focus for the audit was how the Council manages its assets. The report noted that the Council has demonstrated a culture of continuous
Page 3
improvement since a previous report by the Accounts Commission in 2011. Central to the approach is sound governance arrangements for asset management, and the proposed CAS at Appendix 1 sets out the roles and responsibilities, prioritisation and decision making criteria for our assets. The previous audit reports have been further augmented by the recently received 2025 Controller of Audit Report on North Ayrshire Council. 2.9 The refreshed CAS also provides the framework for performance and risk management and reporting as part of our asset management approach. 2.10 The CAS includes individual asset management plans for the six categories of asset: property, housing, roads, fleet, open space and ICT. Each individual asset plan aims to ensure that the Council holds the right assets and that they are fit for purpose in terms of condition, suitability, sufficiency and accessibility. The asset plans, including condition survey information, are used to inform the capital investment programme. 3. Proposals 3.1 It is recommended that the Cabinet approves the refreshed Corporate Asset Strategy and Plans at Appendix 1. 4. Implications/Socio-economic Duty Financial 4.1 Implementation of the asset management plans associated with this report will be funded through existing resources. Robust asset management planning allows the Council to maximise the benefit from investment. Human Resources 4.2 None Legal 4.3 These plans set the overall strategy for the Council’s assets. Individual assets (such as those held by the Common Goods or Trusts) or particular proposals (such as sale or asset transfer of assets) are subject to specific legal requirements. However, overarching all is the duty on the Council to demonstrate Best Value in the use of its assets and resources. Equality/Socio-economic 4.4 Implementation of the asset management plans underpins the Council’s equality and socio-economic duty, by, for example: • Ensuring availability of affordable, accessible, well-maintained housing • Ensuring access to public services through availability of well-maintained property assets including schools, libraries and community centres • Availability of quality public open spaces, for physical activity and health and wellbeing benefits
Page 4
Climate Change and Carbon 4.5 The Council’s asset management plans recognise the opportunities to tackle climate change through efficient asset management, for example: investment in energy conservation measures in our houses and non-domestic buildings; using our assets to generate renewable energy; continued decarbonisation of our vehicle fleet; construction of new electric vehicle charging points; and journey reduction through the use of technology. Key Priorities 4.6 The proposal will contribute to achieving the Council Plan priorities and key activities of: Supporting local businesses and economic opportunities; Supporting local businesses as they meet their climate change obligations; and Maximising value from the use of our assets. Community Wealth Building 4.7 The proposal will contribute to the delivery of the Land and Assets pillar, objectives, and associated actions of the Community Wealth Building Strategy. Islands Communities Impact Assessment (ICIA) 4.8 The asset management strategy and plans help to ensure the equitable use of assets on our islands. United Nations Rights of the Child (UNCRC) 4.9 None. Consumer Duty 4.10 None. 5. Consultation 5.1 A cross-service officer working group was established to review and refresh the approach to asset management and to ensure a consistency of approach in preparing the individual asset management plans. The asset management plans have been developed in consultation with partners and customers where appropriate. RUSSELL McCUTCHEON Executive Director (Place) For further information please contact Laurence Cree, Head of Sustainability, Transport & Corporate Property, on 01294 324514. Background Papers 0
Page 5
No embedded text on this page.
Page 6
NORTH AYRSHIRE COUNCIL CORPORATE ASSET MANAGEMENT STRATEGY 2025-30
Page 7
1. Introduction The Council has a variety of assets which are integral to service delivery. Asset management is a structured and systematic approach to managing assets on an ongoing basis. This approach addresses all phases of an asset's life cycle, from pre- acquisition through to end of life. Effective asset management planning means knowing what you own, where it is located, who is responsible for it, the operation and maintenance costs, and what role the asset has in current and future service delivery. As part of the asset management process, we need to ensure that assets are: • fit for purpose • used efficiently • maintained on a sustainable basis • matched in investment terms to service needs and delivery of the Council Plan. This Corporate Asset Strategy (CAS) sets out a framework for the management of the Council’s core assets and infrastructure, with individual, detailed asset management plans for the Council’s key asset groups as appendices to the document. 2. Aims & Objectives Plans for the future should ensure that assets are used primarily to enable the most effective provision of services together with the achievement of strategic objectives; and that this should be done in the most efficient manner. The CAS aims to provide an integrated approach to realising the Council’s overall strategic aims and objectives for optimising assets. The North Ayrshire Partnership Plan (NAPP) (formerly the Local Outcomes Improvement Plan) is administered by the North Ayrshire Community Planning Partnership and consists of public, private and voluntary organisations and groups working together with communities through our six Locality Partnerships to make North Ayrshire a better place to live. The NAPP has three key themes: Wellbeing, Work and World. Alongside the wider NAPP, the CAS and individual asset management plans play a central role in delivery of the most recent Council Plan. The latest review of the CAS and plans therefore reflects the following Council Plan priorities: • Wellbeing • Communities and Local Democracy • Climate Change • A Sustainable Council
Page 8
Alongside delivery of day-to-day services, there are also a wide range of overarching Council strategies where delivery is contingent on the effective use of assets, for example: • Community Wealth Building Strategy • Sustainable North Ayrshire Strategy • Local Housing Strategy • Regeneration Delivery Plan • Open Space Strategy • Learning Estate Strategy • Digital Strategy • Technology Strategy • Sustainable Change Programme It is within this context that the aims and objectives of the CAS are set. These are: • That our asset management approach is aligned to the delivery of key Council and partner strategies, including the North Ayrshire Partnership Plan and Council Plan • That we maximise the efficient and effective use of all Council assets for the benefit of those that live, work, visit or do business in North Ayrshire as part of a clear and coordinated framework • That, through our sustainable change programme, we review our assets to ensure that the portfolio is lean and fit-for-purpose and that opportunities to reduce pressure on capital and revenue budgets are identified and delivered • That available investment in assets is prioritised, with clear governance, assessment and decision-making arrangements in place 3. Drivers for Change The landscape in which Council services are delivered is constantly changing, with direct impacts on how assets are used and managed. The shift to more agile working patterns has changed how our buildings are used, and the development of several school campus projects in recent years has provided opportunities for community services to be co-located. The cost-of-living crisis has significantly increased the operating and maintenance costs of our asset portfolio and placed a renewed focus on the sustainability of assets going forward. The climate change emergency has far-reaching implications for our assets, for example the decarbonisation of buildings and vehicles and adaptation in preparation for increase flood risks and extreme weather events. However, despite these challenges there is opportunity for this work to bring a variety of benefits to our communities, for example through active travel infrastructure, renewable energy generation, and protecting and enhancing our habitats to capture carbon and create nature networks.
Page 9
The Council are pioneers in Community Wealth Building (CWB) and launched Scotland’s first Community Wealth Building Strategy in May 2020. CWB aims to retain wealth and economic benefits within the local area, making our communities more inclusive, resilient and sustainable. A key objective of CWB is maximising the use and function of our land and property assets for the benefit of local people. This includes exploring alternative use of council owned assets for communities or businesses and supporting Community Asset Transfer to grow community ownership. As a key pillar of Community Wealth Building, the successful implementation of our asset management plans will contribute to the delivery of our Community Wealth Building objectives: • reductions in poverty and inequality in North Ayrshire • more well paid and fair jobs for local people • more local businesses, including those owned by communities and workers • sustainable communities with increased levels of wellbeing and that are proud of the places they live The Council’s capital and revenue budgets continue to face significant pressure, compounded by recent inflation and borrowing cost rises. There are less and less resources available to meet the investment, operating and maintenance requirements of our asset estate. In order to respond to these drivers, the Council has an extensive sustainable change Programme. There are robust officer-led governance arrangements in place to monitor its Sustainable Change Programme through the Transformation board. The Executive Leadership Team are all members of the Transformation board and are well sighted on the Council’s transformation workstreams. The appropriate use and management of the Council’s assets is key to delivering transformational change and in particular workstreams have been established to address issues such as the decarbonisation of the Council's fleet, the rationalisation and efficient use of land and property and our digital and data assets. 4. Governance The diagram below provides the governance arrangements for corporate asset management within the Council:
Page 10
4.1 Roles and Responsibilities Audit Scotland published the latest Best Value Assurance Report for North Ayrshire Council in June 2020. A key area of focus for the audit was how the Council manages its assets. The report noted that the Council has demonstrated a culture of continuous improvement since a previous report by the Accounts Commission in 2011. Central to the approach is sound governance arrangements for asset management. This was further augmented by the recently received 2025 Controller of Audit Report for North Ayrshire Council. Cabinet approves the corporate framework and the medium and longer term investment programme. The Executive Leadership Team, the Capital Programme and Assets Group (CPAG) and Directorate & Service Project Boards ensure officer co-ordination of corporate asset management and support the Council and Cabinet at chief officer and senior management levels. CPAG is chaired by the Head of Finance, with representation from senior officers across all Services. It meets on a quarterly basis with the remit of: • ensuring a strategic and corporate approach overview of asset management to ensure the Council’s resources are deployed effectively • developing and delivering the corporate asset management plans • developing and delivering the Council’s capital investment programme, minimising slippage on the delivering the programme
Page 11
• developing clear criteria for investment of Council resources on asset matters and assessing all investment business cases • developing and monitoring performance across all asset classes • developing a capital receipts strategy • developing and implementing best practice in all asset matters Chief Officers and Senior Managers are responsible for: • working together to ensure a corporate approach to asset management is in place and delivering the Council’s asset management plans and associated investment programme • contributing to the development and delivery of asset strategies and plans; and • ensuring consultation on asset management is undertaken with all relevant stakeholders • Directorate and Service Project Boards are responsible for: • Ensuring capital and asset plans are being implemented efficiently and effectively • Taking corrective action to ensure delivery plans remain with agreed parameters of time and budget • Escalating relevant issues to the Executive Leadership Team and and/or CPAG 4.2 Asset Plans The Council’s CAS and plans have been reviewed in line with the CIPFA’s ‘A Guide to Local Authority and Public Sector Asset Management’ published in 2020. Our assets are classified under six categories, with an associated plan for each as an appendix to the CASL Asset Plan Directorate Chief Officer Property (including Common Good assets) Place Head of Sustainability, Corporate Property & Transport Housing Place Head of Sustainability, Corporate Property & Transport and Head of Housing & Public Protection ICT Chief Executive’s Head of People & ICT Roads (including structures, lighting and water infrastructure) Place Head of Neighbourhood Services Open Space Place Head of Neighbourhood Services Fleet including vehicles, plant and equipment Place Head of Sustainability, Corporate Property & Transport Each individual asset plan aims to ensure that the Council holds the right assets and that they are fit for purpose in terms of condition, suitability, sufficiency and accessibility. The asset plans, including condition survey information, are used to inform the capital investment programme. The asset plans follow a broadly similar structure, setting out the Council’s current asset base, assessment against the categories within the CIPFA guidance, with an action plan at the end of each document.
Page 12
5. Funding Strategy The Council’s 10-year Capital programme is aligned to the strategic priorities as set out in the Council Plan and is the product of the various plans and strategies which impact on the assets and infrastructure of North Ayrshire Council. The plan is updated annually, with a full refresh undertaken every three years. The current 10-year plan includes significant investment in key strategic projects such as Ardrossan Campus and the upgrade of the B714, and the Ayrshire Growth Deal which will see the regeneration of the region through investment in strategic infrastructure across various sectors, including life sciences, tourism, manufacturing and aerospace. The Capital investment is funded from a variety of sources including the General Capital grant, Scottish Government Specific Capital Grants, Ayrshire Growth Deal, capital receipts and the use of internal funds. However, most of the Council’s funding comes from Prudential Borrowing. The revenue implications of both the individual projects included within the Programme and the additional borrowing costs associated with the overall programme have been incorporated within the Medium Term Financial Plan approved in February 2025, with further changes incorporated into the plan for 2026/27 to 2028/29. Any further revenue implications associated with those projects which are still to be finalised and will be reported once the detailed business cases have been approved. 6. Performance The Council must underpin asset management, business case development and capital and revenue decision making with robust asset performance data. The Council’s Performance Strategy set out our framework for managing and reporting on performance. In relation to asset management plans, there are a number of performance indicators as part of our performance framework that provide intelligence on our asset management performance. Specific asset management actions are reported regularly on the corporate performance management system.
Page 13
1 ASSET MANAGEMENT PLAN FLEET
Page 14
2 1. Introduction The Council operates over 500 vehicle and road registered items of plant, with a replacement value of £27.98 million, along with a large number of other plant and machinery to support the delivery of services. Assets are primarily maintained in the Council’s workshops at Kilwinning and Arran supported by specialist external contractors where required. The cost of operating and maintaining the assets including fuel use is currently £5.09 million per year. These assets are supplemented by both externally hired assets to meet long-term specialist needs or short- term business needs accounting for approximately £0.38million annual expenditure. The Kilwinning workshop is a DVSA (Driver and Vehicle Standards Agency) approved MOT testing station for classes 4 (cars, light vans, and passenger vehicles of up to 12 seats), 5 (passenger vehicles with more than 13 seats) and 7 (goods vehicles up to 3500Kg Designed Gross Weight) and operates a tachograph calibration and repair facility. A two-shift working arrangement is in place to enable operational availability of the workshop from 0630hrs to 1800hrs; this pattern maintains the capacity of the service during the core day whilst supporting the daily requirements of fleet users. These arrangements are also complemented by mobile mechanic arrangements as appropriate. The Arran workshop is available from 0800hrs to 1630hrs. Operation of Large Goods Vehicles is controlled through a regulatory regime enforced by the Traffic Commissioner through an ‘Operator’s Licence.’ The Transport Manager is the qualified holder of the ‘Operator’s Licence’ for the Council and has responsibility to ensure that all vehicles and drivers operate within the legislative and safety requirements of the conditions and undertakings imposed by the Traffic Commissioner. 2. Aims & Objectives This Fleet Asset Management Plan identifies how it will contribute to achieving the Council’s vision ‘To be a North Ayrshire that is Fair for All’ and mission statement “Working together to improve well- being, prosperity and equality in North Ayrshire.” The effective allocation, utilisation, and operation of a well-maintained, fuel-efficient vehicle asset fleet, contribute towards many of the deliverables of the Council Plan across all Council services which include: • Wellbeing • Communities & Local Democracy • Climate Change • A Sustainable Council Effective management of fleet related assets is critical to the delivery and performance of Council services. This Fleet Asset Management Plan sets out and controls the management of the Council’s fleet related assets. Our vision is to provide effective fleet procurement, management, and a workshop maintenance service, enabling our users to deliver safe, reliable, and cost-effective services to our communities, with a commitment to significantly reducing our reliance on fossil fuels and to make our assets environmentally sustainable. The objectives of the Fleet Asset Management Strategy are: • Assets fit for purpose - All vehicles/plant and equipment will be ‘fit for purpose’ in terms of condition and suitability for the intended use.
Page 15
3 • Safety - The vehicle/plant or equipment must secure the minimum health and safety risk to our staff and members of the public. • Assets used effectively – Assets will be treated as a corporate resource, and the need to own/maintain the vehicles/equipment will be regularly challenged with users and the performance of assets will be monitored and reported with the aim of eliminating unnecessary expenditure. • Sustainability - Assets, which run efficiently, maximise value for money, are environmentally and energy efficient contributing directly to delivering reductions in carbon emissions inclusive of the environmental life cycle of the vehicle and component parts (including fuel). This links directly to our Council Plan climate change priority. In meeting these aims the Transport Hub commits to: - • Collaboration with stakeholders to identify additional value from the standardisation of vehicles and equipment across North Ayrshire Council. • Being a key driver of the decarbonisation of the Council’s fleet • Provision and maintenance of a modern vehicle fleet that is fit for purpose and fully supports the delivery of front-line services. • Ensuring Council Services have the appropriate vehicles to carry out their responsibilities and duties. • Demonstrating Best Value. • Considering the needs of Stakeholders. • Ensuring Fleet Asset Management information and data is collected and stored effectively within its Fleet Management System (Fleetwave). • Ensuring vehicles are maintained to DVSA (Driver and Vehicle Standards Agency) standard. • Undertaking safety inspections (currently annual for vehicles under 3500kg and every eight weeks for vehicles over 3500kg as defined by the terms and conditions applicable to our Operators Licence) to ensure vehicles are fit for purpose, kept roadworthy and comply with Construction & Use Regulations. • Providing in-house Class IV, V & VII MOT facility by DVSA trained mechanics. • Using approved and calibrated inspection equipment. 3. General Description The Council operates a fleet of 565 vehicles and plant registered for the road along with many other plant and machinery to support the delivery of services. The permanent vehicle fleet is supplemented by 137 short-term hired assets to meet fluctuations in business activities, such as seasonal work within the Streetscene Service or short/long term contracts within Building Services and Care at Home. A planned preventative maintenance and inspection schedule is in place at periods ranging from eight weekly to annually, depending on the type and use of each vehicle. This is supported by a daily reporting system to identify any defects before vehicles are used to ensure roadworthiness. All repairs are documented to ensure that works carried out on Council vehicle assets are recorded to enable effective asset management and to ensure that throughout the vehicle’s life it is maintained in a safe, legal, and roadworthy condition.
Page 16
4 The Transport Hub is an accredited Van Excellence operator which is a scheme designed by some of the best van operators in the UK and facilitated and managed by Logistics UK to recognise excellence and improve operational standards. At its heart is the Van Excellence Code which is a code of practice outlining ‘what good looks like in van operations.’ This helps ensure that the Council continue to operate to nationally recognised best practice standards. 3.1 Asset Types A breakdown of the fleet by asset type is as follows: Asset Type Number of Assets Internal Combustion Engine (ICE) Electric Vehicle (EV) Passenger Vehicles (incl 4x4) 52 45 7 Minibuses 27 23 4 Large Goods Vehicles over 3500Kg 72 72 0 Compact Sweepers 12 12 0 Vans and Tippers up to 3500Kg 349 284 65 Road Registered Plant 53 53 0 Total 565 489 76 (July 2025) 3.2 Equipment In addition to the assets noted above, the Transport Service also maintain a variety of smaller items of client-owned equipment, principally on behalf of the Neighbourhood Services teams. This equipment is maintained until the point where repair becomes economically unviable, with replacement funded by the client. Work is on-going at present to develop a strategy to ensure that the client understands the range and volume of equipment they own, the likely maintenance requirements associated with this and the cost and likely timescales for replacement. 4 Current Performance/Drivers for Change There are several influences that will impact upon the future requirements and use of the fleet assets that need to be considered including: - National commitments for reduction of transport emissions have been made, with the 2019-2020 Programme for Government committing to phase out the need for any new petrol and diesel light commercial vehicles by 2025 and to create the conditions to phase out the need for all new petrol and diesel vehicles in Scotland’s public sector fleet by 2030. The Council’s commitment to achieve net zero carbon emissions by 2030. The Council’s Transformation programme seeks to review the current methods of delivering services to ensure that the Council can still deliver high quality customer focused services within reduced financial resources. Many of the Council’s services utilise fleet assets to support their delivery. 4.1 Increasing Fleet Utilisation and Transport demand management
Page 17
5 Though the introduction of telematics it is possible to access and manage real time information on the utilisation and efficient use of the vehicle fleet. This ensures that vehicles are being used and driven as efficiently as possible. The information enables the Transport Hub to engage with services and jointly manage demand for vehicles, with the aim to reduce the miles driven, look at whether trips are necessary, and consider if they can be combined or whether the optimum routes are being used. The reviewing of efficient vehicle use will ensure that vehicles are being used as efficiently as possible and using the least amount of fuel. The key areas here are driver performance and vehicle maintenance, as both have a significant impact on fuel. The effective deployment and analysis of the telematics data will help support the review by evidencing the demand for vehicles and key areas where we can optimise the utilisation across the fleet. 4.2 Service Transformation To meet the financial challenges facing the Council, services are subject to fundamental review. Where services utilise transport within their delivery it is expected that reviews will seek to utilise this more efficiently. This may impact upon areas including number or type of vehicles, the need for transport and hours of operation. 4.3 Sustainability The Scottish Government has set out an ambition to phase out the need for any new petrol and diesel light commercial vehicles by 2025 and to create the conditions to phase out the need for all new petrol and diesel vehicles in Scotland’s public sector fleet by 2030. The need for public sector leadership is key to realising this ambition. The Transport Hub faces a challenge as it aims to reduce environmental impacts through a combination of cleaner vehicles and fuels, fuel-efficient operation, and driving; and by reducing the amount of road traffic it generates. To get to the point where ULEVs can be acquired and deployed into the Councils fleet successfully, the infrastructure needs to be ready. The Council are already forging the way with workplace charging options and a decarbonisation of the fleet workstream has been established within the sustainable change programme, reporting to the Transformation Board. 4.4 Business Development / Commercialisation Commercialising opportunities now forms part of all future business developments of the Transport Hub, this will include promoting the use of the pool of fleet vehicles and drivers, maximising the potential use of the Councils MOT test centre and maintenance facility, the provision of certified driver training and review opportunities for shared services with other public-sector bodies. 4.5 Vehicle Advertising All commercial and light commercial vehicle fleets carry the Council’s corporate branding/colours and logo. The Council’s distinctive fleet are highly visible throughout North Ayrshire and is a highly effective channel for outdoor advertising. It is now standard practice to use these vehicles to promote Council events, services, and campaigns, reducing the need for other forms of outdoor advertising.
Page 18
6 5 Condition and Suitability The Transport Hub provides and maintains vehicles for a range of Council services as set out in the table below: Service Area Owned (ICE) Vehicles Hired Vehicles Electric Vehicles Building Services 98 43 13 Roads 40 7 1 Streetscene 119 8 13 Waste Management 52 5 4 Facilities Management 11 6 29 Education & Communities 11 4 2 PMI 0 1 2 HSCP 108 61 4 Corporate Services 1 2 1 Transport 49 0 7 Total 489 137 76 A well-maintained vehicle fleet provides a positive image of the Council to the public and minimises service disruption attributable to breakdowns and associated re-active maintenance and ensures compliance with the appropriate regulatory frameworks. Getting the most out of vehicles over a longer period of time and the key aim to maximise the use of each vehicle, maintain regulatory compliance and wherever possible extend its useful life beyond initial planned parameters. Planned Maintenance A planned preventative maintenance and inspection schedule is in place at periods ranging from eight weekly to annually depending on the type and use of each vehicle. In addition, having an effective way to report defects is a key part of the Councils vehicle maintenance regime. Vehicle Checks A ‘nil defect’ reporting system is in place whereby drivers must undertake a range of vehicle safety checks and complete pro-forma to confirm roadworthiness before use. Where safety critical defects are identified, a replacement vehicle must be used until the transport service has completed the appropriate repair. Technology All Large Goods Vehicle are now specified to have lane assist and AEBS (advanced emergency braking system) fitted as standard. All vehicle technological advancements are being reviewed as they become available on the marketplace for the possible inclusion in our future vehicle purchasing specifications.
Page 19
7 All vehicle inspections, repairs, servicing works, and fuel use are recorded using the proprietary ICT fleet management system (Fleetwave) to establish the whole life costs of each asset. The Fleetwave system ensures that information can be accurately recorded and utilised to inform future asset management and purchasing decisions. Telematics have been installed into most fleet vehicles which reports on vehicle usage and driver behaviours this technology allows the Transport Hub to easily capture the necessary data to establish exactly how the fleet is being utilised and where improvements can be made. All new HGV vehicles purchased are fitted with 360 degree cameras, this allows the operating service to review any incidents in real time and helps to improve safety by clearly identifying any incidents or issues. Driver Training Provision of core driver/operator training is undertaken by our in-house Fleet Compliance Team. This training has been developed to fulfil our health and safety responsibilities, statutory duty and to provide staff with the skills they need to undertake their roles. We are a Joint Approvals Unit for Periodic Training (JAUPT) accredited training centre this enables us to deliver Driver Certificate of Professional Competence training straight to our teams and in a way that ensures as little disruption to services as possible. We also have a qualified instructor/assessor accredited to RTITB Road Transport Industry Training Body for delivering plant and machinery training. Driver licence checks are carried out electronically every six months for all fleet asset drivers to ensure the staff members continue to hold the required category for the type of vehicles they drive. 6 Sufficiency Use of Assets Transport assets are utilised by the Council to assist or facilitate the delivery of services to the whole or part of the community, businesses, and visitors. Examples include: - Collection of Waste and Recycling from households and businesses; Cleaning of Streets and maintenance of public land and open spaces; Maintenance and repair of homes for Council tenants; Winter maintenance and repair of roads; Transportation of school children; Care at home and welfare services for elderly and vulnerable members of the community: Provision of hub and spoke catering facilities for school meals. Vehicle drivers, passengers and other users are consulted to ensure we are well informed and that we capture the key requirements needed for securing a fleet that is fit for purpose. These groups are users of the fleet assets, and their operational knowledge and experience is important in ensuring the procurement of replacement assets focuses on the right requirements. This also empowers users in determining better options. Lifetime Performance Pressure on the Council’s fleet budgets and a desire to optimise vehicle utilisation has led to an increasing focus on making vehicles work longer, harder and smarter. However, simply extending the mileage or length of time for which a vehicle operates is not necessarily the best way to run an efficient fleet.
Page 20
8 The Council’s fleet asset management system (Feetwave) enables the Transport Hub to assess the whole life cost of assets to assist in the replacement plan. Rather than implementing a fixed vehicle replacement cycle across the fleet, the Transport Hub looks at a wide number of parameters such as operational measurements, by interrogating an individual vehicle’s data, the team may find that some vehicles are best replaced after a different period. This type of enhanced vehicle replacement forecasting involves the Transport Hub assessing data about specific vehicles, in order to identify inefficient and costly vehicles for disposal or to retain vehicles that are performing more efficiently. 7. Financial 7.1 Annual Revenue Costs The annual revenue cost of maintaining and operating the vehicle and road going plant items is currently £5.09 million of which £3.21 million is attributable to fleet management and maintenance and £1.88 million to fuel. 7.2 Service Level The centralised Transport Hub, which incorporates, Fleet Compliance, Maintenance and Journeys teams allows a more corporate and strategic approach to the management of the supply and demand for transport across services. The Hub manages all the Council’s consolidated transport related budgets. The cost of transport provision is allocated to services annually based on their specific requirements. Management information regarding vehicle costs and usage is also available to users in a form and timescale that enables appropriate management interventions in respect of use and deployment. The mechanism aims to provide greater transparency and control in the allocation of costs to services in operating vehicles by allocating costs in the following ways: - An annual fixed fleet management charge per vehicle in respect of the fixed costs and overheads of service provision; A fleet service charge for each vehicle based on planned maintenance and operating cost along with reasonable levels of wear and tear; Re-charge of actual costs incurred for repairs undertaken arising from unreasonable or inappropriate use of a vehicle thereby enabling appropriate management intervention; Fuel recharges are based on actual consumption by each asset; Re-charge of actual contract costs for taxi and plant hire provision. 7.3 Capital Investment Assets are currently purchased outright through the Council’s capital programme. Whilst capital financing can be secured this is the preferred method of purchase as it provides maximum flexibility and control in the use and lifecycle of the assets. However, the decision to finance assets will be reviewed on a regular basis to ensure that the most appropriate method is utilised in response to developments within financial markets. The Council utilises several national frameworks for purchase, leasing, and hire of plant and vehicles, and regularly reviews the procurement options available to secure best value. The frameworks provide a greater reach of suppliers and competitive pricing at a national level
Page 21
9 while allowing the Council to utilise local suppliers and dealerships where possible for the provision of assets, linking where possible to our Community Wealth Building ambitions. The Council has replaced 537 vehicles at a capital cost of £18.50 million over the past ten years as set out in the table below. Year Number of Vehicles Replaced Replacement Cost (£) 2015/16 92 1.99m 2016/17 54 2.03m 2017/18 61 2.08m 2018/19 97 1.84m 2019/20 37 1.04m 2020/21 52 2.04m 2021/22 29 1.48m 2022/23 12 1.47m 2023/24 71 3.04m 2024/25 32 1.49m Total 537 18.50m The estimated asset replacement costs together with allocated Capital funding are set out in the table below for each of the next 9 years. The forecast costs include for vehicle replacements based on 2030 target date to decarbonise the 352-vehicle fleet currently suitable for the transition to alternative fuelled vehicles. Year Estimated Replacement Costs (£) Capital Programme (£) Fleet Decarbonisation Support (£) 2025/26 5.15m 2.93m 1.91m 2026/27 2.15m 2.98m 1.95m 2027/28 2.85m 2.00m 1.50m 2028/29 2.03m 2.00m 0.00m 2029/30 2.22m 2.00m 0.00m 2030/31 3.01m 2.00m 0.00m 2031/32 2.56m 2.00m 0.00m
Page 22
10 2032/33 2.83m 2.00m 0.00m 2033/34 5.18m 2.00m 0.00m Total 27.98m 19.91m 5.36m The profiling of the above illustration is based on a decarbonisation model undertaken which considered remaining lifespan of current combustion vehicles, the need for a managed approach, and the lead-in time for vehicle charging investment. The value of the capital programme during this period is significantly less than the replacement value due to an increase in today’s purchase costs for alternative fuelled vehicles and the relevant infrastructure. It is estimated that the total capital funding required to replace all 352 vehicles suitable for low emissions alternatives alone to be is £11.79m (which includes both vehicle replacement and assumed charging costs), based on today’s prices, this equates to a 100% (£7.18m) increase in costs compared to ICE (Internal Combustion Engine) vehicles. The figure also excludes those 137 vehicles which do not currently have a cost-effective solution. Additional / Revised Investment was approved in February 2024 in support of the Council’s Sustainable North Ayrshire Strategy 2024-27, an additional investment of £5.430m in the decarbonisation of the Council’s fleet was included. This investment will support the Council’s Fleet Decarbonisation Route Map through the replacement of fossil fuelled vehicles with electric vehicles and more environmentally sustainable fleet solutions. The ability of the Council to decarbonise the fleet in the short to medium term will be particularly challenging. However, the estimated figures may change due to ongoing Transformation Projects and Service reviews which may impact upon the number of vehicles required in the future. Further information is provided at section 13 below. 7.4 Expiry The vehicle replacement plan identifies the anticipated lifespan to enable accurate financial planning. However, to maximise the value of each asset replacement is made on a condition basis or a notable change in user requirement. To extend their life vehicles may be transferred to other services, utilised within the central transport pool to reduce the need for hire vehicles or used to replace a vehicle that is no longer economically viable. We are also likely to see an increase in the length of lead time for vehicles for all fuel types, but more so for alternatively fuelled vehicles, which have an increasing demand and smaller, more expensive, production runs. Improved planning for replacement cycles for vehicles is therefore essential. 7.5 Disposal At the end of their useful life with the Council vehicles are disposed of through an auction house or directly to specialist dealers ensuring that the best price is attained. Vehicles which are deemed to be beyond any use at end of life will be disposed of through recognised accredited vehicle dismantlers. Such receipts are not expected to exceed £100,000 annually and are returned to the Council’s capital fund.
Page 23
11 8. Legislation There is an extensive regulatory regime in place regarding the provision and operation of the assets which in the case of Large Goods Vehicles is enforced by the Traffic Commissioner. An operator's licence (or O licence) is the legal authority needed to operate goods vehicles in Great Britain. The licence is issued by the Traffic Commissioner – the independent regulator of the commercial road transport industry; a Traffic Commissioner also has powers to take regulatory action against a licence holder where they fail to meet the expected standards of operation. The Transport Hub acting as the Councils,fleet operator must ensure compliance and relevant process are in place. When planning for fleet provision, cognisance of the following legislative requirements is required: • Operator’s Licence (Goods Vehicle – Licensing of Operators) Act 1995 • Construction and Use Regulations 1986 • Vehicle Lighting Regulations 1986 • Driving Licences Regulations 1999 • The Road Traffic Act 1991 • Registration and Licensing Regulations 1971 • The Health and Safety at Work Act 1974 • The Management of Health and Safety Regulation 1999 • Provision and Use of Work Equipment Regulations 1998 • Lifting Operations and Lifting Equipment Regulations 1998 • The Climate Change (Scotland) Act 2009 9 Policy/Guidance Council Plan This Fleet Asset Management Plan identifies how it will contribute to achieving the Council’s vision ‘To be a North Ayrshire that is Fair for All’ and mission statement “Working together to improve well- being, prosperity and equality in North Ayrshire.” This Asset Management plan outlines our key priorities for the next three years and details how the Fleet asset will support our people to deliver these. This plan also gives an overview of our key actions and the performance indicators that we will use to measure how well we are meeting the needs of the communities we serve. The effective allocation, utilisation, and operation of a well-maintained, fuel-efficient vehicle asset fleet, contribute towards many of the deliverables of the Council Plan across all Council services which include: • Wellbeing • Communities and Local Democracy • Climate Change • A sustainable Council
Page 24
12 10 Health and Safety All vehicles and equipment must be fit for purpose and need to be managed effectively to support our services and ensure the health and safety of staff, customers, and the wider community. The provision of fleet vehicles and plant which are fit for purpose and provide both an efficient and safe working environment by meeting all the requirements of our Operator’s Licence and satisfies all Health & Safety, Legislative and Statutory requirements. The Transport Hub continues to use telematics in a number of assets to ensure that they are being used in the most efficient and effective manner. The telematics system reports on a number of key issues which help monitor the use of the vehicles. These include, total miles, average daily mileage, non-utilised days, idling time, and driver behaviour events including speeding. This data can be used to improve utilisation of the vehicles along with driver and other road users safety. 11 Risk Management There are several inherent risks in the operation of the assets and their provision to service users. These risks are assessed utilising an impact and likelihood matrix to establish the extent of the risk and to inform the actions required to mitigate the risk to a level such that operations can be maintained to an acceptable level. Key Risks Risk Likelihood Rating (A) Impact Rating (B) Risk Score (A + B) Consequence Current Controls Extension of asset beyond economically viable life 3 3 9 Service disruption due to increased breakdowns Increased maintenance costs Loss of ‘Operators’ Licence Planned Maintenance programme Timely replacement programme Loss of ‘Operators’ Licence 3 3 9 Cannot utilise transport to deliver services ‘Nil’ defect daily checklist to be completed prior to vehicle use Planned maintenance and inspection cycle Driver training programme Increased environmental controls in respect of vehicle emissions 3 2 6 Fleet does not meet legislative standards Cannot utilise transport to deliver services Increased costs to hire in appropriately Timely replacement programme Evaluation of alternatively powered vehicles Planned maintenance programmes to ensure optimum efficiency in vehicle operation
Page 25
13 compliant vehicles. Significant increase in Price of Fuel 3 2 6 Increase in budget requirement Speedy implementation of alternatively powered vehicles Securing of bulk supply contracts Securing of Fuel Supply 1 5 5 Essential Services cannot be delivered Maintain bulk supply Work with Ayrshire Civil Contingencies Team to maintain contingency plan Increase the number of alternatively powered vehicles to reduce demand Insufficient capital funding to support the decarbonisation of the fleet 3 3 9 Not meeting the Scot Gov target Increase in revenue costs due to retaining vehicles longer Low staff moral Increase of vehicle downtime Early engagement within service reviews impacting on transport Replacement plans re- phased to significantly reduce number of vehicles being replaced Effective management and the implementation of actions set out within this plan will enable these risks to be mitigated and an early warning should further interventions be required. 12 Governance of the assets 12.1 Plan Management The Head of Sustainability, Corporate Property & Transport is responsible for management and control of the plan, and the Transport Manager is responsible for its implementation. The agreed actions are reviewed regularly and monitored through the Council’s performance management system (Pentana). 12.2 User Input The assets are provided to enable or facilitate the delivery of a range of Council services. The requirements of services in the utilisation of these assets, particularly in respect of demand profiles, vehicle specification and future service development, is collated and agreed and in turn forms an integral part of the asset management plan and its continued development. 12.3 Elected Members This Fleet Asset Management Plan will be presented to Members as a component of the overall Corporate Asset Management Plan. 12.4 Plan Review The plan will be reviewed annually as part of the Council’s service planning and budget setting exercise and in response to planned changes within the delivery of Council services. 13 Service Delivery Aspirations/Challenges
Page 26
14 National commitments for reduction of transport emissions have been made, with the 2019- 2020 Programme for Government committing to phase out the need for any new petrol and diesel light commercial vehicles by 2025 and to create the conditions to phase out the need for all new petrol and diesel vehicles in Scotland’s public sector fleet by 2030. As part of our ambition to achieve net zero carbon emissions by 2030, the Council had agreed in 2023 that the purchase of any new passenger and Light Commercial Vehicles (LCVs) will be zero emission vehicles only, two years ahead of the 2025 target to phase out acquisition of petrol and diesel versions of such vehicles by public bodies. This has proven extremely challenging, however, work is already underway in support of transitioning to zero-emission fleet vehicles and progress has been made in terms of investment in both EVs (Electric Vehicles) and charging infrastructure. 13.1 Avoiding the need to travel The Council’s fleet is engaged in essential service delivery, with a need to travel. However, there may be opportunities to reduce travel demand, including through digital service delivery and journey planning for essential travel. In terms of staff business travel, we continue to promote sustainable travel, and employees are reminded to select the best option to meet their business travel needs. The sustainable travel hierarchy encourages staff to choose the most appropriate solution with the lowest CO2 impact. Staff should continue to be encouraged to choose travel options as close to the top of the hierarchy as possible. 13.2 Rationalise the current fleet Fleet rationalisation is the process of reducing the size of the fleet to ensure that each vehicle is used as efficiently as possible. This involves examining the usage of each vehicle and removing any vehicles that are excess to requirements, reallocating vehicles within the fleet, and downsizing vehicles. This can provide cost (revenue and capital) and carbon savings as vehicles are optimised and less vehicles overall need to be leased, purchased, and maintained. The Transport Hub Team continue to critically review the fleet, with an aim of rationalising, downsizing, and electrifying the current fleet where possible. The work of the team contributes to the provision of a wealth of baseline fleet data and background in support of the ongoing Fleet Decarbonisation work and continue to provide valuable support throughout the review and the development of the Decarbonisation of Fleet Working Group. At each replacement opportunity the team consider in consultation with the relevant service whether a vehicle is still required, or if it can be downsized through reviewing operational requirements, carrying capacity and number of seats required. Fleet rationalisation is therefore a continual part of our fleet management activity. The Team continues to support frontline service reviews; this can include service redesign or transformational projects which can result in a reduction in the number of fleet vehicles. 13.3 Use of Telematics The Council operate a telematics system which is installed in all fleet vehicles.
Page 27
15 The telematics system provides good quality fleet data which is an essential component to successfully implement zero emission vehicles. The principal factors to consider when we are selecting a ZEV (Zero Emission Vehicle) replacement is the daily mileage and maximum range required, and the opportunities for recharging (usually overnight but also during the day). The telematics data is used to help identify potential locations for charging sites. The data highlights the locations where vehicles are stationary during the day and night along with the duration that they are stationary for, thereby pinpointing potential locations for charging infrastructure. The data is also used to identify vehicles which are underused. This helps inform our fleet rationalisation decisions, over whether some vehicles can be removed from fleet, or whether additional work can be put on them to make them more effective. Overall, our telematics system provides us with a clearer picture of how the fleet is currently being used. This data will make the process of transitioning the fleet to ZEV’s (Zero Emission Vehicles) easier, as we can match zero emission technology with vehicles, and accurately plan our charging infrastructure. 13.4 Switch to low carbon alternatives Creating a 100% zero-emission fleet will require the replacement of our current vehicles with a mixture of different technologies. Currently most ZEVs (zero emission vehicles) are battery electric vehicles (BEVs) but there are also hydrogen options available. The current fleet includes a range of vehicles intended to serve varying purposes, meaning that some vehicles would be more suited to switching from conventional fuels to electric than others. Given the current average range limitations of EV batteries, Council vehicles which currently travel less than 100 miles per day would have the best potential to switch to electric, 397 vehicles have been identified as being immediately suitable to be replaced by electric vehicle (EV) alternatives. Progress has already been made in relation to acquisition of electric vehicles, and we currently operate 76 EVs, which equates to 17.43% of the suitable fleet vehicles. The Council had made a commitment at Cabinet on 30 May 2023 that the purchase of all future passenger and Light Commercial Vehicles (LCVs) will be zero emission vehicles only, which was two years ahead of the Scottish Governments 2025 target to phase out acquisition of petrol and diesel versions of such vehicles by public bodies. This has proven extremely challenging. To inform how we decarbonise other plant (e.g., tractors), the Scottish Government are undertaking analysis on the ‘Decarbonisation of mobile agricultural machinery in Scotland.’ This will shape the policies to be developed as part of the upcoming Climate Change Plan. 13.5 Charging Infrastructure- Workplace In parallel with ZEV adoption, the Council must plan for, and install, suitable charging infrastructure to support our expanding electrified fleet. This will require a mixture of workplace and home-based charging, as some vehicles are stored on Council premises overnight, and others are taken home. The Council has set a target through its Electric Vehicle Strategy (2021-2025) to have 80 workplace charge sockets (44 charge points with varying number of outlets) in place by December 2025.
Page 28
16 As of July 2025, the Council have installed 41 dedicated workplace chargers (77 sockets) to support the decarbonisation of our fleet vehicles. The majority of these have been funded through support provided by the Switched-on Fleets programme which is solely used in the provision of charge point infrastructure for fleet vehicles. The Decarbonisation of Fleet Working Group will continue to review the Council’s non- domestic buildings and fleet mileage data to identify further opportunities to install workplace charge points. The key things to be aware of when designing and implementing a robust charging infrastructure are: • Site constraints - such as the available site electrical capacity and current site demand • The duty cycles of vehicles based at the site - how much time they have available to charge • The daily mileage requirement of the vehicles based at the site • The energy requirement of the vehicles based at the site The new generation of EVs boast a significant range on a single battery charge, and there is unlikely to be a requirement for a ratio of one charger per vehicle. An EV with a 200-mile range and a daily route of 40 miles would in theory only need recharging once per week, so one charger could potentially serve five vehicles. A system will need to be devised to allow for essential charging, where a vehicle needs a charge, but a charge point is not available. This could involve either installing a small number of buffer chargers that are only used for essential charging or advising staff to use public charge points when available. 13.6 Heavy Duty Vehicles The UK Government Decarbonising Transport plan for Heavy Duty Vehicles (HDV) details that all sales of new medium sized trucks (up to and including 26 tonnes) to be zero emissions from 2035. with the heaviest (above 26 tonnes) zero emissions by 2040. The Council is aiming to achieve the public sector fleet decarbonisation targets, these state that all HDVs (Heavy Duty Vehicles) are to be zero-emission from 2030. With these targets in mind, the Energy Saving Trust had been commissioned to produce an HDV-focused fleet decarbonisation report for North Ayrshire Council. There is a growing number of viable zero-emission alternatives, particularly Refuse Collection Vehicles (RCV), however at present they do have high upfront costs and it is likely that more viable zero emission replacements options will appear in the next few years. Hydrogen is often discussed as a key fuel source in a net zero future. Fuel cell electric vehicles (FCEVs) use hydrogen to produce electricity, these offer efficient and quiet transport with no exhaust emissions other than water. If fuelled by hydrogen produced from renewable sources, they are a true zero emission solution. The main advantage of hydrogen over battery electric is its much higher energy density. This gives hydrogen vehicles a driving range comparable to conventional fossil fuel ICE vehicles. However, hydrogen fuel cell electric vehicles (FCEVs) are an innovative technology and are currently at an earlier stage of development than electric vehicles and it is expected that the range of available hydrogen vehicles to expand over the next few years along with adequate refuelling infrastructure.
Page 29
17 In support of decarbonising the existing HDV fleet, an interim agreement was put in place for the use of HVO (hydrotreated vegetable oil). This offers a short to medium term option for our HDV fleet where ready electric replacements are not available or would be cost prohibitive. HVO makes sense, not only because it can deliver up to 90% well-to-wheel carbon reduction but also because it is a drop-in alternative to diesel. Budget of £366,000 was secured for a three-year period for the implementation and pilot of HVO within our Waste collections vehicles; this is currently on-going and it is envisaged that this will result in a CO2 reduction to the sum of 810 tonnes per annum. From 2030 onwards the Council will need to consider the procurement of zero emission HDV’s, these vehicles have the longest life cycles and have the highest potential for CO2e savings. Were we have HDVs that must be replaced in the short term but have no zero emission replacement options, we will continue to specify that these are equipped with the latest Euro 6 diesel engines to help keep our fleet emissions as low as possible. 14 Performance Indicators The service has performance indicators in place to measure the availability and cost of maintaining assets, these are benchmarked through the APSE (Association for Public Service Excellence) performance networks. Indicator 2022/23 2023/24 2024/25 2025/26 (target) Fuel Use (litres) 1,572,108 1,551,800 1,427,751 1,400,000 CO2 Emissions (tonnes) 3,689 3675 3461 3680 % of vehicles serviced within 7 days of schedule 99 99 99 99 % of vehicles passing DVSA (Driver and Vehicle Standards Agency) MOT test first time 97.30 96% 98 98 The following is a list of additional Key Performance Indicators (KPIs) which the Transport Hub are regularly reporting. The list is not exhaustive and is for the purpose of demonstrating the types of information that is collected. Vehicle downtime – the number of days’ service lost due to maintenance and repairs. This allows the Hub to focus on the reasons for an increased figure such as an increase in vehicle damage or the workshop being under resourced. Vehicle availability – the number of days the fleet was available for use. This is used to provide information on availability for service demand. Vehicle utilisation – this helps identify whether the fleet is too large or too small. It can also be used to help with decision making on fleet size and to highlight issues with staff absence. Number of accidents – this highlights staff training requirements.
Page 30
18 Number of vehicle defects – these highlight maintenance issues or how an ageing fleet is adding to the Councils cost. It can also be used as information for selecting new vehicles. Number of MOT failures or first time MOT passes – this is used to measure the performance of the workshop. 16 ACTION PLAN Action Plan Reference Action Desired Outcome Lead Timescale FAMP A01 Support the EV working and fleet decarbonisation groups. Working Group Established Transport Hub Ongoing FAMP A02 The purchase of new passenger and Light Commercial Vehicles (LCVs) will be zero emission vehicles only. Reduction of ICE vehicles and fleet produced emissions Transport Hub Ongoing FAMP A03 To undertake further research, including with the Hydrogen Accelerator Project and consideration of HVO as a potential short to medium term option for existing heavy fleet combustion vehicles. Reduction of fleet produced emissions Sustainability March 2026 FAMP A04 Share the findings of our decarbonisation routemap with CPP partners to identify any potential synergies including in relation to vehicle charging infrastructure. Shared working Sustainability March 2026 FAMP A05 Review future electricity generation proposals and potential links with charging requirements at depot locations. Energy efficiency Sustainability March 2026 FAMP A06 Review the potential emerging's from our Digital Strategy and work with services Reduction in demand for vehicles and travel Transport Hub Ongoing
Page 31
19 FAMP A07 Review of EV maintenance costs and develop mechanics by supporting attendance of training on electric/hybrid vehicle systems repair and replacement Identify the needs and ensure the demands of future technologies can be met Transport Hub March 2026 FAMP A08 Review the capital programme provision for fiscal year 2025/26 onwards to consider the current £5.19m gap to further support decarbonisation requirements. To meet the government targets additional funding must be made available Transport Hub March 2026 FAMP A09 Lobby Scottish Government through existing networks (including COSLA, SOLACE and the Sustainable Scotland Network). Ensure the financial burden is voiced and scope the potential for any additional funding Head of Sustainability , Corporate Property & Transport Ongoing FAMP A10 Achieve Earned Recognition operator accreditation from DVSA Regulatory Compliance Transport Hub March 2027
Page 32
HOUSING ASSET MANAGEMENT PLAN
Page 33
1 Introduction The Housing Asset Management Plan (HAMP) has been developed to support and align with the following strategic frameworks: • Delivery of the Council Plan • The North Ayrshire Local Housing Strategy 2023 - 2028 • The Council’s Housing Revenue Account 30 Year Business Plan (HRA Business Plan) • Delivery of the Strategic Housing Investment Plan The Council is committed to delivering high-quality services within available resources. The HAMP provides a framework designed to: • Aim for full compliance with the Scottish Housing Quality Standard (SHQS) and the Energy Efficiency Standard for Social Housing (EESSH/EESSH2), while progressing towards the new Scottish Housing Net Zero Standard (SHNZS) • Align with the Housing to 2040 route map. • Exceed the standards and outcomes set by the Scottish Social Housing Charter. • Ensure the Council’s housing stock remains compliant with current and emerging legislation and standards. Housing to 2040 The Scottish Government’s “Housing to 2040” paper outlines a long-term vision for housing in Scotland and sets out key objectives and strategies to address housing challenges and meet the needs of the population. Key themes include: • Vision – the paper envisions an environment where everyone has a safe, affordable, and warm home that meets their needs and supports their wellbeing. • Affordable Housing – The Government aims to increase the supply of affordable housing, including social and affordable rented homes, intermediate housing and low- cost home ownership options. This will be achieved through increased investment, partnership working and innovative financing models. • Energy Efficiency – there is a strong emphasis on improving the energy efficiency of homes to combat climate change and reduce fuel poverty. The Government aims to ensure that all homes meet high energy efficiency standards, making them more environmentally sustainable and affordable to heat. • Quality & Standards – the paper highlights the importance of delivering high quality homes that are designed to be accessible, adaptable, and inclusive. • Place Making – The guidance aims to create thriving and sustainable communities by considering the broader social, economic and environmental factors that contribute to the quality of housing areas. This includes promoting mixed- tenure developments, improving public spaces and enhancing community facilities. • Housing and Homelessness – the paper recognises the need for a coordinated and efficient housing system, involving collaboration between the Government, housing providers and other stakeholders. There is a commitment to the prevention of homelessness and supporting those in need of social housing, with a particular emphasis on early intervention. • Digital inclusion – the Government acknowledges the potential of digital technology to improve housing services and delivery. It highlights the importance of digital connectivity, smart homes and data-driven solutions to enhance the quality of housing and improve the lives of residents. Housing to 2040 is an ambitious and comprehensive strategy aimed at tackling housing
Page 34
2 challenges, promoting sustainable development, and ensuring that everyone in Scotland has access to high- quality, affordable homes that meet their needs. The Housing Asset Management Plan (HAMP) reflects several key themes, including: • The Council’s commitment to applying integrated asset management principles in relation to its housing stock. • The importance of maintaining accurate and up-to date stock condition information. • The robust assessment of future options for underperforming or obsolete housing stock. • Effective procurement and delivery of investment projects funded through the Housing Revenue Account. Ensure the effective delivery of capital investment, planned maintenance and response maintenance programmes to maintain housing stock in optimal condition. The Action Plan at the end of this document captures the over-arching key deliverable tasks for the 2025-28 period, with appropriate actions being added, removed or amended on an annual basis. • Aims & Objectives The importance of asset management is evident throughout the Council Plan. The HAMP outlines the priorities for the ongoing maintenance and improvement of the housing stock and is intended to assist the Council in achieving the vision to have a North Ayrshire that is fair for all and to achieve our mission of working together to improve the lives of our people in North Ayrshire. The HAMP has been created to support delivery of several of the key priorities, namely: Priority - Climate Change Key activities • Reducing the estate’s carbon footprint through strategic rationalisation, adopting a locality-based approach and prioritising fabric-first principles alongside low-carbon energy solutions for homes and buildings. . • Developing local low carbon energy generation schemes and networks. • Working with communities to adopt low carbon behavior change and encourage climate-based volunteering activities. • Aligning with future Local Heat and Energy Efficiency Strategies (LHESS) Heat Networks. Priority – Wellbeing Key activities • Using our assets to support wellbeing in local communities. • Delivering homes for life through our housebuilding programme and wider housing investments to meet the needs of our residents. . • Ensuring the places and spaces where we live, work and visit are well-maintained, inclusive and accessible for all. Priority - Communities and Local Democracy Key activities
Page 35
3 • Developing strong relationships with communities and partners based on trust and shared aspirations using their experiences to inform service provision. • Actively support the aims of the Community Planning Partnership and the North Ayrshire Partnership Plan. • Strengthen collaboration with third sector and voluntary organisations. Ensuring an inclusive, fair, rights-based and asset-based approach in our work Priority - A Sustainable Council Key activities • Ensuring robust governance arrangements are in place to fulfil the Council’s statutory duties, manage risk and support delivery of key priorities. • Using dynamic data and lived experiences to guide informed, evidence-based decision-making. • Working with partners at national, regional and local levels to secure investment and target resources towards our strategic priorities. The delivery of the HAMP has been developed taking account of appropriate services and stakeholder groups, including: • Major Works Working Group • Recognised Tenant and Resident Groups • Housing Business Plan Group (HBPG) • Housing Asset Management Board (HAMB) • SHIP Project Board In terms of effective governance and management of the HAMP, progress against the agreed action plan will be regularly monitored through the Housing Asset Management Board (HAMB). • Asset Management Systems North Ayrshire Council has a range of systems to assist in delivering our asset management strategy. Central to effective stock repair and maintenance is the development of robust and integrated computer systems to monitor operational service delivery and to enable effective planning. These tools include: • A dedicated housing asset management software system (APEX) which contains all property information relating to the housing stock. • PMI currently holds detailed stock condition data for 98.5% of our housing stock, collected through and independent surveying company. A cyclical stock condition survey programme is in place covering approximately 8% of the housing portfolio each year. This approach ensures that data remains current and reflects ongoing investment. All survey information is securely stored and managed within our APEX asset management system. • An asbestos management database, with portal access for contractors. • A bespoke gas maintenance system for accurate monitoring of compliance in this area. • An integrated process that reviews all homes which meet several criteria e.g. hard to let, significant works required, estate management issues and continuous void turnover. • A business case process to test in advance the soundness of major capital investment proposals. • An informed experienced team of in-house staff to deliver projects within approved timescales and budgets.
Page 36
4 These are the tools required to enable the Council to take informed decisions regarding future investment in housing stock. This investment will ensure that the following outcomes are achieved: • Refurbishment of dwellings to ensure they remain attractive, meet modern requirements and tenant expectations. • A planned maintenance programme, which looks to achieve best value by replacing components before they require response repairs. This proactive approach anticipates changes in standards and reduces the need for cyclical maintenance. • Active cyclical maintenance to prevent deterioration in the physical condition of stock. • A responsive maintenance service, to ensure that tenants remain satisfied with their accommodation and to prevent unplanned deterioration in its condition. • An efficient and effective voids repair service, helping to speed up the repairs process, protect the Council’s revenue and provide additional stock condition data. As per recommended practice and advisory guidance issued by the Scottish Housing Regulator (SHR), North Ayrshire Council (NAC) aims to review and develop our approach to Integrated Asset Management (IAM), so that our assets – tenants’ homes – are sustainable and remain fit for purpose in the short, medium and long term. In this way we can protect the interests of current and future tenants and develop an integrated approach to asset management within the Council. In collaboration between Housing and PMI, a self-assessment was carried out to determine what position we were in in relation to meeting the criteria of each of the five principles set out in the IAM guidance. Following that, a robust action plan was developed which highlighted a number of resourcing issues with regards to being able to meet the criteria and to deliver a RAG status for each of our properties which takes in to account (but not limited to); property condition; volume and cost of repairs; SIMD data; future maintenance requirements; demand information and tenancy information. Arneil Johnston are the firm who created the IAM guidance promoted by the SHR, and who have since created a bespoke method of modelling the data from various systems to provide a single dashboard which provides the relevant asset management performance data and associated RAG status for each property. The Council have appointed Arneil Johnson to progress our IAM agenda at pace as the output will provide invaluable data which will inform other strategic plans and priorities for our housing stock and surrounding estates. • Repairs and Maintenance • Response Maintenance ‘Response repairs’ is the term used to refer to day-to-day and emergency repairs e.g. fused electrical points, burst pipes, broken windows, missing roof tiles, blocked drains etc. To maintain the housing stock in good condition, tenants are encouraged to report these types of repairs. The repairs, once reported, are carried out promptly and effectively by Building Services in accordance with the Repairs Policy. North Ayrshire Council is committed to continuous improvement in the performance of the response maintenance service. We aim to deliver a repairs service that consistently achieves “right first time” outcomes, ensuring repairs are completed correctly on the first visit, every time. To ensure that this is achieved the following arrangements are in place: • Streamlined repairs reporting which includes a dedicated repairs contact centre which is operational 24 hours per day.
Page 37
5 • Procedures to accurately identify the nature of the repair when it is reported and to arrange a convenient appointment. • Procedures to prioritise the urgency of the works. • A Tenant Handbook, which advises tenants on how to deal with emergencies, how and when to report a repair, and further supplementary advice e.g. asbestos, gas servicing, Right to Repair Scheme, energy conservation etc. The Handbook also confirms the duty of tenants to keep appointments for repairs, to avoid abortive and/or multiple visits by staff. • Gas Repairs The Gas Safety (Installation and Use) Regulations 1998 require that gas fittings and flues are maintained in a safe condition for tenants and to carry out safety checks for appliances and flues every year. North Ayrshire Council employs the services of an external contractor to carry out all gas related works, under the management of PMI. Tenants who require a gas repair can report the issue by contacting the Council’s dedicated repair line. By following the automated options, tenants will be directed to the appropriate contractor who will arrange for the necessary work to be carried out. This streamlined process ensures that gas- related issues are dealt with promptly and professionally. • Sheltered Housing Units Within the stock profile, there are 28 Sheltered Housing Units, each of these units is equipped with specialist systems such as call systems and door entry systems. Response repairs to these systems are not handled by Building Services but are managed by PMI, who instruct and oversee the work through specialist contractors to ensure compliance. In addition, a significant programme of work is underway to improve the safety of sheltered housing units, with a particular focus on fire safety and water quality. Progress on this programme is routinely reported to the Housing Asset Management Board (HAMB). • Void Repairs Void property repairs are the essential works identified following inspection and consider the properties age, overall condition and any scheduled future improvements. These repairs are necessary to bring the property to an agreed lettable standard. The Council is committed to re-letting void properties as quickly as possible. When a tenant provides notice that they intend to leave their property, an initial pre-termination inspection is carried out. This inspection helps identify any required repairs, including those that the outgoing tenant may be responsible for. If no repairs are required, the property proceeds directly to the allocation process. During the void process our gas maintenance contractor visits the property to isolate thesupply to allow any void works to be undertaken safely and assesses the condition of the current system. Before the property is re-let, a full “pre-let” service is completed. If repairs or improvements are necessary and cannot be completed during the void period, the new tenant will be notified of the work that requires to be carried out, and this will be completed within reasonable timescales.
Page 38
6 • Planned Maintenance Planned maintenance covers the replacement of items that are at the end of their useful life, where the replacement can be predicted and planned for. Expected lifespan for main components (reviewed annually) Component Expected life Central Heating (Gas & Elec, ASHP) 15 years Electrical Rewiring 30 years Window replacement 30 years Kitchen 22 years Bathroom 27 years Roofing (dependent on roof finish) 43 - 63 years Rendering 35 years External Wall Insulation 35 years Smoke detection 10 years Programmes of work are prepared for planned maintenance activities. These are referred to as our Capital Programmes, these works are aligned with the requirements of the Scottish Housing Quality Standard. The Council aims to carry out replacement programmes cost effectively and with a view to minimising inconvenience to tenants. Where practical, the Council will group component replacement into packages, with several components within a property being replaced at the same time. The external condition of building components and finishes is assessed through an annual inspection programme carried out by Building Services Officers. The Council aims to inspect 25% of our stock each year to ensure that every property is reviewed at least once within a four-year cycle. However, emerging operational pressures such as increasing workload, staffing pressures and changes to legislation can affect the ability to consistently meet this target. To ensure this programme remains sustainable it will be necessary to review the resource implications of this frequency. The findings from these inspections are used to inform an ongoing programme of planned maintenance works. The Council aims to carry out as much maintenance work as possible through planned, rather than reactive approaches. • Cyclical Maintenance In terms of both statutory and non-statutory cyclical maintenance our responsibilities are to ensure that: • All gas heating systems in the properties are serviced annually and any repairs are carried out quickly and effectively. Accurate records are maintained of all servicing and maintenance, and an escalation procedure is in place to ensure access to properties where the tenants have refused the authorised contractors’ access.
Page 39
7 • Electrical circuits in properties are checked at least once every 5 years. • Fire Risk Assessments, where required, are carried out and reviewed at appropriate intervals. • Where applicable, fire alarms, emergency lighting and lift installations are checked and maintained in accordance with the appropriate legislative requirements. • Smoke alarms work effectively before letting a property to a tenant and that tenants are aware of their responsibility to report any faulty alarms. • Annual Portable Appliance Testing (PAT) is carried out in common areas within sheltered housing units and hostels. • Lift inspections are carried out at the appropriate intervals, installations are properly maintained, and repairs are carried out within the required timescales. • Sprinkler systems are properly maintained, and repairs are carried out within the required timescales. • Air-source heat-pump installations are properly maintained, and repairs are carried out within the required timescales. In addition to the above, the Council recognises their duty under the Health and Safety at Work Act to ensure the risk of exposure to the legionella bacteria is properly controlled. Guidance to fulfil these duties is set out in the HSE Approved Code of Practice ‘L8’. The Council has implemented the requirements of L8 in terms of sheltered housing units and flatted accommodation blocks. This includes completion of risk assessments, water hygiene regimes and undertaking of necessary upgrade works. Routine maintenance is recognised as essential to preserve the lifespan of building components and to maintain the appearance of properties and estates. The Council is responsible for maintaining several open areas within its estates, which includes carrying out grass cutting, tree care and shrub maintenance. Funding for estate management activities has been allocated within the Housing Revenue Account (HRA) 30-year Business Plan. This includes: • upgrading of non-adopted footpaths, roads and lighting to adoptable standard • provision of additional car parking within estates • Delivering the Estate Based Regeneration Programme (EBRP), aimed at improving the visual appeal and overall environment of estates across North Ayrshire Asset Portfolio The Housing Asset Management Plan (HAMP) focuses on the Council’s permanent rented housing portfolio, including sheltered housing units and supports the delivery of the Strategic Housing Improvement Plan. At the time of writing, North Ayrshire Council currently owns 13,414 social housing properties. these assets are used to provide accommodation for tenants and applicants registered on the Common Housing register. There is a continual demand for suitable housing across North Ayrshire, and the Council recognises the importance of maximising the use of its housing stock. This includes aligning property availability with local demographic needs and ensuring a prompt turn- around of empty homes to minimise void periods and meet housing demand efficiently. The overall valuation of the Council’s housing assets at 31 March 2025 was £533.15 million. Between 2010 and 2015, the Council invested over £20 million annually to meet the
Page 40
8 requirements of the Scottish Housing Quality Standard (SHQS). Since 2015, continued investment of more than £10 million per year has been committed to maintaining compliance and ensuring new legislative standards are met. In addition, the Council has constructed 975 new homes. The table below illustrates the net book value of the Housing Revenue Account assets Asset Group Stock Numbers (units) Amenity Bungalow 641 Bungalow 795 2 Storey House 6,894 4 in Block 2,834 Amenity 4 in Block 3 Tenement Flat 1,069 Amenity Tenement Flat 199 Sheltered Housing 618 Maisonette 253 Multi Storey Flat 66 NSC Unit 7 3 Storey House 35 Housing Asset Total 13,414 Net Book Value (with vacant possession) £533.15m The table below illustrates the distribution of stock by location and bedroom size: • Housing Services Stock Breakdown (Location and Bedroom Size) Bedsit 1 bed 2 bed 3 bed 4 bed 5 bed 6 bed Total Ardrossan 248 603 335 55 1241 Barrmill 21 3 24 Beith 209 274 179 15 677 Brodick 27 3 4 34 Chapeltoun, Stewarton 1 1 Dalry 189 379 148 4 720 Fairlie & Largs 18 16 15 49 Irvine 40 1,044 1,769 1,116 185 2 1 4,157 Kilbirnie 192 529 389 17 1,127 Kilwinning 282 813 398 54 1,547 Largs 7 186 279 67 6 545 Longbar & Glengarnock 15 42 10 67
Page 41
9 Millport 24 5 1 30 Saltcoats 258 573 453 56 1 1,341 Seamill 1 30 31 Skelmorlie 20 22 4 2 48 Stevenston 3 248 526 701 35 1,513 West Kilbride 101 85 73 3 262 Total 50 3011 6012 3900 437 3 1 13,414 Two-bedroom properties remain the most common size of the stock total, followed by three- bedroom properties. • Stock Condition Our housing stock is in excellent condition and is well maintained. We take a proactive approach to asset management and target improvements to ensure compliance with both the Scottish Housing Quality Standard (SHQS) and with current and emerging energy standards, EESSH and SHNZS. Regular investment ensures our properties remain attractive, align with modern requirements and meet tenant expectations. To maintain the standard of our properties, the Council delivers a range of planned maintenance programmes alongside cyclical maintenance activities. The Council has robust and comprehensive stock condition information. Stock condition surveys are available for 98.5% of the housing stock with approximately 8% of our stock subject to a full condition survey each year. The properties are selected based on type/ age and geographical location. Each property survey assesses the internal and external aspects of the property alongside a minRDSap energy survey. The survey is carried out by an external Chartered Surveyor and uploaded from the surveyor’s handheld device to our asset management system, APEX. The data is validated internally by PMI staff, and each data set of property information is assessed for compliance with the current energy standards.. The System is also updated monthly with asset improvements and major repairs completions to ensure that information is as accurate and relevant as possible. Properties which fail the standards are highlighted and placed on capital or major revenue improvement programmes. This information is also used to inform the 30-year business plan and prepare planned and cyclical programmes of work. • Performance & Governance To accurately track performance in relation to the maintenance and repair of the Council’s housing stock, PMI and Housing Services report regularly to both internal and external stakeholders including: • Housing Asset Management Board • APSE • Scottish Housing Regulator (SHR) • Scottish Housing Network (SHN)
Page 42
10 • Scottish Government The following approaches are incorporated into our working practices: • Robust performance monitoring and reporting through the Council’s performance management system - PENTANA • Adopt a lean approach to construction design and management • Robust and regularly reviewed project governance arrangements • Embrace principles of modern procurement and supply chain management
Page 43
11 Housing Asset Management Board The Housing Asset Management Board (HAMB) was established in 2022 to provide governance and accountability for expenditure from the Housing Revenue Account. The HAMB comprises officer representatives from various Council services and covers the following areas: • Ensure that policies, procedures, and systems of work are established to comply with all relevant legislation. • Monitoring of financial spend across the HRA. • Regularly review capital programme delivery. • Escalation of key project decisions. • Allow cross service discussion on issues relating to future programmes of work. • Facilitate reporting to Scottish Housing regulator. Key themes of the plan are also discussed and agreed at regular forums, including the Joint Improvement Group and the quarterly Major Works Working Group. The Council approves annual budgets for the work to be undertaken under this strategy and set performance targets to enable monitoring of financial expenditure and service standards. Transformation Board The Housing Revenue Account (HRA) Capital Investment Programme, revenue budget and rent levels for recent years highlighted that the HRA was facing future affordability challenges, primarily due to higher rates of inflation and increased borrowing rates. In order to minimise the risk of these challenges and keep rent increases sustainable, savings and efficiencies were identified, and a Housing Transformation Programme was created. The programme is governed by the Housing Transformation Board, chaired by the Head of Housing and Public Protection, and progress is reported regularly to the Council’s Corporate Transformation Board. The programme is supported by a £2m earmarked fund which allows for investment in areas such as ICT, digitalisation and resourcing, to support delivery of long- term efficiencies and service improvement. The four key projects being progressed are income maximisation; repairs and maintenance; void works; and aids and adaptations. • Legislation • Scottish Housing Quality Standard (SHQS) All social housing in Scotland must comply with a minimum base standard known as the Scottish Housing Quality Standard (SHQS). This standard is broken into five categories, namely: • Compliant with the Tolerable Standard. • Free from serious disrepair. • Energy efficient. • Provided with modern facilities and services; and • Healthy, safe and secure. Definitions for each of the five criteria are contained in the Scottish Housing Quality Standard Technical Guidance published by the Scottish Housing Regulator.
Page 44
12 In April 2020, the SHQS was revised to demonstrate that in order to comply with compliance elements 11 and 45, landlords must organise electrical safety inspections at intervals of no more than five years in line with BS 7671:2018. This was a change from our previous cycle of testing which was every 10 years and resulted in our SHQS compliance dropping from 99.09% in 2019 to 63.24% in 2022/23. We have continued to work towards full compliance in this area and are currently reporting 94% SHQS compliance (24/25 ARC report) Achieving full statutory compliance remains a key priority for the Council. The external condition and safety of housing properties are monitored through a structured inspection and maintenance regime. However, gaining access to properties continues to present operational challenges, which can impact progress. To address this, the Council has implemented a range of processes aimed at improving access. Progress in this area is regularly reported to the Statutory Compliance Working Group, Council Members and the Housing Asset Management Board (HAMB). In addition, the Scottish Housing Regulator receives monthly updates detailing our progress and the measures being taken to overcome access issues and achieve full compliance. • Energy Efficiency Standard for Social Housing (EESSH) EESSH encourages landlords to improve the energy efficiency of social housing in Scotland leading to reductions in energy consumption, fuel poverty and the emission of greenhouse gases. An initial milestone of 31 Dec 2020 was set for EESSH compliance, and a further milestone (EESSH 2) was set for Dec 2032 whereby all social housing in Scotland would achieve an energy efficiency rating of EPC band B or above. The Scottish Government’s twenty-year vision for housing, Housing to 2040, sets out the commitment to adapt and retrofit existing homes to improve their energy efficiency and decarbonise their heating, highlighting housing’s contribution to reducing climate change emissions. The report recognised the need for a review of the EESSH target to be carried out as part of the commitment to achieve net zero emissions. In March 2021, the Zero Emissions Social Housing Taskforce (ZEST) was convened by the then Minister for Local Government, Housing and Planning to explore how Scotland’s social housing sector could contribute to achieving the Country’s climate change targets. A key recommendation from ZEST was to accelerate the review of the Energy Efficiency Standard for Social Housing (EESSH 2) to better align with Scotland’s net zero emissions goal. The EESSH2 Review Group was established in September 2022 to lead this process. In response the Scottish Government issued interim guidance in October 2022 which: • Paused the 2025 and 2032 EESSH2 milestones, including the requirement that no property below EPC Band D be re-let after 2025, • Encouraged landlords to continue investment programmes, with a strong emphasis on a a fabric-first approach to improve thermal efficiency and reduce heat loss. • Advised that external funding options should be explored, where possible, to assist with the delivery of investment programmes. The Scottish Government launched a public consultation on the proposed Social Housing Net Zero Standard ( SHNZS) between November 2023 and March 2024. This new Standard is intended to replace EESSH2 and provide a clear framework for decarbonising social housing. Key proposals under SHNZS include:
Page 45
13 • A minimum energy efficiency standard to be introduced by 2028, with properties un able to be re-let should they fail to meet it. • A new fabric efficiency rating, measured in kWh/m²/year, to guide retrofit planning. • A phased transition to zero direct emissions heating systems by 2045, with interim milestones and flexibility for different housing archetypes. • Tailored approaches for rural, island and non-traditional stock. The Scottish Government is expected to publish its formal response and technical guidance in the near future and provide confirmation of the first reporting year. At 31 March 2025, 97.6% of North Ayrshire properties achieved or exceeded the current EESSH standard; however, it is recognised that considerable work will be required to achieve further compliance in particular regarding options for decarbonisation of heat. We continue to work towards this by implementing energy efficiency measures as part of the Council’s capital programmes and have a pathfinder project underway, which aims to provide technical solutions which consider different heating options, fabric improvements and renewable technologies. This pathfinder project will allow the collation and analysis of real-life costs and performance information which will inform future business planning. In addition, a pilot programme was delivered to retrofit 500 Council owned homes with rooftop solar photovoltaic (PV) systems. This programme supported delivery of financial savings and reduce fuel poverty for tenants, reduce carbon emissions, and increase energy security. Following the success of this pilot programme, solar PV is now installed on Council owned homes as part of the planned annual re-roofing and rendering programmes. Solar PV systems are also being installed at sheltered housing units as part of the refurbishment works programme. Our external wall insulation programme ensures that the maximum number of properties benefit from increased insulation which provides both an energy efficiency measure and provides benefit to our Tenants in reducing their heating costs. Our new build programme is also key area in delivering energy efficiency measures, the new homes being constructed utilise the latest energy efficient technologies including increased levels of thermal insulation and air tightness, air source heat pumps and solar panels. 7.3. New Housing Standard Sustainability performance remains central to our specification for both new build and existing stock. The Council’s standard specification for new builds continues to prioritise enhanced building fabric and Zero Direct Emissions (ZDE) heating solutions, exceeding the minimum requirements of the current and recently updated Building Standards. The Scottish Government began consultation on the New Housing Standard in 2021, with the aim of creating a single legal standard for all homes—private and social—to ensure consistency in quality, energy efficiency, and accessibility. Following sector engagement, a draft standard was published in 2023, and legislation is now expected to be introduced. Key features of the New Housing Standard include: • Uniform minimum standards across all tenures, with no margins of tolerance or exemptions for sub-standard homes • A requirement for all new build homes to meet a Scottish equivalent of the Passivhaus standard, ensuring high energy efficiency, airtightness, and mechanical ventilation
Page 46
14 • The Scottish Passivhaus Equivalent Working Group, established in 2023, has been advising on the technical framework. A second consultation on detailed performance targets and compliance processes is expected in the near future. In addition, the Housing for Varying Needs Design Guide is being updated to support the Scottish Accessible Homes Standard (SAHS), which will apply to all tenures and be phased in from 2025–2030. This reflects Scotland’s commitment to inclusive design and the changing needs of its population The Heat in Buildings Strategy also mandates that by 2026, all new homes delivered by local authorities and Registered Social Landlords must be Zero Direct Emissions. The Housing Asset Management Plan (HAMP) will be updated in line with further guidance from the Scottish Government as the New Housing Standard and associated regulations are finalised. • Future Demands The Council has a strong track record of substantial investment in its housing stock, using an incremental approach to major element renewal. This includes a range of capital renewal programmes covering: • Roofs • External Wall coverings • Window and door • Insulation • Heating systems • Kitchens and Bathrooms Renewal is prioritised based on age and condition, this ensures funding is targeted to areas of greatest need. This strategic approach supports the Council’s aim of achieving a consistent standard across all properties in the housing portfolio. Alongside our capital renewal programmes the Council has several revenue funded programmes for both reactive and planned maintenance covering: • Tenant reported repairs • Repairs to void properties • Scheduled maintenance activities This approach of capital renewal and revenue maintenance ensures that the housing stock remains safe, energy efficient and meets tenants needs, whilst aligning with the longer term sustainability and compliance standards. While the Council remains committed to maintaining and improving its housing stock, there are circumstances where individual properties may no longer meet strategic requirements and may be considered for disposal or regeneration. This can be due to factors such as poor condition, low demand or being unsuitable for adaptation or retro-fit measures. In these cases, a robust evaluation and assessment is undertaken, guided by integrated asset management principles, to determine the most appropriate action. Stock regeneration programmes include options for new build developments, refurbishment and demolition. Demand for Council Housing continues to be high; however, it is recognised that there are areas of unpopular stock. Ongoing work is focused on understanding and addressing the
Page 47
15 factors that influence demand for specific house types and locations, ensuring that options considered align with wider Council priorities , including sustainability accessibility and community regeneration. In the current economic climate, delivering new build homes, undertaking refurbishment projects and sustaining capital and revenue investment programmes is financially challenging. As part of the Housing Revenue Account (HRA) Business Planning process, the following are considered: • Affordability of investment programmes • Impact of future rent levels • Long-term asset performance • Compliance with current and emerging national standards, such as SHQS, SHNZS and New Housing Standard. By embedding integrated asset management principles such as lifecycle costing, demand forecasting and option appraisal informed decisions can be taken that maximise value, support tenant needs and ensure that the housing stock is responsive to future challenges. • Sheltered Housing Unit Refurbishment Programme The need for high quality, accessible housing for older people is recognised within the Council’s ‘Older People’s Housing Strategy’. The Housing Revenue Account budget approved by Council provides in the region of £40m investment in our Sheltered Housing Re-provisioning Programme. This allows us to continue improving our sheltered housing portfolio and ensure Council complexes within North Ayrshire are high quality, energy efficient and meet tenants’ needs and aspirations. Eleven properties not already refurbished or redeveloped through the SHIP programme were identified and following a review of the property lifecycle data for these units, Barnett Court in Saltcoats and Cheviot Court in Irvine were selected as the first two to be progressed. The programme involves the full refurbishment of the Units, including new heating systems, windows and external doors, installation of Solar PV, upgrade of the door entry and CCTV systems, external works including external insulation if appropriate, additional car parking and EV charging infrastructure. As of 2025 works have been completed at both Barnett Court and Cheviot Court and works are expected to commence at the next two programmed units, Laigh and Vineburgh Courts in early 2026. Design works are progressing at the remaining units. Estate Based Regeneration Programme (EBRP) The Estate Based Regeneration Programme (EBRP) forms a key part of the Council’s broader approach to community regeneration. It was developed in response to the aspiration to invest further in our estates, targeting areas affected by low-demand housing stock, antisocial behavior, poor external appearance, inadequate parking provision and deteriorating infrastructure such as roads, footpaths and general grounds maintenance. The Council has committed to investing £10 million in our housing estates between 2019- 2029. The investment programme seeks to provide communities where residents are proud to live and to safeguard them for future generations. • Recent examples of work undertaken by the EBRP inc. Nursery Place, Ardrossan – Demolition of low demand housing, site to be used for new build housing (2024/25)
Page 48
16 • Renewal of footbridge, Girdle Toll – Upgrade and replacement of wooden footbridge (2024/25) • Innes Park Road, Skelmorlie – Provision of in curtilage parking to alleviate parking pressures (2024/25)Bimson Place, Irvine – Rear gardens cleared and fenced, low maintenance chips and rotary dryers installed, and pathways upgraded. ( 2023/24) • Glass Fronted Closes, Irvine – 12 glass screens replaced, including installation of ramped access and creation of bin storage areas. (2023/24) • Dirrans, Kilwinning – creation of in-curtilage parking to 26 properties to alleviate parking pressures (2022/23) • Keppenburn Avenue, Fairlie – creation of in-curtilage parking to alleviate parking pressures. (2022/23) In addition to enhancing the overall environment, the projects also offer solutions for addressing dis-repair in mixed tenure blocks. These blocks are often in poorer condition due to some owners being unable or unwilling to contribute to common repairs. To support progress in this area, the PMI factoring team actively engages with owners to facilitate and coordinate common repairs, helping to overcome barriers to investment and improve the condition of shared assets. • Multi Story Blocks In June 2018, the Council’s Cabinet approved the demolition of the Fullarton Tower Blocks in Irvine and for the major refurbishment of the Saltcoats Tower Blocks. The demolition of the Fullarton blocks was completed in January 2024 and the site will be used as part of the SHIP programme to provide new build housing consisting of general needs housing, amenity bungalows and accessible homes. Refurbishment works at Saltcoats, with an investment value of ££4.64m, were completed late 2024. These works have delivered significant improvements for residents, including internal and external upgrades such as upgraded central heating systems, rewiring and the installation of fire suppression systems. Kitchens and bathrooms were also replaced in properties where these components were due for renewal within five years of the commencements of internal work. The final phase of the refurbishment will involve the replacement of the lifts in both blocks. This project commenced in August 2025 and will further contribute to the long-term sustainability and functionality of the buildings. • New Build Housing In-line with North Ayrshire Council’s Strategic Housing Investment Plan 2026-31 we continue to design, develop and deliver a new supply of affordable and sustainable housing for rent. The Council's current housing development programme is on target to deliver a committed 1666 new homes by March 2031. The table below outlines new housing supply that has been developed or is in the process of being developed by the Council: Project Completion Date No. of Units Housing Mix Copeland Crescent, Millport 2013 12 Amenity and Wheelchair Liveable Bungalows
Page 49
17 Redstone Avenue, Kilwinning 2014 46 General Needs, Amenity and Wheelchair Liveable Homes John Galt PS, Irvine 2015 80 General Needs, Amenity and Wheelchair Liveable Homes Stevenston Institute, Largs 2015 11 Amenity Flats Dickson Drive Phase1, Irvine 2015 8 General Needs Homes & Amenity Bungalows Vennel Gardens, Irvine 2015 16 Sheltered Housing Unit Montgomerie Court, Kilbirnie 2017 24 Sheltered Housing Unit & Amenity Bungalows Fencedyke, Irvine 2017 35 General Needs, Amenity and Wheelchair Liveable Homes Glencairn House, Stevenston 2018 28 Sheltered Housing Unit Kyleshill Court, Saltcoats 2019 36 Sheltered Housing Unit Dickson Drive Phase 2, Irvine 2020 24 General Needs, Amenity and Wheelchair Liveable Homes Ardrossan Road, Seamill 2019 31 General Needs, Amenity and Wheelchair Liveable Homes Watt Court & Bessie Dunlop Court 2020 49 Sheltered Housing Unit, Supported Accommodation, Wheelchair and Amenity Homes St Beya Gardens, Millport 2021 18 General Needs, Amenity and Wheelchair Liveable Homes Dalrymple Place, Irvine 2021 33 Sheltered Housing Unit and Amenity Bungalows Springvale Place, Saltcoats 2021 14 General Needs, Amenity and Wheelchair Liveable Homes Flatt Road, Largs 2021 123 Sheltered Housing Unit, Supported Accommodation, General Needs, Amenity, and Wheelchair Liveable Homes Towerlands, Irvine 2022 50 General Needs, Amenity and Wheelchair Liveable Homes Brathwic Terrace, Arran 2022 34 General Needs, Amenity and Wheelchair Liveable Homes St Michael’s Wynd, Kilwinning 2022 79 Sheltered Housing Unit, Supported Accommodation, General Needs, Amenity, and Wheelchair Liveable Homes St Colm’s Place, Largs 2022 29 Sheltered Housing Unit Caley Court, Stevenston 2023 16 Supported Accommodation Harbourside, Irvine 2023 71 Sheltered Housing, General Needs, Amenity, and Wheelchair Liveable Homes Afton Court, Stevenston 2023 6 Amenity Bungalows Former Largs Police Station, Largs 2023 12 Amenity Flats Former St Mary’s School, Largs 2025 26 General Needs and Amenity and Homes Former Stanecastle School, Irvine 2025 31 General Needs, Amenity and Wheelchair Liveable Homes
Page 50
18 Former James McFarlane School, Ardrossan 2025 19 General Needs, Amenity and Wheelchair Liveable Homes Laburnum Avenue & Newhouse Drive 2025 14 General Needs and Amenity Homes Kings Arms, Irvine 2026 6 Amenity Flats Former Garnock Academy, Kilbirnie 2026 50 General Needs, Amenity and Wheelchair Liveable Homes Nursery Place, Ardrossan 2027 6 General Needs, Amenity and Wheelchair Liveable Homes Grange Court, Stevenston 2027 6 General Needs Homes Ayrshire Central, Irvine 2027 202 General Needs, Amenity and Wheelchair Liveable Homes Fullarton Street, Irvine 2028 43 General Needs, Amenity and Wheelchair Liveable Homes St Michael’s Wynd (Phase 3), Kilwinning 2029 46 General Needs, Amenity and Wheelchair Liveable Homes Montgomerie Park, Irvine 2029 188 General Needs, Amenity and Wheelchair Liveable Homes Bourtreehill Village, Irvine 2029 32 General Needs, Amenity and Wheelchair Liveable Homes Redburn Grove, Irvine 2030 16 Gypsy/ Travellers Site Guthrie Road, Saltcoats 2030 7 General Needs Homes Corsehillhead, Kilwinning 2028 TBC 7 General Needs and Amenity Homes Former James Reid School, Saltcoats 2029 TBC 46 General Needs, Amenity and Wheelchair Liveable Homes Regeneration Project 1d 2029 TBC 36 General Needs, Amenity and Wheelchair Liveable Homes
Page 51
19 • Island Housing The Council is committed to supporting our island communities. 18 new homes were completed on the Isle of Cumbrae during summer 2021. The site provided a mixture of general needs houses, amenity bungalows and homes for wheelchair users. The Council also completed 34 new homes at Brathwic Terrace on the Isle of Arran during June 2022. The site provided a mixture of general needs houses, amenity bungalows and homes for wheelchair users. Island properties are subject to the same asset management approach as mainland properties, with reactive and annual maintenance being the responsibility of Building Services who have emergency arrangements in place with local island-based contractors. These developments, alongside collaborative work with communities on the island, are anticipated to stimulate investment in other infrastructure (transport, marine, digital) to encourage economic growth. The Council has established the Arran Housing Task Force (AHTF) to quantify demand for affordable housing on Arran and identify issues that may be limiting economic growth. A quantitative study was undertaken to determine affordable housing demand on the island, recognising the assessed housing demand information from the North Ayrshire Housing Register and community feedback. Following the study, the AHTF recognised areas that required further analysis, and the Arran Housing Survey was developed and launched on 31 January 2025. The survey looked for responses from Arran households, employees/employers on the island, landlords, second homeowners, empty homeowners, short-term let owners, and those wishing to move to the island, to help shape future housing provision on the island. Following the survey closure on 14 April 2025, the results are being analysed by the Council’s Housing Strategy Team and will then be presented to the AHTF with an action plan to reflect the outcomes. The AHTF membership includes the Scottish Government, Highlands and Islands Enterprise, local community groups, and Arran registered social landlords. A post has been funded within the Council’s Housing Strategy Team from the income from the reduction in discount for empty and second homes Council Tax in North Ayrshire to support the work of the AHTF and the delivery of the Rural and Islands Housing Action Plan. • PMI Support services • Tenant Alterations & Improvements The Council permits tenants to carry out certain alterations to their homes provided they have sought our permission. Tenants must apply in advance, providing details of proposed works. This applies to any changes that they may wish to make within the property, external decoration or the erection of structures in outdoor spaces. Minor internal decoration does not require formal permission. Information on the permission process is available in the Tenant Handbook and online. Consent will not be unreasonably withheld, provided the proposed works meet all relevant standards and comply with any conditions set by the Council. It is the tenant's responsibility to secure any necessary statutory approvals before commencing work. If alterations are carried out without permission, tenants may be required to apply
Page 52
20 retrospectively or, in some cases, restore the property to its original condition. Where a tenant is unwilling or unable to do so, the Council may recover the costs associated with reinstating the property. • Medical Adaptations One of the Council’s key objectives is to support independent living, enabling tenants to remain in their homes as long as possible. The Council carries out alterations to tenanted properties to enhance the quality of life for elderly or disabled tenants. These are initiated following an assessment by an HSCP Occupational Therapist, who identifies the necessary modifications based on the tenant’s needs. Adaptations are then prioritised in line with the Ot’s recommendations and carried quickly as possible subject to funding constraints. Adaptations range from minor, low-cost adaptations , such as handrails and shower seats, to more substantial works like ramps, wet rooms and extensions. PMI contributes to the programme by offering architectural and technical support to HSCP, particularly for larger and more complex adaptations in Council- owned homes. Where feasible, new build and refurbished properties are designed with flexible features that allow for easy future adaptation, ensuring homes can evolve with residents’ changing needs. • Asbestos Management Asbestos containing materials were widely used in the construction industry prior to the year 2000. Any housing stock built or refurbished before this date may have asbestos containing materials within its construction. North Ayrshire Council is committed to managing work activities involving asbestos containing materials to reduce the likelihood of asbestos fibers becoming airborne. Where any construction works are carried out on behalf of North Ayrshire Council within the housing stock, that building is deemed a workplace under the Health and Safety at Work Act. These work activities are therefore subject to health and safety legislation including the Control of Asbestos Regulations 2012. It is current policy at North Ayrshire Council that no Council employee will work on any asbestos containing materials. Where asbestos containing materials are identified the Council will arrange for a specialist contractor to carry out removal or other appropriate work. This applies to both licensed and non-licensed asbestos work as defined by the Health and Safety Executive. To ensure safe working practices, North Ayrshire Council uses an electronic database for recording its housing asset asbestos information. Access to this database can be provided securely to contractors. North Ayrshire Council appoints competent UKAS accredited contractors to conduct surveys. • Management Survey: The purpose of the management survey is to manage asbestos-containing materials (ACM) during the normal occupation and use of premises. • Refurbishment / Demolition Survey: The refurbishment / demolition survey is required where the premises, or part of it, need upgrading, refurbishment, or demolition. It is Council policy to carry out management surveys on all Council housing stock, however this may not always be possible due to access difficulties. At the time of writing, the Council has asbestos information recorded for 98.7% of its housing stock with 174 no accesses. The housing stock figure includes 1061 post 2000
Page 53
21 builds which will not contain ACMs and do not require survey information to be held. Refurbishment surveys are conducted when existing information is insufficient. Carried out by UKAS-accredited surveyors, these surveys are tailored to the specific scope of works and are subsequently uploaded to the asset management system. Management plans are in place for all common areas within the Council housing stock, in line with Health and Safety Executive (HSE) recommendations. These plans are reviewed and updated annually through a rolling programme of re- inspection to ensure ongoing compliance and safety. As of the latest update, NAC has 387 internal common areas covered by these management plans. This proactive approach supports the Council's commitment to maintaining safe and well managed communal spaces across its housing portfolio. • Property Factoring Right to Buy legislation resulted in the sale of approximately 12,000 homes to sitting Council tenants within the North Ayrshire locality. Of these, around 1,665 properties still owned by NAC share communal areas with privately owned homes, typically in flatted developments or four-in-a-block style houses. At the time of sale, the Council retained legal rights and responsibilities for the management and maintenance of these communal parts. To fulfil these obligations, the Council acts as the Property Factor, a legal role that enables it to coordinate and deliver necessary repairs and maintenance across shared spaces. The Council has the legal duty of being the Property Factor to enable it to perform these duties. The Property Factors (Scotland) Act 2011(the Act) aims to protect homeowners by providing minimum standards for Property Factors. All provisions of the Act came into force on 1 October 2012 and apply to all residential property and land managers whether they are private sector businesses, Local Authorities or housing associations. The Act has three main elements: • A compulsory register of all property factors operating in Scotland • A code of conduct that sets out minimum standards of practice with which all registered property factors must comply • A new route for redress: the Housing & Property Chambers First Tier Tribunal. Homeowners will be able to apply to the tribunal if they believe that their factor has failed to comply with the code of conduct or otherwise failed to carry out their factoring duties. To comply with the terms of the Act, the Council employs a dedicated property Factoring Team. The Factoring Team has developed and implemented the processes required to comply with the terms of the Act. In line with the requirements of the legislation, the Factoring Team have produced a Written Statement of Services which is issued to all property owners and subject to regular review. Future development of the Factoring Service is a key action as it will improve the service provided to the owners of our factored properties as well as generating future revenue income for the Council.
Page 54
22 The Factoring Team handles a significant volume of enquiries each year, with referrals being received from a variety of sources. These include homeowners, tenants, repairs line and Building Services, among others. This multi-channel approach ensures that issues related to communal areas and factoring responsibilities are identified and addressed promptly, supporting effective property management across mixed tenure blocks. During 2022, the Team recorded approximately 276 approaches and since then there has been a year on year increase with 403 service requests recorded in 2024. Most cases raised lead to the completion of essential repairs. Please note that these figures do not consider approaches for general advice and assistance where referrals may be made to other services. In financial year 2022-2023, a total of 180 owners were invoiced for repairs to a total value of £135,432.50 (including administration fee & VAT). In the financial year 2024-2025 a total of 256 invoices were issued to factored property owners at a value of £233,310.62 (including administration & VAT). This upward trend in service requests and invoicing reflects increased engagement and demand for factoring services, highlighting the importance of continued investment in staffing, systems, and communication to support service delivery. The Scottish Government are currently in the process of reviewing the role of Property Factors across the sector and have established three key areas for change. Proposals are currently in early stages of development however may lead to significant development of the Factoring Service in future years. • Financial Summary All works undertaken on the Council’s housing assets are funded from the Housing Revenue Account or the Housing Capital Programme. The primary source of funding is rental income from residential properties, which generates approximately £60.247m annually. An additional income of around £0.474 million is derived from commercial interests, including retail units and lock-up garages. Furthermore, capital receipts totaling £0.097 million were received from the sale of Housing Revenue Account assets during the period 2021-2025. Although the Council’s housing stock is currently in very good condition, ongoing investment is required to ensure that it continues to perform as an effective asset. To support this, a 30-year Business Plan has been developed to ensure that the appropriate level of funding is available to finance repairs and future investment in all stock. Each year projected expenditure, including maintenance and investment requirements are reviewed, and the Business Plan is updated accordingly to reflect the required income levels over the Plan’s duration. Stakeholder engagement is a key part of this process. The updated Business Plan is shared with various stakeholders, and tenants are consulted on proposed rent changes. Their feedback is incorporated into a report presented to Council for consideration of the current Business Plan projects future investment to March 2055. It is reviewed annually to ensure alignment with the Council’s strategic priorities and is informed by the most recent condition survey data. Additional factors such as the cost of living and pressures on rental income are considered during the development of the Business Plan. The investment costs for the period between April 2025 and March 2026 and projected investment costs identified for the period between 2026 and 2055 are detailed below. These costs include all anticipated works required to ensure that properties are maintained
Page 55
23 at or above the required standards. Projected investment required during period April 2025 to March 2055: Cost Category 2025/26 2026/30 2031/35 2036/55 TOTAL £m Improvements to Existing Stock 16,140,903 97,002,383 114,419,774 958,535,645 1,186,098,705 New Build Projects 29,330,853 99,119,218 - - 128,450,071 Void Costs 3,987,190 19,454,831 27,214,613 149,637,028 200,293,662 Responsive Repairs 8,449,724 36,125,407 50,305,344 264,661,178 359,557,368 Planned & Cyclical Maintenance 6,407,206 27,816,516 43,283,462 264,661,178 342,170,361 Infrastructure Improvements 431,441 1,862,749 2,660,565 15,610,250 20,565,005 Aids & Adaptations 1,791,750 6,644,142 8,087,320 32,349,280 48,872,492 Total £m 66,539,067 288,027,246 245,971,078 1,685,470,273 2,286,007,664 • Risk Management The Council is committed to adopting best practice in the identification, evaluation, and cost control of all risks to ensure that they are eliminated or reduced to an acceptable level. At both strategic and operational levels, the Council recognises that the management of its housing stock does have several identifiable risks. • Building cost inflation and rising tender prices • Shortages of materials and supply chain issues • Capacity within the construction industry • Technology changes, particularly in relation to heating options and energy standards • Impact of future legislative changes • A landscape of increasing regulatory and statutory compliance requirements To mitigate risks, several key controls have been developed. These are summarised as follows: • Major new build Projects The SHIP project board is in place to oversee the preparation, review, financial management and overall delivery and implementation of the Council’s housing development programme. The Board will be the final decision makers in terms of priority, budget (including approval of additional spend), site housing matrix and design concept sign
Page 56
24 off for each project site. • Major Capital Projects These projects have dedicated monthly project boards and are reported bi-monthly to the Housing Asset Management Board (HAMB), where issues of concern and risk mitigation are standard agenda items. The operational aspects of major capital projects are also reported and any risks relating to the delivery are discussed. • Other Major Works and Revenue Repair Projects The operational aspects of other major works and revenue repair projects are reported monthly to the HAMB, with a risk register being maintained and reviewed as part of this process. • Dedicated professional technical staff. • Ongoing and progressive training Over-arching key risk and mitigations are noted below: Key Asset Risk Mitigation(s) Ageing asset stock impacting on condition • Cyclical condition surveys • Cyclical component replacement programmes • New build programme (SHIP) • SHU refurbishment programme • Saltcoats High Flats refurbishment programme • Responsive repairs service Statutory Compliance / Safety • Statutory compliance programmes (Gas safety / EICR / Smoke detection upgrade) • Governance and reporting procedures (HAM Board, Annual Return on the Charter, Cabinet reporting). • Responsive repairs service • • Dedicated compliance section within PMI • Robust application of No Access Policy • Condensation Damp and Mould Strategy and reviews process being developed • Statutory compliance working group established Climate Emergency / EEESH / EESH2 / SG Heat in Buildings Strategy • Council’s Sustainability and Climate Change Strategy • Whole house energy efficiency pilot project • Energy Efficiency investment programmes • New build programme (SHIP) Investment requirements exceeding budget availability • Best value procurement of external contractors • Long term business planning model and rent- setting • Governance and reporting procedures (SHIP Board, HAM Board, cabinet etc.)
Page 57
25 Increasing regulatory demands • Engagement with Information networks (APSE / ALACHO / SHOPs etc.) • Long term business planning model and rent- setting Staff resource to respond to increasing demands • Resource structure within PMI team being reviewed • Process for gaining access to people’s homes regularly reviewed • Staff training and development Systemic issues within construction industry supply chains • Quality standards within tender documents to ensure appropriate contractors are appointed • Governance and reporting procedures (SHIP Board, HAM Board, cabinet etc.) Uninsured perils • Risk based assessment on identified properties ie subsidence. • Insurance The Council’s housing assets are insured through a reputable provider with considerable experience in local authority insurance. The Council is committed to adopting best practices in risk identification, assessment, and cost control to ensure risks are either eliminated or mitigated to an acceptable standard. Subsidence related material damage to properties is excluded by our insurers coverage. the Council self-insures for such incidents, with repairs to affected housing stock funded directly from the HRA. There is also an excess that the Council must pay for each insured risk. As a result of the insurance exclusion for subsidence the Council aims to mitigate the risk through the correct management of dwellings known to be at risk of subsidence. PMI are working towards development of a process for the risk-based assessment of stock identified to be within subsidence areas or identified through condition survey. This will require allocation of a dedicated budget to allow mitigation of future risk. • Action Plan The Housing Asset Management Plan (HAMP) reflects the Councils commitment to delivering high-quality, affordable housing which not only complies with legislation but also meets the expectations of tenants and stakeholder groups. To support delivery of HAMP objectives , a detailed action plan has been developed. This Action Plan is reviewed and updated annually to reflect completed actions and include new priorities arising from legislative changes or evolving strategic aims. Progress is tracked through the Housing Asset Management Board (HAMB), with escalation to the Executive Director (Place) and the Executive Leadership Team as required.
Page 58
26 2025 - 2028 Action Plan The following actions have been identified as the Housing Asset Management Plan improvement actions for 2023-28 and will be recorded on the Council’s performance management system, Pentana Operational Actions HAMP ACTION DESCRIPTION DUE DATE MANAGED BY EXPECTED OUTCOME R/A/G COMMENT HAMP_A01 Ensure 100% compliance with SHQS (excluding exemptions and abeyances) is achieved 31 March 2026 Laurence Cree Ailean Watt GREEN Q1 2026 SHQS - HAMP_A02 Ensure 100% compliance with EESSH (excluding exemptions and abeyances) is achieved 31 March 26 Laurence Cree Ailean Watt GREEN Q1 2026 EESSH - % EESSH2 - % At this time we are still reporting under previous EESSH targets as recent government guidance around EESSH2 is under review as per October 22 guidance. HAMP_A03 Work with Housing Services to develop and deliver regeneration projects. 31 March 2026 Laurence Cree Ailean Watt GREEN PMI continue to provide technical guidance and procurement assistance in relation to regeneration projects .
Page 59
27 HAMP_A04 Work with Housing Services to develop and deliver projects contained within the Strategic Housing Investment Plan 31 March 2026 Laurence Cree Alison Diamond GREEN Key areas 2026 Fullerton Dev, Irv Nelson St, Largs Former Ayrshire Central site, Irvine HAMP_A05 Further enhance the property factoring services within North Ayrshire that are focused on encouraging owner occupier uptake with major planned and capital investment works 31 March 2026 Laurence Cree Ailean Watt AMBER Discussion on- going. HAMP_A06 Continue with the annual programme of percentage stock condition surveys and upload all necessary attributes, condition, life expectancy and cost information to the Asset Management System (Apex) 31 March 2026 Laurence Cree Ailean Watt GREEN Q1 2026 98.5% of stock has been surveyed. HAMP_A07 Upgrade existing smoke/heat/and CO detection in housing stock 31 March 26 Laurence Cree Ailean Watt GREEN Programme to complete outstanding Smoke detection within properties has been completed. Ongoing programme being delivered as capital programme
Page 60
28 HAMP_A08 Work with Housing Services to develop and deliver projects contained within the Estate Based Regeneration 10 year Programme 31 March 2026 Laurence Cree Ailean Watt GREEN Projects for completion in yr have been identified and scoping and design work is underway.
Page 61
ASSET MANAGEMENT PLAN ICT 2025 – 2028 Version Owner Date 1.0 Senior Manager IT 28/07/2025
Page 62
2 CONTENTS PAGE 1 Introduction 3 2 Aims & Objectives 3 3 Asset Types 4 4 Review of ICT Asset Management Plan 2021-2024 5 5 Activities/Approach identified in ICT Asset Management Plan 2025-2028 7 6 Overview and List of our Key ICT Assets 10 7 Current Asset Management Performance/Drivers for Change 12 8 Asset Management – Key Focus 13 9 Future Service Delivery Aspirations / Challenges & Investment 15 10 Key Strategic Actions 17
Page 63
3 1. Introduction This ICT (Information and Communications Technology) Asset Management Plan 2025-2028 updates and supersedes the previous 2021 – 2024 Plan. This 3 Year Asset Management (ITAM) Plan outlines a structured approach to managing the lifecycle of IT assets across the organisation, including hardware, software and related infrastructure. The Plan aims to optimise asset utilisation, ensure compliance, control costs and support operational efficiency. ITAM is a critical enabler of the broader IT Technology Strategy. By aligning asset management with strategic goals such as digital transformation, cyber security, cloud adoption and sustainability, the organisation ensures that its technology investments are fully utilised and future ready. This plan provides the governance, visibility and control necessary to support informed decision making, risk mitigation, and ongoing innovation over the next three years. North Ayrshire Council’s approach to Asset Management Planning is based on CIPFA guidance. In relation to Governance, the Information Technology Manager is responsible for management and control of the ITAM Plan, which will be reviewed annually. The IT Architecture Board acts as the assessment and approval body for all IT investment and change. 2. Aims & Objectives Effective ITAM is essential to delivering the priorities outlined in the Council Plan including wellbeing, educational attainment, sustainability and adapting to climate change. By ensuring that all IT assets are efficiently procured, maintained and retired, the Council can control costs, improve resilience and support the transition to smarter, more responsive public services. By ensuring equitable access to reliable and secure technology, ITAM enables frontline services and schools to deliver digitally inclusive support that promotes health, learning, and opportunity for all residents – enabling better outcomes for residents and communities across North Ayrshire. Additionally, through responsible procurement, lifecycle management, and environmentally conscious disposal of IT assets, the Council contributes to its climate change and sustainability goals – minimising electronic waste, reducing energy consumption and fostering a greener, more resilient digital infrastructure. The importance of IT Asset Management is evident in the Council Plan 2023-28 Priorities. Priority – Wellbeing Key Activities • Using our assets to support wellbeing in local communities • Improving educational attainment and achievement and closing the attainment gap • Developing infrastructure to support business growth Priority – Communities and Local Democracy Key Activities • Accessible public services, both digitally and locally, ensuring a ‘No Wrong Door’ approach
Page 64
4 Priority – Climate Change Key Activities • Reducing the carbon footprint of our estate through rationalisation • Promoting a circular economy in North Ayrshire through reuse, repair and recycling Priority - A Sustainable Council Key Activities • Driving change and transformation, using technology where appropriate, to deliver efficient and effective services and support delivery of priorities. • Maximising value from the use of our assets. • Focusing our investment on priorities. • Using dynamic data and lived experiences to inform decision-making. 3. Asset Types An effective ITAM Plan encompasses a wide range of asset types to ensure full visibility, control, and optimisation of the Council’s technology environment. Including all relevant asset types is essential for managing risk, ensuring compliance, supporting strategic priorities (such as service delivery, Sustainability, and cost efficiency), and enabling timely decision-making. Each asset plays a role in maintaining continuity of operations and aligning IT capabilities with organisational goals. All IT asset types have, to some extent, clearly defined strategies for their delivery and management which are summarised within this document along with high level commentary regarding the asset base. The asset base and scope of this document includes: 1. End User Devices: • Laptops • Desktops • Tablets • Smartphones • Peripherals (eg monitors, keyboards, printers) 2. Networking Equipment • Switches • Routers • Firewalls • Wireless Access Points (WAPs) 3. Data Centre and Server Infrastructure • Physical servers • Virtual servers • Storage devices (SAN; NAS) • Backup and disaster recovery systems
Page 65
5 4. Software Assets • Operating systems • Productivity and collaboration tools (eg M365) • Business-critical applications • Licences and subscriptions • Cloud based services and platforms 5. Telephony and Communication Systems • VoIP systems • Handsets and headsets 6. Cloud and Virtual Assets • Cloud infrastructure • Virtual desktops • Software as a Service (SaaS) applications 7. IT Security Assets • Endpoint protection • Encryption tools • Authentication systems (eg MFA) 8. Audio Visual Equipment • Video conferencing systems 9. Assistive Technology • Assistive technology • Devices supporting specific service areas (eg HSCP, Libraries) 10. IT Consumables and Accessories • Cables • Docking Stations • Batteries and Chargers By managing these assets proactively throughout their lifecycle – from acquisition to disposal – The Council can reduce waste, improve efficiency, and continue to support evolving service needs and strategic objectives. 4. Review of IT Asset Management Plan 2021 – 2024 Provides an overview on progress on activities/approaches included within the previous IT Asset Management Plan Over the past three years, there have been ongoing changes to, significant progress in, and persistent challenges for the way in which IT assets are deployed, developed and utilised across the organisation. These developments reflect shifting business needs, rapid technological advancements and an evolving landscape of digital infrastructure and cyber security concerns.
Page 66
6 The key aspects have been: 4.1 Always On VPN (AOVPN) Implementation The deployment of the Always On Virtual Private Network (AOVPN) has significantly enhanced remote working capabilities across the organisation. Staff working from home or other non-corporate locations now benefit from seamless, secure, and reliable access to corporate systems and resources. This solution not only supports business continuity and flexible workstyles but also strengthens the overall security posture by ensuring encrypted connections and consistent policy enforcement regardless of location. 4.2. Corporate PC Replacement Programme (PCRP) The ongoing Corporate PC Replacement Programme (PCRP) continues to drive standardisation across desktop infrastructure. By deploying modern, high-performance hardware equipped with the latest Windows 11 operating system, the programme ensures improved device performance, enhanced security, and simplified management. This strategic approach maximises device lifespan while maintaining a high standard of usability and supportability, aligning with long-term digital transformation goals. 4.3. Microsoft 365 Adoption and Collaboration Tools Significant investment in the Microsoft 365 suite has resulted in its widespread adoption as the Council’s primary platform for communication and collaboration. Tools such as Outlook and Microsoft Teams have transformed internal and external engagement, enabling more agile, responsive, and collaborative working practices. The ongoing migration of file storage from traditional network drives to SharePoint is delivering substantial benefits in terms of document accessibility, version control, and collaborative editing. The successful migration of all users from personal H Drives to OneDrive has been completed, with continued progress in transitioning shared network drives to SharePoint, further enhancing information governance and accessibility. 4.4. Agile Working and Office Rationalisation The shift to Agile working, accelerated by the COVID-19 pandemic, has become a permanent feature of the Council’s work culture. Many staff who were previously office-based now operate in a hybrid or fully remote capacity. This transition has been supported by strategic office rationalisation, including the closure of underutilised buildings and the co-location of teams. IT Services has responded by enhancing remote support capabilities and upgrading office WiFi infrastructure to ensure fast, reliable, and cable-free connectivity for mobile devices and laptops. 4.5. Wide Area Network (WAN) Enhancements The completion of the Wide Area Network (WAN) upgrade has delivered significant improvements in connectivity across numerous Council sites. Schools, in particular, have benefited from increased bandwidth and faster internet speeds, supporting the growing reliance on digital tools and online resources in teaching and learning environments. These enhancements are critical to delivering modern, technology-enabled education. 4.6. Local Area Network (LAN) and WiFi Upgrades Upgrades to the Local Area Network (LAN) and WiFi infrastructure have enabled a more efficient and streamlined network environment. The rationalisation of LAN switches, driven by the increased use of wireless connectivity, has reduced hardware complexity and improved
Page 67
7 energy efficiency. Standardised network hardware across corporate and educational settings has also enhanced security, simplified management, and improved the user experience. 4.7. Corporate Telephony Modernisation The successful upgrade of the corporate telephony system, including the transition to Session Initiation Protocol (SiP) trunks, has modernised voice communications across the organisation. This shift has reduced dependency on the legacy analogue telephone network, which is scheduled for decommissioning in the near future. The new system provides a more scalable, cost-effective, and future-proof solution for voice services 4.8. Education ICT Asset Management A dedicated operational group comprising IT Services and Education staff continues to refine and implement best practices in the management and disposal of ICT assets used by teachers and pupils. Regular meetings ensure alignment with evolving needs and standards. The group oversees the device refresh cycle, supported by the Education ICT capital programme, ensuring that educational environments are equipped with up to date, fit-for-purpose technology. 5. Activities/Approach identified in ICT Asset Management Plan 2025 – 2028 5.1 People at the Core Deliver first class technical solutions built around the needs of our customers and people. The technology that IT Services introduce will be designed in partnership with Services across the Council and will support business processes, service delivery and collaboration. ICT assets will be aligned to the needs of the Council’s workforce, moving to more unified applications and to single standardised devices. 5.1.1 Progress up to 2024 • Enhanced remote support for agile workforce. • Investment in device replacement to support continued agile working. • Deployment of softphone functionality and reduction in the number of desktop handsets. • Deployment of M365 platform to education, seamless communication, modern desktop applications for our teachers increasing learning in our schools 5.1.2 Future Focus for 2025 - 2028 • Redesign telephony creating a telecoms ecosystem fit for our people and their agile work style 5.2 Anytime Anywhere Access Enable colleagues to access the systems applications and information they need wherever they are The Council workforce must have reliable and timely access to the systems and applications required to effectively deliver services and support customers, service users and the broader
Page 68
8 community as efficiently as possible. IT Services will continue to lead developments and security around AOVPN, allowing users easy access to systems from wherever they chose to work The PCRP will help to ensure that staff have up to date laptops of the required spec and performance to support agile working. 5.2.1 Progress up to 2024 • Migration of users away from VDI to AOVPN, providing improved and simplified remote access technology. VDI will only be used as an exception and where absolutely necessary. • Investment in the Desktop estate to replace older models and support a continued move to Laptops rather than PCs (Personal Computer). • Ability to access M365 apps such as Teams and Outlook on personal devices 5.2.2 Future Focus for 2025 - 2028 • Ongoing investment in the Laptop / Desktop estate through the PC Replacement capital programme, refreshing hardware and standardising on the latest operating system. • Migrate remaining users away from VDI to a Microsoft Remote Desktop Environment, ensuring continued access and improved cyber-security for non-standard users who cannot utilise AOVPN • Implement compliance rules for mobile phones managed by Microsoft Intune ensuring old out of date devices have no systems access 5.3 Cloud First Utilise cloud-based technologies where appropriate - new cloud-based systems should be considered provided they represent good value. Migrating the Council’s business application and software assets to the cloud would significantly reduce the requirement for physical server hardware and storage at the Council’s primary and business continuity sites. Business applications hosted in the cloud will be highly available and business continuity will be seamless. Cloud adoption will necessitate the ongoing transformation of the ICT network from a traditional design to an internet centric network which will be more scalable and more sustainable. 5.3.1 Progress up to 2024 • Adoption of a Move to Cloud where appropriate approach when procuring new applications or renewing contracts. • Through the ICT Architecture Board cloud-based application opportunities are reviewed and considered. • Implementation of a new Cloud IT Service Management system (ITSM) • Implementation of a Cloud managed WiFi solution. • Implementation of a Cloud-ready Telephony solution. • Move from primary storage being on network drives to One Drive and SharePoint Online
Page 69
9 5.3.2 Future Focus for 2025 - 2028 • Implementation of a cloud CRM solution to replace on-premise solution. This will be integrated with the existing cloud telephony solution. • Implementation of a cloud HSCP case management system, replacing an on-premise solution. 5.4 Data Driven The insight gained from data analytics will support service delivery and inform how we manage ICT technology assets. Making use of data and technology for transformational change to provide insights and solutions to enable the Council to improve efficiency, reduce costs, and make data-driven decisions, resulting in better outcomes for our citizens. 5.4.1 Progress up to 2024 • Complete renewal and enhancement of NAC website providing customers with improved channels of access to Council services. • Continued to leverage investment in PowerBi for provision of Management Information (MI) and reports to assist with service provision, review, and enhancement. • ETL tool called FME used to integrate HR data with Active Directory, significantly improving the Starters, Movers, and Leavers process. 5.4.2 Future Focus for 2025 - 2028 • Creation and roll out of a Manager’s Workforce Information Toolkit using Power BI and FME. This will show structure level information in relation to HR and in future iterations will include Financial and IT resources. • Use of Power BI to improve efficiency of computer and finance related internal audit processes. • Use of council data to create a Poverty Dashboard to help target resources to those most in need. 5.5 Secure Operate securely whilst still taking advantage of technological innovations and opportunities. Cyber security is paramount for the Council, and we take a proactive approach to protecting assets while also being prepared to respond to any security incidents which may have an impact upon them. 5.5.1 Progress up to 2024 • Implementation of SecOps Password Policy Tool to enhance protection of Council data by blocking weak passwords and securing user authentication • Implementation of Tenable Vulnerability Management software to improve management of server-side vulnerabilities • Training, awareness, and governance methods have all been revised to ensure the development of a healthy security culture at all levels of the organisation.
Page 70
10 • Engaged with the Digital Office and security vendors for options to establish a Security Operations Centre (SOC) function capable of detecting and responding to security events and moved towards procurement of a service 5.5.2 Future Focus for 2025 - 2028 • Procurement and Implementation of Security Operations Centre (SOC) for a three-year period and building a business case to establish future budget to continue service. • Extension of enhanced vulnerability management capabilities to Council’s endpoint estate. • Engagement with vendors of existing security tooling to maximise utilisation of available functionality. • Continue with Business Continuity and Cyber Incident Management planning and regular testing to ensure staff and Services can deal with major incidents. • Continuous focus on technologies, processes, techniques, and staff training to counter the ever-present threat of sophisticated cyber-attacks. 6. Overview and List of our Key ICT Assets ICT assets, used by approx. 6,500 staff and approx. 22,000 school pupils, are displayed in the tables below. Asset (Hardware) Nos Estate Replacement Value Refresh & Replacement Method of Monitoring PCs & Laptops 3,000 Corporate 9,500 Education 12,500 Total £4.8M Desktop Replacement Programme Education ICT Replacement Programme Microsoft System Centre Configuration Manager (SCCM) and Intune are used to monitor and manage devices. In addition, Education & Skills monitor devices by inventory at school level Tablets/iPads (Education) 3,500 £950K Schools iPads are managed via a central console using Airwatch mobile device management and inventories are held at individual schools. Servers & Storage 40 £900K Virtualised server technology is in place decreasing the number of physical servers required. VMWare and CommVault management tools Microsoft SCCM software SolarWinds monitoring software. Contract reviews LAN (Local Area Network) Switches WiFi Access Points 440 11,200 £1.35M £325K Contract in place for replacement and upgrade of Local Area Network (LAN) hardware and WiFi Solution Asset monitoring and maintenance using Extreme XiQ management tools and SolarWinds monitoring software. Contract reviews
Page 71
11 Mobile Phones / Smart phones 4000 £800K Contract in place with Vodafone for mob ile and smart phones Vodafone Online Account IPT Telephony Handsets 1200 £230K Contract in place for Fixed Voice / IPT Cisco Call manager (CUCM) Printers (MFDs - (Multifunctional Devices)) Maintained by Services MFDs are on lease agreement Devices are leased by individual Services. Contract in place with RICOH RICOH provided account information Asset (Software) Nos Estate Replacement Value Refresh & Replacement Method of Monitoring Microsoft Licences (Corporate) Main Licences M365 - 3,130 x E3 Licences: Corporate Staff & M365 –1340 x xF3 Licences: Care at Home Staff SQL Licences Data Center Server Licences £740K per annum £38K per annum £42K per annum Ongoing Microsoft M365 agreement MS Licence database Microsoft Licences (Education) Campus A365 Licences: 1,866 Staff 22,000 Pupils £92K per annum Ongoing Microsoft Campus agreement MS Licence database
Page 72
12 Asset (Rentals) Nos Annual Rental Cost Refresh & Replacement Method of Monitoring Data Circuits 160 £440K per annum Contract in place for replacement and upgrade of Wide Area Network (WAN) data circuits Capita Managed Service 7. Current Asset Management Performance/Drivers for Change 7.1 How we manage our ICT Assets Outlines how we manage our ICT assets and associated infrastructure. 7.1.1 Inventory and Performance Monitoring ICT asset inventory and performance are proactively managed using a suite of enterprise- grade tools: • Microsoft System Centre Configuration Manager (SCCM) and Microsoft Intune are used to manage and monitor the corporate and Education estate of Windows- based personal computers and servers. These tools provide real-time visibility into hardware and software configurations, enabling efficient patch management, software deployment, and compliance monitoring. • SolarWinds Network Performance Monitor is employed to oversee the health and performance of the Council’s core network infrastructure, ensuring high availability and rapid fault detection. • Jamf Pro is used to manage the fleet of iPads within the Education estate, providing centralised control over device configuration, app deployment, and security compliance. 7.1.2 Lifecycle Planning IT Services is committed to ensuring that all ICT assets are sustainable, cost-effective, and aligned with service delivery needs throughout their lifecycle. Key principles include: • Procuring assets that are affordable and supportable within agreed capital and revenue budgets. • Developing and maintaining asset roadmaps and replacement schedules to support continuous improvement and operational efficiency. • Supporting services with the secure and compliant retirement and disposal of ICT assets, in line with data protection legislation and environmental standards. 7.1.3 Risk Management As ICT assets age, they present increasing risks in terms of performance degradation, security vulnerabilities, and compatibility issues. To mitigate these risks: • A structured programme of ongoing maintenance and proactive replacement is maintained. • Older equipment is assessed regularly to determine its impact on service delivery and total cost of ownership. • Replacement planning is prioritised to ensure that critical systems remain resilient, secure, and capable of supporting evolving business needs.
Page 73
13 7.1.4 Support and Maintenance The Council’s ICT estate is supported through a combination of automated tools and skilled technical teams: • SCCM and Intune are used to manage updates, enforce security policies, and deploy software across Windows laptops, desktops, and smartphones. These tools ensure devices remain compliant with corporate standards and are protected against emerging threats. • Extreme Networks’ XIQ Cloud platform is used to manage network switches and WiFi access points, enabling centralised configuration, monitoring, and firmware updates. • SolarWinds continues to provide deep insights into network performance, helping to identify and resolve issues before they impact users. 7.1.5 Refresh and Replacement Strategy ICT asset refresh and replacement is guided by the Council’s 10-year Capital Investment Plan (2021/22 – 2030/31), which provides a long-term framework for planning and budgeting. Key considerations include: • Desktop and Laptop Devices: Typically refreshed on a 5-year cycle to ensure performance, security, and compatibility with modern applications. • Network and Telephony Infrastructure: Reviewed regularly, with typical replacement cycles ranging from 5 to 7 years, depending on technology evolution and operational requirements. • Software and Licensing: Evaluated continuously to ensure alignment with service needs, vendor support lifecycles, and cybersecurity best practices. 8. Asset Management – Key Focus 8.1 Comprehensive Asset Information Management The Council is committed to maintaining a complete, accurate, and accessible record of all ICT assets. This commitment underpins the effective management, security, and optimisation of the Council’s technology estate. To support this, comprehensive asset management information is systematically collected, maintained, and stored in a secure and efficient manner, ensuring it is readily available to authorised personnel when required. Key Practices Include: • Centralised Asset Repository: All ICT asset data is recorded and maintained within the Council’s IT Service Management (ITSM) system, which serves as the single source of truth. This system is accessible to all relevant ICT staff and is regularly updated to reflect changes in asset status, location, and ownership. • Integration with Management Tools: The ITSM system is integrated with desktop and mobile device management platforms such as Microsoft SCCM, Intune, and Jamf. This integration ensures real-time visibility of hardware specifications, software installations, and compliance status across the estate. • Lifecycle and Roadmap Tracking: Detailed records are maintained for each asset’s lifecycle, including procurement dates, warranty periods, and planned replacement
Page 74
14 timelines. Vendor roadmaps are also tracked to align asset refresh cycles with product support and innovation timelines. • Contract and Licensing Oversight: A structured programme of contract review and re-procurement is conducted in collaboration with Procurement Services. This ensures that all ICT assets are supported by valid contracts and licences, and that renewals are aligned with operational needs and budgetary planning. • Data Accuracy and Governance: Regular audits and reconciliations are carried out to ensure the accuracy of asset records. Governance processes are in place to manage data quality, user access, and compliance with relevant policies and regulations. • Operational Readiness: Asset data is used to support operational planning, incident response, and capacity management. Accurate asset information enables faster troubleshooting, more effective support, and informed decision-making. 8.2 Centralised Procurement and Contract Management To ensure consistency, efficiency, and cost-effectiveness: • Centralised Purchasing: All ICT hardware and software acquisitions are coordinated through IT Services to ensure alignment with technical standards and strategic goals. • Contract Register: A centralised register of all IT Services contracts is maintained, with clearly defined budgets for annual licensing, support, and maintenance. • Budgetary Control: Dedicated budget lines are established for recurring ICT costs, ensuring transparency and financial planning. • Architecture Board: An ICT Architecture Borad is established which reviews requests for significant new systems, applications and software to ensure these are fit for purpose, fully integrate with existing systems and meet the highest cyber security standards. 8.3 Strategic Use of Procurement Frameworks The Council leverages national procurement frameworks to ensure legal compliance and best value: • Framework Utilisation: Scottish and UK Government frameworks are the preferred procurement routes for ICT goods and services. • End-User Devices: PCs, laptops, tablets, and mobile phones are typically procured through Scottish Government frameworks. • Enterprise Solutions: Larger-scale hardware and software solutions are sourced via Scottish Government SVARS, Crown Commercial Services, or the G-Cloud 14 catalogue, ensuring competitive pricing and robust contractual terms. 8.4 Rigorous Testing and Change Management All new ICT solutions undergo thorough evaluation to ensure they meet technical and operational requirements: • Defined Roles and Responsibilities: Customer Support and Operational teams share responsibility for testing and deployment.
Page 75
15 • Change Management: Standardised change control processes are in place to assess, test, and approve all significant changes to the live environment, minimising disruption and ensuring system integrity. 8.5 Cost Optimisation and Operational Efficiency The Council actively seeks to reduce ICT operational overheads and maximise return on investment: • Contract Reviews: Regular reviews are conducted with Procurement Services to ensure contracts remain competitive and aligned with service needs. • Software Rationalisation: Standardising on Microsoft 365 and other core platforms has streamlined operations and improved user experience. • Eliminating Redundancy: Duplicate or overlapping software functionality is identified and removed during procurement and renewal cycles, as well as during infrastructure upgrade projects. 8.6 Backup, Recovery, and Business Continuity Robust backup and disaster recovery arrangements are in place to protect critical systems: • Comprehensive Backups: All business-critical systems are backed up regularly, with secure storage and recovery protocols. • Secondary Data Centre: A geographically separate data centre provides resilience and continuity for key services. • Connectivity Redundancy: Diverse internet connections ensure continued access in the event of primary link failure. • Ongoing Review: Backup and storage strategies are kept under review in response to building rationalisation and evolving infrastructure needs. 8.7 Information Security and Compliance The Council maintains a strong focus on information security, ensuring the confidentiality, integrity, and availability of systems and data: • PSN Compliance: Annual assessments and accreditations ensure compliance with the Public Services Network (PSN) requirements. • Cyber Security Initiatives: Ongoing efforts include: o Enhancing protective monitoring capabilities. o Evaluating the benefits of cyber insurance. o Implementing additional controls aligned with the Scottish Government’s Cyber Resilience Framework. o Implementation of a Manged SOC (Security Operations Centre) Service. • Policy and Governance: Security policies and technical architectures are regularly reviewed and updated to reflect emerging threats and best practices. 9. Future Service Delivery Aspirations / Challenges & Investment 9.1 Future Development – 2025-2028 • Investment in Microsoft M365 to support the roll-out of Windows 11 across the desktop estate. • Investigation and piloting of Microsoft Co-pilot to support productivity and improve automation of routine tasks.
Page 76
16 • Investment in the network to improve internet access and simplify web-filtering • Investment in the network to increase bandwidths to support system and cloud application access • Ongoing investment in Telephony to support and sustain agile working • Ongoing data centre replenishment including replacement of core switches; upgrade of back-up and recovery solution. • Reduction in capacity requirements over time through migration of corporate files and data to Microsoft Sharepoint in the cloud • Investment in Data Centre locations to future proof and ensure cost-effective and sustainable solutions. • Develop our Manged SOC Service to ensure ongoing protection against cyber-attacks. 9.2 Capital Investment ICT Capital Investment Arrangements and 10 Year Investment Strategy • Highlights key areas of expenditure across ICT asset types along with the mechanisms in place for project investment inclusion within the Capital Plan. • Significant capital investment and associated budget movements relating to IT assets are reported on a regular basis to the Capital Programme and Assets Group (CPAG). This ensures appropriate governance, transparency, and alignment with strategic priorities across the Council’s capital programme. • IT Services has a current Capital programme 25/26 - 30/31 in place totalling £5.20M whilst Education has a Capital programme totalling £5.41M over the same period, enabling the Council to continue to develop its ICT assets. The table below details the key technology areas of budgetary spending. • Over the next three years there will be investment in a wide range of projects to enhance and improve the use of assets, enabling the reduction and replacement of legacy hardware and applications, enhancing network and internet connectivity and providing increased performance of the Council’s ICT assets. • The current 10 Year Capital Plan commenced 21/22 running to 30/31 and has 6 years remaining. The Plan will be revised and refreshed over the year ahead to provide a new 10-year horizon. CURRENT ICT 10 Year Capital Programme Years remaining – 25/26 to 30/31 Investment Areas 25/26 £ 26/27 £ 27/28 £ 28/29 £ 29/30 £ 30/31 £ Total Capital £ ICT Investment Fund 484,858 557,100 648,900 282,600 282,600 297,600 2,538,658 WAN (Wide Area Network) 500,000 500,000 LAN (Local Area Network) & WiFi 1,500,000 1,500,000 Telephony 650,000 650,000
Page 77
17 Schools ICT Investment 1,203,908 1,203,908 752,000 752,000 752,000 752,000 5,415,816 10. Key Strategic Actions Action Plan Reference Action Desired Outcome Lead Timescale ITAMP 1 PCRP – Corporate Corporate Desktop estate is regularly refreshed to ensure that most up to date and secure versions of hardware and software are deployed Carolann McGill Ongoing - five-year replacement cycle ITAMP 2 PCRP - Education Working strategically with Education, the schools Desktop estate is regularly refreshed to ensure that most up to date and secure versions of hardware and software are deployed Carolann McGill Ongoing - five-year replacement cycle ITAMP 3 Managed SOC Implementation Implementation, embedding as BAU and preparation of Business Case to secure budget Gavin Alston March 2026 ITAMP 4 ITSM Asset Management Build a Corporate Software Asset Register to support inventory and rationalisation of Application assets James McNeil December 2025
Page 78
18 ITAMP 5 Data Centres Establish strategic options for relocation of Primary and Secondary Data Centres James McNeil September 2025 IT AMP 6 Digitisation of Telephony Complete the migration of analogue to digital for all phone and broadband lines. BT timescale now January 2027. Carolann McGill January 2027
Page 79
OFFICIAL INFORMATION OFFICIAL INFORMATION ASSET MANAGEMENT PLAN OPEN SPACE
Page 80
2 OFFICIAL INFORMATION OFFICIAL INFORMATION 1. Introduction The Open Space Asset Management Plan (OSAMP) sets out the Council’s approach for the management and maintenance of all open space assets. This plan complements and should be read in conjunction with the Open Space Strategy 2016 - 2026. Streetscene’s approach to Asset Management Planning is based on the guidance given by CIPFA in their document “A Guide to Asset Management Planning and Capital Planning in Scottish Local Authorities” which has been endorsed by the Scottish Government. CIPFA updated the guidance and published ‘A Guide to Local Authority and Public Sector Asset Management’ in November 2020. North Ayrshire Council’s governance of Asset Management Planning was approved on 29 March 2011. 2. Aims & Objectives The Open Space Asset Management Plan identifies how it will contribute to ‘Our Council Plan 2023 - 28’ to help achieve the Council’s vision ‘A North Ayrshire that is fair for all’ and mission of ‘Working together to improve the lives of our people in North Ayrshire.’ The effective and efficient management and maintenance of the Council’s open space assets contributes towards the Council’s priorities of: • A Sustainable Council • Climate Change • Wellbeing • Communities and Local Democracy The key objective of the OSAMP is to ensure the Council’s assets are fit for purpose and managed effectively and efficiently. The Council’s open space assets provide a valuable resource for people to enhance their wellbeing through being active in their communities, connecting with nature, and connecting with their communities. They also present an opportunity to attract visitors to the area and make North Ayrshire an attractive place to stay. They are also key to supporting the delivery of the North Ayrshire Nature Network, halting bio-diversity loss, regenerating eco-systems and storing carbon. Open Space can be defined as:- ‘Any open space which provides, or has the potential to provide, environmental, social and/or economic benefits to communities, whether direct or indirect, within and around urban areas. It can include greenspace and hard landscaped areas with a civic function, as well as aquatic open spaces’.
Page 81
3 OFFICIAL INFORMATION OFFICIAL INFORMATION 3. General Description of Assets Type of Asset Number / Size / Area Purpose / Use Local Parks 14 These are areas which are well maintained for public enjoyment of the natural heritage and the provision of formal and informal recreation opportunities. Country Park 1 Provides an opportunity for all to participate in outdoor activities such as walking, cycling, horse riding and fishing. It also provides an inspirational educational environment giving an opportunity to those wishing to learn about history, geography and the natural world. Cemeteries and Burial Grounds 45 To ensure we have the capacity to bury the dead in a well-managed and safe environment. To meet our statutory obligation to maintain these sites some of which are of historical significance both locally and nationally. War Memorials and Monuments 37 (23 War Memorials and 14 Monuments) We will repair and protect our war memorials and monuments. In accordance with the War Memorial (Local Authorities Powers) Act 1923. This power extends to the alteration of memorials to commemorate the fallen of any conflict. Civic Spaces Information not available Maintain the existing public realm/civic space and support the development of existing and new sites in line with the Local Plans and the Town Centre Regeneration Strategies. By doing this we will stimulate and develop our towns and villages thereby promoting economic prosperity. Trees and Woodlands 275 hectares Woodlands are managed in accordance with North Ayrshire Council’s Tree & Woodland Management Policy (2012). The Council’s Tree Planting Strategy aims to plant 108,000 new trees by 2030. Hedges and Hedgerows 110,340 linear metres Hedges & Hedgerows act as green barriers to roads and create a habitat for native flora and fauna. Allotments and Community Gardens 4 Encourage local communities to develop allotments and community gardens. We have community groups actively pursuing allotment sites. Sports Areas (including sports pitches, tennis courts, putting greens and bowling greens) 59 By continuing to improve sports areas both natural and non-natural surfaces we will encourage residents and visitors to participate in sport. Play Areas (including MUGAs) 106 play areas 9 MUGAs (31 additional play areas within schools) Providing safe and accessible opportunities for children to play. By promoting and encouraging the use of open space for play and adventure we create an opportunity for children to become active and healthy.
Page 82
4 OFFICIAL INFORMATION OFFICIAL INFORMATION Benches including picnic benches 1,338 For general seating purposes to enable people to take a rest or to sit to read, take in a view or have a picnic safely. Bench type and design is influenced by the location and its purpose. Litter bins and dog waste bins 1519 and 601 To enable our residents and visitors to comply with the law when disposing of litter and dog waste and promoting responsible behaviour. Both types of receptacles enable our streets to remain free of litter and dog waste thus creating healthy attractive environments. Planters 137 To provide floral displays to enhance our towns and civic amenity spaces. Railings and Bollards Information not available To prevent or restrict movement across a boundary for safety reasons. Some fences are decorative and serve not only as a boundary but enhance a park or landscape feature including war memorials. Water courses and Water Bodies 38 Our rivers and inland waters offer a range of opportunities for non-motorised water-based activities and wildlife. The water courses are managed as per North Ayrshire Council’s Water Safety Policy (2021). Promenades 5 Used by residents and visitors for exercise and general recreation. Beaches 16 North Ayrshire has an extensive coastline that is used for a wide range of outdoor activities as well as educational purposes. The above nature-related assets also provide important habitats for a wide range of plants and animal life and are crucial for supporting biodiversity. A Data Management Review process has been created to record inventory data, storage, updating and validation, to ensure all changes to assets are accurately recorded. 4. Current Performance / Drivers for Change The following documents are produced to support the asset management process and are reviewed and regularly updated. Open Space Strategy 2016 - 2026 This will deliver through partnership working, open spaces that are inclusive, accessible and ‘fit for purpose’ enhancing the quality of life for residents in North Ayrshire and visitors to North Ayrshire. This was approved by the Cabinet on 22 November 2016. The 6 key strategic objectives of the Open Space Strategy are: • Open Space will be promoted as a resource for tourism and recreation, economic development & biodiversity. • Help reduce local inequalities by ensuring that all communities have access to high
Page 83
5 OFFICIAL INFORMATION OFFICIAL INFORMATION quality, well equipped clean and safe open space. • Promote better health by providing diverse opportunities in open spaces, the natural environment and countryside for physical exercise, sport and recreation. • Protect and enhance all areas of nature conservation value, in particular historic features, sensitive habitats and special landscapes. • Improve the perception, quality and range of recreational and tourism facilities in the open space areas. • Respond to climate change through the delivery of a connected and integrated Open Space Asset Management Plan – records the service standards for each asset group, identifies risks, and reflects local requirements, customer preferences and current investment strategies. Data Management Plan – records methods for collection, validating and updating of asset data and an action plan for improvements regarding estimated or missing data. Performance Reports – Local Environmental Audit and Management System (LEAMS). 5. Condition and Suitability Strategic Approach – adopting a strategic approach to maintain and renew the asset and make best use of available resources for the long- term benefit of the asset. Optimal Allocation of Resources – investment is allocated to prioritise the delivery of corporate objectives and to provide best value to our customers. Asset management provides a framework for this process by identifying and prioritising needs across the open space as a whole. Lifecycle planning is used to minimise whole life costs to ensure efficient and effective use of resources. Customer Focus – takes into account the needs and expectations of customers is addressed by developing appropriate levels of service for each asset and incorporating a Participatory Budgeting approach for part of the ground’s maintenance activities. Through prudent asset management, North Ayrshire Council will make best use of available resources in maintaining its open space and associated infrastructure. Environmental factors contribute to the demands placed on the Open Space asset management. Climate change – changeable weather conditions with severe weather extremes are becoming more common. This can result in the deterioration of Open Space Assets and our ability to maintain them to the highest standard. There are inspection regimes in place to ensure that assets are fit for purpose. These inspection regimes are further used to allocate resources and inform future investment programmes. The inspection regimes include the following key activities:- Cleanliness and Maintenance Standards The success of the cleanliness and maintenance regime is measured through the following mechanisms:- Local Environmental Audit and Management System (LEAMS) Currently, three inspections per annum of a 5% cross-section sample of streets within the area are assessed against the standards set down in the Code of Practice on Litter and
Page 84
6 OFFICIAL INFORMATION OFFICIAL INFORMATION Refuse (Scotland) 2018 issued to fulfil the duties under the Environmental Protection Act 1990. Play Areas In line with guidance set by the Royal Society for the Prevention of Accidents (ROSPA), the condition of play areas and equipment within the area are assessed on a weekly basis. This regime is supplemented by a detailed annual assessment undertaken to inform the programme to replace equipment and any other works that may be required to the play areas. Street Furniture Assets are informally assessed by Streetscene Officers and Operatives as part of the cleansing maintenance scheduled and replaced on an ‘as required’ basis. The location and type of each asset has been mapped on the Council’s Geographical Information System (GIS). This information will be utilised to inform a formal inspection and replacement programme. Trees and Woodlands Assets are currently inspected on a reactive basis following reports of potential hazards. Following inspection any appropriate arboriculture works identified are undertaken. An inspection regime of trees along North Ayrshire’s A-class road verges began in Autumn 2018. The inspection of Roadside trees is an obligation for the Roads Service under the Roads Scotland Act 1984 and is supported by the Council’s Tree and Woodland Management Policy, which is incorporated as part of the Roads Asset Management Plan. Water Features Safety equipment and measures to restrict access are provided in line with ROSPA guidance and inspected on a weekly basis. Any works required at this time are undertaken as a matter of urgency. Formal inspection of water courses is undertaken in consultation with the Scottish Environment Protection Agency (SEPA). Allotments Allotments and community gardens form part of the open space provision. North Ayrshire Council does not directly manage any of the allotment sites, however, we actively support the four allotment organisations who lease and occupy Council land. As part of the Council’s Open Space Strategy and Allotments Policy, we monitor demand for allotments and actively seek to identify new sites for food growing where required. We also encourage and support communities to take part in food growing. Infrastructure Updated surveys have been carried out on cemetery infrastructure and an action plan is being implemented with the recommendations from these surveys, the Cemetery Capital Plan. Memorial Testing In line with guidance issued by the Health and Safety Executive (HSE) the Council commenced a rolling five-year programme to inspect and take appropriate action to ensure the stability of the 70,000 memorials currently present within its cemeteries. This is an
Page 85
7 OFFICIAL INFORMATION OFFICIAL INFORMATION ongoing programme. War Memorials The Council has a duty under the War Memorial (Local Authorities Powers) Act 1923 to ensure the maintenance repair and protection of War Memorials within its control. Streetscene Management/Maintenance Programmes In managing and maintaining the Council’s Open Space and associated assets, the Council’s Streetscene Service operates to agreed service standards. These standards are published on the Council’s external website. 6. Sufficiency (i.e. asset demand) North Ayrshire Council has a procedure in place for recording and dealing with complaints. Details of general enquiries are recorded in the Lagan (Verint) System. This information highlights numbers of specific types of fault or faults occurring in a geographical area. A number of reporting forms have also been developed to enable customers to report problems, issues or faults for the following: overflowing street bin or dog bin, street litter, waste safety equipment or signage, litter, flytipping, flyposting, graffiti, abandoned vehicles. North Ayrshire Council also has representatives who attend various meetings to ascertain views and/or requirements – e.g. North Ayrshire Access Panel, Community Groups and Estate Based Inspections. Representation is made by Streetscene (Operations and Strategy) at Estate Inspections arranged by Housing services. Responses are also sought via the North Ayrshire Community Planning Partnership People’s Panel that is comprised of 2000 representatives of the population of North Ayrshire. The People’s Panel is carried out every 2 years. A Participatory Budgeting consultation approach enables communities to identify local priorities and needs and to shape some grounds maintenance activities to meet these aspirations. During 2021, a playpark consultation was carried out as part of the playpark improvement funding programme across North Ayrshire. Over 500 responses were received, and this feedback helped to ensure that the playpark improvement funding was utilised to meet the needs of the local communities. Streetscene has identified a replacement programme for the allocated playpark monies and carried out member consultation across all 10 ward areas with elected members. Consultation is undertaken through the Locality Partnerships for local people within communities; set in North Coast and Cumbrae, Three Towns, Garnock Valley, Arran, Kilwinning and Irvine. This assists in identifying and addressing local issues, sets out priorities for each locality and how they will be addressed within a developed Locality Plan.
Page 86
8 OFFICIAL INFORMATION OFFICIAL INFORMATION On the North Ayrshire islands, we also work closely with Arran Community Council, Visit Arran, Cumbrae Community Council, Garrison House Cumbrae and other key stakeholders to consult on works programmed to be undertaken on the Island of Arran and Cumbrae so that any concerns are addressed. 7. Financial The Council incurs an annual revenue expenditure of £5.62million for 2024/25 in the maintenance of approximately 2,410 hectares of open space, consisting of: • 1 Country Park • 14 Local Parks • 115 Equipped Play Areas & Multi Use Games Areas (MUGAs) • 94 Sports Facilities and Playing Fields • 45 Cemeteries and Burial Grounds • 23 War Memorials • 14 Monuments • 275 hectares of Woodland • 4 Allotments • 38 Water Courses and Open Water features • 16 Beaches - 3 are Sites of Special Scientific Interest (SSSI) • 5 Promenades • Residential Greenspace • Street Cleaning There is a range of amenities within the Council’s Open Space, with an estimated replacement value in excess of £3.5million, these are noted below: • Play Equipment • Sports Facilities, such as goal posts, nets etc. • Benches/Picnic Tables • Planters • Railings & Bollards • Litter and Dog Waste Bins • Memorials The nature of Open Space is such that a financial value cannot be accurately calculated for all assets. However, the provision of high-quality Open Space can enhance the value of adjacent land and areas. Valuations can be undertaken on an individual basis should planning policies permit a change in designation or where an enquiry in respect of potential purchase is received. Capital - This is planned on a 10-year basis. Capital funds are profiled dependent upon when the works are required.
Page 87
9 OFFICIAL INFORMATION OFFICIAL INFORMATION 8. Legislation Legislation changes can lead to increased demand on Local Authorities’ resources in managing their assets. • Environmental Protection Act 1990 • Burials and Cremation Act (Scotland) 2016 • Community Empowerment (Scotland) Act 2015 • War Memorial (Local Authorities Powers) Act 1923 • Wildlife and Countryside Act 1981 • Health & Safety at Work Act 1974 • Occupiers’ Liability (Scotland) Act 1960 • Nature Conservation (Scotland) Act 2004 9. Policy / Guidance The Council has a range of plans, policies and strategies in place to inform and co-ordinate the provision, management and maintenance of its Open Space. These set out the approach of the Council in response to national policy and legislation as well as the delivery of objectives expressed locally by the community. These documents include:- • Open Space Strategy • Litter, Flytipping & Dog Fouling Prevention Strategy • Tree & Woodland Management Policy • Volunteering Strategy • ‘Adopt a Spot’ Strategy • North Ayrshire’s 2030 Woodland: A Tree Planting Strategy • Water Safety Policy • North Ayrshire Food Growing Strategy • Children’s Play Strategy “The State of Play in North Ayrshire” • Local Planning Policies • Scottish Biodiversity Strategy to 2045 • Scottish Biodiversity delivery plan 2024 to 2030 • Sustainable North Ayrshire Strategy 2024 to 2027 • The North Ayrshire Nature Network (NANN) Strategy
Page 88
10 OFFICIAL INFORMATION OFFICIAL INFORMATION 10. Health and Safety The Health and Safety at Work etc. Act 1974 (also referred to as HSWA, the HSW Act, the 1974 Act or HASAWA) is the primary piece of legislation covering occupational health and safety in Great Britain. The Health and Safety Executive, with local authorities (and other enforcing authorities) is responsible for enforcing the Act and a number of other Acts and Statutory Instruments relevant to the working environment. In order to comply with these Health and Safety responsibilities the authority has in place several inspection processes that are undertaken. These include: • Water Safety Equipment • Play Facilities and Equipment • Asset Condition checks • Tree Surveys These processes dovetail with the relevant policies to ensure residents and visitors can enjoy our open spaces in a safe manner.“
Page 89
11 OFFICIAL INFORMATION OFFICIAL INFORMATION 11. Risk Management This section summarises how the Council’s risk management strategy is applied to the management of the open space asset. It identifies where risks associated with the open space asset are recorded, identifies the major risks associated with the asset and outlines how they are currently being controlled. Risks are currently identified through formal and informal inspection and customer reporting. Risk Categorisation - The level of risk associated with Open Space are identified through inspection and customer reporting. The assets are then categorised and priority repairs are carried out accordingly. Risk Control - Risks within the Open Space are controlled by carrying out inspections and maintenance in accordance with Codes of Practice, adherence to the council’s policy and compliance with the Open Space Strategy. Monitoring and Reporting - Risk is continually monitored by the Streetscene management team. The Executive Leadership Team receive quarterly risk update performance reports through Pentana. Risk Register - Top level risks for the Place Directorate are contained within the Directorate Plan. 12. Governance of the assets Any missing or uncaptured assets will be highlighted in the Streetscene Data Management Plan. This records methods for collection, validating and updating of asset data and an action plan for improvements regarding estimated or missing data will be produced. All major projects are reported at the Place Directorate Project Board, Capital Project Advisory Group (CPAG) and as appropriate Executive Leadership Team (ELT) Major Projects. 13. Service Delivery Aspirations / Challenges Investment is planned to coincide with asset conditions and future needs. For example, predicting investment in cemeteries is based on asset condition survey information and the capacity of current cemeteries, necessitating an extension. This data is invaluable in profiling the capital budget to ensure it is targeted at the right asset, at the right time. However, predicting the investment required in open space is more difficult as there are outside factors out with Streetscene’s control, as environmental factors can contribute to the demands placed on Open Space asset management. Factors such as climate change may affect the longevity of assets or result in emergency works. Changeable weather conditions with severe weather extremes are becoming more common. This can result in the deterioration of Open Space Assets and may affect our ability to maintain them to the highest standard. This is mitigated by having a robust inspection regime in place and will help plan our future needs and reduce risk. Regular ongoing maintenance of assets, such as play equipment, also increases the longevity of assets and the planned replacement programme.
Page 90
12 OFFICIAL INFORMATION OFFICIAL INFORMATION Investment - Asset Types Based on historical information, condition surveys, inspection reports and new funding streams, planned investment is as follows: Cemeteries: Investment in extending cemeteries (in accordance with the Council’s approach to cemeteries and localities), wall repairs, improvements to pathways. An estimated £1.5M is being invested to develop new cemetery provision in Kilbirnie. Play Equipment: Weekly inspections and regular maintenance will inform when play equipment reaches end of life and needs assessed. Furthermore, in 2021/22, a total of £500,000 was invested by North Ayrshire Council and in 2022/23 two grants for £118,000 and £117,000 were received from the Scottish Government for the improvement and development of existing play facilities across North Ayrshire. Rather than replacing like for like equipment, consideration will be given to items that are more suitable for use by multiple service users. Further investment from Scottish Government has been allocated for 2023-2026 to support the renewal of play parks across North Ayrshire Council. The capital allocation received from the Scottish Government is as follows: Capital allocation for 2023/24: £231,000 Capital allocation for 2024/25: £347,000 Capital allocation for 2025/26: £578,000 Street Furniture: Formal and informal inspections will help determine future needs. Furthermore, in 2021/22 an investment fund of £250,000 was allocated to renew and improve street furniture assets such as bins, benches and picnic tables. Consideration was given to accessibility for those with restricted mobility and wheelchair users. Open Space: Inspections and audits will inform the investment required. Woodlands: Inspections will inform the investment required. The Council’s Tree & Woodland Management Policy sets out the circumstances during which trees could be removed or pruned. North Ayrshire’s 2030 Woodland: An initial investment of £500,000 was provided to plant approximately 108,000 new trees by 2030 to help positively contribute to Climate Change, which was reduced in 2025/26 by £100,000, due to a reduction in the estimate of funding required to meet the 2030 target. The Tree Planting Strategy also informs us about the sites to be selected for new planting areas and woodlands creation. This will include fruit trees to create orchards, in suitable locations, for community benefit. The Open Space maintenance schedule helps ensure structures are kept in a serviceable condition. The methodology used to allocate Revenue and Capital funding is outlined below. Revenue Works carried out under the revenue budget are generally reactive and routine works identified through the inspection regime and/or reported defects from the public.
Page 91
13 OFFICIAL INFORMATION OFFICIAL INFORMATION Works identified, where there is insufficient budget to immediately carry out repairs and where they are not prioritised due to safety reasons, are recorded to be completed as and when funding is available in line with overall priorities. Funds are allocated to routine preventative and corrective works identified through inspections. Any reduction in the funding of routine maintenance will accelerate the rate of deterioration of the asset. 14. How assets will be used in the future Open Space is acquired by the Council in three principal ways:- • Direct purchase to support a specific Council objective, e.g. regeneration of an area, or service delivery need e.g. to construct a new cemetery. • Development of vacant or derelict land within the Council’s ownership to support a specific Council objective or service delivery need. • Through the planning process as part of the conditions of development e.g. a play park within a new residential development. The general availability of vacant and derelict land within the area has enabled the Council to retain high levels of open space and avoid disposal unless a particular area can contribute to the realisation of a wider corporate objective. Any requests to purchase or transfer land or where the Council wishes to dispose of land to support a corporate objective will be considered in line with the Council’s Policy for Property Acquisition and Disposal. In order to support the empowerment of local communities the Council also has a policy to support the appropriate transfer of assets to community bodies. This is in accordance with the Community Empowerment (Scotland) Act 2015. Streetscene is represented on the Council’s Community Asset Transfer (CAT) Officers group. Equipment and facilities within the Open Space are subject to an inspection programme and will be assessed for future use purposes or replaced when they reach the end of their safe working life. These assets are then disposed of in accordance with the Council’s Standing Orders Relating to Contracts and Contract Procedure Rules. The acquisition of assets is undertaken in line with the Council’s Planning Policies and Policy for Property Acquisition and Disposal.
Page 92
14 OFFICIAL INFORMATION OFFICIAL INFORMATION The Open Space Asset Management Plan sits within a strategic document framework shown in the diagram below: 15. Performance Indicators Cleanliness standards The Code of Practice on Litter and Refuse (Scotland) 2018 (COPLAR), issued under the Environmental Protection Act 1990, defines the maximum response times when a litter problem is reported within or to a local authority. Once the new COPLAR is operational, the standard of street cleanliness, assessed in terms of ‘litter’ will be measured using 6 categories graded as A, B, C, D, E & F. Grades A - No litter or refuse is present on any type of land B - Small amounts of litter and refuse C - Moderate amounts of litter and refuse, with small accumulations D – Significant amounts of litter and refuse, with consistent distribution and accumulations E – Substantial amounts of litter and refuse with significant accumulations F – Incidents of Flytipping and hazardous/special waste (drug related waste, broken glass, animal carcasses, car parts, chemicals and spillages) Response times – Duty 1 (keep land clear of litter and refuse) The COPLAR (2018) Duty 1 response times are structured as four bands that recognise duty bodies’ (the Council) investment in prevention.
Page 93
15 OFFICIAL INFORMATION OFFICIAL INFORMATION It reflects that effective measures increase the likelihood of zones being cleaner for longer, which reduces the need for rapid restoration. Streetscene endeavour to maintain all sites to an acceptable’ standard (Grades A and B), and to address un-acceptable Grades (Grades C-F) within the response times as set out in the COPLAR (2018). In summary, these maximum response times will only ensure minimum standards as defined by the Code of Practice on Litter and Refuse (Scotland) 2018. The operational hours of working during the year are as follows: • Shift teams: 06.30 to 17.30 LEAMS / COPLAR Update: Since the new COPLAR was introduced in 2018, the intention was for Zero Waste Scotland to introduce a new monitoring methodology (to replace the current LEAMS model) which would be suited to carrying out audits which encompassed all land under the responsibility of the local authority and not limited to roads and footways. However there has been a delay in finalising a suitable system. Therefore at present, while the methodology has been changed to enable the use of the new LMS (Litter Monitoring Survey) app, surveys are still restricted to streets (as opposed to all land). An overall Cleanliness Score is still published as per the LEAMS model, based on the percentage of streets achieving an ‘Acceptable’ Grade of A or B. 16. ACTION PLAN Reference Number Action Desired Outcome Lead Timescale OSAMP_A01 Maintain a list of all Streetscene Open Space assets to provide a comprehensive asset inventory and record asset changes in ArcGIS. Access to an up-to-date list of assets to ensure all open space assets are recorded and monitored effectively. Streetscene Strategy / Assets Ongoing OSAMP_A02 Review existing Asset Management Planning and Inspection process to inform future replacement and investment opportunities for open space assets. Develop an efficient inspection and recording process (with the option of considering new technology) to meet Streetscene’s strategic and operational asset management responsibilities for open space assets. Streetscene Strategy / Streetscene Operations / Assets Ongoing
Page 94
16 OFFICIAL INFORMATION OFFICIAL INFORMATION OSAMP_A03 Implement the actions from the Streetscene Volunteering Strategy and encourage the Adopt a Spot initiative. Framework in place to support and extend the existing network of community volunteers. Streetscene Strategy Ongoing OSAMP_A04 Assess the risks of climate change on open space assets. Incorporate actions into the annual operational service plan to mitigate any anticipated risks from the impact of climate change and changing weather conditions. Streetscene Strategy / Streetscene Operations Annual OSAMP_A05 Continually monitor and assess the suitability of the capital and revenue budgets in accordance with Asset Management approach. Effective and efficient use of budgets. Streetscene Strategy / Streetscene Operations Annual OSAMP_A06 Work with external funding organisations to obtain funding for projects that will result in improvements to the condition and quality of open space assets. Partnership working to fund bespoke projects. Streetscene Strategy / Streetscene Operations / External organisations Ongoing
Page 95
1 ASSET MANAGEMENT PLAN PROPERTY
Page 96
2 1. Introduction The Property Asset Management Plan (PAMP) provides the strategic framework for decision- making at the Corporate Landlord level across the Council. Property Management & Investment (PMI), a service within the Place Directorate, is responsible for managing the Council’s portfolio of housing and non-housing property assets. The PAMP encompasses all of the Council’s building-related interests and serves two primary purposes: - • To articulate the Council’s objectives, priorities, programmes, and performance in relation to its property assets. • To offer a clear strategic direction for internal stakeholders and external customers involved in property-related matters. As a key policy and performance document, the PAMP plays a vital role in supporting the delivery of the Council Plan. It is a technical document focused on the operational “how” of property service delivery, outlining the strategic approach to managing property resources that underpin frontline services. Complementing the PAMP is the Estates Strategy, which presents a high-level overview of the Council’s property vision, objectives, and the associated programmes and projects driving the implementation of this strategy. Our Role At North Ayrshire Council, the Property Management and Investment (PMI) service centrally manages the Council’s property assets and associated budgets, operating under the Corporate Landlord model. This centralised approach ensures that resources are effectively prioritised and directed to where they are most needed, aligning the property portfolio with the Council’s strategic objectives. We collaborate closely with Council services, partners, and elected members to develop innovative solutions that adapt our non-housing property assets to meet evolving service needs. Our core responsibility is to manage the Council’s property portfolio efficiently, delivering best value to both our internal services and the wider North Ayrshire community. This includes, but is not limited to: - • Ensuring the estate is used as efficiently and effectively as possible. • Overseeing the day-to-day management of assets, including ongoing maintenance and repairs. • Delivering well-designed new buildings that fully meet service requirements. • Identifying and disposing of surplus assets through collaborative locality planning with service Directorates. • Managing the successful delivery of capital projects. • Administering leases and licences effectively to support operational and community outcomes.
Page 97
3 This Property Asset Management Plan sets out the North Ayrshire plan for the management of the Council’s property assets for the period 2023 – 2028, incorporating a data refresh in 2025 to reflect progress to date. 2. Aims & Objectives North Ayrshire Council has set out its strategic direction through the Council Plan 2023–2028, which identifies four principal objectives essential to fulfilling the Council’s vision and mission. Effective and efficient property asset management is critical to the successful delivery of these priorities, which are: - • Wellbeing • Communities & Local Democracy • Climate Change • A Sustainable Council The purpose of this Property Asset Management Plan (PAMP) is to support the implementation of the Council Plan by ensuring that property assets remain proactive enablers of high-quality service delivery. Property assets are fundamental to the delivery of North Ayrshire Council’s services. Their effective management is a structured and strategic process designed to ensure best value, drive continuous performance improvement, support corporate priorities, and enable the modernisation of services. Purpose The PAMP contributes to the achievement of North Ayrshire’s strategic priorities by: - • Establishing a corporate framework for the management of all Council property assets. • Providing a comprehensive overview of the Council’s extensive property portfolio. • Identifying internal and external drivers, risks, and challenges that influence property-related decisions. • Defining a series of key activity themes aimed at enhancing the performance and value of property asset management. • Linking to financial planning, setting out clear investment priorities for the Council’s property estate to support long-term service delivery.
Page 98
4 3. General Description of Assets The following table summarises the Council’s operational properties within North Ayrshire: - Property Type Uniclass Category Quantity Historic Buildings B582 14 NAC Offices (inc. leased-in) D3141, D3142, D3154, D325 17 Schools (inc. Early Years stand-alone assets and ASN schools) D711, D712, D713, D717 60 Community Properties including Libraries D3143, D51, D532, D5322, D5323, D5341, D754, D762 48 Depots, HWRC and Storage Units D1264, D173, D1732, D2722, D2823, D284 22 Commercial (inc. individual units) D283, D345 223 Sheltered Housing/ Day Care Centres D441, D447, D8141, D8144 35 North Ayrshire Leisure Limited D541, D562, D563, D567, D56771 15 Cemeteries (inc. graveyards/ churchyards) D673 34 Residential non-HRA D442, D4461, D855 14 Educational Resource Centres D5841, D586, D74 5 Other Sports, Pavilions & Travellers Site D5685, D5845 5 Public Conveniences (exc. APC’s) D941, D942 24 Total Number of Operational Property Assets 516 of which, Common Good Assets 7 Table 1 - Property Asset Designations as of July 2025 3.1 Sustainability Assets In addition to the property assets listed above, the Council are commencing the operation of two solar farms, receiving an income for the renewable electricity generated. These assets are owned by the Council and the energy generated will be sold through a Power Purchase agreement (PPA). The sites will be managed by the Council’s Sustainability Team, with contracts in-place for the on-going maintenance of the assets. It is anticipated that Sustainability Assets will be increasingly important to the Council as we move toward net-zero.
Page 99
5 4. Asset Management Performance and Drivers for Change To realise the objectives set out in this PAMP, ambition must be matched by the consistent, year-on-year delivery of significant, measurable, and meaningful benefits for both the Council and the residents of North Ayrshire. The Council must be able to clearly demonstrate these outcomes through robust performance measures, satisfying internal expectations as well as external scrutiny and benchmarking requirements. Case Study Solar Farm Projects Background North Ayrshire Council has embarked on an ambitious renewable energy initiative to reduce carbon emissions and generate sustainable income. This project represents the first solar PV farms owned and operated by a Scottish local authority, marking a significant milestone in Scotland’s local government-led decarbonisation efforts. The project demonstrates innovative use of former landfill sites which are not suitable for any other purpose. The feasibility of “private-wire” supply opportunities with other public sector parties is also being investigated at present. Objectives • Decarbonisation: Support the Sustainable North Ayrshire Strategy and Scotland’s net-zero targets. • Land Reuse: Transform former landfill sites into productive renewable energy assets. • Financial Sustainability: Generate income through a Power Purchase Agreement • Community Benefits: Allocate part of the income to tackle fuel poverty and fund local renewable projects. • Carbon sequestration and bio-diversity: utilise available land for tree-planting and to support wildlife. Outcomes • Environmental: Significant reduction in carbon emissions and contribution to Scotland’s renewable energy mix. • Economic: Long-term revenue stream for the Council, helping sustain local services. • Social: Community reinvestment, job creation, and educational opportunities around sustainability. • 4000 trees planted in areas not suitable for panel installation and a variety of nature positive interventions supporting the North Ayrshire Nature Network. Solar Farm Site Area Panels Capacity Nethermains 23 acres 12,000 + 7.48 MW Shewalton 16 acres 8,500 + 5.05 MW
Page 100
6 The asset management performance challenge is illustrated in the following chart, which captures both external assessments, aligned with statutory performance obligations, and internal challenges through a structured performance measurement framework. In essence, the approach is to evaluate how effectively the Council is performing against clearly defined criteria that reflect its priorities of efficiency, effectiveness, and added value. PMI will ensure that the framework and disciplines underpinning Corporate Asset Management Planning are maintained and reviewed on an annual basis to support continuous improvement. Property Performance Challenge Corporate Objectives Optimised Portfolio Performance aligned with property type and use, e.g.; Presenting relevant information clearly and concisely is essential to understanding how well property assets support service delivery. A straightforward, informative approach enables meaningful insights into property performance and informs strategic decision-making. To guide this process, the following key questions must be considered: - • What property does the Council own? • How well is it performing? • What are the long-term requirements? • How can these needs be met and funded? In recent years, work has been undertaken to assess the condition and suitability of each operational property. These assessments have provided a comprehensive understanding of asset performance, enabling evidence-based decisions on future investment priorities. Operational Office Tenanted Investment Surplus Community Platform Theme Indicators Asset Data Records Business Partners Condition National Use of National property Management Performance Indicators (NaPPMi) Local Developed by NAC to meet own Cost Income Value Sufficiency Suitability User Utilisation Sustainability Accessibility specific needs PAMP Performance Comparisons Efficiency Other Effectiveness Industry Value Public Sector Specific actions, reported through corporate performance framework Data Measures Outcomes Stakeholders Requirement
Page 101
7 The most recent condition surveys focused on key operational properties, evaluating the physical condition of building elements against their expected design life. This has allowed the identification of priority investment needs, supporting a needs-based approach to capital planning and helping ensure resources are directed where they will deliver the greatest value. 5. Managing the Estate The Council is committed to transparent, inclusive, and collaborative management of its property assets. In line with Part 5 of the Community Empowerment (Scotland) Act 2015, we will: • Cross-Service Engagement: Maintain a corporate approach to asset decisions, ensuring alignment with service delivery priorities, sustainability objectives, and opportunities for co-location and shared use. • Community and Partner Engagement: Engage communities early and meaningfully in decisions affecting local assets. We will provide clear, accessible information on available properties, decision-making processes, and opportunities for involvement. • Stakeholder Interaction: Work proactively with elected members, community bodies, public partners, and third-sector organisations to ensure property strategies reflect shared priorities and deliver best value. • Community Asset Transfer (CAT): Support community bodies to request ownership, lease, or other rights over council assets. We will: o Publish and maintain a Register of Land. o Assess CAT requests based on community benefit, viability, and sustainability. o Presume in favour of transfer unless reasonable grounds for refusal exist. o Offer guidance and pre-application support to improve outcomes. Key Drivers for Change Several emerging constraints are expected to influence the success of the Property Asset Management Plan. These drivers include: - • Net Zero Commitment: The Council’s pledge to achieve net zero carbon emissions by 2030 necessitates significant investment in existing building stock. This includes upgrading or replacing mechanical and electrical systems with more energy-efficient and renewable technologies, alongside improving building fabric and enhancing thermal performance. • Specialist Expertise for New Projects: To meet stringent environmental standards such as Passivhaus, future capital projects may increasingly depend on external consultants with specialist knowledge in sustainable design and construction. • Economic Challenges: The current economic climate presents ongoing financial pressures that affect the Council’s operations. In particular, budget constraints impact the maintenance and upkeep of property assets that support the delivery of core services. • Evolving Work Practices: The shift towards agile and hybrid working post- pandemic has reduced demand for traditional office accommodation. As a result, many properties are now underutilised, prompting a reassessment of space requirements across the estate.
Page 102
8 • Monitoring: Report regularly on CAT activity and engagement effectiveness, ensuring continuous improvement and compliance with statutory requirements. 6. Condition and Suitability A Condition Survey provides a detailed, elemental assessment of a property’s physical state. It evaluates: - • The current condition of the building. • Estimated costs to bring the asset up to standard. • Anticipated future expenditure. • Key recommendations, concerns, and actions required. Condition Surveys are core to investment planning and support informed decision-making by offering a clear understanding of the performance of building systems. As part of this process, properties are assessed against a condition grading scale, indicating the proportion of gross internal floor area that falls into one of the following categories: - Case Study Locality Based Property Review In 2023, North Ayrshire Council commissioned a feasibility study to assess the utilisation of corporate buildings within the Irvine locality. This review was driven by the shift towards hybrid working and the resulting reduction in demand for traditional office environments, aligning with the objectives of the Our Future Working Environment (OFWE) workstream. The study identified several rationalisation opportunities that could deliver significant financial savings and reduce carbon emissions through estate consolidation. A dedicated working group developed these recommendations into a structured action plan to ensure that the Council’s property portfolio in Irvine aligns with future accommodation requirements. Key actions include: - • Corporate Workforce Consolidation: Relocating staff from Bridgegate House to Cunninghame House to create a single headquarters. • Service Relocation: Optimising space and releasing surplus buildings for disposal (e.g., Genealogy services moving from Irvine Townhouse to Irvine Branch Library; Employability Hub relocating from Trinity Church to Lochshore Visitor Hub). • Commercial Property Realignment: Maximising building use and income generation (e.g., Business Support & Development moving from Quarry Road to Cunninghame House; North Ayrshire Leisure Ltd relocating to Irvine Townhouse; separating Quarry Road office block from the Circuit sports complex). Implementation is well underway and scheduled for completion by Spring 2026. Building on this success, a second phase of locality-based asset review is currently in progress, focusing on the remaining five localities. The Council anticipates achieving similar benefits through further rationalisation and optimisation of its property assets.
Page 103
9 A. Performing well and operating effectively (typically reserved for new-build or extensively refurbished property assets). B. Performing adequately but exhibiting minor deterioration. C. Showing major defects and/or not operating adequately. D. Life-expired and/or at serious risk of imminent failure. To maintain an accurate and up-to-date picture of the estate, a dedicated PMI officer is responsible for carrying out full condition surveys on all operational properties every five years. Suitability assessments have been undertaken for a number of the Council’s operational properties. The Statutory Performance Indicator (SPI) on suitability measures the proportion of buildings considered appropriate for current use, classified as either: - Category A – Suitable for current use with no significant issues. Category B – Suitable for current use, with minor issues not affecting service delivery. This work will continue under the current PAMP to support more comprehensive benchmarking of asset performance, aligning with the Council’s ongoing property rationalisation programme. Alongside suitability, the effective utilisation of property assets is fundamental to achieving the Council’s vision and strategic priorities. The drive for greater efficiency underpins the Council’s ambition to maintain an operational estate that is fit for purpose and aligned with service delivery needs. Effective asset management relies on identifying how properties are currently used, forecasting future demand, and planning accordingly. A central component of this process is the identification of under-utilised assets. These properties are subject to detailed review to explore opportunities for improved utilisation, alternative service delivery models, or potential disposal where appropriate. This ensures assets are either fully optimised or released to generate value elsewhere. To date, comprehensive utilisation data has primarily been gathered for the school estate. This analysis shows that no schools are currently operating above building capacity, while 33% of primary and secondary schools have pupil rolls below 60% of their capacity - an increase of 11% since the last report. These findings are vital in shaping both the Capital Plan and estate rationalisation strategy. Where feasible, schools with surplus capacity are being considered for development into community hubs, helping to maximise use and deliver broader community benefits. In order to assess the overall sufficiency of the estate and determine where future investment Building suitability is defined as: - “The extent to which a property meets the current and future needs of, and contributes toward the improvement of, service delivery.”
Page 104
10 should be directed, further analysis is required. This includes evaluating housing development plans and demographic forecasts to ensure the estate evolves in line with population growth and shifting service demands. 7. Sustainability Sustainability principles have become integral in all aspects of property asset management, and help to ensure the Council’s estate supports environmental, social, and economic objectives, aligning with NAC’s Net Zero targets, the Scottish Government’s Heat in Buildings Strategy and deliver long-term value. The strategic objectives of sustainability in property asset management include: - • Carbon Reduction: Minimise carbon emissions from the property portfolio through energy efficiency, renewable energy integration, and sustainable design. • Resource Efficiency: Reduce waste and water consumption, and promote circular economy principles in construction, maintenance, and disposal. • Resilient Assets: Ensure buildings are climate-resilient and adaptable to future service needs. • Community Benefit: Support local economic development and wellbeing through sustainable practices and community involvement. Property Management & Investment collaborates closely with the Energy & Sustainability team, sharing a common commitment to developing a more efficient and environmentally sustainable property estate. Between the two services, the following key actions are being applied: - • Energy Management: Implement energy audits and invest in low-carbon technologies (e.g., heat pumps, solar PV, advanced BMS). • Sustainable Construction: Apply Scottish Government’s sustainable building standards for new builds and major refurbishments. • Lifecycle Planning: Incorporate whole-life costing and carbon impact assessments into asset decisions. • Green Infrastructure: Enhance biodiversity and green spaces within the estate. • Monitoring: Use performance indicators such as EPC ratings, carbon footprint, and water usage to track progress. • Regular reporting to ELT regarding Energy consumption, carbon emissions, and on- going initiatives to reduce energy use. In-use energy information is collated and used to plan decarbonisation investments. For example, through work to replace traditional lighting with LED within the property estate. North Ayrshire Council has reduced its Carbons Dioxide emissions by 57.54 tonnes. As well as reducing its Carbon Dioxide emissions, these works have also helped to save North Ayrshire Council £69,399 in running costs per year. Wider planning for the wider decarbonisation of the estate is underway.
Page 105
11 8. Risk Based Investment Prioritisation Property Management and Investment (PMI) undertake condition surveys across the corporate estate and this information is used to inform property lifecycle investment decisions. Alongside this data, there is a structured process in place to understand client’s priorities and where property issues are, or have the potential to, impact on service delivery. As the lifecycle replacement requirements greatly outweigh the available budgets, components are rarely able to be replaced in accordance with their intended lifespans. “Sweating” these assets in his way lead to an increased burden on already stretched reactive maintenance budgets and greater potential for failure / loss of service and health and safety implications to arise. Increasing statutory and legislative requirements are also placing an increasing burden on existing budgets. For example, recent changes to Electrical Installation, Fire Safety and Water Quality regulations are generating the need for further investment. There is also the need to reduce carbon emissions within the property portfolio, alongside the challenge of meeting energy costs. Targeted investment in energy efficiency measures is helping to address this; however, the scale and pace of this investment must increase if we are to meet our net zero targets. The Property Lifecyle Fund is promised by PMI, based on the various factors as outlined in the diagram below which highlight the risk-based approach to planning this investment. 9. Sufficiency The shift toward hybrid working, accelerated by pandemic-related restrictions and supported by advancements in technology, has significantly transformed the working environment. As more staff operate remotely, the demand for traditional office accommodation has markedly decreased. This reduction in occupancy across many Council buildings presents a strategic opportunity to rationalise the estate through the consolidation of services. There has therefore been a program of locality-based reviews, supported by the Transformation Team, to map service need across the property estate. The main outcome of this work has been the planned closure of Bridgegate House and the intensification of use within Cunninghame House. This process continues, alongside a wider program of property
Page 106
12 changes within the Irvine area. A wider review has also been concluded; the range and scope of projects flowing from this work does not have the same potential impact due to the nature of the estate. None the less, potential actions are emerging and will be reported to the Transformation Board in the first instance. Effective estate management requires continuous monitoring and review of the asset portfolio. Properties identified as surplus to requirements may be considered for disposal, either through sale or community transfer. The disposal of surplus assets offers several benefits, including: - • Revenue savings through the elimination of ongoing running costs. • Capital receipts generated from asset sales. • Reduction in statutory obligations, alleviating pressure on internal resources. • Risk mitigation, particularly in older buildings with latent defects such as asbestos, Legionella, or ageing mechanical plant. • Community empowerment via Community Asset Transfers, enabling local organisations to take ownership and make use of the properties. • Progress toward net-zero carbon targets, by divesting from inefficient or high-emission buildings. This strategic approach to managing sufficiency ensures that the Council’s property portfolio remains aligned with current service needs, offers value for money, and supports long-term sustainability objectives. 10. Financial The total revenue running costs for the Council’s operational estate in 2024/25 amounted to £17.614m. This figure includes all expenditure related to reactive repairs, planned preventative maintenance, statutory compliance, utilities, non-domestic rates, insurance premiums, and other associated property-related costs.
Page 107
13 In addition to committed revenue investment, the Council continues to support its property estate through ongoing capital funding via the Property Lifecycle Investment (PLI) budget. This funding stream is essential for the effective maintenance and management of assets, with the aim of maximising the operational life of each building. Investment is strategically targeted towards properties requiring fabric upgrades and plant replacement, based on priorities identified through cyclical condition surveys. Since 2016/17, a total of £16.010 million has been invested in operational buildings through the PLI budget. An additional £6.550 million in capital investment is projected by 2030/31, further supporting the sustainability and functionality of the Council’s estate. As outlined in Section 6 – Sufficiency, the disposal of surplus property assets presents an opportunity for the Council to generate capital receipt income through asset sales. A summary of the current Capital Receipts Schedule is provided below: - £7,885,742 £3,003,984 £6,723,809 Property Running Costs 24/25 Utilities Property Maintenance Property Costs (Rates, Insurance, etc.) £0 £500,000 £1,000,000 £1,500,000 £2,000,000 £2,500,000 £3,000,000 £3,500,000 Property Lifecycle Investment Capital Commitment Budget Actual
Page 108
14 Funding Actual 2024/25 Estimated 2025/26 Estimated 2026/27 Estimated 2027/28 Estimated 2028 & beyond Total Estimated General Fund £376,110 £3,088,650 £1,065,000 £30,532,500 £895,000 £35,581,150 HRA £12,030 £3,000 £0 £0 £0 £3,000 Common Good £0 £0 £0 £35,000 £300,000 £335,000 Totals £388,140 £3,091,650 £1,065,000 £30,567,500 £1,195,000 £35,919,150 11. Legislation and Statutory Compliance The upkeep of public buildings demands rigorous coordination of all disciplines required for statutory compliance. The Contracts, Compliance & Maintenance team centrally manages recurring inspections and servicing across a broad range of building systems, including: - • Gas safety and soundness tests. • Electrical installations condition reports (EICR) for fixed wiring. • Fire risk assessment (FRA) renewal. • Fire appliance servicing and testing. • Fire detection system testing. • Emergency lighting testing. • CCTV maintenance. • Legionella control (ACoP L8): risk assessments, biological sampling, and temperature testing. • Air-conditioning and air-handling unit (TM44) servicing. • Passenger lift servicing. • Automatic door servicing. • Pressure vessel servicing. • Pool plant servicing. The team also oversees any activities in areas where asbestos-containing materials (ACMs) may be present. Prior to any planned construction or refurbishment, the asbestos register is reviewed. If ACMs are suspected, a specialist contractor conducts a Refurbishment & Demolition survey, and samples are analysed at a UKAS-accredited laboratory. All buildings with registered ACMs undergo regular inspections to confirm that materials remain intact and are not releasing airborne fibres. These actions are carried out in strict accordance with the Control of Asbestos Regulations 2012.
Page 109
15 12. Reactive Maintenance Health and Safety issues are the priority for reactive maintenance spend. We do take a risk-based approach to prioritisation of reactive repairs and the risk of harm to the building occupants is a key part of that consideration, including the “profile” of the people / tasks involved (i.e., are people sleeping, are people vulnerable, are hazardous activities being undertaken, etc.). Key considerations for PMI officers include issues such as: - • Immediate risks such as fire, electrocution, falling objects etc. • Risk to service delivery • Risk to building security • Staff hygiene and welfare • Budget available In an environment of pressure on budgets, both from historic budget reductions and current cost inflation, the item-by-item drill-down on what can and can’t be done is very challenging. What could be a priority in one property may not be a priority elsewhere as the activities in the property are different. It is acknowledged this can lead to tension as there is greater demand for reactive repairs than the current budget allows. This is exacerbated as the portfolio and many of the existing services and systems age. Reactive repairs are received from properties by the CC&M team through the electronic reporting system (RADAR). During office hours, CC&M operates an emergency helpdesk to address serious issues as a matter of urgency. Out-with office hours, the Public Protection team 24 call centre receives all emergency contact and can instruct the appropriate contractors to respond. 12.1 Prioritisation of defect reporting items Maintenance officers undertake an assessment of each reactive maintenance issue raised, utilising their knowledge and understanding of the issues raised, the property at hand and the specific user’s needs. The assessment framework follows the following principles: -
Page 110
16 12.2 Formal Assessment As the largest portfolio, regular cyclical reviews are undertaken within the Education Estate to carryout focused reviews of individual properties and specific topics of risk. This has also been rolled-out to the Community Estate as part of the prioritisation process for the Community Asset Transfer fund. A template for assessing larger issues (either identified through an arising substantial defect, or escalated through the noted process out with the scope day-to-day operational RADAR reporting) which arise through has also been created and is being piloted. Use of this template will be an exception as completion for each individual RADAR request is not sustainable within current resources. 12.3. Client and Interface In addition to the electronic reporting system and emergency helpdesk, there are various forums where PMI officers interact with services regarding property matters, providing an opportunity to highlight issues being experienced, priorities and joint planning to implement solutions / mitigations. Group Core Attendees Frequency Education Estate Review Group Chaired by PMI senior Manager. Education infrastructure team, CC&M, Assets, and GSR&CP Quarterly Education Project Board Attended by PMI senior Manager, GSCRP Team Manger, Schools for the Future Team Manager and relevant project leads. Bi-monthly Ardrossan Campus Project Board Attended by PMI senior Manager and Schools for the Future Team Manger. Quarterly HSCP / NHS Joint Property Group Attended by PMI Senior Manager. Quarterly HSCP Health and Safety Meeting Attended by PMI Senior Manager. As required Place Health and Safety Meeting Attended by PMI Senior Manager. Quarterly Communities Health and Safety Meeting Attended by PMI Senior Manager. As required Community Facilities Estates Operational Meeting. Attended by CC&M Team Manager. Quarterly Neighbourhood Servies Liaison Meeting Attended by GSCRP Team Manager, CC&M Team Manager and Assets Team Manger. Quarterly Community Facilities Estates Review group Chaired by PMI Senior Manager. Attended by GSCRP Team Manager, CC&M Team Manager and Assets Team Manger. Quarterly KA Leisure Operational Liaison Attended by GSCRP Team Manager, CC&M Team Manager and Assets Team Manger. Quarterly
Page 111
17 KA Leisure Strategic Liaison Attended by PMI Senior Manager. Quarterly PMI / CHaS liaison meeting Chaired by PMI Senior Manager, attended by CC&M Team Manager. Quarterly Maintenance / Contract Officer Site Visits Maintenance Officers and contract officers. As required PMI / FM / Education Liaison meeting Attended by GSCRP Team Manager, CC&M Team Manager and Assets Team Manger. Quarterly In addition to the regular client liaison meetings, there is a process for escalation of issues which are not resolved through the standard defect reporting process. 13. Health and Safety The Health and Safety at Work etc. Act 1974 serves as the primary legislation governing occupational health and safety across Great Britain. In addition to this overarching framework, the service adheres to the guidance set out in the Health and Safety Executive (HSE) publication HSG159 – Managing Contractors. This guidance provides best practice for the selection, engagement, and management of contractors, ensuring that all work is carried out safely and in compliance with legal obligations. Construction projects are also progressed in accordance with the Construction (Design Management Regulations) 2015. In addition, much of the work of PMI supports the Council to fulfil its duty of care in respect of providing a safe physical environment for staff, building users, residents etc. 14. Risk Management The successful delivery of the PAMP is influenced by several key constraints, including financial limitations, statutory compliance requirements, property condition, backlog maintenance, and available resources.
Page 112
18 Finance remains the most significant constraint, as all local authorities continue to navigate the challenges posed by diminishing budgets and increasing service demands. Identifying more efficient ways to utilise the existing estate, such as adapting to new working environments, shifting organisational culture, and co-locating services and teams, must be carefully balanced against the reality of constrained financial resources. Statutory compliance is a critical priority for operational properties and constitutes a substantial proportion of the annual PMB. Ensuring continued compliance with legal obligations requires consistent investment and oversight. The ability to maintain operational properties effectively is directly linked to the level of available funding. However, the Council’s cyclical condition surveys provide valuable insight and support the strategic prioritisation of repairs and maintenance works to ensure the best use of allocated resources. Looking ahead, there is a clear need to transition toward a more robust planned and preventative maintenance approach across the entire estate. This will reduce reliance on Risks to the Delivery of the PAMP The successful implementation of the PAMP is subject to several high-level risks that could affect its delivery. These risks must be proactively considered and managed to ensure effective execution. Key risks include: - 1. Financial Constraints External economic factors, such as high inflation, volatile global markets, and material or labour shortages, can significantly impact construction and maintenance costs. These pressures may reduce the scope for routine and reactive maintenance, as well as limit planned capital investment, thereby placing strain on the Council’s ability to deliver core asset management objectives. 2. Business Continuity Robust business continuity arrangements are essential to mitigate the impact of unplanned disruptions to Council operations arising from property-related issues. Inadequate contingency planning could result in service interruptions and reputational risk. 3. Legislative Change Evolving legislation may require the development of new facilities or adaptation of existing ones to support emerging statutory service requirements. This could place additional strain on the capital plan and existing budgets. Furthermore, changes in compliance standards may render some retained assets no longer fit for purpose, requiring unanticipated investment to maintain service delivery. 4. Net-Zero Carbon Targets The Council’s commitment to achieving net-zero carbon emissions presents both a strategic imperative and a financial challenge. Managing our portfolio moving forward in alignment with the Scottish Government’s Heat in Building Strategy, and meeting our ambitious targets, will require substantial investment in energy-efficient technologies, renewable energy solutions, and building upgrades across the estate. 5. Workforce Capacity and Capability The availability of suitably skilled and experienced personnel is critical to the successful delivery of the PAMP. A shortage of appropriately qualified staff could delay progress and undermine the achievement of key priorities.
Page 113
19 reactive repairs, enhance long-term asset performance, and improve value for money. All of the aforementioned risks must be carefully considered and addressed through robust governance arrangements as set out within the PAMP. These procedures provide the framework through which risks can be mitigated, or at a minimum, appropriately controlled to support the successful delivery of the Plan. Risks at the project level are managed through established project management processes, including the use of standard documentation and regular reporting. Individual project risks and associated mitigation measures are recorded in dedicated risk registers. Significant risks are also summarised within Project Summary Sheets, which are routinely reported to the Executive Leadership Team (ELT) and the Capital Programme Appraisal Group (CPAG) to ensure appropriate oversight and decision-making. 15. Governance of the assets The Council recognises the importance of managing its property asset base through a corporate, strategic approach. To support this, a structured framework has been established, setting out clear roles, responsibilities, accountability, and control. This ensures a consistent and coordinated method of decision-making across the organisation, aligned with service priorities and corporate objectives. The Council is responsible for managing a number of Common Good and Trust properties across North Ayrshire. Where such properties are occupied by the Council for service delivery, an appropriate rental payment is made into the relevant Common Good and/or Trust Fund. These assets are held in trust for the benefit of the local community and encompass a diverse range of property types, including amenity land, historic buildings, offices, sports pavilions and pitches, public parks, and other public facilities. Income generated through leasing arrangements is used to fund the maintenance and repair of these properties, where required. Responsibility for internal repairs and maintenance lies with the individual tenants. The Council's leased-out commercial estate comprises 160 properties, including 94 industrial units, 41 retail units, and 25 office spaces. Management of the commercial and industrial property portfolio has been delegated to the Business Support and Development team, who oversee operations with the support of external property management consultants, Graham + Sibbald. The following diagram illustrates the core principles of this integrated asset management approach, based on a model of centralised corporate ownership and governance: -
Page 114
Principal communications of asset management through integrated corporate ownership Based on RICS Public Sector Asset Management Guidelines 2011 NAC Cabinet Approval of strategic AM decisions CPAG (Capital Programme Planning Asset Group) Developing and delivering NAC’s capital investment programme. Active involvement with Strategic Asset Group Operational Directorate Asset Representatives Develop operational plans with AM function Corporate Landlord - Asset Management Function Delivered by PMI. Supports the Transformation Board in coordinating AM strategically, assists Directorates in developing future accommodation needs. Asset Champion (Director of Place) An asset voice at management/ executive/member level. Directorate Project Boards Transformation Board Coordinates asset management strategically and recommends to Executive Leadership Team. Team Manager Assets & Estates Responsible for rationalising the Council’s operational estate. Executive Leadership Team Corporate Decision- making body. Health & Social Care Partnership Chief Executive’s Place Communities & Education
Page 115
21 16. Future Service Delivery Aspirations and Challenges In 2022, PMI in collaboration with the Transformation Team, initiated a comprehensive review of property usage across North Ayrshire as part of the Land and Property Transformation Workstream. The primary aim of this review is to identify opportunities for estate consolidation and rationalisation across all Council localities. Following the successful progress of the Irvine locality review, work is on-going to undertake an authority wide locality-based property asset review and identify potential opportunities for rationalisation and consolidation. By doing this we will demonstrate a more efficient use of our assets across North Ayrshire in delivering Best Value to our citizens, whilst also positively contributing to the council’s net zero ambitions. The objectives of this programme are to: - • Reduce ongoing property running costs. • Minimise future capital investment requirements. • Support the Council’s commitment to lowering carbon emissions. • Align the property estate with service delivery and community needs Progress on this initiative is regularly reported to the Corporate Transformation Board, ensuring alignment with wider organisational priorities and strategic planning. This work is critical to shaping a modern, efficient, and sustainable estate that supports future service delivery. The Council are pioneers in Community Wealth Building (CWB) and launched Scotland’s first Community Wealth Building Strategy in May 2020. CWB aims to retain wealth and economic benefits within the local area, making our communities more inclusive, resilient and sustainable. A key objective of CWB is maximising the use and function of our land and property assets for the benefit of local people. This includes exploring alternative use of council owned assets for communities or businesses and supporting Community Asset Transfer to grow community ownership. Potential for Community Asset Transfers is linked to asset and investment planning through the locality review work and on-going PMI / Connected Communities review of the estate. A dedicated Community Asset Transfer working group, chaired by Connected Communities and attended by relevant Council Services and The Ayrshire Community Trust (TACT) is in place.
Page 116
22 Case Study Brisbane Centre Community Asset Transfer Following declaring the Brisbane Centre in Largs as surplus, the Council successfully transferred the ownership of the property to the Clyde Coast and Cumbraes Men’s Shed (SCIO) though the Community Asset Transfer process. The transfer of the Brisbane Centre is a key example of North Ayrshire Council's "Community Wealth Building ambitions" and the application of the Community Empowerment (Scotland) Act 2015. History: The Brisbane Centre (originally the Bath Hall, built in 1816) has served many purposes over its history, including a bath house, library, a roller skating rink, and most recently, a council-managed community facility and a Covid testing centre. The Community Group: CC&CMS moved into the centre in October 2022 and has since been operating it successfully. The group provides a space for men of all ages to meet, socialise, share skills (like woodwork), and engage in purposeful activities, with the primary goal of reducing isolation and improving mental and physical wellbeing. Since the transfer was completed, the group have secured in excess of £75,000 of external funding to undertake internal adaptations to better meet the operational needs of the group. The Transfer: In February 2025, the Council agreed to sell the property to the Clyde Coast and Cumbraes Men's Shed (CC&CMS) for a nominal fee of £3,700 (5% of its £74,000 valuation). This price reflected the building's condition, the group's prior investment, and the potential social return on investment. To support the transfer, £44k was invested from the CAT Start Up Fund to re-roof the property and a further £5,000 was passed to the group to undertake external decoration to the sea front asset. To assist with long term financial sustainability, NAC are supporting CC&C Men's Shed to explore the addition of solar panels on the roof. Outcome & Impact: The community-led ownership allows the group to secure additional funding, invest in and enhance the facility to meet their specific needs, and expand their membership and services, thus deepening their positive impact on the local community. The group has been highly successful and has received accolades such as the "Scottish Men's Shed of the Year" award. This case study highlights the Council's approach to empower local communities by allowing groups to take responsibility for local facilities, ensuring public assets are used frequently and effectively for community benefit.
Page 117
23 17. Performance Indicators In line with best practice in asset management, condition surveys have been carried out across the Council’s operational property assets to support informed capital and revenue investment planning. While these surveys offer a visual assessment of the physical condition of buildings, the PMI team also works closely with service users to evaluate the suitability of each property for its intended function and service delivery. By assessing both condition and suitability, the Council is better positioned to determine whether an asset is critical to service delivery and should be retained. This approach also helps identify whether targeted investment could either extend the life of the asset or enhance its usability to better meet service needs. The combined grading of condition and suitability forms the basis for strategic investment and performance decisions. All operational properties are included in a rolling programme of assessments to ensure data remains current, supporting proactive and effective estate management. The table below shows examples of the APSE/SCOTS performance indicators used to measure performance of the property assets: - Performance Indicator 2021/22 2022/23 2023/24 2024/25 2025/26 (target) CP_19 Proportion of operational buildings that are suitable for their current use (LGBF) 91.1% 95.1% 95.2% 95.4% 93% CP_25 % of Council dwellings that meet the Scottish Housing Quality Standard (LGBF) 49.3% 63.2% 76.9% 94% 97.4% 18. Action Plan Action Plan Reference Action Desired Outcome Lead Timescale PAMP_A01 Review governance arrangements relating to asset management to ensure that strategic asset management reflects best practice. NAC will have a property estate which is being managed appropriately and in accordance with current guidance. PMI Complete
Page 118
24 PAMP_A02 Continue implementation of new CAFM system to replace current software. A new CAFM system will result in asset management becoming integrated in officers’ daily duties, making workload more efficient, and providing required data seamlessly. PMI Ongoing PAMP_A03 Review existing asset management approach to ensure information is used appropriately to influence investment decisions and future asset management strategies. A more robust process is established for identifying investment priorities, ensuring key stakeholders are included in strategic decision- making. PMI Complete PAMP_A04 Develop performance indicators that reflect a robust system of financial management achieves value for money. A set of KPI’s are formed to highlight success and improvement opportunities. PMI Complete PAMP_A05 Prepare a detailed condition survey programme to identify sequence for all future inspections. A 5-year cyclical condition survey programme is established, providing full transparency for services and management, and ensure all buildings are attended to in a timeous manner. PMI Complete PAMP_A06 Conclude review of new Insurance claim process. An agreed method for processing all insurance claims, reducing delays and impact on end-user. PMI / Insurance Complete PAMP_A07 Finalise PLI capital project commitments for the upcoming 3 years. A programme is created for planned PLI projects giving opportunity for collaborative works with other teams/ services. PMI Ongoing PAMP_A08 Complete a data cleanse of existing property asset files in K2 and update where required. Obsolete and superseded data entries on the current CAFM system is removed, ensuring the asset register is accurate and ready for transition to a new system. PMI Complete
Page 119
25 PAMP_A09 Ensure fire plans are present and correct, in accordance with new UFAS changes. All fire plans are accurate (building layout, fire system devices, legislation and guidance correct) to align with H&S, FRA and Insurance concerns. PMI Ongoing PAMP_A10 Complete the review of all rationalisation workstreams (analysis works) All opportunities have been fully assessed (external and in-house reviews), and outcomes then available to present to Transformation Board. Transformation / PMI Complete PAMP_A11 Complete the estate surveys of RAAC All NAC operational properties with the potential to contain RAAC have been surveyed and remedial actions received. PMI Complete PAMP_A12 Prepare a strategy for upgrading the Council estate to meet ZDE targets. Collaborative exercise with E&S identifying energy efficiency actions in the existing properties to Sustainability / PMI Ongoing PAMP_A13 Following completion of the Ph. 1 rationalisation review (PAMP_A10), a follow-on review should focus on the remaining assets through the Locality Based Property Review. Identify further savings and capital receipts opportunities through property rationalisation. Transformation / PMI May-26 PAMP_A14 Complete a review of Streetscene Depots. Improve accommodation and identify options to consolidate buildings. Streetscene/ PMI Mar-26 PAMP_A15 Collaborate with ICT and Transformation team to complete the commercial co-location of NAC’s primary data centre and disaster recovery centre to off- site locations. Significant reduction in energy usage of CH; off-site facility provides carbon neutral power supply; cost avoidance of forming a new DR facility and required upgrade of data centre; provides a more resilient ICT strategy. PMI/ ICT/ Transformation Nov-26 PAMP_A16 Review boiler plant and replace gas-fired appliances with more environmentally friendly heating systems, e.g. ASHP, electrical heating powered from solar PV, wind turbines. Reduce the reliance for fossil fuels by transitioning to an estate that runs on renewable sources of power and aids the Council’s Net Zero targets. PMI/ Energy & Sustainability Ongoing
Page 120
ASSET MANAGEMENT PLAN ROADS Version Owner Date 1.4 Head of Neighbourhood Services 30/05/2025
Page 121
Page 2 of 44 CONTENTS PAGE 1 Introduction 3 2 Aims & Objectives 3 3 General Description 4 4 Current Performance/Drivers for Change 7 5 Condition and Suitability 9 6 Sufficiency (i.e., asset demand) 12 7 Financial 21 8 Legislation 25 9 Policy/Guidance 26 10 Health and Safety 26 11 Risk Management 28 12 Governance of the assets 30 13 Service Delivery Aspirations/Challenges 31 14 How assets will be used in the future 33 15 Performance Indicators 34 16 Action Plan 35 17 Glossary 37 18 Appendix A - Maintenance Hierarchy – Mainland & Cumbrae 39 19 Appendix B - Maintenance Hierarchy – Arran 40 20 Appendix C - Carriageway Prioritisation Criteria 41 21 Appendix D - Footway Priority System 42 22 Appendix E - Structures Priority System 43
Page 122
Page 3 of 44 1. Introduction This Road Asset Management Plan (RAMP) sets out the Council’s approach for the management and maintenance of its road assets. 2. Aims & Objectives Road Asset Management Road Asset Management is defined in the County Surveyors Framework for Highway Asset Management as: ‘a strategic approach that identifies the optimal allocation of resources for the management, operation, preservation, and enhancement of the highway infrastructure to meet the needs of current and future customers’. This definition brings together themes that define an asset management approach: - Strategic Approach – adopting a strategic approach to maintain and renew the asset and make best use of available resources for the long-term benefit of the asset. Optimal Allocation of Resources – investment is allocated to prioritise the delivery of corporate objectives and to provide best value to our customers. Asset management provides a framework for this process by identifying and prioritising needs across the network as a whole. Lifecycle planning is used to minimise whole life costs to ensure efficient and effective use of resources. Customer Focus – considering the needs and expectations of customers is addressed by developing appropriate levels of service for each asset. Through prudent asset management, North Ayrshire Council will make best use of available resources in maintaining its road network and associated infrastructure. Council Plan The importance of asset management is evident in how well managed and maintained road infrastructure contributes to the Council Plan 2023-28 Priorities: Priority – Wellbeing • Ensure our places and spaces where we live, work and visit are well maintained and accessible • Developing infrastructure to support business growth Priority – Climate Change • Improving resilience and reducing carbon by developing and supporting supply chains where materials and goods are sourced locally. • Developing and promoting active travel infrastructure. • Transitioning to low and zero carbon travel. • Coastal adaptation work and the Flood Risk Management Plan both look at measures including, studies and options to address the most serious impacts of climate change.
Page 123
Page 4 of 44 Priority - A Sustainable Council • Ensuring robust governance arrangements are in place to fulfil the Council’s statutory duties, manage risk and support delivery of key priorities. • Working with partners nationally, regionally and locally to secure investment and target resources towards our priorities. • Focusing our investment on priorities • Effective workforce planning ensuring that we have the right skills/resources to deliver priorities. 3. General Description The Council’s adopted road asset is made up of:- Asset Quantity (31st March 2025) Unit Carriageway – Mainland 887.3 km Carriageway – Arran 167.4 km Footways/footpaths 1028.63 km Bridges & Culverts 406 no. Car Parks 68 No. Retaining Walls 118 No. Street Lighting Columns 24,408 No. Traffic Signals 81 No. of sets Vehicle Activated Signs 49 No. Non-illuminated Signs 12,413 No. Illuminated Signs/Bollards 2,045 No. Pedestrian Guardrail 10,750 m Grit Bins 561 No. Safety Fences 40,575 m Street Name Plates 3,673 No. Cattle Grids 11 No. Verge Marker Posts 4,465 No. Weather Stations 2 No. Asset Management Planning Documentation The following documents are produced to support the asset management process and are reviewed and updated regularly: Road Asset Management Plan – records the service standards for each asset group, identifies risks, reflects local traffic levels, customer preferences and current investment strategies.
Page 124
Page 5 of 44 Data Management Plan – records methods for collection, validating and updating of asset data and an action plan for improvements regarding estimated or missing data. Road Asset Valuation Report – provides information on data used in the valuation, methods of calculation and interpretation of results. Performance Report – APSE/SCOTS results Improvement Action Plan – to support the asset management planning process. Customer Information Report – provides current customer information APSE / SCOTS Customer Questionnaire – help us understand the customer expectations and experiences of winter gritting, road works and other road maintenance related matters. Road Maintenance Manual – defines how and when each asset group is inspected, categorisation of repairs, condition assessment, prioritisation methods and procurement and management of works. Annual Status Report – provides a summary of the status of each asset group in meeting service standards. Road Risk Register – details of risks to implementation of the plan Works Programme – a Strategic List of Priorities is provided from which the annual programme is determined. Other Road Assets There are a number of road infrastructure assets currently not covered within the RAMP that require data to be collected to ensure a complete overview of the Councils’ responsibilities. ♦ Drainage systems are not covered by this plan. There is limited recorded information on drainage. New drainage installed or existing drainage that is being worked on, is included in the recording procedures for asset changes. Historic plans of drainage will ultimately be fully recorded on GIS. This element will form part of the new SCOTS asset management project. Sustainable Urban Drainage Systems (SuDs) are an integral part of all new development. Developers are required to install a SuDs as part of their drainage infrastructure. NAC have signed up to the Memorandum of Understanding with Scottish Water that states that Scottish Water will be responsible for the below ground assets and the council will be responsible for the above ground asset. As part of the construction consent process, the above ground assets form part of the developments factor arrangements. ♦ Road & Lighting Infrastructure that is not part of the adopted road network is not currently included within this RAMP. Work has commenced to collect lighting, carriageway, and footway condition data for Housing areas, and limited information regarding additional road infrastructure out with the adopted road network has been recorded. A methodology for the prioritisation of maintenance on these assets is being developed. Further work is required to ascertain how the financial valuation of these non-adopted assets should be reported. There is a list of additional assets recorded within the GIS system as they are highlighted, and further assets will continue to be added to the list as they are identified.
Page 125
Page 6 of 44 ♦ Private Roads and Footways – those not on the list of public roads. This also includes non-adopted council assets, such as promenades, car parks, council properties and open space paths. ♦ Urban road verges within residential areas – mainly grassed and maintained by Streetscene ♦ Cycle paths – not forming part of existing carriageways or footways/footpaths ♦ Private Bridges (including Network Rail and Sustrans structures) ♦ Roadside Trees that are within the extents of the adopted road network. Trees are inspected by the Streetscene service when any issues are highlighted by members of the public or the Roads Inspector. If required, the roads service will serve notice on a neighbouring landowner to action any problems identified with the tree. Flooding Assets The Flood Risk Management (Scotland) Act 2009 confers certain powers and places specific duties on Local Authorities to help them manage flood risk in their areas. Flooding assets are varied and can include both built and natural features, which are not always located on Council owned land. Flood Risk Management assets can be either: 1. An asset that is subject to Council intervention, which is necessary to reduce the risk of a flood that is likely to occur imminently and have serious consequences. These types of assets are only identified in urgent situations and may generally be maintained by another asset owner at other times. 2. A relevant body of water that has been subject to an assessment, which finds that clearance and repair work would substantially reduce flood risk; The Schedule of Clearance and Repair that is published on the Council’s website (available at https://www.north-ayrshire.gov.uk/Documents/FloodProtection/2019-20-clearance- and-repair-schedule.pdf) lists the trash screens, watercourses and culverted watercourses that are regularly cleared and repaired. Note only works that would substantially reduce flood risk can be undertaken. 3. A formal flood protection scheme. There are Flood Protection Schemes at Largs, Saltcoats, Millport, and the Upper Garnock. The standard of protection offered by these schemes rely on both the maintenance of these assets and on the operation of flood gates, barriers and other features that are part of the schemes. 4. An asset located on Council owned ground that provides a flood risk management function. Examples can include built or natural coastal defences, Council owned drainage infrastructure etc.
Page 126
Page 7 of 44 4. Current Performance / Drivers for Change Service Standards The following service standards apply to the road asset and define the level of service that customers can expect. The standards allow the appropriate prioritisation of resources within available funding. Details of how the specific measures are calculated are included in the road maintenance manual. Service Measure Target Standard Carriageways Safety Response times to Category 1 defects 4 hours (24h on Isle of Cumbrae) Response times to Category 2 defects 5 working days Response times to Category 3 defects 60 working days Routine safety inspection frequency – Strategic routes 12 times per year Routine safety inspection frequency – Main Distributor routes 12 times per year Routine safety inspection frequency - Secondary Distributor routes 12 times per year Routine safety inspection frequency – Link roads 4 times per year Routine safety inspection frequency – all other routes and car parks once per year Utility Inspections % of Sample A Inspections completed against number of potential inspections 100% % of Sample B Inspections completed against number of potential inspections 100% % of Sample C Inspections completed against number of potential inspections 100% Condition Maintain RCI 32% Maintain condition of A Class Roads at target levels 30% Maintain condition of B Class Roads at target levels 30% Maintain condition of C Class Roads at target levels 40% Maintain condition of U Class Roads at target levels 33% Footways Safety Response times to Category 1 defects 4 hours (24h on Isle of Cumbrae) Response times to Category 2 defects 5 working days Response times to Category 3 defects 60 working days Routine safety inspection frequency – footways associated with strategic, main and secondary routes 12 times per year Routine safety inspection frequency – footways associated with link roads 4 times per year
Page 127
Page 8 of 44 Service Measure Target Standard Footways Safety Routine safety inspection frequency – Castlepark and Lower Vennel Twice per year Routine safety inspection frequency – all other footways and footpaths Once per year Condition Maintain % of footways requiring maintenance at current levels 13% Street Lighting Safety % of street lanterns with a valid Electrical Test Certificate 40% Condition % of lamps restored to working condition within 7 days 96% % of lanterns that exceed their Expected Service Life should be no more than 20% % of columns that exceed their Expected Service Life should be no more than 20% Structures Safety Carry out General Inspections 2 yearly Carry out Principal Inspections 6 yearly Condition Response time to emergency calls 4 hours Target figure for Average Bridge Stock Condition Indicator 86.4 Target figure for Critical Bridge Stock Indicator 75 Traffic Signals Safety Response time to attend urgent faults 2 hours Repair/make safe time for urgent faults 4 hours Response and repair time for non-urgent faults 12 working hours Details of our Road Hierarchy are shown in Appendix B Road Condition The table below shows the Road Condition Indicators for North Ayrshire Council reported as Statutory Performance Indicators and the comparison with the Scottish average. Road condition improved from 2014 to 2016 as a result of asset management practices using lifecycle planning to target investment to make optimum use of available resources. Road condition deteriorated slightly by 1.3% between 2014-16 and 2016-18, additional budget invested in roads infrastructure in 2017/18 and 2018/19 stabilised road condition and further additional investment contributed to an overall improvement in road condition. There was a marginal deterioration in the % of the road network that should be considered for maintenance treatment reported in 2023, however additional investment in road infrastructure improvements in 2022/23 and 2023/24 have assisted in further improving road condition by 2.3% for 2024. Reported road condition has improved further in 2025 with a Road Condition Index of 30.6% - an improvement of 1.9% from 32.5% reported in 2024. An improvement of 8.5% over 10 years and our lowest reported RCI. The RCI is now shows a 4.1 % improvement against the Scottish average of 34.7%. Our position in Scotland has improved from the 4th quartile to the 2nd with North Ayrshire now 9th out of 32 authorities.
Page 128
Page 9 of 44 RCI Comparison to Scottish average 2012 -14 2013- 15 2014- 16 2015- 17 2016- 18 2017- 19 2018- 20 2018- 21* 2020- 22 2021- 23 2022- 24 2023- 25 North Ayrshire 40.8 39.1 37.8 38.3 39.1 38.1 37.3 37.1 33.9 34.8 32.5 30.6 Scottish average 36.7 37.0 36.7 36.4 36.7 36.3 35.8 35.5 34.2 33.6 34.1 34.7 Comparison to Scottish average +4.1 +2.1 +1.1 +1.9 +2.4 +1.8 +1.5 +1.6 -0.3 +1.2 -1.6 -4.1 Overall Ranking 21st 20th 20th 22nd 26th 23rd 23rd 23rd 20th 22nd 16th 9th * 3-year composite PI due to issues completing survey during covid19 5. Condition and Suitability Customer Surveys, Enquiries and Consultation A Roads Service customer survey was undertaken in 2013. The survey covered customer contact and levels of satisfaction with various areas of the service – winter service, road maintenance, street lighting. The surveys identified that although we were delivering a high- quality service in the works being carried out, the condition of the roads and footways was perceived to be in decline. North Ayrshire took part in the National Highways and Transport (NHT) Networks survey in 2016. This survey measures public satisfaction with highways and transport services across the UK with results shared on the NHT website to encourage benchmarking and drive improvement. Contract specific questionnaires are distributed after completion of contracts to properties in the vicinity of works. These results are recorded on a customer survey database to provide information for future improvements to be incorporated into Service Delivery. The Roads Service now participates in the APSE / SCOTS customer satisfaction survey to enable benchmarking between other Scottish authorities. This is an online survey managed by APSE that is available to all local authorities to use, and it asks a set of standard questions which are specific to your own council area. This survey is always open for members of the public to access, and available on our website. However, a review of the data collected indicates that activity is generally as a result of specific social media promotions of the survey as shown below.
Page 129
Page 10 of 44 The results of the customer satisfaction surveys can be found in the Asset group Status reports in Section 6 - Sufficiency. A communications campaign will be launched in Winter 2025 to generate another set of responses so that we can update on a 3 yearly basis. North Ayrshire Council has a procedure in place for recording and dealing with complaints. Details of general enquiries are recorded in the Verient EMPro System and all reported defects are recorded in WDM Highways Integrated Asset Management System (HIAMS). This information highlights numbers of specific types of fault or faults occurring in a geographical area. North Ayrshire Council also has representatives who attend various meetings to ascertain views and/or requirements – e.g. North Ayrshire Access Panel, Community Groups and Estate Based Inspections. Responses are also sought via the North Ayrshire Community Planning Partnership People’s Panel that is comprised of 2000 representatives of the population of North Ayrshire. Consultation is undertaken through the Locality Partnerships for local people within communities; set in North Coast and Cumbrae, Three Towns, Garnock Valley, Arran, Kilwinning and Irvine. This identifies and addresses local issues, sets out priorities for each locality and how they can be addressed within a developed Locality Plan. We work closely with Arran Community Council, Visit Arran and other key stakeholders to consult on works programmed to be undertaken on the Island of Arran to ensure that disruption is minimised and that any concerns are addressed. Public consultation exercises are undertaken prior to final design decisions being made about major projects – for example, consultation was carried out across West Kilbride to consider improvements to traffic management in the town and also in Gateside to agree traffic calming measures to improve safety. Consultation is also undertaken through local press releases for traffic orders and proposed road closures. An extensive series of consultations was held during the development of the Millport Flood Protection Scheme. Condition SCOTS BACKLOG MODEL A study was completed in 2010 using the 2007 and 2008 SRMCS data to determine the effect of applying different maintenance budgets to the Scottish local public road network. This concluded that the budget required to return to the position where the carriageway is in a good state of repair (the Headline Backlog figure) was £1.539bn. The model was re-run using 2009 and 2010 SRMCS data in order to determine the effect of the February 2010 winter weather resulting in a new figure of £1.729bn, an increase of 12.33%. Analysis of information in 2015 identified that the budget required to remove all carriageway defects in 1 year in North Ayrshire was £30.9million. Due to the impact of inflationary increases in material and contractor costs, the backlog figure was re-calculated again in 2017, 2019 and 2023. 2017 figures were further revised based on the 2019 Scotland wide treatment costs to provide a comparison with the 2019 figures and this process was followed again in 2023 to compare against the 2019 figure. The figures are calculated based on a set of Scotland-wide treatment costs to provide a sound basis for comparison between family groups, although any comparisons must still be treated with caution as the widths of carriageway used in the calculations are a combination of actuals and estimates provided by individual authorities.
Page 130
Page 11 of 44 Backlog figures for North Ayrshire Council (updated in 2023) Utility Activity Utility activity can have a major effect on the maintenance and management of the road assets. There are currently no recorded figures to quantify the effect that utility openings have on the road structure, but it is widely believed that these lead to an increase in defects and earlier deterioration of the road surface than would otherwise be expected. All statutory undertakers are responsible for carrying out their own reinstatements and the new fifth edition of “Specification for the Reinstatement of Openings in Roads” introduced a 6-year guarantee on these works. This change was the result of the Office of the Scottish Road Works Commissioner undertaking a review of the long-term damage that can result from utility activity. This included a review of the existing 2-year guarantee period, and it was felt appropriate to change this to a 6-year period, with some minor exceptions. The graph above shows high levels of work for telecoms operators, these are due to the national rollout of high-speed fibre broadband. This has resulted in telecoms poles being erected in residential areas in addition to an increase in excavations in order that new ducting can be laid to provide accessibility for all residents. North Ayrshire Council work closely with utility companies to try to minimise the effects of utility works on the travelling public and to ensure that, as far as is possible, newly surfaced roads are not disturbed for a minimum period of 3 years. However, in the event of emergency works being required or new service connections, the utility companies must be allowed to carry out their works.
Page 131
Page 12 of 44 6. Sufficiency (Asset Demand) There is a constant demand for improved road infrastructure for driving, walking, cycling and accessibility. Environmental factors also impact on both deterioration of the road network and the solutions that can be found to address the challenges of providing a sustainable network for the travelling public. Environmental Factors - Climate change – changeable weather conditions with severe weather extremes becoming more common result in rapid deterioration of the road network. Landslides undermining roads on Arran have resulted in prolonged closures on both the Ross Road and at Kildonan within recent years as a result of heavy rainfall. Further, re- routing of traffic due to prolonged closures results in heavy vehicles causing damage to alternative roads not constructed to withstand either the volume or type of traffic. - Winter weather – harsh winter weather, particularly the extreme low temperatures becoming more common causes significant damage to road surfaces - Flooding – flooding is becoming more common due to prolonged periods of intense rainfall with historical drainage systems unable to cope. This further leads to rapid deterioration on rural roads where there is little or no formal drainage in place. - Electric Vehicle Charging has introduced a number of new assets within public car parks to allow members of the public access to charge their vehicles. - Electric cars are around twice as heavy as standard vehicles and are expected to cause increased deterioration to road networks, with further deterioration resulting from the introduction of electric buses and lorries which are significantly heavier - Materials are constantly under review to see if there are more sustainable and environmentally friendly products available that meet the required standards. Recycled materials are considered for use where appropriate.
Page 132
Page 13 of 44 Asset Group Status Reports The status of the major asset groups that make up the road asset as of April 2025 are summarised in the following pages: - Carriageways Statistics Commentary The Asset North Ayrshire Council has 1055 km of public road network. Growth of 1% over the last 5 years. Growth of 13 km over the last five years. Predicted growth over the next 5 years of 0.2% per year. Customer Expectations Roads Services customer surveys carried out in 2005, 2009 and repeated in 2013 show a decrease in satisfaction with the maintenance of our roads. The 2016 NHT survey indicates the low level of satisfaction with the condition of our roads. This decrease in satisfaction with our road network is despite an improvement in overall road condition and indicates the increasing expectations of the community. A roads customer survey created jointly by APSE/SCOTS to enable national satisfaction comparison was made available. It asked, how satisfied or dissatisfied are you with the condition of roads, this indicates that the satisfaction level has now dropped to 16%. A winter survey carried out in 2013 indicated that 70% of the community are satisfied with the winter service provided. The APSE / SCOTS survey in 2022 shows that the level of satisfaction with the winter service has remained the same. Condition SRMCS results in 2017/19 indicate that 38.1% of our carriageways may require attention – approximately 400km. Reported road condition has improved further in 2025 with a Road Condition Index of 30.6% The RCI now indicates a 4.1 % improvement against the Scottish average of 34.7%. Our position in Scotland has improved from the 4th quartile to the 2nd with North Ayrshire now 9th out of 32 authorities. Continued investment levels in road maintenance since 2020/21 should assist in maintaining current condition. 0% 10% 20% 30% 40% 50% % Satisfied with Maintenance of Roads 70% 30% Overall Satisfaction with Winter Service Satisifed Dissatisfied
Page 133
Page 14 of 44 Investment Historical These figures include capital and revenue investment in planned maintenance works. The investment figures include planned kerbing works (as per financial accounting guidelines), planned patching and works carried out for external contractors. The carriageway investment plan includes £3.8m Capital Investment and £0.5m Revenue. These investment levels were set to maintain steady state in road condition. The reported steady state figure in 2019 increased to £4.3m and again in 2023 to £5.5m. Valuation (Figures recalculated by SCOTS in 2023) Steady State figure £5.5million (2023) (Increased from £3.8m in 2017 & £4.3m in 2019) Cost per year to maintain the current Road Condition Indicator (RCI). (1) Headline backlog figure is £38.6million. (2023) Budget required to remove all defects in one year. Planned Future Investment It was calculated in 2019 that £11.1million per year is required to prevent further deterioration across the network. This is the depreciated replacement cost figure for the asset and does not include for increasing materials and construction costs. This figure does not take into consideration the additional costs associated with surfacing works on Arran. Increased costs are estimated to be 50% for materials and transport. No distinction is made between capital or revenue funding. Forward Works Programme The forward investment plan that was developed using Road Condition data and Inspectors surveys which also takes account of identified community priorities to provide options for optimising investment is reviewed annually. This is due to changes as a result of rapid deterioration in some areas. Locations identified are subject to annual re-assessment. Our system is utilised to identify the optimum strategy for long term planning for road maintenance which maximises budget efficiency for both Arran and the Mainland. (1) The Steady State calculation is based on investment required to ensure carriageways currently in amber condition do not deteriorate to red condition, and carriageways currently in good condition do not deteriorate to requiring maintenance treatment. This figure does not include treating all carriageways currently requiring major maintenance works as those in red condition will not deteriorate further
Page 134
Page 15 of 44 Footways Statistics Commentary The Asset North Ayrshire Council has 1028.6 km of footway/footpath network. Growth of 1.01% over the last 5 years. An extra 9.8 km of footway to be maintained. With new developments being constructed as shared spaces without footways, the predicted growth over the next 5 years is 0.15% per year. Predicted increase in footway length of 2 km over the next 5 years. Customer Expectations Roads Services customer surveys carried out in 2005, 2009 and repeated in 2013 show a decrease in satisfaction with the maintenance of footways and footpaths. The NHT survey indicates that this increased to 54% of respondents satisfied with the condition of footways. From the APSE/SCOTS survey in 2022 we saw a decrease to 46%. Footways are third only to safe roads and good road condition as the most important assets to our customers. Condition Condition Assessments are undertaken by the Road Inspectors as part of their inspection programme on an annual basis. Condition assessments carried out on the footway network indicate that around 11% of our footway/footpath network is currently in need of maintenance treatment and this is approximately 114km. 0% 10% 20% 30% 40% 50% 60% 70% % Satisfied with Footway/Footpath Surfaces Roads being in good condition 24% Safe Roads 24%Good Pavements 22% Good Street Lighting 21% Good Cycle Facilities 9%
Page 135
Page 16 of 44 Investment Historical Planned footway maintenance includes footway resurfacing/ reconstruction and planned footway patching. Additional investment in 2016/17 was as a result of capital investment in town centre regeneration projects, however remaining years have stayed relatively stable. It is expected that footway condition will decrease unless the level of investment is increased. Footways are maintained annually using our revenue budget, capital investment is required to provide planned improvement. Planned Future Investment It was calculated in 2019 that £1 million per year is required to prevent further deterioration in the footway network. This figure does not include for increasing materials and construction costs. This figure does not take into consideration the additional costs associated with surfacing works on Arran. Increased costs are estimated to be 50% for materials and transport. No distinction is made between capital or major revenue funding. Forward Works Programme All footways requiring maintenance treatment are assessed according to our priority assessment matrix. This lists all footways requiring maintenance works in order of priority. Locations identified are subject to continual re-assessment.
Page 136
Page 17 of 44 Structures Statistics Commentary The Asset The Structures asset consists of: 254 Road Bridges 33 Footbridges 118 Retaining Walls 119 Culverts 10 Underpasses 31 Revetments The figure for the length of retaining walls is estimated. There are two flood protection schemes recently completed: Upper Garnock (dam) and Millport (sea defences). Customer Expectations 100% of requests relating to abnormal loads are responded to within service response times. There have been no adverse comments in respect of Structures. Condition The Bridge Condition Indicators require that Principal Inspections (PIs) are undertaken over a 6 year cycle. A combination of a backlog of PIs and limited capital investment has resulted in a deterioration of bridge condition. Capital investment from 2016/17 onwards has seen the rate of decline reduce in BSCIs. General Inspections (GIs) are undertaken 2 yearly. Investment Historical These figures represent revenue expenditure only from 2013/14 to 2015/16. The application of asset management to maintenance of the structures asset resulted in planned Capital investment of £560,000 annually for maintenance of Structures assets from 2016/17 until 2033/34. Further additional Capital investment of £300,000 was made in 2018/19 to carry out improvement works.
Page 137
Page 18 of 44 Planned Future Investment Estimated Outstanding Maintenance Work Required Value of outstanding maintenance work for the Structures asset is estimated to be £8.6million. This estimate is based on the inspections that have been carried out to date and may rise as inspections are reviewed. A formalised process for establishing the ongoing, long-term budgetary requirements for the maintenance of the Structures Asset, is being further developed to build upon existing Capital Programme Asset Group (CPAG) work. Forward Works Programme The capital programme is identified based on the structures prioritisation methodology which ranks assets based on a number of factors including condition, safety, and usage. The revenue programme is based on priorities from identified maintenance work, this is adapted throughout the year due to defects of a higher priority being identified through the annual inspection process. All works are subject to continual re- assessment. The capital programme may be revised as a result of higher priorities being identified through results of inspections. Road Bridge Replaceme nt/Strengt hening 37% Footbridge Replacement/ Strengthening 24% Culvert Replacement/ Strengthening 2% Parapet Upgrades 32% Scour Protection 5%
Page 138
Page 19 of 44 Lighting Statistics Commentary The Asset No. of luminaires 26,198 No. of columns 24,408 Over the last 5 years the no. of luminaires has increased by 2592 reflecting a rise of 1.1% and the no. of lighting columns has increased by 1250; a rise of 1%. The growth pattern is expected to remain constant due to additional infrastructure as part of new developments. In addition, infrastructure replacement works will continue to increase the number of lighting points to reflect current design spacings. Customer Expectations Roads Services customer surveys carried out in 2005, 2009 and repeated in 2013 indicated an increase in satisfaction with the provision of street lighting. The NHT survey shows a decrease in the level of satisfaction with street lighting. The lower level of satisfaction may be due to the introduction of LED lighting which is being installed across North Ayrshire as part of an energy efficiency programme. These ensure that the lighting is concentrated onto the road network thereby reducing light spread onto surrounding private areas, gardens and pathways. The APSE/SCOTS survey now shows that the level of satisfaction for street lighting has remained the same as the 2016 survey at 72%. In 2024/25, 53% of enquiries and service requests recorded for the Service were regarding Street Lighting. This is compared to 42% the previous year. This may partially be a result of public reaction to the changed perception of lighting levels from the installation of LED lighting, but is also partially resulting from policy decision to remove night-time fault inspection arising from longer life LEDs. Condition The number of lanterns exceeding expected service life has decreased by 75% since 2013/14, due largely to bulk LED lantern changes despite fluctuations in Capital investment. The increase in the number of columns exceeding service life may have been affected by estimated historic installation date records and will also be affected by reprofiled capital investment in the years 2019-21. The age profile of lighting assets is variable dependent on original development or bulk spend and over years can account for differences in age expired units. Overall the profile is managed through use of structural safety inspections which allow targeted replacement and budget setting to maintain at least a static depreciation. 0% 20% 40% 60% 80% 100% % Satisfied with Street Lighting Provision
Page 139
Page 20 of 44 Investment Historical Level of historic investment reflected the ongoing £1m approx. required annually to maintain existing lighting infrastructure depreciation. Reprofiled Capital in 19/20 resulted in reduced investment to £750k. This has been restored in later years. An increase in investment from 2014/15 to 2017/18 is due to a major spend to save energy initiative to introduce LED lanterns into approx. 60% of the network. This resulted in an energy efficiency saving of an estimated £570k per year. However, reduction in energy and carbon has been offset by significant increased energy costs since 2022. Planned Future Investment Capital Investment 2015/16 - £2,654,000 2016/17 - £2,222,000 2017/18 - £1,460,428 2018/19 - £1,000,000 2019/20 - £750,000 2020/21 - £750,000 2021/22 - £1,940,000 2022/23 - £1,250,000 2023/24 - £1,000,000 2024/25 - £1,000,000 The additional spend to save investment was completed in 2017/18 reducing investment thereafter to the ongoing £1M approx. annual investment to maintain the lighting infrastructure depreciation at status quo. However, reprofiled investment over financial years 2019 – 2021 impacted these statistics with an increase in units exceeding life expectancy. There was also a further identification of £690k energy efficiency funding in 21/22 for earlier installed white lighting units to be converted to LED. The capital allocation is now planned to be £1m until 2033/34. Forward Works Programme Structural inspection programme of risk certification is ongoing. Priority major infrastructure replacement programme is drawn from inspection, age profile and asset profile information. Continued structural inspection manages risk between priority replacement and interim inspection certification.
Page 140
Page 21 of 44 7. Financial Historical Expenditure Historical expenditure on the Road Asset over the last 5 years is shown in the table below: 1 Planned carriageway expenditure includes externally funded improvement works and additional allocated budget 2 Revenue footway budget remains at £250k, externally funded improvements, generally on shared paths, have increased investment on the footway network. In addition, footway improvements are being included as part of capital carriageway resurfacing projects 3 Additional Capital investment allocated for Structures planned improvement works from 18/19 onwards 4 Total spend as internal works claims are not broken down into work types. Expenditure on street furniture and traffic management systems have been excluded from these figures as maintenance is based upon ongoing inspection regimes which determine repairs/replacements to be carried out on a needs basis. Planned Investment Service standard targets and investment strategies are based on available budgets detailed in the table below. Any changes to these predicted budget levels will require changes to both service standard targets and investment programmes. These budget figures are based on a 10-year plan and can vary annually depending on grant funding and further budget allocations. Due to internal payment management systems with internal service providers, it is not possible to break down lighting costs to equivalent figures for cyclic, reactive and planned work types. The breakdown shown for long term funding reflects the annual capital grant and revenue budgets for the lighting service broken down to an estimated split. 20/21 21/22 22/23 23/24 24/25 £ £ £ £ £ Reactive 885,282 987,755 637,259 1,222,465 1,389,399 Routine 224,136 184,966 280,516 385,257 254,592 Planned 1 4,047,703 5,642,824 5,205,937 6,409,790 4,932,957 Footways 2 Planned 528,053 538,415 530,857 1,298,006 649,930 Winter Maintenance CW and FW 611,076 452,926 503,585 602,185 605,147 Structures Total 3 623,258 1,102,570 1,068,433 755,475 861,851 Cyclic Reactive Planned Asset Works Carriageways 2,316,660 1,986,949 1,759,401Lighting (excluding energy costs) 4 1,554,331 1,828,918 26/27 27/28 28/29 29/30 30/31 £ £ £ £ £ Reactive / Routine 1,100,000 1,100,000 1,100,000 1,100,000 1,100,000 Planned 3,800,000 3,800,000 3,800,000 3,800,000 3,800,000 Reactive / Routine 130,000 130,000 130,000 130,000 130,000 Planned 250,000 250,000 250,000 250,000 250,000 Reactive / Routine 130,000 130,000 130,000 130,000 130,000 Planned 560,000 560,000 560,000 560,000 560,000 Reactive / Routine 320,000 320,000 320,000 320,000 320,000 Planned 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 Flood Protection Reactive / Routine 200,000 200,000 200,000 200,000 200,000 Millport Pier Planned 984,960 B714 Improvements Planned 15,499,584 11,488,805 Asset Works Carriageways Footways Lighting (excluding energy costs) Structures
Page 141
Page 22 of 44 Investment Strategies The strategies in this section have been determined using predictions of future condition over a 10-year period. The predictions enable strategies to be created to look at the whole life cost of maintaining the asset. Using long term predictions means that decisions about funding levels can be taken with due consideration of the future maintenance funding liabilities that are being created. Investment strategies for the major asset types are summarised below. These strategies are designed to enable the service standards in section 5 to be delivered. Investment between Asset Types In comparison to historical investment future investment is planned to be: − Carriageways: level of investment - £3.8m Capital planned investment annually, expected to be maintained until 2033-34. Revenue contribution to planned investment expected to be maintained at £500,000. These figures do not meet the current steady state figure of £5.5m calculated by SCOTS to maintain existing road condition, however additional investment provided annually since 21/22 has assisted in improving road condition − Footways: level of planned investment decreased to £250k to assist in maintaining carriageway investment levels, grant funding for active travel and footway improvements as part of capital carriageway works have increased the level of investment annually in the footway asset. − Structures: level of investment increased from 2016/17 to enable a programme of improvements. Additional Capital investment of £300,000 was granted in 2018/19. Investment of £560,000 is expected to remain steady going forward. Street lighting; level of investment was increased until 2017/18 as part of a ‘spend to save’ initiative to introduce modern efficient LED lighting. Capital investment of £1M annually required to keep pace with annualised depreciation, was reduced in 2019/20 and 2020/21 to £750k before reprofiled increase in subsequent two years. The immediate impact of this was an increase in depreciated assets which resulted in reprofiling to £1.25m in the following two years to stabilise the annual depreciation figures by 2024/25. The level of investment is now expected to remain at £1m until 2033-34. The original business as usual annual energy use for 2013/14 was 8,001,389kWh. Having converted just under 90% of the stock to LED has resulted in the current annual energy use dropping to 4,391,432kWh for 2024/25. Carriageways The investment strategy for carriageways is to optimise investment by using life cycle planning to undertake targeted improvements to ensure that efficiency of spend is maximised. This will increase investment in lower cost treatments, although investment will also support higher cost resurfacing where carriageways are in poor condition. The budget available is insufficient to undertake a full preventative programme as there are areas of major deterioration that must be addressed for public safety. The strategy is to minimise deterioration by optimising available investment in order to maintain current condition.
Page 142
Page 23 of 44 The above illustration shows that by applying road asset management principles the whole life cost of maintaining the asset is greatly reduced. The use of preventative maintenance treatments at the optimum intervention timings extends the life of the asset leading to less need for reactive and planned maintenance. The budget currently allocated for planned maintenance is insufficient to meet the steady state figure calculated by SCOTS to assist in maintaining current road condition as measured by the Road Condition Index. A programme of carriageway screeding is planned annually to improve our rural road network. A method of prioritisation is utilised in addition to Scottish Road Maintenance Condition survey data to target investment for long term planning. Carriageway prioritisation data is included at Appendix C. Footways The strategy for planned improvement works to footway is to develop a long-term programme for footway improvements using our prioritisation matrix (Appendix D). Preventative treatments have been used in previous years in residential streets but had poor feedback from the public. As a result of this, all town centre footways are resurfaced in asphalt with white limestone chips or to meet public realm requirements, but all other footways are now resurfaced with a 6 or 10mm asphalt concrete finish as this is a more efficient use of limited funding for footway improvements. Although initial feedback has been varied on this matter, it is more acceptable to our residents than the extended use of thin surfacing treatments. To move to programming investment in our footway network using lifecycle planning, there is a requirement to use a range of treatments. As thin surfacing treatments are further developed, they will be trialled, and the results analysed to enable lifecycle planning to be fully implemented and investment optimised across our footway network.
Page 143
Page 24 of 44 Routine and reactive repairs are expected to continue at current levels and will be undertaken within available budgets. Structures The structures maintenance strategy is to use available funding to ensure the safety of the travelling public by maintaining the structures in a serviceable condition. The methodology used to allocate Revenue and Capital funding is outlined below. Revenue Works carried out under the revenue budget are generally reactive and routine works identified through the inspection regime and/or reported defects from the public. Works identified, where there is insufficient budget to immediately carry out repairs and where they are not prioritised due to safety reasons, are recorded in the Work Bank which is a list of works to be completed as funding is available. The maintenance strategy attempts to balance the need to complete essential reactive works, whilst allocating funds to routine preventative and corrective works identified through inspections. A reduction in routine maintenance will accelerate the rate of deterioration of the asset. Capital A capital budget has been allocated to the structures asset from 2016/17. This is enabling a programme of strengthening and replacement to be put in place. These works will be prioritised using the structures prioritisation methodology and a programme of works established. The Structures Prioritisation Matrix is contained in Appendix E. The annual capital budget allocated is £560,000. This means that the current list of works required would take approximately 16 years to compete. Street Lighting The investment strategy for lighting is to continue to use lifecycle planning to undertake targeted improvements of the overall asset infrastructure by using the prioritisation of profiled deteriorated, age expired and energy improvement opportunities. This is to ensure that the asset remains safe and fit for purpose and avoids collapse and injury, such as that experienced in 2023 in Glasgow. The funding available currently for infrastructure replacement will not be sufficient to improve the age/condition profiles, however the overall strategy is to minimise further deterioration of the asset profile by keeping pace with annualised depreciation. However, the short term reduced Capital investment resulting from reprofiling will increase the annualised depreciation cost; increase poor condition assessment statistics; increase the impact of energy increases, carbon tariffs and unplanned reactive repairs on future revenue budgets until the balance is redressed from increased spend in subsequent years. The Capital funding will continue to be required to support annual replacement of deteriorated support column and cable infrastructure on those locations which have been converted to energy savings lanterns, as those supporting networks themselves become deteriorated and age expired.
Page 144
Page 25 of 44 8. Legislation Legislation can lead to increased demand on Local Authorities’ resources in managing their road assets. The following list is legislation requirements currently in place that have an impact on the Road Service and should be taken account of: - Roads (Scotland) Act 1984 - New Roads and Street Works Act 1991 - Transport (Scotland) Act 2005 - Transport (Scotland) Act 2019 - Flood Risk Management (Scotland) Act 2009 - Disabled Persons Parking Places (Scotland) 2009 - Traffic Signs Regulations and General Directions 2016 - Reform of red diesel and other rebated fuels entitlement - Public Health etc. (Scotland) Act 2008 (Artificial Light Nuisance) - Health and Safety at Work Act 1974 - Electricity at Work Regulations 1989 - Environmental Protection Act 1990 - Clean Neighbourhoods and Environmental Act 2005 - Climate Change (Scotland) Act 2009 As well as the above primary legislation, there are also secondary legislations, these are Regulations and Orders that are made under the enabling powers provided by primary legislation in order to implement and administer the requirements of that primary legislation. - The Road Works (Reinstatement Quality Plans, Qualifications of Supervisors and Operative and Miscellaneous Amendments) (Scotland) Regulations 2023 - The Scottish Road Works Register (Prescribed Fees) Regulations 2022 - The Scottish Road Works Commissioner (Imposition of Penalties) Regulations 2022 - The Road Works (Qualifications of Operatives and Supervisors) (Scotland) Amendment Regulations 2019 - The Road Works (Inspection Fees)(Scotland) Amendment Regulations 2014 The following national policies and guidance documents also have an impact on the service provided: - Well-Managed Highway Infrastructure: A Code of Practice - Safety at Street Works and Road Works: A Code of Practice - Designing Streets Manual for Scotland - SCOTS National Roads Development Guide - SUDS Section 7 agreements may create further maintenance responsibilities in relation to sustainable drainage systems. Section 7 agreements state that the Roads Authority and Scottish Water may agree to the provision, management and maintenance or use of their sewers or road drains for the conveyance of water bringing shared responsibilities for systems. - Cycling by Design - BS 7671:2018 The Requirements for Electrical Installations - BS 5489-1-2020 Design of Road Lighting : Code of Practice 9. Policy/Guidance
Page 145
Page 26 of 44 The following policies associated with the Roads asset have been approved by the Council Members: - Council Plan - Performance Management Framework - Corporate Procurement Strategy - Place Directorate Plan - Roads Operational Plan - Road Asset Management Plan - Permission for Attachment of Amenity Displays - Arran Lighting Policy - Lighting Energy Efficiency Strategy - Local Transport Strategy - Winter Service and Weather Emergencies Plan - Road Asset Safety Inspection Policy - Sustainable North Ayrshire Strategy - Regeneration Delivery Strategy - Flood Risk Management Plan - Local Flood Risk Management Plan - Flood Resilience Plan Guidance - Well Managed Highway Infrastructure - Code of Practice - BS 5489-1-2020 Design of Road Lighting – Code of Practice 10. Health and Safety The assets are managed in accordance with Well Managed Highway Infrastructure – A Code of Practice. The code highlights a statutory obligation on Highway Authorities to maintain the public highway and embraces the 2 essential functions of Safe for Use and Fit for Purpose. - Safe for Use requires carriageways to be managed in such a way that they do not pose an unacceptable risk to public safety. - Fit for Purpose requires carriageways to be managed in such a way that they remain available for use by traffic permitted for the route. Road Safety information and details of initiatives to promote road safety are available from SharePoint\General\All Departments\SCOTS Asset Management Project\Road Safety. Structures assets are managed in accordance with the Code of Practice for Management of Highway Structures. The code highlights a statutory obligation on Highway Authorities to maintain the public highway and embraces the 2 essential functions of Safe for Use and Fit for Purpose. - Safe for Use requires a highway structure to be managed in such a way that they do not pose an unacceptable risk to public safety. - Fit for Purpose requires a highway structure to be managed in such a way that they remain available for use by traffic permitted for the route.
Page 146
Page 27 of 44 Regular inspections of structures identify problem areas that require urgent rectification or the imposition of other safety measures such as the implementation and enforcement of weight or height restrictions. The lighting assets are managed in accordance with Well Managed Highway Infrastructure – A Code of Practice The code highlights a statutory obligation on Highway Authorities to maintain the lighting asset and embraces the 2 essential functions of Safe for Use and Fit for Purpose. - Safe for Use requires lighting plant to be structurally & electrically safe. - Fit for Purpose requires lighting to be operational or to restore inoperative lighting within a defined time. The lighting levels and outputs are defined within British Standard BS5489-1:2020 A Code of Practice for the Design of Road Lighting and within the ILP Guidance Note 01/21: The Reduction of Obtrusive Light (JM) and are based on type of road and night-time use of road, environmental area and whether an alternative lit route is available. Works carried out which involve traffic management, excavation or working at height are progressed in accordance with the legislative framework provided within. - The New Roads and Street Works Act 1991 - The Working at Height Regulations - The Electricity at Work Regulations 1989 Overarching requirements in respect of climate change are managed with respect to Climate Change (Scotland) Act 2009.
Page 147
Page 28 of 44 11. Risk Management This section summarises how the council’s risk management strategy is applied to the management of the road asset. It identifies where risks associated with the road asset are recorded, identifies the major risks associated with the asset and outlines how they are currently being controlled. Corporate Risk Management Strategy The Corporate Risk Management Strategy provides a framework through which risk can be identified and managed, thereby reducing the Council’s exposure to loss. Risk Identification The Roads management team identifies significant strategic risks impacting upon the priorities outlined in the Councils Plans. Risk Categorisation A risk assessment matrix is used to identify the level of risk associated with carriageway and footway defects and to categorise and prioritise repairs accordingly. There is a long- established process in place to risk assess and prioritise defects related to structures. Risk Control Risks within the Roads Service are controlled by carrying out inspections in accordance with Codes of Practice, adherence to the winter policy and compliance with the Flood Resilience Strategy. Monitoring and Reporting Risk is continually monitored by the Roads management team and reported to the Corporate Management Team through quarterly performance reports and through the Roads Operational Plan. Risk Register A corporate risk register has been produced and this contains the risks associated with Neighbourhood Services. A summary of the risks associated with the Roads Service are recorded in the following table: Risk Strategic / Corporate / Operational Climate Change Operational Financial Variation on Flood Scheme Operational Flood Programme Risk Operational Energy Pricing Corporate Sustainability of Asset Management Model (Capital Investment) Operational Decriminalised Parking / Legislative Changes Operational Workforce Demographics / Contingency Capacity Risk Operational Recruitment / Retention Corporate
Page 148
Page 29 of 44 Reputation Risk Corporate Fuel Resilience Operational Specific risks associated with the Roads asset are recorded in the following table: Risk Controls Monitoring Process Reduced resources leading to a reduction in levels of service and an increase in complaints and legal claims Road Asset Inspection Policy Prioritisation scheme for works Regular monitoring of performance achievable with allocated resources Number of 3rd party liability claims Number of defects reported Failure of street lighting electrical networks leading to dark area or electrical accidents or injury Statutory Inspection Regime Number of units with valid electrical inspection Failure of street lights leading to accidents Regular inspection programme in place and investment in replacement programme Number of reported dark lamps Failure of street lighting structures leading to damage or injury Regular inspection programme in place and investment in replacement programme. Number of age expired units with valid structural inspection certification Flooding leading to service and local transport disruption and associated financial cost Emergency plans for flooding Flood Risk Strategy Regular inspection of trash screens and culverts Severe winter weather or failure of proactive winter procedures leading to traffic disruption and impact on the local economy Annual review of winter maintenance policy. Operative training in winter procedures % of priority routes completed on time Ongoing review of measures in place throughout the winter period.
Page 149
Page 30 of 44 12. Governance of the Assets Plan Management The Head of Neighbourhood Services is responsible for management and control of the plan, and the Senior Managers (Roads and Engineering Services) are responsible for its implementation. This Roads Asset Management Plan (RAMP) will be presented to Members as a component of the overall Corporate Asset Management Plan. Major projects are report via the Place Major Project Meeting and to the Executive Leadership Team (ELT) where appropriate. Plan Review The plan will be reviewed annually as part of the Council’s service planning and budget setting exercise and in response to planned changes within the delivery of Council services.
Page 150
Page 31 of 44 13. Service Delivery Aspirations/Challenges The roads infrastructure asset is constantly changing as a result of changes in legislation, active travel improvements, public transport infrastructure improvements, the introduction of electric vehicles charging points, requirements for traffic calming measures, and to meet community aspirations. Asset Growth In addition to the above reasons for asset growth, this also arises from the adoption of new development sites. The carriageway asset has increased by 1.01% over the last 5 years, which has resulted in an additional 12.9 km of carriageway to be inspected and maintained. This increase included an additional 3.56km from the de-trunking of the A737 through Dalry. Due to the increase in new housing developments, it is expected that the carriageway asset growth will increase at approximately 0.2% per year. Growth of our footways/footpaths over the same period was 9.8km representing a 1.00% increase over the same 5-year period, this is expected to decrease by 0.15% per year due to the increased use of shared surfaces and the resultant decrease in footway provision. The number of lighting columns has increased by approximately 1.05% over the last 5 years. This rate of growth is due both to adoption of new development sites and increased numbers resulting from improvement of lighting to current standards. This trend is expected to continue. The number of traffic signals remains relatively static with any increases due to a requirement to regulate traffic flow on busy routes and to provide safe crossing points for the public. A number of driver feedback signs are provided, all of which have been installed in the last 12 years. New infrastructure that isn’t going to form part of the public road network and appear in the List of Public Roads is classified as non-adopted assets. These mostly consist of new cycleways and remote paths. These are not recorded as part of the adopted network assets but do increase the inspection and maintenance liability of the service. Flooding has seen a significant capital investment in recent years and this has resulted in several large-scale flood prevention schemes, namely, Largs Seawall, Garnock Flood Prevention scheme and Millport Flood Prevention. Increasing demand for speed reduction measures is likely to continue, particularly as a result of the ongoing assessment of 20mph limits for residential streets as part of the Scottish Governments National Strategy to ensure all appropriate roads in built up areas have a speed limit of 20mph by 2025. The installation of traffic calming measures and associated signage further incurs additional maintenance costs. Traffic Growth Demand for traffic management measures and parking availability as a result of increased car ownership has resulted in an increasing number of enquiries and requests for the service to ‘do something’ to alleviate the problem. It is hoped that improvements in public transport, and cycling/walking facilities will encourage active travel and have an impact on the level of demand on the road infrastructure. Traffic movements are also affected by roadworks and changes to the trunk road network resulting in increased loading on carriageways not designed for high levels of traffic. A shift
Page 151
Page 32 of 44 in local traffic patterns took place with the opening of the 3 Towns by-pass in 2005 and again with the opening of the new Dalry Bypass in April 2020. The opening of the 3 Towns bypass resulted in significant deterioration of the B714 as a result of increased traffic volumes, partly due to drivers choosing to use the B714 as an alternative route when traffic management is in place in Kilwinning. It is anticipated there will be another change in future years when the realignment and improvements on the B714 are complete. With the proposed B714 improvement works it is expected that there will be an increase of traffic through Kilwinning while works are being undertaken, however this should only be a temporary situation while the public find alternative routes to avoid the construction work. Road Equivalent Tariff (RET) was introduced on ferry routes to Arran with a reduction in fares for the travelling public. There is currently no information available on any increase in vehicular traffic as a result of this however, anecdotal information suggests a significant increase due to the influx of tourists, with private cars and bus tours throughout the summer months further contributing to the deterioration of Arran’s roads. There are projected figures for increases in timber transport calculated from predicted volumes of timber to be felled in future years. It is estimated that haulage traffic had increased by 39% between 2012-2016 and 2017-2021, the demands placed on the road network by timber haulage is expected to continue. Traffic Composition Traffic composition is considered where deterioration in the road surface requires repeated maintenance. There are a number of rural routes where constant maintenance is required due to heavy traffic causing damage to roads of sub-standard construction. A survey undertaken on a number of our C class routes established actual volumes of heavy traffic. It was determined that the C80 (Whiskey Bond Road) experienced the highest volume at 27% HGV traffic, compared to the other surveyed routes that had an average of 2%. High volumes of buses and lorries were also noted on the C118 Routenburn Road (27%) and C41 Brisbane Glen Road (20%) compared to an average of 16% over the 8 surveyed routes. Cars and light goods vehicles accounted for only 55% of the vehicular traffic using the C80. This study highlighted the need to determine appropriate treatment options for these routes to consider the type and volume of traffic using them; or to look at alternative routes, if possible, for this traffic. A programme of improvements to rural roads is ongoing to provide for more permanent solutions to maintaining the road surfaces. Rural roads are not designed or in a state to be used by heavy goods or large numbers of vehicles. The C87 from Whitehurst Park to the A737 is a short cut used by residents and haulage firms trying to avoid going through Kilwinning town centre. This has resulted in this road requiring significant maintenance with layout changes being implemented as well.
Page 152
Page 33 of 44 14. How assets will be used in the future Local Transport Strategy The Local Transport Strategy 2023 – 2028 will help improve the transport network in North Ayrshire and its connectivity beyond to create an attractive place for businesses and communities to thrive. The new Local Transport & Active Travel Strategy sets out the policies to be adopted and the actions to be implemented to guide the planning and improvement of the local transport and active travel networks. It also outlines behaviour change initiatives aimed at supporting and encouraging people to use the sustainable transport networks more often. A detailed action plan identifies actions and priorities for the period of the strategy. The new Local Transport & Active Travel Strategy refers to all types of transport, including walking, wheeling, cycling, bus, rail, ferry and car and considers how to integrate these types of transport to make travel by several modes easier for all. The Local Transport Strategy may result in additional public transport and walking/cycling routes that will result in increasing future maintenance costs. North Ayrshire Council is committed to implementing low maintenance solutions, where possible, for example widening existing footways to create shared footway/cycleways rather than constructing separate new cycleways that would incur additional inspections costs.
Page 153
Page 34 of 44 15. Performance Indicators The table below shows some of the main APSE/SCOTS performance indicators used to measure performance of the roads assets. Performance Indicator 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Target RDS_PI010 - Percentage of top priority winter gritting routes completed on time 98.76 98.74 99.2 98.6 99.54 99.62 99.7 CP_20 (RCI) - % of overall road network that should be considered for maintenance treatment 37.3 37.1 33.9 34.8 32.5 30.6 32 SOL_ENV04b - % of Class A roads that should be considered for maintenance treatment 38.8 36.3 29.9 30.7 28.92 26.7 30 SOL_ENV04c - % of Class B roads that should be considered for maintenance treatment 36.8 32.6 29.4 28.9 27.41 25.5 30 SOL_ENV04d - % of Class C roads that should be considered for maintenance treatment 46.9 44.9 39.4 39.9 38.5 36.8 40 SOL_ENV04e - % of unclassified roads that should be considered for maintenance treatment 33.7 35.6 33.9 35.4 32.36 30.5 33 RDS_PI008 - Bridge Stock Condition Indicator (average BSClav) 85.7 86.1 85.8 86.4 83.11 82.76 86.4
Page 154
Page 35 of 44 RDS_PI009 - Bridge Stock Condition Indicator (BSCIcrit) 75.3 75.6 74.2 74.8 68.52 68.04 75 OP_PL_LIGHT_01 - % of lamps restored to working condition within seven days 93.9 94.8 94.7 96 94.97 91.69 96 OP_PL_LIGHT_06a - Average annual electricity consumption per street light (kw hours) 199.6 192 184.9 184.9 182.48 174.31 170 RDS_PI003 - % of street lights which are LED 60.8 61.9 65 79.5 84.53 87.83 90 The target for RCI % of road network that should be considered for maintenance treatment is to maintain current road condition. The targets for the A, B, C and Unc roads are variable due to the differences in survey timings and %s of each classification of road that are surveyed annually. Road condition can deteriorate quickly as a result of inclement weather, subsidence and material failures. Further performance information is reported through SCOTS/APSE to enable benchmarking between authorities in Scotland and assist in sharing and learning through best practice. 16. Action Plan Asset Management Plan Action Plan The following actions have been identified as the Road Asset Management improvement actions and are recorded on Covalent. Action Ref Action Lead Timescale RAMP_A22 Integrate Roads & Building Services lighting operational and financial management systems Lighting Manager March 2026 RAMP_A23 Review & Update Road Lighting Policy to incorporate guidance on Non-Road Assets and other services impacts Lighting Manager March 2026 RAMP_A38 Review existing TTRO currently in place to progress permanent orders were appropriate. Team Leaders Network March 2026
Page 155
Page 36 of 44 RAMP_A40 Assess the cost effectiveness of footway replacement options, including kerb renewal Team Leaders Network March 2026 RAMP_A41 Progress inclusion of identification non-adopted assets in the gazetteer to enable addition to existing planned inspection cycles. Team Leader Asset Management March 2026 RAMP_A43 Approval & publication of the local coastal change adaptation plans for Stevenston and Irvine. Team Leader Flooding March 2026 RAMP_A44 Prepare progress report on the Ayrshire local flood risk management plan. Team Leader Flooding March 2026 RAMP_A45 Develop procedures and performance indicators to align with the requirements of the Scottish Road Works Register (SRWR) Team Leader Asset Management March 2026 RAMP_A46 Investigate the potential for the reintroduction of a Quality Management System, including the review of existing and new procedures required for the Roads Service. Team Leader Asset Management March 2026 RAMP_A47 Develop prioritisation matrix for Scour Protection needs and integrate these requirements into the existing works prioritisation programme. Team Leader Structures March 2026 RAMP_A48 Identification of bridge supports which are vulnerable under vehicle impact. Create database with mitigation measures to be implemented and prioritised based on risk. Team Leader Structures March 2026
Page 156
Page 37 of 44 17. Glossary The following abbreviations are used in this plan: ACoP ADC AMP APSE BCI BSClav BSClcrit CSS DRC GRC HGV IA LCP LTS NRSWA RAMP RAUC(S) RCI RMS SCOTS SRMCS SRWR SPI TRO WDM WGA Approved Code of Practice Annualised Depreciated Cost Asset Management Plan Association for Public Service Excellence Bridge Condition Indicator Average Bridge Stock Condition Indicator Critical Bridge Stock Condition Indicator County Surveyors Society Depreciated Replacement Cost Gross Replacement Cost Heavy Goods Vehicle Improvement Action Lifecycle Plan Local Transport Strategy New Roads and Street Works Act Road Asset Management Plan Roads Authorities and Utilities Committee (Scotland) Road Condition Indicator Roads Management System Society of Chief Officers of Transportation in Scotland Scottish Road Maintenance Condition Survey Scottish Road Works Register Statutory Performance Indicator Traffic Regulation Order Williams Detail Management Limited Whole of Government Accounts
Page 157
Page 38 of 44 The following terms are used in this plan: Annualised Depreciation The cost of annual deterioration of the road network if no maintenance works are carried out. Asset Management A strategic approach that identifies the optimal allocation of resources for the management, operation, preservation and enhancement of the Road infrastructure to meet the needs of current and future customers. Asset Valuation The calculation of the current monetary value of an authority’s assets. Depreciation The systematic allocation of the depreciable amount of an asset over its useful life arising from use, ageing, deterioration or obsolescence. Depreciated Replacement Cost Method of valuation which provides the current cost of replacing as asset with its modern equivalent asset less deductions for all physical deterioration and all relevant forms of obsolescence and optimisation. Gross Replacement Cost The monetary cost of replacing the existing asset with a modern equivalent asset. Levels of Service A statement of the performance of the asset in terms that the customer can understand. Lifecycle Plan Document defining the standards applied to an asset and detailing the management processes used to deliver those standards. Public Realm Publicly owned streets, pathways, right of ways, parks, publicly available open spaces; all areas to which the public has open access Road Infrastructure Assets An authority’s portfolio of road assets including roads, segregated footpaths and cycle routes, structures, lighting, traffic management systems, etc. Together they function as a system or network which as a whole is intended to be maintained at a specified Level of Service (assessed through performance measures) by the continuing replacement and refurbishment of its assets and elements. Section 7 Agreement A Roads Authority and Scottish Water may agree to the provision, management, maintenance or use of their sewers or road drains for the conveyance of water from the surface of a road or surface water from premises and that neither party shall unreasonably refuse to enter into such an agreement or insist on terms or conditions unacceptable to the other party. Statutory Undertakers Various companies and agencies with legal rights to carry out works on the road.
Page 158
Page 39 of 44 18. Appendix A – Maintenance Hierarchy Mainland & Cumbrae
Page 159
Page 40 of 44 19. Appendix B – Maintenance Hierarchy Arran
Page 160
Page 41 of 44 20. Appendix C – Carriageway Prioritisation Criteria The annual carriageway resurfacing programme is developed using WDMs UKPMS Scheme Manager software. This takes into consideration the following data when determining prioritisation of carriageways for inclusion in the works programme. The following road condition data sources are used: • Scottish Road Maintenance Condition Survey Data • RoadAI Condition Data • SCRIM Primary condition data sources utilised for each classification of road are: A, B & C roads are using SRMCS U class are using RoadAI Local Rankings are also included: • Accident Data • Road Hierarchy • Defects Scheme Manager produces a prioritised list of carriageways in need of maintenance treatment. This includes a determination of the most efficient treatment type i.e. surface treatment, thin surface or inlay/overlay, taking into account its condition and lifecycle. The outputs from Scheme Manager are then compared to the Locality Inspectors annual Condition Assessments to identify any areas that may not have been highlighted through this process.
Page 161
Page 42 of 44 21. Appendix D – Footway Priority System
Page 162
Page 43 of 44 22. Appendix E – Structures Priority System Structure Name: Date when the scoring is carried out: Structure Net score % of Maximum Score total Score No. Factors Score Input 1 Type of Bridge 1 Score 1 if road bridge and 0 if foot bridge Culverts, Subways which carry road shall be considered as road bridge as per this scoring system. Structures which carry only pedestrians, cyclists and equestrians shall be considered as footbridge. 1 NA 2 Route Factor 40 Score based on NAC route hierachy Route hierachy 0 0 0% Cat 2 - SPT/ NAC strategic routes - 40 Cat 3a - Main distributor routes - 30 Cat 3b - secondary distributor routes - 20 Any other category - 10 Routes serving fewer than 5 properties - 5 3 HGV Restriction 20 Score based on weight capacity Weight restriction 0 0 0% factor 3 tonnes - 20 7.5 to 13 tonnes tonnes - 15 18 tonnes - 10 26 to 38 tonnes - 5 No weight restriction - 0 4 Condition factor 10 Score based on the condition of the bridge Sliding score based on 0 for very good condition to 10 for poor condition. (10 - (BCI crit/ 10)) 0 0 0% 5 Deterioration factor 10 Score based on the rate of deterioration of the structure Sliding score based on 0 for very slow deterioration to 10 for rapid deterioration 0 0 0% 6 Pedestrian factor 30 Score based on pedestrian usage. Bridges with footways of heavy pedestrian usage shall score a maximum of 30. Structures with footways in heavily used urban areas score 30. Score 30 if route is access to a school or railway station. Apply a sliding scale going down to 0 for rural structures without footways. 0 0 0% 7 Flooding factor 40 Score based on the potential for the existing structure to contrubute to flooding A structure that makes no contribution to flooding risk will score 0. Structures that are know to increase the risk of flooding due to restrictions in width or soffit height will score 30. 0 0 0% 8 Scour factor 60 Score based on risk of collapse due to expose to scour in heavy flow conditions Risk of collapse of structure due to scouring. Structures which have been deterioted severely because of inadequate scour protection and on verge of collapse score maximum. Scour risk based on a sliding scale. 0 0 0% 9 Parapet Condition Factor 15 Score based on the condition of the parapets Structures with substandard Parapets with poor conditon will score 15 . Structures with substandard parapets with a 'monitor only' recommendation will score 10. Structures which have parapets to current standards will score 0. 0 0 0% 10 Parapet Risk Factor 10 Score based on risk in the event of a parapet collapse leading to high risk injuries and human casualties. What is the likelihood of someone getting high risk injury or even death while the parapet is open to use considering the condition of the structure. Risk based on a sliding scale. 0 -5 100% 11 Delay factor 20 Score based on whether existing restrictions such as limited width cause delays at the structure Structures where delays are caused by width, weight, height or other restrictions such as traffic lights will be given a score higher than zero. Delays less then 2 minutes at peak times will score 10 and longer than 2 minutes will score 20. Score maximum if fire station, railway station or hospital affected by delay. 0 0 0% 12 Structure Risk factor 10 Score based on risk in the event of a Structure collapse leading to high risk injuries and human casualties. What is the likelihood of someone getting a high risk injury or even death while the structure is open to use considering the condition of the structure. Risk based on a sliding scale. 0 0 0% 13 Maintenance factor 30 Score based on maintenance required to keep the existing structure open. Score based on known maintenance history and requirement. No maintenance requirement will score 0. Listed structures score 15. 0 0 0% 14 Diversion factor 20 Score based on the length of the diversion route if the structure is closed in an unplanned manner with no finite time limit. Score based on diversion length. Any diversion equal to or more than 20 miles scores 20. Score 1 for each mile of diversion up to 20. Score 20 if a road closure adversly affects a fire or railway station or hospital. Score 20 if there is no alternative diversion. 0 0 0% -5 Structure Name: Additional comments
Page 163
Page 44 of 44 Note maximum score that can be achieved for road bridge= 500 Priority level Chart Structure Name: Date of Scoring: 00-Jan-00 Priority Level Indicator Overall works (500) Structure works (100) Parapet works (70) Scour Protection (60) Level Score Level Score Level Score Level Score No Action Rquired Low Priority Medium Priority High Priority Immediate action required Note : Works are divided above into three sub categories as each work can be independent and each has its own significance in terms of attention required.