Interim Property Asset Management Plan 2009

South Ayrshire Council

Interim Property Asset Management Plan

May 2009 South Ayrshire Council

INTERIM PROPERTY ASSET MANAGEMENT PLAN

TABLE OF CONTENTS

Section 1 Introduction Page 2

Section 2 Asset Management Strategy Page 4

Section 3 The Council Property Estate Page 7

Section 4 Overview of Current Property Portfolio Page 14

Section 5 Service Asset Requirements and Issues Page 40

Schools Page 40

Office Accommodation Page 50

Depots and Cemeteries Page 60

Community Facilities Page 68

Activity Centres and Swimming Pools Page 69

Community Centres and Halls Page 69

Libraries Page 70

Museums and Galleries Page 71

Social Work Page 71

Section 6 Area Based Issues Page 72

Section 7 Shared Services Page 80

Section 8 Conclusion Page 82

Section 9 Action Plan & Recommendations Page 84

Persons to Contact Page 90

Appendices

Appendix 1 Education Fundamental Review Draft

Appendix 2 Area Maps

Appendix 3 Capital and Revenue Funding Requirements

Appendix 4 Draft Five Year Capital Plan

Appendix 5 2009-10 Approved General Services Capital Plan

Appendix 6 List of Non-Operational Properties

1 Introduction

1.1 This is the first Corporate Property Asset Management Plan to be produced by South Ayrshire Council and will serve as an Interim Plan until further work is carried out to develop Service Asset Strategies designed to support service delivery priorities as set out in individual Service Plans, which are currently being developed.

1.2 This Plan establishes a framework for Asset Management Planning in South Ayrshire and draws together a number of projects, initiatives and proposals previously developed in isolation.

1.3 This document contains information and an Action Plan for the Council‟s Property Assets and further work will be required on a number of other asset categories, such as ICT, Roads, Play Equipment, etc, to enable the collation of a full Corporate Asset Management Plan.

1.4 The Plan covers the 10 year planning period from 2009-2019 and will be updated and rolled forward in June of each year.

1.5 In recent years a number of studies into the management of assets within council ownership have revealed significant weaknesses in local authority decision making processes. It has become obvious that decisions regarding property assets have not been based on facts relating to the condition and fitness for purpose of buildings, but solely on immediate service need.

1.6 The recognition of these weaknesses has resulted in increasing pressure for local authorities to establish Asset Management Planning frameworks to address the issues surrounding a portfolio which may have significant numbers of buildings that are in poor condition, not fit for purpose and are becoming increasingly unaffordable. The need for the development of Asset Management Plans has been driven by a number of developments at a national level, including:

the abolition of the S94 capital controls and the introduction of the Prudential Code which has allowed local authorities to invest and borrow within agreed and affordable limits; recent Audit Scotland work on Asset Management in local councils throughout Scotland and it is expected that auditors will, in future, rigorously pursue the need for improved asset management and capital planning decision making frameworks; and CIPFA guidance to the Local Government Directors of Finance outlining its recommendations regarding the development of Asset Management Planning.

1.7 Property Asset Management Planning within South Ayrshire

1.7.1 In December, 2007 an organisational decision making structure was approved by the Council‟s Leadership Panel to support Asset Management Planning within South Ayrshire. This resulted in the establishment of an Asset Management Working Group which includes representatives from all Service Directorates and Corporate Support Services. This Group reports directly to the Budget Working Group and ultimately to the Leadership Panel.

1.7.2 Co-ordination and management of the Asset Management process within South Ayrshire Council is the responsibility of the Development and Environment Directorate.

1.7.3 The action proposed in this AMP is based on the significant volume of data that the Council holds on all of its property assets, much of which was reflected in earlier Asset Management Planning Position Statements produced in 2004, 2005 and 2007.

1.7.4 The Council now uses the information that it gathers through its survey work of its Property Assets, both in terms of their condition and suitability, to inform its capital investment planning process and to develop annual planned maintenance programmes funded through the Central Repairs Account.

1.7.5 The Council now spends more of its revenue maintenance budget on planned maintenance than on reactive repairs. In 2008-09 the amount spent on planned maintenance equated to 53% of the total budget for maintenance work with 47% being spent on reactive work. It is intended to improve further on this position in 2009-10.

1.7.6 The Council has developed a Draft Five-Year Capital Plan for the period 2009-14 which is detailed in Appendix 4 of this document. This will require to be amended and updated following the preparation of this document. Capital Planning methodology within the Council requires the consideration of options prior to projects going forward for consideration within the programme. Projects are then prioritised by means of a scoring system previously approved by the Council.

1.7.7 All operational properties have been condition rated and are surveyed on the basis of a 5-year rolling programme.

1.7.8 The 2008/09 SPI return on Condition shows 45.9% of the Council‟s operational property with a grade A or B rating.

1.7.9 The 2008/09 SPI return on Suitability shows 66.5% of the Council‟s operational property with a grade A or B rating.

1.7.10 The level of capital and revenue resources available make it impossible for the Council to fully fund all work identified for completion within a particular time period. Maintenance and investment plans are updated yearly, with incomplete work rolled on to a future year.

2. Asset Management Strategy

2.1 An Asset Management Strategy was approved by the Leadership Panel on 28th May, 2008, documenting the main aims and objectives of Asset Management Planning. These aims and objectives provide a framework around which the Asset Management Plan will work.

2.2 The systems currently in place provide the following key information:

condition – essential information on the current condition of all of the Council‟s buildings, including the extent of the backlog maintenance required; suitability – an assessment has been made on the suitability for purpose of each building/establishment; revenue costs – the cost of operating each asset is important as it allows an assessment to be made in terms of economic efficiency and effectiveness; accessibility – this is not only important in relation to compliance with the Disability Discrimination Act, but also allows an assessment to be made on the future sustainability of an asset; and value – the value of each property is held within the Asset Register.

2.3 There are two main challenges currently facing those engaged on Asset Management Planning within South Ayrshire:

all of the service information required to take Asset Management Planning forward is not yet available, because of on-going service reviews, which has had a negative impact on identifying the type, location and number of properties required to support service delivery; and the current economic climate makes it difficult to dispose of surplus assets and progress development proposals.

2.4 Property assets are vital to the effective delivery of services within South Ayrshire and managing these assets requires structured and planned processes to ensure that:-

assets are efficiently run to their maximum potential; assets contribute to a positive public perception of Council Services; and assets effectively support service delivery.

2.5 The current property portfolio consists of over 1,000 buildings varying from small bothies to significant office complexes.

2.6 Property assets are broken down into two distinct types:

Operational Properties which are required to directly support Council services. Non-operational Properties which are used to stimulate development and provide the Council with a revenue income stream.

2.7 A full breakdown of the property portfolio including details of Service allocation is included in Section 3.

2.8 The Non-Operational Estate consists of a variety of properties and as part of the ongoing review process the reasons for holding this portfolio will be challenged. The financial return to the Council will be examined to ensure that it outweighs that which would be achieved by its disposal and reinvestment of the funds.

2.9 In terms of the approved Asset Management Strategy, it is the Council‟s overall objective to optimise the benefits of its assets whilst taking into account the environmental impact of achieving this aim.

2.10 In addition, the Council will aim to deliver its services from assets that: -

are fit for purpose; are sustainable; are in good condition; are accessible to all; are safe and secure; meet service needs; and meet the needs of our communities.

2.11 Key Objectives of the Asset Management Strategy

2.11.1 Sustainability

Reduce carbon emissions; minimise external pollution and environmental damage; reduce embodied energy and resource depletion; and minimise internal pollution and damage to health.

2.11.2 Accessibility

Make all public buildings accessible; ensure that assets are used to serve the communities in which they are located; provide effective e-government solutions to allow customers to remotely access information; use Council buildings in local areas as contact points to all services; and forge electronic links with partners to improve the sharing of information.

2.11.3 Partnerships

Develop partnerships with key community organisations to ensure assets meet corporate objectives; and share assets with partners to deliver efficiencies.

2.11.4 Engagement

Consult with stakeholders regarding the assets they need for service delivery; work with asset users to match resources to needs; involve local communities about assets in their areas; and work with partners to provide better shared services.

2.11.5 Efficiency

Review the asset portfolio regularly; challenge the use of assets; optimise the utilisation of assets; options appraise all asset investment; and introduce standards for occupancy.

2.11.6 Regeneration

The regeneration of towns will be supported by Council assets, where possible; the Council will work with others to encourage investment to our area; and will facilitate the provision of affordable housing, where possible.

2.11.7 Effectiveness

The assets utilised must support the delivery of services; asset management will ensure that plans are aligned across the Council and with partner organisations; and accommodation will support the way the Council works.

3.0 The Council Property Estate

3.1 The charts below give a breakdown of property assets per Department and „Owning Account‟. Please note that these reflect the former Departmental Structure, an exercise is currently underway to make changes to this to reflect the new Directorate Structure.

Chart 1 – Assets Per Service (Account)

Assets Per Service (Account)

Ayr Common Good (ACG) - 113 Enterprise and Property (EP) - 71 Educational Resources (ER) - 250 Housing Services (HOU) - 25 Lifelong Learning (LIFE) - 175 Neighbourhood Services (NS) - 183 Property and Design (PD) - 49 Planning and Transportation (PT) - 23 Social Work Services (SW) - 85 Other (OTH) - 23

3% 18% 25%

18% 7% 11% 2% 9%

Other: Prestwick Common Good (PCG) - 11 5% Educational Attainment (EA) - 6 2% Finance & IT (FI) - 4

Chart 2 – Asset Value By Service

Asset Value By Service

Ayr Common Good (ACG) - £12,582,563 Enterprise and Property (EP) - £7,196,983 Educational Resources (ER) - £136,707,197 Housing Services (HOU) - £3,373,372 Lifelong Learning (LIFE) - £39,032,738 Property and Design (PD) - £2,338,653 Neighbourhood Services (NS) - £6,210,129 Planning and Transportation (PT) - £1,500,154 Social Work Services (SW) - £9,904,664 Other - £1,662,011

64%(ER)

1%(HS)

15%(LL) 3%(EP) 4%(ACG) 5%(SW) 6%(NS) <1% (PT) 1% <1% (OTH) (PD)

Chart 3 – Asset Value By Department

Asset Value By Department

Common Good (CG) - £13,273,964 Chief Executive (CE) - £377,102 Development, Safety & Regulation (DSR) - £15,360,769 Education (EDU) - £175,879,940 Social Work, Housing & Health (SWHH) - £15,616,689

79.1%(EDU)

9.6%(DSR) 3.9%(CG) 7.3%(SWHH)

0.1%(CE)

Chart 4 – Assets Per Department (inc Common Good)

Assets Per Department (inc Common Good)

Common Good (CG) - 130 Chief Executive (CE) - 4 Development, Safety & Regulation (DSR) - 277 Education (EDU) - 425 Social Work, Housing & Health (SWHH) - 159

27.3%(EDU)

40.0%(DSR)

26.4%(SWHH) 6.2%(CG)

0.2%CE)

3.2 The Non-Operational Estate consists of a variety of properties and as part of the ongoing review process the reasons for holding this portfolio will be challenged. The financial return to the Council will be examined to ensure that it outweighs that which would be achieved by its disposal and reinvestment of the funds. The list of Non- Operational Properties is shown at Appendix 6.

3.3 The Council also leases property, complementing its owned assets to facilitate service delivery. There are 36 such establishments which are listed in Table 1 below:- Table 1

LEASED IN PROPERTY USE Girvan Harbour Pontoon - Water Of Girvan, Knockcushan Berthing Facility Street, Girvan, South Ayrshire KA26 9AG Car Park, Shalloch Park, Girvan, South Ayrshire KA26 0HW Car Park St Meddans Court ,44 Academy Street, Troon, South Community Use Building Ayrshire KA10 6HR 80 - 82 Dalrymple Street, Girvan, South Ayrshire KA26 9BT Community Use Building 69 Main Street, Dailly, South Ayrshire KA26 9SB Community Use Building

LEASED IN PROPERTY (continued) USE Ballantrae Community Centre, 36 Main Street, Ballantrae, Community Use Building South Ayrshire KA26 0NB Community Centre, Lochside Road, Ayr, South Ayrshire Community Use Building Barrhill Community Centre, 6 Main Street, Barrhill, South Community Use Building Ayrshire KA26 0PP Colmonell Community Centre, 37 Main Street, Colmonell Community Use Building McCandlishSouth Ayrshire Hall KA26, 33 Main 0RY Street, Straiton, South Ayrshire CommunityBuilding Use Building KA19 7NF Helenton Quarry, Symington, South Ayrshire KA1 5PP Coup Dolphin House, Culzean, Kirkoswald Road, South Ayrshire Educational Building KA19 8JX Playing Field, Sidehead Terrace, Fiveways, South Ayrshire Ground Let Area Registration Office, 22 Dalrymple Street, Girvan, South Ground Let Ayrshire KA26 9AE Loudoun Hall, Boat Vennal, Ayr, South Ayrshire KA7 1HR Hall Girvan Harbour, Knockcushan Street, Girvan, South Harbour Ayrshire KA26 9AG Flat 2, 3A Racecourse View, Ayr, South Ayrshire KA7 2TS House Tarbolton Branch Library, 54 Montgomerie Street, Tarbolton, Library CoyltonSouth Ayrshire Library ,KA5 28 Joppa 5PY , Coylton, Ayrshire KA6 6JW Library McKechnie Institute, 40A Dalrymple Street, Girvan, South Museum Ayrshire KA26 9AE Prestwick Airport, Younger Drive, Prestwick, South Ayrshire Office KA9 2PL Space Place, Ayr Road, Prestwick, South Ayrshire KA9 Office 1NW 25 Wellington Square, Ayr, South Ayrshire KA7 1EZ Office Pinmore Open Space, Dinvin Road, Pinmore, South Playground Ayrshire Riverside Park, Main Street, Dailly, South Ayrshire Recreational Recreation Ground, Milton Street, Crosshill, South Ayrshire Recreational KA19 7RG Marr College, Dundonald Road, Troon, South Ayrshire KA10 School 7AA Ground, Hamilton Park, Vicarton Street, Girvan, South Sports Pavilion Ayrshire Playing Field, Balvaird Road, Kirkoswald, South Ayrshire Sports Pavilion 18 - 20 York Street, Ayr, South Ayrshire KA8 8AZ P&D Store Pinmore Quarry High, Letterpin Farm, Pinmore, South Storage Ayrshire KA26 0HZ

LEASED IN PROPERTY (continued) USE Unit 1, Ayr North Harbour Industrial Estate, Ayr KA8 Storage 8BN Watson Peat Building, Scottish Agricultural College, Storage - Archive Auchincruive, Ayr, South Ayrshire KA6 5HW Units 5-9, Newton Trading Estate, McCalls Avenue, Storage & Depot Ayr, South Ayrshire KA8 9EA 110 High Street, Ayr, South Ayrshire KA7 1PQ Ground Let Depot, 35 Bridge Street, Girvan, South Ayrshire KA26 Yard & Depot 9BA

3.4 The Council‟s current asset worth in terms of land and buildings, as reported in the 2008-2009 Asset Register, presently totals £438,705,477. This is broken down in Table 2 as follows:-

Table 2

ASSET VALUE BY CATEGORY VALUE

Operational £207,234,500 Non-Operational £24,793,190 Community £136,181 HRA Houses £193,267,642 Common Good £13,273,964 TOTAL £438,705,477

3.5 The Asset Values are prepared to the requirements of the Chartered Institute of Public Finance and Accountancy (CIPFA) and the Royal Institute of Chartered Surveyors (RICS). The figures are specifically prepared for the Council‟s Annual Accounts and are based on the potential cost of replacement of the property to provide the same size and physical condition of accommodation. Asset Values are not based on the potential disposal values of properties.

3.6 Surplus Properties and Land

The following properties, held within the General Services and Ayr Common Good Fund Accounts, are currently surplus to requirements, and are shown in Table 3;

Table 3

Description Address Former Monkton Primary School Station Road, Monkton Former David Lane Centre Fullarton Avenue, Dundonald Former Castle Garage Drybridge Road, Dundonald

Former Glenburn Recycling Centre Glenburn Road, Prestwick Lochside Depot Wilson Street, Ayr Former Mainholm Academy & Good Mainholm Road, Ayr Shepherd Primary Schools St Quivox Stores St Quivox, Ayr Civic Theatre Content Avenue, Ayr Wallace Tower Hall High Street, Ayr Former Residential Home Templeton House, Racecourse Road, Ayr Cockhill Farm Cockhill, Ayr Former Afflecks Buildings Sandgate, Ayr Gatehouse Belleisle Park, Ayr Ground Glebe Road, Ayr Ground Glencairn Park, Ayr Ground Troon Primary School, Academy Street, Ayr Ground Main Street, Barrhill Ground Symington Road North, Symington Ground Former St Ann‟s Primary School, Annbank Rd, Mossblown Ground Enterkine Bing, Weston Avenue, Annbank Ground Former Nursery School, Coalpots Road, Girvan Ground Grangestone, Girvan Former Swimming Pool & Pavilion etc Knockcushan Street, Girvan Ground Adjacent to A77, Lendalfoot

3.7 The justification for retaining these properties and sites is two fold:

as this Plan is still under development these sites will be considered within the context of any service reviews and as potential sites to accommodate any future developments; and in the current economic climate it would be inadvisable to dispose of sizeable property interests unless for a specific requirement.

However, authority will be sought to demolish a number of the properties in 2009-10 and in later years.

3.8 In addition to the properties listed above there are a number of former public conveniences which have been declared surplus to service requirements. As these buildings are generally of a limited value and plot size, further work is required to establish if there would be any benefit in disposal.

3.9 This list is not exhaustive as it is possible that further sites and buildings will be added to the list as the service review process continues and information is added to this Plan.

3.10 Properties For Demolition

Table 4 below provides a list of properties which are recommended for demolition. These have been prioritised into years.

Table 4

Property Comments Priority

Former Civic Theatre Closed and surplus to requirements. 09/10 Girvan Beach Pavilion/Pool/Shops/Toilets Closed or closing and in poor condition overall. 09/10 Taylor Street Depot, Ayr Poor physical condition - unused. 09/10 Former Afflecks Buildings, Ayr (Ayr Buildings are in dangerous condition. Listed 09/10 Common Good Fund) building consent required. Holmston Cemetery - Main Bothy Rooms R001 & R002 only, but listed along with 09/10 cemetery. Building dangerous. Stair Park – Shelter Building in dangerous condition. 09/10 King George V - Football Pavilion Being used, but beyond repair. Replacement will 09/10 be necessary. Belleisle Park - Hay Shed Beyond repair. 09/10 Belleisle Park – Store Beyond repair. 09/10 Belleisle Park - Main Store Beyond repair. 09/10 Belleisle Park – Store Beyond repair. 09/10 Belleisle Park – Aviary Beyond repair. 09/10 Belleisle Park - Potting Shed Beyond repair. 09/10 Belleisle Park – Stores Beyond repair. 09/10 Belleisle Park - Former Stables Stores Beyond repair. However, being reviewed as part of 09/10 wider exercise at Belleisle. Football Pavilion - Dundonald Rec Ground Building unused and beyond repair 09/10 Prestwick Cemetery – Structure Building unused and beyond repair 09/10 Prestwick Cemetery - Structure Building unused and beyond repair 09/10 Annbank Cemetery - Structure Building unused and beyond repair 09/10 Dankeith Cemetery - Structure Building unused and beyond repair 09/10 Ballantrae Old Cemetery - Structure Building unused and beyond repair 09/10 Coylton Rec Ground - Barrow Lock-up Building unused and beyond repair 09/10 Mainholm Academy Campus Partial demolition of buildings not connected with 10/11 John Pollock Centre Annbank CC - Clubroom Wooden structure in poor condition. However, 10/11 community consultation required. Holmston House - Store Probably listed but beyond repair. 10/11 Walker Road Depot, Ayr Several buildings in poor condition. Tie in with 10/11 review of depot. Kincaidston Depot Ayr Unused and surplus to service requirements. 10/11 Possible site for disposal.

4. Overview of Current Property Portfolio

4.1 Condition, Suitability and Financial Property Information

4.1.1 The tables overleaf provide a summary of the following information over the Council‟s key operational sites: -

condition; suitability; revenue planned maintenance requirements over the five-year period 2009- 14; capital investment requirements over the period 2009-14; property running costs for the financial year 2008-09; costs of property maintenance in 2008-09 (Central Repairs Account); and usage information.

The condition and suitability ratings are as follows:

Key:

Condition A: Good - Performing well and operating efficiently; B: Satisfactory - Performing adequately but showing minor deterioration; C: Poor - Showing major defects and/or not operating adequately; or D: Bad - Life expired and/or serious risk of imminent failure.

Suitability A: Good - Performing well and operating efficiently; B: Satisfactory - Performing well but with minor problems; C: Poor - Showing major problems and/or not operating optimally; or D: Bad - Does not support the delivery of services to children and communities.

Table 5

Activity Centres Land Property Cond * No Suit- Revenue Capital Total 5 Running Property Hours Hours % Time Ref M&E ability Planned Investment Year Costs Maint Available Used Centre Survey Maint Required Capital & 2008-09 Costs per Week per is Used Required 2009-14 Revenue 2008-09 Week 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's No. No. % L1015 Coylton Activity Centre B * B 30.5 0.0 30.5 34.7 4.9 76 65.00 85.53% L112 Dam Park Stadium B * B 44.0 0.0 44.0 24.0 23.9 0 0.00 0.00% L514 Dundonald Activity Centre B * B 4.7 0.0 4.7 1.8 13.7 39 35.25 90.38% L579 Mossblown Activity Centre B * B 9.8 0.0 9.8 34.9 2.0 72 52.25 72.57% L418 Muirhead Activity Centre B * B 10.0 0.0 10.0 45.2 4.2 73.5 59.00 80.27% L76 Whitletts Activity Centre B * B 29.7 0.0 29.7 34.2 5.8 55 48.00 87.27% Total Costs Activity Centres 128.7 0.0 128.7 174.80 54.5 315.5 259.5 82.25%

Table 6

Cemeteries Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L472 Annbank Cemetery C * B 0.8 0.0 0.8 0.0 0.0 L509 Ballantrae Churchyard Bothy D * C 0.0 0.0 0.0 0.0 0.0 L507 Ballantrae New Cemetery Bothy C * C 0.0 0.0 0.0 0.0 0.8 L499 Barrhill Cemetery B * C 2.0 0.0 2.0 0.0 0.6 L329 Bynehill Cemetery B * B 0.7 0.0 0.7 0.0 0.0 L510 Coilsfield Cemetery C * C 0.0 0.0 0.0 0.0 0.0 L502 Colmonell New Cemetery B * B 0.1 0.0 0.1 0.0 0.9 L437 Coylton New Cemetery A * A 0.0 0.0 0.0 0.0 0.0 L531 Dailly Cemetery C * C 0.0 0.0 0.0 0.0 0.3 L494 Dankeith Cemetery B * D 0.0 0.0 0.0 0.0 0.0 L265 Doune Churchyard B * C 1.2 0.0 1.2 0.0 0.0 L524 Dunure Cemetery C * C 0.1 0.0 0.1 0.0 0.4 L144 Holmston Cemetery C * C 10.0 0.0 10.0 0.0 0.0 L546 Kirkmichael Cemetery B * C 0.0 0.0 0.0 0.0 0.4 L443 Kirkoswald Cemetery B * C 0.3 0.0 0.3 0.0 0.0 L2 Masonhill Crematorium B * B 13.6 1,150.0 1,163.6 103.8 8.1 L235 Maybole Cemetery A * B 9.2 0.0 9.2 0.0 1.2 L485 Straiton Cemetery C * A 1.3 0.0 1.3 0.0 1.2 L312 Troon Cemetery C * C 12.1 0.00 12.1 0.0 0.2 Total Costs Cemeteries 51.4 1,150.0 1,201.4 103.8 14.1

Table 7

Children and Community (Children’s Services, Community Care & Housing) Land Ref Property Condition * No Suitability Revenue Capital Total 5 Running Property M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000’s £ 000’s £ 000’s £ 000’s £ 000’s L2146 Chalmers Road Short Break A * A 19.7 0.0 19.7 17.8 6.7 Bungalow L2087 Coylton Children`s Unit B * B 204.5 23.0 227.5 21.2 17.1 L3527 Dolphin House Outdoor Centre A * A 0.0 0.0 0.0 33.4 0.0 L2076 Family Centre, Ayr B * D 53.6 0.0 53.6 0.0 0.0 L3524 Girvan Adult Training Centre B * B 67.6 0.0 67.6 12.2 20.2 L2079 Hillcrest H.F.E. B * B 82.9 40.0 122.9 50.5 49.6 L416 Houdston Travelling Peoples Site B * A 266.2 0.0 266.2 0.0 102.0 L2269 Overmills Day Centre B * A 3.2 0.0 3.2 30.5 41.5 L2088 South Lodge Home For The C * B 0.0 0.0 0.0 56.9 18.5 Elderly L3519 Troon Disability Resource Centre B * C 0.0 0.0 0.0 0.0 5.4 Store Children‟s Residential Estate New * New 0.0 900.0 900.0 0.0 0.0 Total Costs Children and Community 697.7 963.0 1,660.7 222.3 158.9

Table 8

Common Good Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008-09 Required 2009-14 Revenue 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L120 Ayr Town Buildings A B 0.0 0.0 0.0 245.7 13.4 L3517 Loudon Hall A * B 9.1 2.2 11.3 11.4 1.2 L24 Rozelle House C * B 127.8 0.0 127.8 0.0 6.9 L441 Rozelle Park Pavilion C * A 163.7 0.0 163.7 0.0 0.6 Total Costs Common Good 300.6 2.2 302.8 257.1 22.0

Table 9

Community Centres Land Property Cond * No Suit- Revenue Capital Total 5 Year Running Property Sessions Sessions % Ref M&E ability Planned Investment Capital & Costs Maint Available Used per Time Survey Maint Required Revenue 2008-09 Costs per Week Week Centre Required 2009-14 2009-14 2008-09 is 2009-14 Used £ 000's £ 000's £ 000's £ 000's £ 000's No. No. % L2271 Ballantrae Community B B 31.9 58.6 90.5 12.6 15.9 21 14 66.67% Centre L2270 Barr Community Centre B B 35.4 31.6 67.0 7.2 3.1 21 8 38.10% L3500 Barrhill Community B B 5.3 0.0 5.3 12.7 18.5 21 15 71.43% Centre L3501 Colmonell Community C B 28.2 74.3 102.5 8.4 13.4 21 13 61.90% Centre L2050 Coylton Community B B 27.9 70.0 97.9 12.9 2.2 21 12 57.14% Centre L2052 Crosshill Community B B 30.3 79.9 110.2 17.1 12.8 21 10 47.62% Centre L2053 Dailly Community A B 35.2 65.8 101.0 16.4 10.7 21 12 57.14% Centre L2207 Girvan Community C B 43.3 168.8 212.1 44.6 38.3 21 14 66.67% Centre L2226 Lochside Community B B 35.9 238.9 274.8 40.9 24.1 21 12 57.14% Centre L2049 Pinwherry Community C B 11.0 67.1 78.1 3.6 3.3 21 8 38.10% Centre 3 L2051 Prestwick Community C B 126.1 285.0 411.1 29.0 14.8 21 16 76.19% Centre L2055 Tarbolton Community B A 79.4 93.8 173.2 14.4 6.3 21 12 57.14% Centre L2064 Troon Youth Centre B C 21.7 84.3 106.0 10.8 96.5 21 14 66.67% Total Costs Community Centres 511.6 1,318.1 1,829.7 230.6 259.8 273.0 160.0 58.61%

Table 10

Depots Land Ref Property Condition * No Suitability Revenue Capital Total 5 Running Property M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008-09 Required 2009-14 Revenue 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L285 Bridge Street Depot B * C 32.2 120.0 152.2 15.5 1.1 L2105 Coylton Depot C * B 65.0 0.0 65.0 38.7 0.4 L10 Craigie Depot B * C 0.0 0.0 0.0 0.0 7.1 L311 Dukes Road Depot C * B 259.1 119.1 378.2 33.9 1.4 L2102 Grangestone Depot C * C 52.0 0.0 52.0 0.0 6.5 L299 Maybole Depot C * C 185.6 0.0 185.6 11.5 0.4 McCalls Avenue * 0.0 1,000.0 1,000.0 113.9 L3541 Troon Cemetery Depot C * C 121.0 0.0 121.0 28.6 0.2 L3726 Troon Recycling Centre A * A 0.0 0.0 0.0 64.6 1.4 L3 Walker Road Depot D * C 0.0 0.0 0.0 103.7 6.6 L3731 York Street Depot B * C 0.0 0.0 0.0 112.8 0.5 Total Costs Depots 714.9 1,239.1 1,954.0 523.2 25.6

Table 11

Golf Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L20 Seafield Golf Starter's Office B * B 0.0 0.0 0.0 0.0 0.0 L14 Belleisle Golf Clubhouse C * B 63.2 0.0 63.2 17.3 0.2 L63 Dalmilling Golf Clubhouse C * B 106.8 0.0 106.8 16.4 0.3 L325 Girvan Golf Starters Office C * C 3.9 0.0 3.9 7.6 5.2 L234 Maybole Golf Starters and Changing D * C 39.0 0.0 39.0 0.5 0.2 L491 Troon Golf Clubhouse C * A 317.5 0.0 317.5 71.3 7.9 Total Costs Golf 530.4 0.0 530.4 113.1 13.8

Table 12

Halls Land Property Cond * No Suit- Revenue Capital Total 5 Running Property Hours Hours % Ref M&E ability Planned Investment Year Costs Maint Available Used Time Survey Maint Required Capital 2008-09 Costs per Year per Centre Required 2009-14 & 2008-09 Year is 2009-14 Revenue Used 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's No. No. % L470 Annbank Village Hall C C 36.1 98.3 134.4 8.7 3.8 1070 576 53.83% L1017 Carvick Webster B C 29.6 65.4 95.0 6.0 7.7 1200 840 70.00% Memorial Hall, Monkton L450 Loans Hall B C 19.0 67.4 86.4 4.4 2.4 936 600 64.10% L245 Maybole Town Hall C B 315.6 0.0 315.6 30.9 39.5 1776 1140 64.19% L545 McCosh Hall, C C 100.7 127.1 227.8 6.0 22.7 1262 360 28.53% Kirkmichael L326 McKechnie Institute C * B 67.3 154.3 221.6 0.0 7.6 L513 Montgomerie Hall, B C 187.2 58.9 246.1 9.4 15.9 1296 936 72.22% Dundonald L446 Richmond Hall, B B 30.1 41.9 72.0 2.7 14.1 1200 288 24.00% Kirkoswald L304 Troon Municipal Temp -D B 0.1 3,750.0 3,750.1 74.6 36.0 3552 3000 84.46% Buildings Total Costs Halls 785.7 4,363.3 5,149.0 142.7 149.7 12,292.0 8,292.0 67.46%

Table 13

HRA Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital 2008-09 Costs 2008- Required 2009-14 & 09 2009-14 Revenue 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L274 2 The Cross - Prestwick Area Office C * B 34.7 0.0 34.7 0.0 0.8 L282 4-6 The Cross - Prestwick Area A * B 7.8 0.0 7.8 26.3 0.0 Office L93 Ayr South Area Office B * B 1.5 0.0 1.5 26.1 0.5 L92 Forresters Hall, Ayr C * B 24.0 0.0 24.0 4.1 0.0 L410 Girvan Area Office B * A 186.2 0.0 186.2 35.7 1.6 L246 Maybole Housing Office B * B 0.8 0.0 0.8 8.9 0.0 L5 Riverside House C * B 0.0 0.0 0.0 43.5 0.8 L588 Secession House C * A 63.6 250.0 63.6 4.3 0.2 L345 Viewfield Gate (formerly Landsburgh A * A 0.0 0.0 0.0 52.3 0.0 House) Total Costs HRA 318.6 250.0 568.6 201.2 3.9

Table 14

Libraries Land Property Cond * No Suit- Revenue Capital Total 5 Running Property Library Library Num of Ref M&E ability Planned Investment Year Costs Maint Visits Per Issues PCs Survey Maint Required Capital 2008-09 Costs Year Per Year Reserved Required 2009-14 & 2008-09 Per Year 2009-14 Revenue 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's No. No. No. L508 Ballantrae Library B * B 1.1 0.0 1.1 1.2 0.4 5,170 6,284 534 L4 Carnegie Library Ayr B * B 431.2 668.7 1,099.9 63.2 22.8 343,407 188,703 43,611 L240 Carnegie Library B * B 0.0 0.0 0.0 16.0 11.0 30,428 19,839 5,769 Maybole L428 Coylton Library B * C 9.2 0.0 9.2 10.7 1.2 3,999 4,608 1,374 L2053 Dailly Library A B 0.0 0.0 0.0 0.0 0.0 7,834 2,759 1,645 L3520 Dundonald Library B A 0.0 0.0 0.0 0.0 0.0 8,515 11,346 1,725 L102 Forehill Library B * B 18.8 17.6 36.4 9.8 1.7 28,042 26,659 3,020 L413 Girvan Library B * A 5.1 0.0 5.1 18.1 11.3 33,146 37,279 10,034 L474 Mossblown Library B * B 5.2 0.0 5.2 14.1 14.6 5,713 7,401 2,233 L248 Prestwick Library B * B 2.7 0.0 2.7 6.7 4.7 79,391 58,696 16,463 L493 Symington Library C * B 7.3 0.0 7.3 3.7 3.2 14,902 8,717 1,165 L521 Tarbolton Library B * B 10.7 0.0 10.7 23.7 4.9 5,450 6,419 3,341 L336 Troon Library C * A 31.0 0.0 31.0 26.1 13.7 147,253 80,468 9,403 Total Costs Libraries 522.3 686.4 1,208.7 193.3 89.5 713,250.0 459,178.0 100,317.0

N.B. Dailly Library is shared with Daily Community Centre. Suitability and condition ratings are as per the community centre. All charges costed to the community centre. Dundonald Library located in Dundonald Primary School. Library use by the school-children has not been included in the number of library visits. Suitability and condition ratings are as per the school. There are various reasons for to visits to libraries other than to borrow books or use the PCs, such as children‟s‟ story-telling sessions, research purposes, school and nursery visits. The figures for Troon Library do not include usage at the Marr Educational Resources Centre.

Table 15

Offices, Administrative & Property Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L2100 10 Wellington Square-Office B * C 0.0 0.0 0.0 32.0 3.4 L343 15 Links Road-Office B * B 163.3 195.0 358.3 32.7 12.8 L3545 25 Wellington Square-Office A * A 106.1 0.0 106.1 35.3 1.3 L2093 8 Wellington Square-Office B * C 0.0 0.0 0.0 4.5 11.4 L2099 12 Bath Place Office C * C 202.9 32.5 235.4 9.1 3.0 L1 Burns House C * B 0.0 8,500.0 8,500.0 231.3 106.78 L2071 Consumer Office & Advice B * B 25.6 646.0 671.6 27.5 1.9 Centre L2231 County Buildings B * B 552.3 426.9 979.2 517.6 194.8 L2272 Girvan Harbour Master`s Office C * C 0.4 0.0 0.4 0.0 0.1 L2073 Girvan Registrar`s Office B * A 232.4 23.4 255.8 0.2 5.7 L406 Girvan Town House C * B 126.9 357.1 484.0 7.2 4.1 L2121 Grammar Primary Schoolhouse B * B 0.0 0.0 0.0 0.0 0.0 L2098 Holmston House C * C 253.4 792.0 1,045.4 81.2 84.2 L2175 Kyle Street Social Work Offices C * C 66.3 195.0 261.3 26.2 7.1 L2089 Library H Q B * C 0.0 0.0 0.0 22.0 0.5 L2265 Macadam House C * B 41.5 325.0 366.5 43.8 12.7 L238 Maybole Area Social Work B * B 2.8 0.0 2.8 7.5 1.1 L2083 Newton House C * B 221.7 524.0 745.7 102.2 34.2 L2104 Prestwick Social Work Office B * D 1.9 32.5 34.4 17.3 3.2 L3554 Psychological Services B * A 1.1 32.5 33.6 0.0 9.8 L88 Taylor Street Offices C * B 0.0 0.0 0.0 118.7 2.6 L2103 Whitletts Area Centre A * A 22.8 0.0 22.8 35.4 16.0 Total Costs Office Admin 2,021.4 12,081.9 14,173.3 1,351.7 516.5

Table 16

Other Operational Properties Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L74 Arthur Street W.C. B * B 0.0 0.0 0.0 9.5 0.0 L506 Ballantrae Public Toilets B * B 0.1 0.0 0.1 3.1 0.0 L89 Beach Pavilion Girvan WC C * B 0.0 0.0 0.0 0.0 0.6 L309 Church Street W.C. C * B 4.6 0.0 4.6 6.9 0.0 L436 Coylton Recreation Park B * B 7.3 0.0 7.3 0.0 0.0 L359 Dundonald Recreation Ground D * B 0.0 0.0 0.0 0.0 0.0 L291 Hosiery Park C * B 37.1 0.0 37.1 0.0 0.0 L331 Kincaidston Park B * A 0.0 0.0 0.0 3.2 0.2 L186 Kincaidston Youth Cafe B * B 0.0 0.0 0.0 6.6 0.0 L52 King George V Playing Fields D * A 48.3 0.0 48.3 0.0 0.0 L381 Links Road W.C. B * B 0.4 0.0 0.4 5.0 0.0 L580 Maidens, Harbour W.C. A * B 3.2 0.0 3.2 1.9 0.0 L451 Minishant Playingfield B * C 0.0 0.0 0.0 0.0 0.0 L453 Monkton Playingfield C * C 8.2 0.0 8.2 0.0 0.1 L305 Northfield Recreation Ground - A * A 0.0 0.0 0.0 0.0 0.7 Newton Park L25 Old Racecourse Playingfields C * A 0.0 0.0 0.0 0.0 0.4 L254 Prestwick Oval A * B 13.4 0.0 13.4 0.0 0.4 L496 Shaw Park B * B 68.7 0.0 68.7 0.0 0.0 L362 St. Meddans Street W.C. A * B 0.0 0.0 3.5 6.6 0.0 L263 Stair Park D * B 23.8 0.0 23.8 0.0 0.3 L540 Store/Bothy B * C 0.0 0.0 0.0 0.0 0.0 L286 The Flushes W.C. C * C 0.0 0.0 0.0 5.3 0.0 L109 Voluntary Park Changing Pavilion D * B 26.7 0.0 26.7 0.0 1.1 L243 Whitehall W.C. A * B 3.8 0.0 3.8 6.3 0.0 Refurbishment and of Replacement 0.0 800.0 800.0 0.0 0.0 of Public Conveniences Total Costs Other Operational Properties 245.6 800.0 1,045.6 54.4 3.8

Table 17

Parks, Nature Reserves & Woodlands Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L21 Belleisle Park Conservatory, D * C 0.0 0.0 0.0 0.0 0.2 Stables and Other Outbuildings L275 Boydfield Gardens W.C. A * A 0.0 0.0 0.0 0.0 0.0 L537 Crooksmoss Park D * C 0.0 0.0 0.0 0.0 0.0 L313 Fullarton Estate W.C. A * A 0.0 0.0 0.0 0.0 0.0 L591 Knockcushan Gardens & Aviary B * B 0.0 0.0 0.0 0.0 0.0 L188 Low Green B * A 0.0 0.0 0.0 0.0 0.0 L195 Newton Park inc Boat Shed B * C 0.0 0.0 0.0 0.0 0.0 L408 Orchard Gardens D * C 0.0 0.0 0.0 0.0 0.0 L552 St. Germain Gardens B * A 0.0 0.0 0.0 0.0 0.0 L581 Victory Park Gardens B * B 0.0 0.0 0.0 0.0 0.0 Total Costs Parks, Nature Reserves and Woodlands 0.0 0.0 0.0 0.0 0.2

Table 18

Swimming Pools Land Property Cond * No Suit- Revenue Capital Total 5 Running Property Total Hours Average Ref M&E ability Planned Investment Year Costs Maint Patrons Open Number Survey Maint Required Capital & 2008-09 Costs Per Year Per Patrons Required 2009-14 Revenue 2008-09 Year Per Hour 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's No. No. No. L9 Ayr Pool And Citadel C B 998.0 1,832.2 2,840.1 688.4 15.7 426,390 5,025 85 L233 Maybole Swimming Pool C B 88.7 382.3 471.0 76.1 14.4 34,967 4,425 8 L251 Prestwick Swimming Pool C B 139.0 458.0 597.0 103.6 4.5 67,114 4,525 15 L417 Troon Swimming Pool B B 59.4 146.3 205.6 141.5 2.4 85,969 4,750 18 Total Costs Swimming Pools 1,285.1 2,818.8 4,103.9 1,009.6 37.0 614,440 18,725 126.0

Table 19

Primary Schools Land Property Cond * No Suit- Revenue Capital Total 5 Running Property Capacity Pupil % Use of Ref M&E ability Planned Investment Year Costs Maint at Aug Roll at Capacity Survey Maint Required Capital 2008-09 Costs 08 Aug 08 Required 2009-14 & 2008-09 2009-14 Revenue 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's No. No. % L2046 Annbank Primary School B A 18.2 1,007.8 1,026.0 76.9 33.0 324 195 60.19% L2028 Ballantrae Primary School C B 21.0 153.8 174.8 9.5 12.7 75 47 62.67% L2038 Barr Primary School C B 8.2 150.0 158.2 12.5 6.0 50 25 50.00% L2060 Barrhill Primary School C B 13.1 70.0 83.1 4.7 15.1 45 28 62.22% L2033 Braehead Primary School C A 41.8 450.0 491.8 89.3 19.4 329 144 43.77% L2017 Cairn Primary School B B 33.2 1,226.2 1,259.4 43.1 18.0 220 131 59.55% L2016 Colmonell Primary N/A D 0.0 1,650.0 1,650.0 3.0 12.5 50 13 26.00% L2009 Coylton Primary School B A 124.4 300.0 424.4 73.8 25.0 431 296 68.68% L2015 Crosshill Primary School C B 5.7 90.0 95.7 19.4 5.9 75 44 58.67% L2023 Dailly Primary School C C 0.0 6,000.0 6,000.0 30.1 12.1 139 86 61.87% L2010 Dalmilling Primary School A B 0.0 0.0 0.0 107.0 14.9 303 247 81.52% L2011 Doonfoot Primary School C B 72.4 1,124.0 1,196.4 90.4 29.7 368 337 91.58% L3520 Dundonald Primary School B A 19.4 8.7 28.1 67.4 23.5 250 191 76.40% L2026 Fisherton Primary School C B 13.4 150.0 163.4 14.4 13.9 71 37 52.11% L2041 Forehill Primary School C B 510.1 4,950.0 5,460.1 108.4 38.5 462 443 95.89% L2029 Gardenrose Primary School C A 92.4 1,569.6 1,662.1 73.8 19.8 387 189 48.84% L2037 Girvan Primary School C B 100.7 210.6 311.3 184.8 34.2 494 440 89.07% L2078 Glenburn Primary School B A 20.3 800.0 820.3 80.1 15.4 434 332 76.50% L2030 Grammar Primary School B D 0.0 20,000.0 20,000.0 61.6 17.0 457 403 88.18% L2040 Heathfield Primary School C B 4.1 3,800.0 3,804.1 121.3 50.0 642 522 81.31% L2045 Holmston Primary School C B 29.6 126.4 155.9 38.6 21.7 216 205 94.91% L2027 Kincaidston Primary School C A 110.1 800.0 910.1 67.8 27.9 298 182 61.07% L2044 Kingcase Primary School C B 2.7 600.0 602.7 84.8 26.4 447 288 64.43% L2035 Kirkmichael Primary School D B 2.6 1,200.0 1,202.6 19.8 12.9 75 42 56.00%

Primary Schools (continued) Land Property Cond * No Suit- Revenue Capital Total 5 Running Property Capacity Pupil % Use of Ref M&E ability Planned Investment Year Costs Maint at Aug Roll at Capacity Survey Maint Required Capital 2008-09 Costs 08 Aug 08 Required 2009-14 & 2008-09 2009-14 Revenue 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's No. No. % L2025 Maidens Primary School C B 28.7 175.0 203.7 28.7 10.2 100 82 82.00% L2024 Minishant Primary School C B 53.4 250.0 303.4 19.9 22.4 50 34 68.00% L2012 Muirhead Primary School A A 2.5 0.0 2.5 49.5 13.7 222 164 73.87% L2032 Newton Primary School C B 64.3 420.2 484.5 67.9 43.3 330 195 59.09% L2018 Pinwherry Primary School C C 11.9 50.0 61.9 7.7 10.7 42 27 64.29% L2022 Sacred Heart Primary C C 8.8 0.0 8.8 25.2 49.2 205 110 53.66% School L2046 St Ann's Primary School B A 28.0 45.4 73.3 19.9 4.8 50 14 28.00% L2013 St. Cuthbert`s Primary C B 7.3 300.0 307.3 27.6 14.0 75 49 65.33% School L2036 St. Johns Primary School B A 19.6 214.3 233.9 66.4 10.2 421 291 69.12% L2014 St. Ninian's Primary School C B 74.5 301.0 375.5 61.0 18.1 222 160 72.07% L2031 St. Patrick`s Primary B A 14.5 25.0 39.5 44.9 10.2 228 154 67.54% School L2043 Straiton Primary School B C 15.6 55.0 70.6 8.3 5.0 50 19 38.00% L2047 Struthers Primary School B B 51.3 1,005.0 1,056.3 57.9 25.3 402 219 54.48% L2021 Symington Primary School C B 3.5 750.0 753.5 40.5 14.8 222 135 60.81% L2056 Tarbolton Primary School C B 0.0 6,000.0 6,000.0 68.6 19.0 267 156 58.43% L2000 Troon Primary School C B 24.1 1,800.0 1,824.1 78.2 30.6 438 349 79.68% L2034 Whitletts Primary School C C 56.7 231.0 287.7 37.9 16.1 198 77 38.89% Total Costs Primary Schools 1,708.1 58,059.0 59,767.1 2,192.6 823.1 10,164 7,102 69.87%

Table 20

Secondary Schools Land Ref Property Cond * No Suit- Revenue Capital Total 5 Year Running Property Capacity Pupil % Use of M&E ability Planned Investment Capital & Costs Maint at Aug Roll at Capacity Survey Maint Required Revenue 2008-09 Costs 08 Aug 08 Required 2009-14 2009-14 2008-09 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's No. No. % L2006 Ayr Academy C C 0.0 30,000.0 30,000.0 172.8 41.5 879 671 76.34% L2003 Carrick Academy C B 139.7 3,352.3 3,492.0 274.0 48.8 871 524 60.16% L2005 Girvan Academy B B 109.7 234.4 344.1 231.6 65.1 731 664 90.83% L2004 Kyle Academy C A 180.0 2,246.6 2,426.5 278.6 58.1 837 743 88.77% L2277 Marr College C C 0.0 15,000.0 15,000.0 707.3 99.8 1,408 1,108 78.69% L2007 Queen Margaret B A 239.1 2,235.1 2,474.2 251.7 65.0 1,228 697 56.76% Academy Total Costs Secondary Schools 668.5 53,068.4 53,736.9 1,916.0 378.3 5,954 4,407 74.02%

Table 21

Special Schools Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L2206 Invergarven School C C 12.9 143.1 156.0 7.8 8.6 L2070 Rosebank & Craigpark School B B 36.8 153.6 190.5 48.3 27.9 L2080 Southpark School B B 18.1 273.3 291.4 32.7 21.2 Total Costs Special Schools 67.8 570.0 637.8 88.8 57.7

Table 22

Nursery Schools Land Property Condition * No Suitability Revenue Capital Total 5 Running Property Ref M&E Planned Investment Year Costs Maintenance Survey Maintenance Required Capital & 2008-09 Costs 2008- Required 2009-14 Revenue 09 2009-14 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's L2057 Cherry Tree Nursery School B B 4.5 0.0 4.5 0.0 8.8 L2063 Tarbolton Nursery School C A 79.0 0.0 79.0 0.0 3.7 L2058 Wallacetown Nursery School B C 30.3 0.0 30.3 0.0 12.9 Total Costs Nursery Schools 113.8 0.0 113.8 0.0 25.4

N.B. All school capacities and suitability ratings are under review at present.

Table23

PPP Schools Land Property Condition * No Suitability Revenue Capital Total 5 Year Running Property Ref M&E Planned Investment Capital & Costs Maintenance Survey Maintenance Required Revenue 2008- Costs 2008- Required 2009-14 2009-14 0909 09 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's Alloway Primary A A N/a N/a N/a N/a N/a Barassie Primary A A N/a N/a N/a N/a N/a Kyle Academy Annexe A A N/a N/a N/a N/a N/a L3742 Monkton Primary A A N/a N/a N/a N/a N/a Belmont Academy A A N/a N/a N/a N/a N/a Prestwick Academy B B FN/a N/a N/a N/a N/a Total Costs PPP Schools 0.0 0.0 0.0 0.0 0.0

Table 24

Schools - Suitability & Sufficiency Land Property Condition * No Suitability Revenue Capital Total 5 Year Running Property Ref M&E Planned Investment Capital & Costs Maintenance Survey Maintenance Required Revenue 2008-09 Costs 2008- Required 2009-14 2009-14 09 2009-14 £ 000's £ 000's £ 000's £ 000's £ 000's 0.0 8,300.0 8,300.0 N/a N/a Total Costs Suitability & Sufficiency 0.0 8300.0 8,300.0 0.0 0.0

4.1.2 Based on the information provided, Table 25 below shows that in total, £156,542,400 requires to be spent on the Council‟s property assets to deliver the objectives set out in this Asset Management Plan.

Table 25

Total Revenue and Capital Investment Required – 2009-14

Planned Capital Total Maintenance Investment Investment Required Required Required

£ £ £ Activity Centres 128,700 0 128,700 Cemeteries 51,400 1,150,000 1,201,400 Children and Community 697,700 963,000 1,660,700 Common Good 300,600 2,200 302,800 Community Centres 511,600 1,318,100 1,829,700 Depots 714,900 1,239,100 1,954,000 Golf 530,400 0 530,400 Halls 785,700 4,363,300 5,149,000 HRA 318,600 250,000 568,600 Libraries 522,300 686,400 1,208,700 Offices, Administrative & Property 2,021,400 12,081,900 14,103,300 Other Operational Properties 245,600 800,000 1,045,600 Parks, Nature Reserves & Woodlands 0 0 0 Swimming Pools 1,285,100 2,818,800 4,103,900 Primary Schools 1,708,100 58,059,000 59,767,100 Secondary Schools 668,500 53,068,400 53,736,900 Special Schools 67,800 570,000 637,800 Nursery Schools 113,800 200,000 313,800 Suitability & Sufficiency 0 8,300,000 8,300,000 GRAND TOTAL 10,672,200 145,870,200 156,542,400

4.1.3 It should be noted that the above information relates only to the Council‟s property assets. Non-property assets such as roads and ICT are not included in the above figures.

4.1.4 Of the requirement for revenue funded planned maintenance at £10,672,200 in the five years from 2009-14, on the basis of the funding currently available at £826,227 per annum, a shortfall of £6,541,065 in funding will result at 31st March, 2014.

4.1.5 A total requirement of £91,650,500 in capital investment in the period 2009-14 has been identified in this Plan (setting aside the investment more likely to take place in 2015-2020), however, current funding stands at around £12.9 million per annum, giving rise to a projected shortfall in funding at 31st March, 2014 of £45,390,185.

4.2 Health & Safety Issues

4.2.1 In terms of the management of its properties, the Council continues to take steps to ensure that it complies with legislative and regulatory requirements. Compliance with Health & Safety legislation involves the training of staff as well as physical alterations to premises.

4.2.2 The Council has a Corporate Safety Action Plan in which identified risks are assessed, scored and prioritised. Resources are then allocated on the basis of priority. The Corporate Safety Action Plan is considered at regular meetings of the Council‟s Corporate Safety Committee.

4.2.3 With regards to on-going programmes to measure and control risk, the following is a summary of the action being taken by South Ayrshire Council to address key issues:-

Gas Installation Testing - the Council has in place a five-year rolling programme to inspect and test fixed gas installations within operational properties to ensure compliance with a Health & Safety Commission Approved Code of Practice and Guidance on Safety in the installation and use of gas systems and appliances published in respect of the provisions of the Gas Safety (Installation and Use) Regulations 1998.

Electrical Installation Testing - the requirements for the testing of electrical installations are set out in the 17th Edition of the Institution of Electrical Engineers Wiring Regulations (BS 7671: 2008, Chapter 62). Paragraph 622.1 of the regulations states that „the frequency of periodic inspection and testing of an installation shall be determined having regard to the type of installation and equipment, its use and operation, the frequency and quality of maintenance and the external influences to which it is subjected‟. Again a five-year rolling programme has been established to comply with this objective.

Legionella - the Approved Code of Practice applies to the control of the Legionella bacteria in any undertaking involving a work activity and to premises controlled in connection with a trade, business or other undertaking where water is used, or stored, and where there is a means of creating and transmitting water droplets which may be inhaled, thereby causing a reasonably foreseeable risk of exposure to Legionella bacteria. Risk assessments for all sites are currently being updated and a programme of remedial action is in place designed to minimise risks identified through the risk assessment process.

Asbestos Management - the Control of Asbestos at Work Regulations, 2002, require the Council to have in place asbestos management plans for all of its operational properties that contain the substance. Out of a total of 270 operational sites 198 of the key sites have had comprehensive type 2

asbestos surveys carried out and asbestos management plans prepared and issued.

Fire Risk Assessments and General Health & Safety Audits - the Council has in place a rolling programme of Fire Risk Assessments and general Health & Safety Audits within its operational properties to ensure compliance with new Fire Safety Legislation.

Progress on Other Health & Safety Issues - in recent years significant efforts have been made to upgrade fire alarm and detection systems in a number of key buildings, including schools and prominent landmark buildings, such as Ayr Town Hall and the County Buildings, for example. Significant investment has taken place in some Schools with single staircases to upgrade not only alarm and detection systems, but to improve fire resistance in escape areas. Comprehensive surveys are being carried out to establish the condition of all services within Council properties. Regular surveys are carried out of tall chimneys to ensure that they remain in sound condition and recently a survey of high level stone work in older properties identified a need for £420,780 of expenditure to ensure that this remains both safe and secure. A rolling programme of repair work has been put in place and over the course of the next 4 years this issue will be fully addressed.

4.3 Disability Discrimination Act

4.3.1 In the period since October, 2004, the Council has been required to take all reasonable steps to open services to disabled people. The law covers all buildings. Physical features that make it difficult for disabled people to access services require to be altered unless alternative means of providing that service can be found.

4.3.2 The Council has invested heavily in recent years in the adaptation of premises to provide improved entrance arrangements, disabled toilet facilities and improved circulation within buildings. This has applied both in schools and in public buildings.

4.3.3 The Council has carried out survey work in all of its main non-housing premises to check compliance with the main points identified in the benchmark “Access for All” audit document. This confirmed that key areas of those office buildings, which service users require to access on a regular basis for essential aspects of daily living, can be described as providing reasonable access as defined by the Act. The Audit has highlighted further work that the Council needs to undertake in this area and at current levels of investment this will require to be a long-term commitment.

4.3.4 At 31st March, 2009 the Audit Scotland Statutory Performance Indicator designed to measure how suitable and accessible Council buildings are to disabled people, reported that 54.3% of South Ayrshire Council‟s buildings are deemed to comply. This is based on 92 buildings as schools and residential homes are excluded from the Indicator, however, the position within the School Estate is not that dissimilar from that in other Council properties.

4.4 Carbon Management, Energy Efficiency & Sustainability

4.4.1 The Council has approved a Carbon Management Plan and has adopted a range of targets designed to reduce its carbon footprint. The effective management of the Council‟s property portfolio has a significant role to play in the achievement of the Council‟s objectives in this regard. In recent years, the Council has embarked on an ambitious programme to replace old and inefficient heating plant with modern energy efficient units. It is also making arrangements to further improve energy efficiency by installing equipment to remotely monitor the utilisation of heating plant. The thermal efficiency of buildings is being improved through a significant double glazing and reroofing programme which includes the improved insulation of roof structures and loft areas. Over and above this in some premises, solar panels have been fitted to reduce energy consumption from traditional sources and in new build schools and other properties currently being designed, active consideration is being given to heating through wood chip boilers, or ground source heat pumps. The design of new properties too is important in this regard and considerable efforts are being made to secure maximum heat from natural elements through the careful positioning of properties, for example.

5. Service Asset Requirements and Issues

5.1 Schools - Formal Education

5.1.1 South Ayrshire Council operates a total of 59 Schools comprising:-

44 Primary Schools 8 Secondary Schools 3 Special Schools 4 Nursery Schools

5.1.2 In terms of their condition and suitability ratings as at 31st March, 2009, the information shown in Table 26 has been submitted to the Scottish Government as part of the Core Facts Exercise:-

Table 26

Key:

5.1.3 To address these fundamental asset issues, the Council has invested £18.5m in the improvement and development of its School Estate over the course of the last 3 financial years by means of its Core Capital Programme and through additional monies provided by the Scottish Government via the Schools Fund, for example. In 2009-10 a further £8.6m will be invested.

5.1.4 In 2009, the Council will complete an ambitious Public, Private Partnership Project (PPP) which has seen the construction of two new Secondary Schools at Belmont in Ayr and at Prestwick to replace two existing Schools which rated poorly in terms of both condition and suitability. Kyle Academy in Ayr has been extended through the provision of a new Annex and three outdated Primary Schools at Barassie in Troon, Monkton and Alloway in Ayr have been replaced. Overall £74m has been invested in the provision of state of the art facilities which provide both a modern resource for learning and high quality educational and recreational facilities for the wider community.

5.1.5 The Director of Children & Communities has completed a Fundamental Review of the School Estate and the outcome of this exercise will be reported to the Council‟s Leadership Panel in June, 2009. This exercise which started in September, 2006, has seen extensive consultation take place with parents, children, staff, the wider community and other stakeholders.

5.1.6 The outcomes from the Review Exercise can be summarised under four main headings, discussed further in sections 5.2 – 5.5:

National & Legislative Requirements Sufficiency of the School Estate Implications for the School Estate from the Council‟s Adopted Local Plan Impact of Suitability & Condition Issues on the Future of the School Estate

5.2 National & Legislative Requirements

5.2.1 The national and legislative framework surrounding schools is extensive and many existing buildings struggle to meet the requirements of new and ever changing challenges. Improved access to schools and the curriculum demanded by equalities legislation, the Disability Discrimination Act and the Additional Support for Learning Act are good examples where school buildings need to be adapted to meet the needs of individuals with disabilities and due to the legislative nature of these demands much of the work is unavoidable. In addition to this, the requirement under the Standards in Scotland‟s Schools etc. Act, 2000 requires authorities to raise standards in education, which in many cases requires schools to be altered or extended. An example of this relates to 2 hours minimum PE for all pupils which places an additional pressure on existing PE facilities. In many primary schools the PE areas double up as the dining area and some schools are not able to meet this obligation in full.

5.2.2 Reducing class sizes in the early stages of primary school and at S1 and S2 in Maths and English has been one of the most challenging areas facing the Council in relation to its School Estate. Much of the existing school accommodation is inflexible and restricts the Council‟s ability to respond to fluctuations in the pupil population and the subsequent impact on class sizes and class structures. This accommodation pressure will increase further as the Council moves to meet its obligations under the Concordat for reductions in P1 to P3 class sizes to 18 pupils or less. To date the Council has been successful in meeting its legislative obligations under The Education (Lower Primary Class Sizes) (Scotland) Regulations 1999, which reduced P1 to P3 classes to 30 pupils, or less and the subsequent national agreement to reduce P1 classes to 25 pupils, or less. Presently, all secondary schools are structuring S1 and S2 Mathematics and English classes at 20 pupils, or less. In relation to P1 to P3 classes of 18 the Council is continuing to increase the number of classes at 18 or less.

5.3 Sufficiency of the School Estate

5.3.1 School rolls across all sectors have been falling for sometime and over the last 10 years primary school rolls have fallen by 1,400 pupils and secondary rolls by 806 pupils. The trend in primary schools is expected to continue for a few years, although it should begin to level out as there has been a general increase in birth rates over the last 5 years. In relation to secondary schools, it is expected that the rolls will fall for a longer period as the known primary pupil rolls feed through into secondary. The Council has used surplus accommodation to expand early year‟s provision and to accommodate the targets for reduced class sizes.

5.3.2 With the closure of Mainholm Academy in June, 2007, the amount of surplus capacity within the Ayr Secondary Sector has been significantly reduced. This resulted in an initial overcrowding being planned for the new Belmont Academy which will end in June, 2010.

5.3.3 The trend of falling school rolls will be partially offset by pupils from new housing and in some cases will require additional accommodation being provided by either extending an existing school, or through the provision of a new school. Pupil migration is expected to rise sharply during 2010 with the completion of the new Air Traffic Control Centre at Atlantic House, Prestwick.

5.3.4 Catchment areas are used to specify the school that a child or young person should attend. The catchment areas for South Ayrshire Schools were mostly adopted from Strathclyde Regional Council, although a number of changes have been made over the years. These include:

re-zoning of Kings Meadow, Prestwick to Heathfield Primary; closure of Mainholm Academy and Good Shepherd Primary; re-association of Doonfoot Primary, Heathfield Primary and Newton Primary to secondary schools; and cross boundary arrangements.

5.3.5 Under the Fundamental Review of the School Estate the catchment areas for the following schools will require to be reviewed:

(i) Muirhead Primary and Struthers Primary – the catchment areas of the Schools should be changed to reflect the impact of the housing development at North East Troon. It is proposed to re-zone the full development area to Struthers Primary. (ii) Ayr Grammar Primary – the catchment area for Ayr Grammar may need to be altered if the final location of the school is outwith the present area. (iii) Alloway Primary – the housing development at South East Ayr (Corton) falls within the catchment area of this School. However, if the South East Ayr development is approved, it will be necessary to remove the area from Alloway catchment and create a new catchment area for a new primary school. There will be a similar impact on Belmont Academy which is associated with Alloway

Primary, in that the School will be unable to accommodate the anticipated number of pupils from this housing development. (iv) Ayr Academy – the proposal to review the future of Secondary Education at the current Ayr Academy site will automatically require a review of all secondary catchment areas and the current primary/secondary associations within Ayr and the outlying villages.

5.4 Implications for the School Estate from the Council’s Adopted Local Plan

5.4.1 South Ayrshire Council‟s adopted Local Plan contains land supply for approximately 7,500 units. Where there is insufficient capacity within the catchment school to accommodate children from new housing developments, developers‟ contributions will be sought in cases where improvements to the school are capable of being carried out and do not prejudice the Council‟s education policies. In cases where the catchment school cannot be improved, contributions will be sought for new education provision.

5.4.2 A number of master plan sites, being considered, will have a significant impact on local education provision. These are listed below:-

(a) North East Troon

The proposed development at North East Troon involves the provision of 550 units. This will have a major impact on local education provision at Marr College and Struthers Primary School. There are no issues anticipated for the denominational sector. The shortfall in provision will be partly met through contributions from the developer which will be used to increase the accommodation available at the existing schools. In addition to this, contributions will also be made towards the costs of providing an all-weather sports pitch in the grounds of Struthers Primary School.

(b) Greenan, Ayr

The proposed development at Greenan involves the provision of 430 units and will have a major impact on educational provision at Doonfoot Primary School, St John‟s Primary School and Belmont Academy. The developer has been asked to undertake a design impact assessment on Doonfoot Primary School to determine whether the School can be extended. The combined effect of new housing within the Belmont Academy catchment area indicates that the School could not accommodate many of the new pupils. Options will require to be considered on how the additional capacity could be provided at other Schools within Ayr. St John‟s Primary School will require to be extended to accommodate the additional demand for denominational education.

The land release for new housing at Craigie in Ayr has arisen through the redevelopment of the Campus of the University of the West of Scotland. The proposal to provide up to 200 units will impact on Holmston Primary School, St John‟s Primary School and Belmont Academy.

(d) Auchincruive, Ayr

The proposed development at Auchincruive will involve the provision of around 450 units. This will have an impact on the local education provision at Ayr Academy and Annbank Primary School. Additional provision would be required at both schools to

accommodate the demand. No difficulties are expected for denominational provision from this proposal.

(e) South East Ayr

The proposed development at South East Ayr is a major master plan site which will have significant implications for educational provision in the local area. Around 2,500 units will be provided over a range of sites resulting in additional educational demand for up to 775 primary school pupils, 575 secondary pupils and 110 pre-school children for whom there is no capacity, currently, in the Schools in Ayr. The development will impact on Belmont Academy, Alloway Primary School and St John‟s Primary School. A new primary school will require to be provided within the Corton phase of the development, although the size and timing of the new school have not yet been determined.

In relation to all of these developments, contributions will be sought from the Developers concerned, but all of the costs involved will not be met in this way and a significant capital contribution, overall, will be required from the Council, although this has still to be quantified. Given the current recession and the down-turn in the housing market, it is unlikely that there will be significant progress in this area and consequently little demand on resources in the immediate five-year capital planning period.

5.5 Impact of Suitability & Condition Issues on the Future of the School Estate

5.5.1 The Fundamental Review process has resulted in all existing Schools being listed under two main categories in terms of their condition and suitability as modern learning centres. Schools listed under Category 1 (those with an uncertain future because of significant condition and/or suitability issues) will be subject to further discussion with parents and local communities to identify and explore options for future school and other local authority service provision within the areas concerned. Schools listed under Category 2 will be subject to technical and educational assessments to identify the extent of modernisation and refurbishment works necessary to bring them up to a 21st Century standard. Costs for the work required to Category 1 & 2 Schools have been identified in Appendix 3 and currently stand at up to £124.136m. As previously indicated, this total does not include any Council contribution to the cost of new schools, or school extensions, arising from new house building. The costs in Appendix 3 currently include a significant figure for the replacement of Ayr Academy and the refurbishment of Marr College.

5.5.2 With regards to priority sites for Council consideration within the 10 year planning period covered by this Asset Management Plan, the following have been identified. More detailed information in relation to prioritisation and funding is provided in the Action Plan at Section 9 of this Plan:-

5.5.3 Colmonell and Pinwherry Primary Schools - following engagement with the Colmonell and Pinwherry communities, the Council decided to build a new primary school in Colmonell and explore the options for the modernisation of Pinwherry Primary School. It is anticipated that the new School will be completed by Autumn, 2010.

5.5.4 Forehill Primary School – the Council has commenced a programme of work to address suitability and condition issues at Forehill Primary School in Ayr. In total, this is expected to cost in the order of £5.5m. While provision has been made in the Draft Five-Year Capital Plan for the project, approvals to proceed are currently only being made on an annual basis.

5.5.5 Heathfield Primary School – Heathfield is a large three-stream Primary School located on the border between Ayr and Prestwick. The School currently has a wooden dining hall structure which is in very poor physical condition and which is at the end of its operational life. However, in addition to this the School requires additional accommodation and facilities to provide a 21st Century learning environment, to address DDA issues and to deal with outstanding health and safety matters. The total cost of this work which requires to start in 2009-10 has been estimated at £3.8m.

5.5.6 Whitletts Primary School - the review of Whitletts PS has been completed and it is recommended that options should be developed for consultation on its closure.

5.5.7 Kirkmichael Primary School - the Council has already decided to retain a primary school in Kirkmichael. The recent technical exercise has highlighted that the existing

wooden school building is life-expired and needs to be replaced. A feasibility study has been carried out by Property and Design into replacing the school and the local community will be consulted on the design and delivery of a new school. The costs involved have been identified in the Draft Five-Year Capital Plan.

5.5.8 Ayr Grammar Primary School - a Working Group comprising representatives of the Community and Council worked together to identify and explore options for the possible relocation of this School. The preferred option of the Group was the former Seafield Hospital site and the initial technical assessment confirmed that, while tight, the site could be suitable for a new school, provided that listed building consent is given to demolish the former Seafield Hospital, which has now been damaged by fire.

5.5.9 Marr College - a Member/Officer Group has been established to consider the provision of secondary education in the Troon area. This Group has been extended to include representatives from the wider Troon Community and the Marr Trust. Consultants have been appointed to undertake a detailed analysis of identified options for either a refurbishment programme, or a new build. However, in asset management terms and given the already extensive cost of the work required to the School Estate as detailed in Appendix 3, it would be difficult to see how a new Secondary School in Troon could be afforded by the Council without specific additional funding for such a project from the Scottish Government. Wider community consultation is required on the future of secondary school provision in Troon.

5.5.10 Ayr Academy - the proposed review of Ayr Academy will have wide ranging implications for both primary and secondary provision within the Town and the Outlying Villages. The suitability of the present School clearly indicates that it has significant failings in meeting the demands of 21st Century Education. It will require significant investment within the next 3 - 5 years to allow it to remain operational (£6m). Again in asset management terms, as with Marr, and given the already extensive cost of the work required to the School Estate as detailed in Appendix 3, it would be difficult to envisage how a new Secondary School in Ayr could be afforded by the Council without specific additional funding for such a project from the Scottish Government. Community consultation is required on the future of secondary school provision in Ayr.

5.5.11 Carrick Academy, Maybole – the existing Technical Block at this School has suffered structural movement and a report from a Structural Engineer has recommended that the existing facility be demolished within the current five-year capital planning period and be replaced with a new building on another site within the School grounds. Provision for this project has been made within the Draft Five-Year Capital Plan. However, there is a need for community consultation on the future of education provision in Maybole and it is suggested that the future configuration of Carrick Academy is included within this.

5.5.12 Tarbolton Primary School - a number of engagement exercises relating to Council facilities have been carried out with the Tarbolton community over several years. There is general acceptance that there is a need for a rationalisation of facilities within the Village. A feasibility study into the bringing together of services in

Tarbolton has been completed. Consultation will begin shortly with the local community with a view to involving them in the development of the concept and delivery of the project.

5.5.13 Dailly Primary School - the Council has also decided to retain a primary school in Dailly. The educational and technical assessments have highlighted that the school buildings have major problems in relation to condition and suitability and, therefore, it is proposed that options for the replacement of the School and possible rationalisation of other Council facilities within the Village should be explored. Consultation will begin shortly with the local community with a view to involving them in the development of the concept and delivery of the project.

5.5.14 Sacred Heart Primary School/Invergarven School - the condition and suitability ratings of both schools clearly indicate that they are at the end of their operating lives and should not be retained. A review of Sacred Heart Primary School and Invergarven School will be incorporated into the wider review of Council facilities in Girvan, which is already underway.

5.5.15 Straiton Primary School - following extensive engagement with the Straiton community, it was concluded that the existing school should be retained. There is a need, however, to ensure that the school can be adapted and extended on the existing site and it is intended to carry out this exercise in 2010-2011.

5.5.16 Annbank & St. Ann’s Primary Schools – these Schools which share a common campus in Mossblown also have a wooden dining hall building which is in poor condition and which is at the end of its operating life. This requires to be replaced within the current five-year planning period and provides an opportunity for appropriate suitability issues at the site to be addressed. Construction of a new hall may provide an opportunity for the rationalisation of Council facilities within this Village, as the services provided through the current Activity Centre may be able to be incorporated into the new School Hall(s).

5.5.17 Cairn, St. Cuthbert’s and Gardenrose Primary Schools – these three primary schools in Maybole, two of which are small on constrained sites within the Town – Cairn and St. Cuthbert‟s - present a range of condition and suitability issues which require to be addressed in the longer term, if a suitable environment for learning is to be retained. Consideration should be given to the options available for future School provision in Maybole, including the location of all three Schools on one shared campus within the Town, perhaps alongside facilities for other Council services. As indicated previously, consultation with the local community should be undertaken on these issues.

5.5.18 Information on the suitability and technical assessments carried out on all South Ayrshire Council Schools is detailed at Appendix 1.

5.6 Office Accommodation

5.6.1 Currently the Council operates from 29 office premises throughout South Ayrshire. These are largely operated on a Service basis and a range of front and back office functions are provided from most locations. In the near future the Council will be taking steps to rationalise its provision of office services, leading to a significant reduction in the overall number of office buildings. This will be achieved by (1) creating five one-stop shops in each of the main population centres of Ayr, Prestwick, Troon, Maybole and Girvan. These facilities will serve as a base for most Council staff who have face to face contact with members of the public via existing customer reception areas; (2) creating a customer contact centre to deal with telephone and e- mail enquiries for key Council Services such as Benefits and Property Repairs. Initially the Contact Centre will be based at the John Pollock Centre; (3) possibly through retaining the Council‟s Headquarters at the County Buildings, Ayr as a base for Elected Members, Senior Management and other appropriate Council services; (4) providing a new back office building most probably in Ayr for all remaining Council Services, including ICT and (5) encouraging home working and hot desking following a pilot exercise in 2009-10.

5.6.2 The condition and suitability of the Council‟s current Office Estate is summarised in Table 27 as follows:-

Table 27

CONDITION SUITABILITY A 3 A 5 B 16 B 17 C 9 C 6 D 1 D 1

5.6.3 The following outlines the present usage and a number of the current issues relating to office premises:-

5.6.4 12 Bath Place, Ayr – this accommodation is small and uneconomic and is not particularly suitable. It acts as a base for the Occupational Health Service. It should be disposed of in the short-term and alternative accommodation provided for the service concerned.

5.6.5 8 and 10 Wellington Square Ayr - these two properties which house the Revenues & Benefits Section of Financial Services are part of a Georgian Terrace. They are considered to be difficult in terms of access and facilities for disabled people. Both are fairly small and offer little by way of development opportunities for the future. Storage facilities are inadequate. The properties have been modestly upgraded within the past 12 months, but cannot be considered to have a long-term future. The presence of the Assessors Service at 9 Wellington Square is a constraining factor in terms of their disposal as some accesses are shared. A reorganisation could include the sale of these two properties for commercial, or residential, development and realise a capital receipt.

5.6.6 25 Wellington Square Ayr – this property is leased from a third party and is utilised by the Children & Community Directorate for Criminal Justice Services.

5.6.7 5-7 River Terrace, Ayr - this building is self-contained, purpose built, is convenient and is of modern construction and houses Consumer Advice and Trading Standards. It is, however, tight for space. Overall, though, Departmental Managers consider it fit for purpose. When taken with Riverside House it may present an attractive redevelopment opportunity and receipt for the Council. The future of this property should be reassessed as part of the rationalisation process.

5.6.8 Library Headquarters, 26 Green Street, Ayr - this facility acts as a staff base and central repository for books, DVD‟s and other materials used in the provision of the Library Service. Community Education also have a base on the same site. The location of the library facility is satisfactory and the building is adequate for the purpose for which it is used, however, the services provided from this facility could be relocated. Children & Communities have indicated that the Annex which houses Community Education personnel is inadequate for the purpose for which it is being used and this has been highlighted in the past by HMI(e). Both of these buildings should be disposed of and the services relocated at an early date.

5.6.9 Newton House, 30 Green Street Lane, Ayr - Newton House acts as a base to the Council‟s Property & Design, Housing and Procurement Services. Other support staff are also located within the building. It is close to suppliers and has ample car parking. Following re-roofing works in 2009-10 it will be in reasonable condition and it has been upgraded also to provide improved DDA access. These services do not require to be based at this location and could move to an alternative facility if one is provided. The Newton House site could be sold for redevelopment and realise a capital receipt for the Council. Staff from the Taylor Street office would require to be relocated at the same time. Should the Property & Design operation be moved to the Depot at McCalls Avenue in Ayr some other staff could also be moved to this location.

5.6.10 Macadam House, 34 Charlotte Street, Ayr - this Building is currently occupied by the Criminal Justice Service and a number of other social care providers. There is no fundamental requirement for Criminal Justice or the other services concerned to be located at Macadam House and its location could provide an attractive redevelopment opportunity and corresponding capital receipt to the Council. If Criminal Justice is to be moved in the future, consideration will require to be given to the needs of the client group and the design implications that this could have for any alternative facility.

5.6.11 Holmston House, 3 Holmston Road, Ayr – the shortcomings of this location as an office base for staff is well documented. It was not constructed for this purpose, but rather, was built as a Victorian Poor House. Conditions are cramped and are far from ideal in many parts of the building. Significant expenditure on the fabric of the property will be required in the coming years, principally in terms of the roof and flooring. Consideration should be given to relocation and again once the property market recovers, the building could provide an attractive redevelopment opportunity

and corresponding capital receipt to the Council. Consideration does require to be given to the future of the Adult Training Facility for Learning Disabled People which is based at this location. An alternative centre or centres is likely to be required and if the site is to be sold, in the future, an alternative provision would require to be secured and financed.

5.6.12 Ayr South Area Social Work Office, 67 Kyle Street, Ayr - this building again has many shortcomings, including a lack of flexibility and a design which makes it basically unsuitable for long- term use as a front-line office facility. Space is also at a premium and some staff are working in cramped conditions. Currently there is only one means of access and egress to and from the building and only one means of escape from the upper floor. Efforts should be made in the short-term to find an alternative location for the staff that work in this building and it should be closed and offered for sale.

5.6.13 Housing Office, 80-88 Kyle Street, Ayr - this office was purpose built as a local housing office and it meets the needs of its client group and the staff who work in it. No major work to the fabric of the building will be required in the next 5 – 10 years. This property should remain operational for the foreseeable future either as a form of one-stop shop, or in the medium term as an overspill facility for Burns House.

5.6.14 Social Work Office, 12 Main Street, Prestwick - this office, which is adjacent to the Police Station, is not suitable for purpose. It is cramped and facilities are poor in terms of a front-line office. Consideration requires to be given to the provision of alternative facilities in the Town. Relocation to the Housing Office at the Cross will not be possible due to the limited space available at this location. Relocation of the Social Work Service from 12 Main Street would result in the building being declared surplus and it could, therefore, be offered for sale on the market. Front line services could be relocated in a one-stop shop in Prestwick although there are currently no Council premises in the Town that would be suitable for this purpose.

5.6.15 Riverside House, 21 River Terrace, Ayr - this property houses the Housing Area Office for Ayr. The upper floor is currently vacant. Significant work will be required to the fabric of the building in around five years to keep it operational. It is, however, another example of a small to medium sized office complex with restricted space and facilities. If consideration is to be given to the provision of an alternative office facility, or facilities, staff should be relocated, Riverside House, particularly if taken together with the Trading Standards Office at 5/7 River Terrace, could offer a riverside redevelopment opportunity which may provide a reasonable capital receipt for the Council, although part of this would require to be paid to the HRA.

5.6.16 Whitletts Area Centre, 169 Whitletts Road, Ayr - this facility is in good condition, is relatively new and should be retained given the need for front-facing office accommodation in this part of Ayr. Fabric repair costs are unlikely to be significant in the next 10 years. Space is, however, at a premium.

5.6.17 Psychological Services Building, Whitletts Road, Ayr – this office base which is now used for travelling music teachers and others has been identified by the Asset Workstream for early disposal following relocation of the personnel to a School site.

5.6.18 Burns House, Burns Statue Square, Ayr - it has long been recognised that this site is not an ideal location for the Disability Resource Centre. It is located in a busy public office and as it is not self-contained, it does not offer the privacy that some service users expect. It is located in the centre of a busy traffic island which can make access difficult. It does not provide a very realistic setting for the services offered particularly in respect of assessment. Social Work Management would like to see the service more closely integrated with the services provided by the Health Service and, as such, the sourcing of new more suitable joint premises would be of significant benefit. It is recommended that this option should be pursued. Planning, Building Standards, Roads, Grounds, Cleansing, Transport and Economic Development Services are provided from this location. The central location of the building is an advantage in terms of the provision of these services, as it is close to public transport links. However, the lack of car parking for visitors is a distinct disadvantage as is the lack of interview and meeting space and suitable reception facilities. The building is suitable for purpose as office accommodation, albeit only of tolerable standard, as significant upgrading is required in terms of its condition. This has been estimated at up to £8.5m. Many of the staff based at Burns House could be based elsewhere, even in a building outwith the Town Centre. However, given proposals for the Renaissance of Ayr careful consideration would require to be given to this issue.

5.6.19 Grammar Primary School House – this small property in the grounds of the Grammar Primary School which has been converted to office accommodation is currently a base for the Council‟s Internal Audit Section.

5.6.20 15 Links Road, Prestwick - Links Road currently serves as a base for the Ayrshire Joint Structure Plan Team and the Council‟s Staff Training Service. Both of these services could be relocated elsewhere and it is recommended that this is done in the medium term and that this building is then offered for disposal.

5.6.21 Ayr Town Buildings - the District Court is located here. It is in a central location and is easily accessible. The District Court with cells and office accommodation is purpose built, albeit in need of some modernisation. Any relocation would involve considerable expense and may be difficult to justify. Licensing and the Registration Service are also based at this location. These Services could be relocated to a new one-stop shop. Office accommodation on the first and second floors of the Town Hall is currently vacant. Adjoining accommodation which is in poor condition would require to be upgraded if it was to be used again. Alternatively it could be converted back to flats for domestic use. The Town Hall occupies a key central service point within the Town.

5.6.22 1 Taylor Street, Ayr - the main advantage of this property is that it is close to Newton House, which it supports in terms of services provided. However, it is too small and is neither space efficient, or economic. If Newton House was to close it

would certainly have no future. It may be possible to sell it to a small company looking for office premises or to convert it to storage accommodation. In the longer term if no alternative use can be found for the property, it may be more cost effective to demolish it.

5.6.23 2 - 6 The Cross Prestwick - this property is an Area Office operated by the Housing Service. It is cramped for space and should be disposed of once a one-stop shop is created in Prestwick at a suitable site.

5.6.24 County Buildings, Wellington Square, Ayr – this property is an iconic building, has a significant history as a base for local government services in Ayrshire and previous reports produced on the Council‟s Office Accommodation have recommended that it should be retained. However, as this AMP is recommending that the Council should review the future of all properties currently used to provide office accommodation for staff, perhaps the time is now right to consider whether the future use of the County Buildings should be reassessed. Whether or not it is decided to do this, it is clear that the construction and design of the County Buildings does not make it an ideal location for the Council‟s ICT Service. This service would benefit greatly from relocation to more suitable accommodation elsewhere. This would again release prime ground floor accommodation in the County Buildings for alternative use. The cost of moving the ICT equipment, particularly the communications equipment would be significant. However, serious problems are being experienced with the existing equipment rooms and work which is being planned at present will keep these operational in the short-term, but this is not a permanent solution and an alternative approach requires to be given serious consideration.

5.6.25 Troon Area Office – this building serves as a local housing area office and a local base for Revenues and Benefits staff. It has significant meeting space on the upper floors which also includes accommodation for Social Work services. The upper floor is not full and the potential exists to increase the number of staff based at this location. Some refurbishment work has been carried out in the building in recent months and it will be rewired during 2009-10. It would be an ideal location for a One- Stop Shop in Troon. Taken with the other facilities at this location the property should be retained for the long-term.

5.6.26 Maybole Carnegie Building – relatively recently refurbished to a high standard this building would be a suitable location for a One-Stop Shop in Maybole. It is fully compliant in terms of access and is conveniently located in the centre of Town. It should be retained for the long term. The Library is also based at this site and could be retained along side the One-Stop Shop.

5.6.27 Maybole Social Work Office & Housing Office – these two small office/shop units are located on the main street and are fully utilised. However, accommodation is not ideal and the Housing Office in particular has an inflexible internal layout. These services should be transferred to the Carnegie Building as part of a One-Stop Shop development. Following transfer these properties should be disposed of as any further requirement for office accommodation within the Town could be provided at the Town Hall.

5.6.28 Girvan Area Office – this property currently houses the Area Office for the Housing Service and the local Social Work staff. It has been agreed that it will be established as a pilot One-Stop Shop in 2009-10. Efforts should be made to locate all core Council Office Services for Girvan in this building, although it may be necessary to relocate some of the Social Work Staff to the new Hospital, for example, for this to happen. This property should be retained in the long-term.

5.6.29 Girvan Town House – the District Court meets infrequently at this location and Girvan Horizons have a couple of offices within the complex. However, many parts of it are currently empty. Serious consideration should be given to the relocation of the Court and Girvan Horizons in the short-term which would allow this building to be offered for sale.

5.6.30 Girvan Registration Office - the Registration Office is based in the former Post Office. While this part of the building has been refurbished to a high standard the remainder of it including a Social Work Office is in poor condition, as is a former house on the upper level. Serious consideration should be given to placing the Registration Service within the One-Stop Shop and relocating the Social Work personnel to another location. Following this, which should happen in the short-term, the property should be offered for sale.

5.7 In summary, therefore, in terms of the above office premises, it is recommended that the following 6 properties be retained by the Council for use in the long-term:- Troon Town Hall, Housing Office: 80 – 88 Kyle Street, Ayr, Whitletts Area Centre, Ayr Town Buildings, Maybole Carnegie Building and Girvan Area Office. With the exception of the County Buildings which will now be subject to review, all other properties should be disposed on a phased basis over a suitable period of time as market conditions and finances allow and when suitable alternative premises can be found.

5.8 It is recommended, through the Asset Management Workstream and by 31st March, 2010, that the future of the County Buildings should be reassessed to consider if it is likely to prove to be the best site and building for the Council‟s Administrative Headquarters in the long term.

5.9 When this exercise was last considered some five years ago the Estates Manager provided indicative market values for some of the existing office premises being recommended for disposal.

5.10 Based on research which indicates that there is very limited demand for office premises in Ayr, it is likely that any sale of existing properties and land would, in many cases, require to be for an alternative use and may be difficult to secure. It is estimated that approximately £2.5 million would be realised from the sale of office accommodation in the centre of Ayr and Prestwick. Clearly this figure would require to be revisited and updated to establish an accurate indication of the value of any likely capital receipts which could contribute towards the cost of a new office development.

5.11 All but five of the 29 properties are maintained by Property & Design through the Central Repairs Account (CRA) and the Ayr Common Good Fund.

5.12 The other five properties (Riverside House, Kyle Street Housing Office, The Cross at Prestwick, Maybole Housing Office and Girvan Area Office) are held on the Housing Revenue Account and are maintained by Housing Services.

5.13 Details of the maintenance costs for properties maintained through Property & Design Services for 2008-09 are given in Section 4 of this Plan and total £564,659.

5.14 Of the remaining five properties funded through the HRA, £3,550 was spent in 2008- 09.

5.15 For all 29 properties, £568,209 was spent on maintenance in 2008-09.

5.16 All other expenditure on running costs for each of the 29 properties including items such as rates, cleaning, heating costs, etc in 2008-09 equalled £1,440,553. (This excludes staff costs, including cleaners and caretakers).

5.17 In summary, based on the information detailed above, total property running costs in 2008-09 equated to £2,008,762.

5.18 Savings would accrue to the Council in any rationalisation exercise through a reduction in support staff costs, the need for individual pieces of office equipment and the number of computer connections.

5.19 As indicated in Section 4, many of our existing office premises are in need of refurbishment and major maintenance if they are going to continue to be used. Capital expenditure costs and planned maintenance has been put at around £15.6m. The difficulty with this level of spend is that many would still present problems in terms of suitability arising from inflexible layouts and the fact that in some cases the properties were not built as offices: e.g. Newton House and Holmston House.

5.20 Staff Numbers

Table 28 provides a summary of current staff numbers as at May, 2009 in many of the properties listed. This information was accurate at the time of production, but may be subject to change.

Table 28

Office Property Address Town Total Staff Prestwick Area Office 2-6 The Cross Prestwick 13 Social Work Office 12 Main Street Prestwick 17 Housing Office 80-88 Kyle Street Ayr 14 Office 8 Wellington Square Ayr 29 Office 10 Wellington Square Ayr 29 Girvan Registrars & 22 Dalrymple Street Girvan 11 Homecare Office Maybole Housing Office 64-66 High Street Maybole 10 Maybole Social Work 70 High Street Maybole 9 Macadam House Charlotte Street Ayr 48 Newton House 30 Green Street Lane Ayr 86 Riverside House 21 River Terrace Ayr 60 Carrick Centre (Social 67 Kyle Street Ayr 43 Work) Trading Standards 5-7 River Terrace Ayr 24 County Buildings Wellington Square Ayr 311 Ayr Town Hall New Bridge Street Ayr 28 Holmston House 3 Holmston House Ayr 126 Burns House 16 Burns Statue Square Ayr 287 Girvan Area Office 19 Knockcushan Street Girvan 31 Bath Place Office 12 Bath Place Ayr 2 Library Headquarters 26 Green Street Ayr 8 Training Office 15 Links Road Prestwick 29 Troon Area Housing Office Municipal Buildings, Troon 13 South Beach TOTAL 1,228

5.21 In addition to the establishment of five One-Stop Shops for the provision of key front line services to the general public, the creation of a Customer Contact Centre for primarily telephone enquiries and the possible retention of the County Buildings as the Council‟s Corporate Headquarters, three main options are worthy of further consideration in the period to 31st March, 2010, in terms of providing a suitable

location for back office services most probably within the boundaries or Ayr. The reference to back office staff includes all personnel not located within One-Stop Shops.

5.22 However, before considering any of these, it will be impossible to achieve significant savings from the rationalisation of property unless the overall numbers to be accommodated are reduced.

5.23 Hot desking and home working are options that, if adopted, would contribute to such an objective. Both are now under active consideration and it is proposed to establish a pilot exercise on hot desking across all Service Directorates in the Autumn of 2009- 10. If successful, it is recommended that this be rolled out more widely across the Council. Further work regarding home working would require to be carried out in conjunction with HR before significant further progress could be made in this area.

5.24 It is estimated from the buildings that could be closed and rationalised that accommodation would require to be found for up to 750 individuals. However, through home working and hot desking, efforts should be made to reduce this requirement to say 80% of the total which would equate to 600.

5.25 In terms of the three options that could be considered for the provision of accommodation for 600 back office staff, these are:-

5.25.1 Council New Build

This would be most likely on a site outwith the Town Centre. The most suitable site in Council ownership is the former Mainholm Academy Campus which could be redeveloped on a phased basis to provide all accommodation necessary for ICT Services, the CCTV Monitoring Station and all back office functions. However, any decision taken to pursue this option should also consider any alternative site currently available. It is likely that the cost of demolishing the current buildings and building a new office would be significant, but running costs should be significantly reduced on those detailed above due to significantly reduced maintenance costs in the initial years and lower energy costs, for example. For example the construction cost, including the relocation of the CCTV Monitoring Station, could be in the order of £14m, but savings in running costs could be many hundreds of thousands of pounds per annum.

5.25.2 Rental of Out of Town Offices

Rather than build new offices the Council could endeavour to lease new premises that would accommodate ICT Services, the CCTV Monitoring Station and all back office functions, thus assisting in the regeneration of an out of town area. While capital costs associated with this option when compared with the new build option are likely to be significantly less, revenue costs will be greater as a leasing cost would require to be paid in addition to

the running costs identified in option 1. This option would require further investigation, but the annual leasing cost could be in the order of £800,000.

5.25.3 Refurbishment of Town Centre Offices

In addition to seeking to provide modern office accommodation that is fit for purpose and to rationalise its existing estate, the Council is also seeking as one of its primary objectives to regenerate Ayr Town Centre through the Renaissance Project. Moving around 600 back office staff from the Town Centre and areas adjoining it could have a negative impact on the economic wellbeing of the area and efforts to regenerate it. Therefore, rather than move 600 personnel to Mainholm, or some other out of town location, the Council could seek to modernise Burns House and other locations at a capital cost of around £10.5m. Existing running costs would most likely be reduced following this exercise due to greater energy efficiency and improved insulation values, however, this would not be as great as in the new build option.

5.25.4 It is intended that more detailed proposals in relation to each of these options will be produced by 31st March, 2010.

5.26 Depots and Cemeteries Statement

5.26.1 South Ayrshire Council operates a total of 31 depot and cemetery facilities comprising:-

9 Depots 3 Recycling Centres 18 Cemeteries 1 Crematorium

5.26.2 Condition and suitability ratings as at 31st March 2009 for these asset categories are illustrated in Table 29:-

Table 29

Asset Type Condition Suitability A B C D A B C D Depots 0 3 5 1 0 2 6 1 TOTAL = 9 0% 33% 56% 11% 0% 22% 67% 11%

Recycling 1 1 1 0 1 0 2 0 Centres TOTAL = 3 33% 33% 33% 0% 33% 0% 67% 0%

Cemeteries 2 7 8 1 2 4 11 1 TOTAL = 18 11% 39% 44% 6% 11% 22% 61% 6%

Crematoriums 0 1 0 0 0 1 0 0 TOTAL = 1 0% 100% 0% 0% 0% 100% 0% 0%

5.27 Depots

5.27.1 A review of all depot facilities within South Ayrshire Council has been undertaken, with the aim of identifying potential opportunities for rationalisation and economies of scale.

5.27.2 This can be summarised as follows:-

5.27.2.1 Ayr

At present there are four depots within Ayr at Walker Road (owned), Taylor Street (owned), York Street (leased to the Council) and Craigie Park (owned).

There is also an industrial unit which is presently vacant but leased to the Council at McCalls Avenue. Both Taylor Street and York Street are used by Property & Design Services and their trading arm Property & Design Trading. Walker Road is used by Cleansing, Grounds Maintenance and Kerr & Smith (private contractors for the Council‟s fleet maintenance who will use one building for a temporary period up until April 2010). Craigie Depot is used by Grounds Maintenance and as a storage facility by Roads (for educational safety equipment and South Ayrshire‟s Christmas lights).

It is intended that both Taylor Street and York Street will be vacated and the whole of Property & Design will move into McCalls Avenue over the next year to see out the remaining 10 years of this lease, expiring 31st July 2019. Craigie Depot is contained within the area of ground being sold to the University of the West of Scotland to develop their campus and it is intended, in the short term that Grounds Maintenance and Roads will be moved into McCalls Avenue.

Walker Road is the main Cleansing Depot serving Ayr and the surrounding areas. The site extends to some 2.66ha, with approximately only half of the site being used for present service delivery. The site contains several large buildings, including the Council‟s waste transfer station, however, from the above table, it can be seen that the condition and suitability ratings for these are well below the desired levels and new facilities will be required.

Walker Road – Waste Transfer Facility

At present the waste transfer station is used mainly on an infrequent basis and does, therefore, not show sufficient usage from a costs/benefits perspective. If a contingency plan can be developed for using an alternative waste transfer facility, possibly on a pan Ayrshire basis, there is an opportunity to investigate the potential of relocating these services to another location and realising a capital receipt from the sale of Walker Road.

One very important issue, however, is that the site at Walker Road was previously used in part as an incinerator and the likelihood of contamination will require to be addressed, which could reduce the value of any potential capital receipt.

Information from existing Council records is insufficient to determine the extent of contamination and in this regard Environmental Health has been asked to provide an indication of the likely cost of addressing this. Thereafter, it is recommended that funding should be made available to enable a full site investigation survey to be undertaken.

Since the cost of any remedial action could dramatically reduce the value of any capital receipt for the site, the identification of this figure will be a key factor in determining the future use of Walker Road.

5.27.2.2 Girvan

At present there are two depots, at Bridge Street (leased to the Council) and Grangestone Industrial Estate (owned), and a recycling centre, to the rear of Bridge Street, within Girvan. The depot at Bridge Street is shared between Cleaning and Property & Design, and Grangestone Depot is used by Roads for service delivery within Girvan and surrounding areas.

Opportunity exists for the services to be integrated and assets rationalised within the one location at Grangestone (L2102), subject to expansion of the existing site onto Council owned land (L402). See Plan 1 overleaf.

Grangestone Depot, Girvan

Plan 1

50.2m L402

Works Tks Tank

37.0m Tank NUE L AVE YWEL LAD

4 12 El Sub Sta 1 El Sub Sta

28 16 0 3 ta 2 ub S 3 El S Grangeston Industrial Estate

ENUE WELL AV Grangeston Industrial Estate LADY

El Sub Sta

1 9 2

3 Gas Governor

Region Depot

Chy 3

1 Tank

Tks

ESS

3 7 Chy L2102 Track Tks Distillery ESS

L A D Y W Tanks E Grangeston Industrial Estate L L A V L412 E

Tanks

Distillery Grangeston Industrial Estate Tanks

Tanks Customs House

ta b S Su E l

22.5m BM 22.79m MP 60.5

WB 27.8m

Grangeston

Tank Craigbank Kinsale Cottage Nithsdale Cottage

ck ra T

Grangestone House MS

22.5m MP 60.75

It has been identified that a potential opportunity for a capital receipt exists at the Bridge Street depot (L284 and L285). See Plan 2 overleaf. This depot is presently leased to the Council and the lease does not expire until May 2039. Subject to the recycling centre to the rear of Bridge Street (L3744 and L261), in Council owned ground, relocating to within the Grangestone depot site, or being split between Grangestone (for the larger containers) and another town centre site (possibly the Bridge Street car park (The Flushes) or alternate area for smaller „bottle bank‟ type containers), there exists a potential development opportunity of a larger site in partnership with one (or potentially two) 3rd parties (Coal Yard). The larger development opportunity would realise a capital receipt for the Council as well as helping to regenerate this area of Girvan.

Bridge Street Depot, Girvan

Plan 2

W r T

Garage Coal Yard

Coal Yard 3 2

7 1

L3744 T 2 4

2 E 6

L261 8

E 2 R 4 T S

D 1

L 1 2

O 0

8 6

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El Sub Sta 37a

L284 Mc Connell Square

8 2 o t C ounc il Yard 1 37b

ta S b u l S Pos t E

L285 39 41

5 3.3m 5

3 1

9 3 3 T E E R T S

E G D I R B 64

5.27.2.3 Coylton

There is presently one depot (owned) on the outskirts of Coylton village which is used by Roads as their base for gritting operations and for sign/kerbing storage. The site also houses a large salt dome.

It is proposed, because of likely relocation costs and planning constraints surrounding the storage of salt, that this facility should remain in Coylton. There may, however, be potential to move storage requirements at Coylton to a more central location within Ayr making a fuel and time cost saving.

5.27.2.4 Maybole

At present there is one depot within Maybole owned by the Council at Seaton Street. The depot is used as a recycling centre for the Town and as a base for Grounds Maintenance. The existing recycling centre is an older facility and an opportunity exists to develop a modern larger recycling centre on the site by means of Zero Waste Funds. It is possible that Grounds Maintenance could move to within the Grangestone Depot at Girvan.

Seaton Street Depot, Maybole

5.27.2.5 Troon

There are two depots within Troon both owned by the Council, at Dukes Road and Dundonald Road (Troon Cemetery), used by Cleansing and Grounds Maintenance for service delivery in and around the Troon area.

Opportunity exists for the two services to be fully integrated within the Dukes Road Depot. This depot would require some reconfiguration and expansion of the present floor plan to accommodate both services. This option would

also allow the Troon Cemetery to expand the provision of burial plots within the cemetery grounds. Plan 3 below shows the boundary of the Troon Cemetery (L321) with the depot highlighted (L3541).

Plan 3

87 99

95 5 8 91

14.8m 13.7m

D UND ONAL D R OAD

Shelter 1 L3541 b 3

0 6 . 2

9 8 2

m O T T O L Lodge NI E

D R VI E Cemetery 5

12.0m Wr T Cemetery PCs Mor tuary

Cemetery Mor tuary

El Sub Sta

D Fn

0 2

Cemetery T r

k 7

11.0m Cemetery

MP 34.25 4

11.9m

6 8 BM 9.68m L312

7.3m

1 4

1 9 4m 7.8 M B

t l e

i l w

8 1

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7 12.2m

Dukes Road Depot, Troon

There are several pockets of land within Troon, some within the Municipal Golf Course grounds which already provide a depot base for some Grounds Maintenance services. There may also be an opportunity for the expansion of one of these sites to re-locate the depot from the cemetery.

The former Glenburn Recycling Centre, located at Prestwick, which is presently unused, presents another opportunity for relocating services, even as a potential base of operations on an interim basis, to meet the immediate cemetery expansion requirements, and will be looked into further.

The Troon Recycling Centre is a new facility and should remain unchanged.

5.28 Cemeteries & Crematorium

5.28.1 At present the majority of cemeteries and crematorium have sufficient capacity for current and future needs. Generally, the buildings associated with the cemeteries are small and although not in excellent condition are wind and water tight.

5.28.2 Ayr Cemetery (Holmston Road) requires additional plot space which presently exists within Council ownership, adjacent to the existing boundary wall.

5.28.3 However at Troon Cemetery (Dundonald Road) there is a shortage of available plot spaces extending to only 4 or 5 years. At this time most plots have been sold. However, as indicated above the relocation of the Depot to another site could resolve this issue.

5.29 Community Facilities

5.29.1 South Ayrshire Council operates a total of 44 community facilities comprising:-

5 Activity Centres; 13 Community Centres; 9 Halls; 11 Libraries; 4 Swimming Pools; and 2 Museums / Galleries.

5.29.2 Condition and suitability ratings as at 31st March 2009 for these six asset categories are illustrated in Table 30:-

Table 30

Asset Type Condition Suitability A B C D A B C D Activity Centres 0 5 0 0 0 5 0 0

TOTAL = 5 0% 100% 0% 0% 0% 100% 0% 0%

Community 1 8 4 0 1 10 2 0 Centres TOTAL = 13 8% 61% 31% 0% 8% 77% 15% 0%

Halls 1 4 3 1 0 4 5 0

TOTAL = 9 12.5% 50% 25% 12.5% 0% 44% 56% 0%

Libraries 0 9 2 0 2 8 1 0

TOTAL = 11 0% 82% 18% 0% 18% 73% 9% 0%

Swimming Pools 0 1 3 0 0 4 0 0

TOTAL = 4 0% 25% 75% 0% 0% 100% 0% 0%

Museums/Galleries 0 0 2 0 0 2 0 0

TOTAL = 2 0% 0% 100% 0% 0% 100% 0% 0%

Key: Condition A: Good - Performing well and operating efficiently; B: Satisfactory - Performing adequately but showing minor deterioration; C: Poor - Showing major defects and/or not operating adequately; or D: Bad - Life expired and/or serious risk of imminent failure.

5.29.3 The Director of Children and Community is currently in the process of developing both a leisure strategy and undertaking a fundamental review of the Council‟s community resources. It is intended that these exercises will inform the development of a leisure and community facility strategy, which will consider the need/requirement for leisure facilities within South Ayrshire and consider where these can be best placed.

5.29.4 It is intended that these reviews will be developed over the coming months and be complete by 31st March 2010.

5.29.5 In the interim period, the Asset Management Group has undertaken its own desktop review for many of the towns and villages within South Ayrshire. The review takes account of the modernisation proposals set out within the Director of Children and Communities report on the Fundamental Review of the School Estate, looking at the Council‟s Community assets as a whole (schools, libraries, community centres, halls and activity centres), and identifies opportunities for potential rationalisation. More will be said about this in Section 6 of this plan.

5.29.6 The Gaiety Theatre is currently closed to the public. An advertisement is being placed seeking expressions of interest from groups, or individuals, wishing to work in partnership with the Council with the overall aim of bringing this facility back into operational use.

5.30 Activity Centres & Swimming Pools

5.30.1 From the above information, the Activity Centre Estate can be regarded as being in fairly good condition, and the buildings are largely suitable for the purpose for which they are used. The condition of the Swimming Pool Estate, however, is generally more mixed, despite being rated as satisfactory in terms of suitability.

5.30.2 The total planned maintenance (revenue) and capital investment over the period 2009-2014 for Activity Centres is calculated at £128,700, with property running costs for the Activity Centres over the period 2008-09 being £174,810 per annum.

5.30.3 The total planned maintenance (revenue) and capital investment over the period 2009-2014 for the Swimming Pools is calculated at £4,103,800 and is reflective of the costs necessary to bring this estate up to a good performing status. Running costs over the period 2008-09 being £1,009,600.

5.30.4 The future of the Activity Centres and Pools will be reviewed as part of the above Community and Leisure Strategy.

5.31 Community Centres & Halls

5.31.1 From the above information, the Community Centre Estate can be regarding as being in reasonably good condition, and the buildings are largely suitable for the purpose

for which they are used. The condition of the Halls Estate, however, is somewhat mixed in terms of both condition and suitability. Some facilities are currently in poor condition and others have a poor suitability rating. Troon Municipal Buildings has been classed as a temporary D, taking account of the necessary capital investment needed to re-wire the building.

5.31.2 The total planned maintenance (revenue) and capital investment over the period 2009-2014 for Community Centres is calculated at £1,829,700, with running costs over the period 2008-09 being £230,600, whilst Halls planned maintenance (revenue and capital investment over the period 2009-2013 is calculated at £5,148,900, with running costs over the period 2008-09 being £142,700.

5.31.3 The intended investment in these properties over the 5 year period should see an increase in both condition and suitability ratings.

5.31.4 The future of the Community Centres and Halls will be reviewed as part of the above Community and Leisure Strategy.

5.32 Libraries

5.32.1 From the above information, the Library Estate can be regarded as being in fairly good condition, overall, and the buildings are largely suitable for the purpose for which they are being used.

5.32.2 In a number of communities within South Ayrshire, the Council is investing heavily in the modernisation and refurbishment of facilities such as schools, for example, and has outline proposals for others which, subject to public consultation, could see a range of Council Services, including libraries, being housed in newly constructed and/or adapted shared premises.

5.32.3 Within the first five years of the ten year planning period of this Asset Management Plan, subject to the availability of capital resources, libraries at Maybole, Coylton, Forehill, Mossblown, Symington and Tarbolton could have their facilities significantly improved through their co-location with other services. Work currently on-going at Symington and Forehill Primary Schools could see this vision being realised within two years and similar rationalisation could take place in Maybole, if the Library is located with a new One-Stop Shop for the Town within the Carnegie Building.

5.32.4 The total property running costs of the 6 libraries detailed above is £78,000 per annum. This excludes staffing costs. Given that new building construction for the provision of shared services would be much more energy efficient, and would benefit from economies of scale, it is likely that much of the cost of operating stand alone premises could be saved. For planning purposes it is proposed that this be taken at 80% of the total, which equals £62,400.

5.32.5 The future of the libraries will be reviewed as part of the above Community and Leisure Strategy.

5.33 Museums & Galleries

5.33.1 The condition of Rozelle House needs some improvement, but has a reasonably good suitability rating. It is intended that planned (revenue) maintenance works to the sum of £127,800 over the course of the next 5 years will address maintenance issues associated with the Property. There is also a further £163,700 of planned (revenue) maintenance works intended for Rozelle Park Pavilion.

5.33.2 The McKechnie Institute is currently regarded as being in a poor condition, but has a reasonably good suitability rating. It is intended that planned (revenue) maintenance and capital works to the sum of £221,600 over the course of the next 5 years will address maintenance issues associated with the Property. The property is presently the subject of a lease to the Council from the Trustees Of The McKechnie Library And Reading Room for a period of 35 years expiring on 31st December 2023. The Council in turn lease the building to Girvan Community Council for a period of 21 years expiring on 31st March, 2010.

5.33.3 The future of the above will be reviewed as part of the above Community and Leisure Strategy.

5.34 Social Work Services

5.34.1 The development of a Property Asset Management Plan requires clear direction from each Service to provide a cohesive and integrated approach to asset utilisation and the forward management of these.

5.34.2 Following the Council‟s recent departmental restructuring, the Director of Children and Community is presently in the process of reviewing all areas of service, including Adult & Community Care Services, Children‟s Services and Housing Services, with a view to identifying and developing an appropriate service area delivery model for each.

5.34.3 It is intended that these reviews will be undertaken and concluded within the current financial year and will provide an overall Service Strategy, which will inform the property assets required to support service delivery.

5.34.4 At this time, the following requirements have been identified:-

5.34.5 Children‟s Residential Estate – Creation of 3 x 6 bedded residential units for children and young people (two in 2009-10 and one in 2010-11).

5.34.6 Kyle Street Social Work Office is not fit for purpose and requires major adaptation and improvement. It is proposed therefore, to relocate this service to Holmston House.

6. Area Based Issues

6.1 Within the 10 year planning period of this Asset Management Plan, it is proposed to review the provision of Council facilities within 11 localities with the twin aims of providing (1) modern state of the art facilities designed for the 21st Century and (2) revenue budget savings to the Council through economies of scale and modern sustainable design.

6.2 It should be noted that the proposals outlined in this section of the Asset Management Plan are, for the most part, aspirational and are subject to Council approval.

6.3 In years one to five, it is recommended that the Council‟s focus should be on the following communities:-

6.4 Colmonell, Kirkmichael, Girvan, Tarbolton, Dailly, and Mossblown.

6.5 In years 6 to 10, it is proposed that the following be prioritised for new facilities and rationalisation – Troon, Maybole, Coylton, Crosshill and Minishant.

6.6 The work within the Communities proposed has been prioritised in a way that reflects existing service requirements in terms of the suitability and sufficiency of existing premises; e.g. Dailly Primary School, the condition of properties and the fact that a number are reaching the end of their operational lives: e.g. Kirkmichael Primary School, and what can be achieved within the first and second five-year planning periods of this 10 Year Asset Management Plan, given the current understanding of the likely capital and revenue resources that will be available to the Council. Whilst there will be a need to consider the other areas listed in this section of the AMP at a future date, including places such as Ballantrae, Barr and Dundonald, it has to be recognised that the Council‟s resources both in terms of the funding available and its organisational capacity have been assessed as being insufficient at this time to enable consideration to be given to these areas within the period of this Plan (2009-2019).

6.6.1 Colmonell

6.6.1.1 Following public consultation, the Council is in the process of commissioning a new Primary School for the Village of Colmonell. The School will be constructed on the site of the former School which has now been demolished. The design of the School will afford the Council scope for further school integration at a later date, should it choose to follow this path and be successful in obtaining the necessary approvals. Also within Colmonell, in terms of Council run facilities, is a Community Centre which is leased by the Council from the Trustees of Colmonell Public Hall. The current lease expired on 11th November, 2008. The Hall will require some upgrading through the Capital Programme, but any work undertaken is likely to improve insulation values and improve energy efficiency through more efficient heating, for example. However, the scope for savings from property rationalisation

in this area is minimal. The principal driver for capital investment in this Community is to replace the Primary School which was at the end of its operating life. Provision has been made within the Draft 5-year Capital Plan for 2009-14 to fund the construction of the new School.

6.6.2 Kirkmichael

6.6.2.1 Similarly within this Community the main driver for change is the replacement of the existing wooden built Primary School which again is near the end of its operating life and, as a building, is extremely inefficient both in terms of its energy use and its insulation values. After considering where a new School could be built within the Village, it is likely that the site of the existing School will offer the best location. During construction, the existing building could remain operational until the new School has been completed. Provision has been made within the Draft 5-year Capital Plan for 2009-14 to fund the construction of the new School at £1.2m. The other Council operational property within Kirkmichael is the McCosh Hall which is rated at “C” for both its condition and its suitability The Review of Community Facilities being conducted through the Directorate of Children & Community should consider whether there is any alternative hall facility available within the Village that could be provided in partnership with the private or voluntary sectors to serve the needs of all of the local residents for community facilities. In the short-term there is unlikely to be any scope for property rationalisation within this neighbourhood resulting in revenue budget savings for the Council.

6.6.3 Girvan

6.6.3.1 Following the Girvan Funders event held in May, 2009, a Strategy Group has been established involving both Council Officers and Community Representatives which will work in partnership to provide a strategic vision for the Town of Girvan, in tandem with external funders. The 2009 Town Regeneration Fund Application bid from the Council will include Girvan. Findings from the Director of Children & Community‟s Fundamental Review of the School Estate highlight that both Invergarven Special School and Sacred Heart Primary School do not meet current standards. In this regard, consideration should be given to the potential to co- locate these two facilities within a shared campus with other appropriate Council services, including leisure facilities and a swimming pool.

6.6.4 Tarbolton

6.6.4.1 Operational properties provided by South Ayrshire Council within the Village of Tarbolton currently comprise a Primary School, Nursery School, Library, Community Centre and Activity Centre. There is, in addition, a playing field, all weather sports pitch and a children‟s play ground. The Activity Centre has recently been closed by the Council and the library is leased from the Trustees of the Lorimar Library. The current lease expired in November, 2008. The Primary and Nursery Schools, in particular, are not in good condition and the fact that they are located in 3 separate buildings is a negative issue in terms of their suitability. Access to the Schools from the main street is also poor and the location of other

community based facilities in separate buildings is not particularly efficient as it does not maximise usage of the facilities concerned. The Council is consulting on the provision of a semi-integrated campus within the Village which would comprise a new primary, nursery school and library with an adjoining community/sports centre formed around the existing Activity Centre, which could be adapted and extended. The existing Community Centre would be demolished to improve access to the School and the other improved facilities. The all weather pitch and children‟s play area would be improved and retained and the new School would be built on the site of the existing playing field and this in turn would be moved to the site of the current school once this is demolished. The School would also include changing facilities for the playing fields. The capital cost of providing these significantly improved facilities would be in the order of £6m. The current revenue running costs of all existing facilities, excluding staff costs, are in the order of £150,000 per annum, including the Activity Centre. Rationalisation through more energy efficient buildings and economies of scale would lead to revenue budget savings. In property costs this could be around £30,000 per annum although other savings would be realised from a reduction in staff costs. The sale of part of the old primary school site may realise a capital receipt of around £200,000. It would be possible for partner organisations such as NHS Ayrshire and Arran to be part of this overall redevelopment of public sector facilities in Tarbolton, although this is still to be explored.

6.6.5 Dailly

6.6.5.1 Council facilities in Dailly include a Primary School, Community Centre, which includes the Library and an Activity Centre, which the Council has recently closed. A scheme similar to that envisaged for Tarbolton is being consulted on and developed for Dailly and it is thought likely that capital costs will be similar at up to £6m. The current Community Centre is leased by the Council from John Frederick Dalrymple Hamilton until 2053 for £1 per annum. The Primary School is not in good condition, overall, and similarly it rates quite poorly in terms of its suitability. The School comprises three separate buildings on a compact, sloping site, the hall is a wooden framed building that is approaching the end of its operating life. Consideration is being given to whether a new School should be built on the existing site or on land around the Activity Centre, which would see this building become part of the School as at Dundonald. As the Activity Centre has already been closed it is thought unlikely that the rationalisation would result in any significant revenue budget savings. The terms of the lease for the Community Centre could be another limiting factor in this regard.

6.6.6 Mossblown

6.6.6.1 The wooden dining hall building at Annbank and St. Ann‟s Primary School in Mossblown is in poor condition and is near the end of its operational life and will require to be replaced within the current five-year capital planning period (2009-14). This presents an opportunity to construct a new hall and dining facility on this site which could have multi-functional use and be used as a community facility outwith school hours. Consideration should be given, therefore, to the provision of services

currently offered from the Activity Centre from this new facility, which may make it possible to close and demolish the Activity Centre, releasing the land concerned for redevelopment. The cost of a new hall facility could be around £1.5m. The property costs for the activity centre are £35,000 per annum. A significant element of this could be saved if the facility were moved to the School and there may also be other savings that could be realised in staff costs.

6.6.7 Troon

6.6.7.1 There are a significant number of operational properties within the Troon area, these include a secondary school, five primary schools, one which is a new PPP School, another has been fully upgraded and extended using Council Capital Funding and the remainder all require some investment to bring them up to 21st Century standards. There are 2 major hall facilities, a municipal office complex, a library, 3 golf courses, 2 depots, a disability resource centre store, an activity centre, a swimming pool and a number of other leisure facilities. Many of these properties are located within a small area of the Town Centre. In addition to these operational assets, there are two non-operational properties in close proximity which currently are leased in such a manner as to leave much of the financial liability with the Council. It is intended that the current configuration and provision be reconsidered through the Review of Community Facilities being undertaken by Children & Community with a view to identifying possible efficiencies. The Municipal Complex will be upgraded under current proposals within the General Services Capital Plan (£725,000 currently allocated) and capital funding (£15,000) has been earmarked to install a new boiler at the Youth Centre.

6.6.8 Maybole

6.6.8.1 A LEADER application, supported by the Council, will be submitted shortly seeking funds to appoint consultants to work with the local Community to develop a strategic vision for the provision of services and facilities within the Town. There are three operational Primary Schools within Maybole; Cairn, Gardenrose and St Cuthbert‟s. The Fundamental Review of Schools has identified that work is required to improve the facilities available to support the provision of primary education in Maybole. In this regard, consideration should be given to the amalgamation of Gardenrose and Cairn, and, potentially, St Cuthbert‟s Schools into one Primary campus for the Town. Any such campus should also be designed in a way that would facilitate the provision of a wider range of community facilities and services within Maybole. The potential use of the Carrick Academy campus for this purpose should be investigated and an exercise to gauge public opinion should be undertaken.

6.6.9 Coylton, Crosshill and Minishant

6.6.9.1 Within these communities on a longer term basis there is scope to rationalise facilities. In Coylton, for example, the Council provides a Primary School, Library and a Hall. In Crosshill, a Primary School and a Community Centre, and in Minishant a School and an IFE Wing. In the case of the latter, the School has a

limited lifespan of up to 10 years at which point it will require to be replaced, or be relocated. It is recommended that further desk top studies be carried out within these communities to establish the future shape of Council services, the capital cost involved, any constraining factors and the likely amount of any revenue budget savings arising from the rationalisation process.

6.6.10 The future shape of Council services within many local communities will not be known until the work by the Children and Community Directorate on the Review of Community, Leisure and Arts Facilities has been completed during the course of 2009-10. However, this information will be added to this Asset Management Plan as it is rolled forward and updated each year.

6.6.11 Ayr

6.6.11.1 Within the initial five-year capital planning period of this 10 year Asset Management Plan, the focus of the Council in asset management terms, within Ayr, will be on: (1) the rationalisation of the office estate and the provision of new office accommodation that is fit for purpose for staff not based in a new one-stop shop, or at the County Building, should it be decided, after review, to retain this: (2) to have started the construction of a new school to replace Ayr Grammar; to have consulted on the closure of Whitletts Primary School and taken the necessary action from this exercise; following appropriate consultation to have reviewed the configuration of Denominational Education within Ayr and the wider South Ayrshire Community; and to have a settled plan and identified site for the replacement of Ayr Academy: (3) providing appropriate facilities to support the provision of services for looked after children; older people, including reviewing the future of South Lodge; and for persons with a disability: (4) determining the future shape of arts and community services within the Town and planning to retain, enhance or provide appropriate facilities to support these: and (5) improving the standard of depot facilities, through rationalisation to a smaller number of sites with improved infrastructure.

6.6.12 Prestwick

6.6.12.1 During the course of the initial Five-Year Capital Planning Period of this 10 Year Plan, and in line with its strategy for the provision of operational assets throughout South Ayrshire, the Council intends to rationalise the number of buildings that it uses to deliver services within the Town, but to improve those that remain for this purpose. Within the Education Sector this has already been translated into practice through the provision of a new PPP funded Secondary School and through the improvement of Kingcase Primary School, for example. The planned improvement of Heathfield Primary School will see its transformation into a 21st Century Learning Centre. The number of office premises will be reduced from three to one, through the provision of a new one-stop shop for the Town. Back office staff will be relocated elsewhere within South Ayrshire. The provision of community and leisure facilities will be reassessed following publication of the Arts and Leisure Strategy and the opportunity will be taken to consider how best these may be provided to

support service delivery that meets the needs of local people, within the context of the wider South Ayrshire Community.

6.6.13 Ballantrae

6.6.13.1 Community used assets comprise the following properties:-

Ballantrae Primary School (owned); Ballantrae Community Centre with Library (leased to the council – presently running on tacit); Toilet facility (owned); and Tennis courts (owned – former subject of lease).

6.6.13.2 Findings from the Fundamental Review indicate that the School requires to be extended. The School presently use the Community Centre for PE activities approximately 9 hours per week. The Community Centre is the subject of a lease to the Council. The Council also owns an area of land at the seafront, attached to the school boundaries (presently used as a car park).

6.6.13.3 An opportunity for rationalisation exists by relinquishing the lease of the Community Centre and integrating the centre, library facility and toilet (closing existing provision) into the School to provide a community campus facility.

6.6.13.4 A capital receipt could be realised by marketing the presently under-utilised car park area for residential development, or more radically, demolish the existing school facility, sell the school site in conjunction with the car park, opening up a larger marketing opportunity and rebuilding of a new school / community campus on an area of the recreation ground at Downan Avenue or on part of the existing school site and recreation ground.

6.6.13.5 This a longer term proposal beyond the period of this Plan.

6.6.14 Barr

6.6.14.1 Community used assets comprise the following properties:-

Barr Primary School (owned); and Barr Community Centre (owned).

6.6.14.2 Findings from the Fundamental Review indicate that the School requires to be extended for additional resource purposes. The School does not use the Community Centre for any activities. The Community Centre is not well used, most usage being in evenings and weekends.

6.6.15 Barrhill

6.6.15.1 Community used assets comprise:-

Barrhill Primary School (owned); Barrhill Community Centre (leased to the Council); and Toilet (owned).

6.6.15.2 Findings from the Fundamental Review indicate that the School requires to be extended for additional resource purposes. The School presently use the Community Centre for their activities approximately 16 hours per week. The Community Centre is subject of a lease to the Council (which expired last year).

6.6.15.3 The potential for rationalisation exists by relinquishing the lease of the Community Centre and integrating the Centre and toilet into the school extension proposals to provide a community campus facility.

6.6.15.4 This a longer term proposal beyond the period of this Plan.

6.6.16 Dundonald

6.6.16.1 Community used assets comprise:-

Dundonald Primary School (owned); Dundonald Activity Centre (owned); and Montgomerie Hall (owned).

6.6.16.2 Findings from the Fundamental Review indicate that the School requires to be extended.

6.6.17 Dunure

6.6.17.1 Community used assets comprise:-

Fisherton Primary School (owned).

6.6.17.2 Findings from the Fundamental Review indicate that the School requires to be extended for additional resource purposes. No potential rationalisation opportunities have been identified.

6.6.18 Kirkoswald

6.6.18.1 Community used assets comprise:-

Richmond Hall (no title info).

6.6.18.2 No potential rationalisation opportunities have been identified.

6.6.19 Pinwherry

6.6.19.1 Community used assets comprise:-

Pinwherry Primary School (owned); and Pinwherry Community Centre (owned).

6.6.19.2 Findings from the Fundamental Review indicate that the School requires to be extended for additional resource purposes. The School presently uses the Community Centre for their activities approximately 5 hours per week. The existing school site is very constrained and any future expansion of school would be difficult for this reason.

6.6.20 Straiton

6.6.20.1 Community used assets comprise:-

Straiton Primary School (owned); and McCandlish Hall (leased to Council and subsequent lease out).

6.6.20.2 Findings from the Fundamental Review indicate that the School requires to be extended for additional resource purposes.

7. Shared Services

7.1 The Shared Service Initiative may have property implications, however, the process is not sufficiently advanced to assess what these may be.

7.2 Joint Premises Initiative

7.2.1 A Joint Premises Strategic Group was established to actively engage in a Joint Premises agenda with NHS Ayrshire and Arran. The Group comprises of members of the management team of both Organisations and has explored a number of schemes which could be progressed jointly

7.2.2 There is also a working group at officer level whose role it is to progress the initiatives proposed at a strategic level

7.2.3 Current initiatives include:

Development of a Health and Dental Centre, Dam Park, Ayr - This site is Council owned and negotiations are currently progressing regarding its disposal to the NHS Ayrshire & Arran; and

Acquisition of former Seafield Hospital Site to accommodate a new primary school - The site of the former Seafield Hospital is owned by the NHS and was previously identified as a site on which to develop Elderly Persons accommodation. This proposal is no longer being progressed, but the site has been identified as potentially suitable for the development of a new school;

7.2.4 Due to the development of Service Plans and models a number of proposals are currently under review.

7.2.5 In addition to the above working groups which operate at a local level purely between South Ayrshire Council and NHS Ayrshire and Arran, a new Public Sector Property Group has been established. The group is chaired by NHS Ayrshire and Arran and attended by Strathclyde Police, Strathclyde Fire and Rescue, Scottish Ambulance Service, East Ayrshire, North Ayrshire and South Ayrshire Councils;

7.2.6 The Group‟s remit includes facilitating the sharing of accommodation, where possible, and the development of new facilities where required. It is the intention of the Group that a web based mapping system can be established that will hold the details of all property held by the participating Organisations to facilitate efficient sharing of information.

7.2.7 The HUB initiative may well be useful in progressing the Joint Premises Agenda. It is being developed in partnership between the Scottish Government and Partnerships UK and represents a strategic approach to the procurement of community based projects through local joint venture companies. The initiative in this area is in its early stages.

7.3 Community Planning Partnership

7.3.1 The Community Planning Partnership has links with local organisations outwith those detailed above. As Asset Management progresses, closer links with the Third Sector will be forged and the potential to collocate and create further efficiencies within communities will be exploited.

8. Conclusion

8.1 This Interim Asset Management Plan constitutes a significant step forward in the development of property asset management within South Ayrshire Council. The Plan will be updated and republished annually as further information becomes available on the assets required to support service delivery.

8.2 The key points to emerge from this document are as follows:

8.2.1 Service Based Reviews: -

A number of service reviews have already been completed, however, a significant number are ongoing and this information will be considered and reviewed in the coming year; where service review information has been made available assessments have been carried out, options collated and recommendations made; and a detailed review of the Council‟s office accommodation is being carried out and a number of buildings have been earmarked for closure. This review is ongoing with an options appraisal exercise scheduled for completion by 31st March, 2010.

8.2.2 Area Based Reviews

A review of a number of geographical areas primarily based on the rural villages and town centres has been carried out. Options have been identified and work is ongoing to assess the viability of rationalising operational property within these areas.

8.2.3 Shared Services

There is a range of multi-service and multi-agency working taking place across the Council and this Property Asset Management Plan will assist in the facilitation of a joined up approach to property requirements.

8.3 Overall

8.3.1 The preparation of this report constitutes significant progress in asset management planning, but highlights the considerable amount of work required to provide a Plan that will direct resources to ensure that we have a property portfolio which is:

fit for purpose; sustainable; in good condition; accessible to all; safe and secure; meets service needs; and meets the needs of communities.

8.4 The Next Step

8.4.1 This Asset Management Plan contains a number of recommendations, particularly in the short term, that could lead to the rationalisation of the Council‟s Operational Property Estate. However, it is clear from the information contained in this document, other than in areas of outright closure without replacement, that there will be a significant capital cost associated with rationalisation in return for perhaps only a modest revenue budget saving. It is important in those areas being prioritised for rationalisation, that the business case for such actions is developed and that full financial modelling takes place to assess the possible overall benefits to the Council and the people of South Ayrshire.

9. Action Plan & Recommendations

It is recommended that the following actions be approved for implementation by the Council, based on the information provided in the preceding sections of this Plan and that these be implemented during three distinct timeframes: short, medium and long- term.

Short, medium and long term actions relate to the following timeframes: -

Short – 1 to 2 years; Medium – 3 to 5 years; and Long – 6 to 10 years.

Under each of the proposed action points, the consequences of each action have been described.

An indication of the financial year in which the action plan item will be implemented has also been included.

9.1 Depots

9.1.1 Short Term Relocation of Craigie Depot to McCalls Avenue; - University Development - 2009/10 Relocation of Property and Design staff currently within Taylor Street and York Street into McCalls Avenue; - Capital Cost; Revenue Saving - 2009/10 Instruction of survey at Walker Road to establish levels of contamination; and - Possible Future Development Opportunity; Streamlined Costs - 2009/10 Relocation of Troon Cemetery Depot and integration of depots at Dukes Road and Dundonald Road in Troon to Dukes Road Depot site or Dundonald Road Depot to another site within golf operation in Troon. - Capital Cost; Additional Revenue Income - 2010/11 Rationalisation of services and assets in Girvan at the Grangestone Depot; and - Capital Cost; Revenue Savings; Re-development Possibility - 2010/11 Re-location of Grounds Maintenance Depot currently located at Seaton Street in Maybole to Grangestone Depot in Girvan; and development of a modern larger recycling centre on the site, and creation of a recycling centre on the former depot site in Maybole. - Re-development Opportunity - 2010/11

9.2 Office Accommodation

9.2.1 Short Term

Relocate staff from Kyle Street Social Work Office into Holmston House; - Revenue Budget Savings; Re-development Opportunity - 2009/10 Move Community Education from the currently occupied annexe in Green Street to Newton House ; - Revenue Budget Saving - 2009/10 Relocation of Library Headquarter‟s from it‟s current premises at 26, Green Street to schools site; - - Revenue Budget Saving; Redevelopment Opportunity - - 2009/10 Relocate Occupational Health staff out of Bath Place to alternative accommodation; - Revenue Budget Saving; Re-development Opportunity - 2009/10 Locate the Contact Centre within the John Pollock Centre ; - Capital Cost; Potential Longer Term Revenue Saving - 2009/10 Pilot of a One Stop Shop in Girvan; - Improved Service Delivery - 2009/10 Rewire Troon Town Hall and address other urgent Health and Safety issues in year one; and - Capital Cost - 2009/10 Work to flat and pitched roof at Newton House. - Capital Cost - 2009/10 Relocate Property and Design staff from 1, Taylor Street into McCalls Avenue; - - Capital Cost; Revenue Saving - - 2010/11 Relocate DRC from Burns House to another more suitable site; - Improved Service Delivery, Capital Cost - 2010/11 Relocation of Girvan Horizons staff and the District Court from Girvan Townhouse and look towards disposal of property; - Revenue Budget Savings; Re-development Opportunity - 2010/11 Move staff from 80-88, Kyle Street to Riverside House; - 2010/11 Utilise 80 – 88 Kyle Street, Ayr, for a One Stop Shop or Burns House overspill; - HRA Versus General Services Issue; Efficiency of Service Delivery - 2010/11

Fully utilise office space within the Troon Area Office; - Revenue Budget Saving - 2010/11

9.2.2 Medium Term

Options appraisal of backroom accommodation throughout all office accommodation with a view to either Council new build, rental of out of town offices, or refurbishment of Town Centre Offices by 31st March, 2010. - Capital Cost; Revenue Saving - 2010/11 Relocation of staff from Links Road and subsequent disposal of building; - Capital Cost; Revenue Saving - 2011/12 From options appraisal exercise into office accommodation, relocate staff to new office building per outcomes of exercise. - Capital Cost; Revenue Saving - 2013/14

9.3 Children & Communities: Community Development

9.3.1 Short Term

By 31st March, 2010, Director of Children and Community to have concluded Leisure and Arts Strategies and a Fundamental Review of the Council‟s Community Resources. - 2010/11

9.4 Children and Communities: Children’s Services & Community Care & Housing

9.4.1 Short Term

By 31st March 2010, services to identify issues requiring to be addressed in terms of Older Peoples Services and Services for Person‟s With a Learning Disability in order to direct future asset requirements; and - 2010/11 Creation of three new children‟s 6 bedded residential units. - - Capital Cost; Budget Revenue Saving - - 2009/10 and 2010/11

9.5 Children & Communities: Education

9.5.1 Short Term

New build school at Colmonell ; - Improved Service Delivery; Capital Cost - 2009/10 & 2010/11

Extension and refurbishment of Forehill Primary School; - Capital Cost; Reduced Running Costs - 2009/10 to 2011/12 Extension and refurbishment of Heathfield Primary School; and - Capital Cost; Improved Service Delivery - 2009/10 to 2011/12 Window and roof renewal at Marr College - Capital Cost; Potential Reduced Running Costs - 2009/10 and 2010/11 Rewire and replace electrics, external refurbishments, replacement boilers, replacement windows and roofs and curricular upgrades at a number of Educational Establishments as highlighted in the approved 2009-10 General Services Capital Programme and in Draft 5-Year Capital Plan. - Capital Cost; Improved Service Delivery; Potential Reduced Running Costs - - 2009/10 to 2013/14 Whitletts Primary School – consult on options for closure. - Service Rationalisation; Improved Service Delivery; and Revenue Savings - 2010/11

9.5.2 Medium Term

Technical assessment of Straiton Primary School, leading to refurbishment or replacement; - Capital Cost; Revenue Budget Savings - 2010/11 – Assessment Only Replacement of wooden dining hall at Annbank and St Ann‟s Primary Schools and rationalisation of facilities within Mossblown; - Capital Cost; Revenue Budget Saving; Re-development Opportunity - 2010/11 Replacement of Technical Block at Carrick Academy, Maybole; - Capital Cost - 2012/13 Build replacement for Kirkmichael Primary School; - Capital Cost; Improved Service Delivery; and Revenue Saving - 2012/13 and 2013/14 Build new Dailly Primary School and possible rationalisation of other facilities within the village; - Capital Cost; Revenue Budget Savings; Re-development Opportunity - 2012/13 and 2013/14 Build a new primary school in Tarbolton and possible rationalisation of other facilities within the village; - Capital Cost; Revenue Budget Saving; Re-development Opportunity - 2012/13 and 2013/14

Replace Sacred Heart and Invergarven schools as part of wider review of Council facilities in Girvan; - Capital Cost; Revenue Budget Saving; Re-development Opportunity - 2012/13 and 2013/14 Relocation of the current Ayr Grammar School to a new site. - Capital Cost; Improved Service Delivery - 2013/14 and 2014/15

9.5.3 Long Term

Refurbishment or replacement of Marr College; - Capital Cost; Improved Service Delivery - 2015/19 Replace Ayr Academy; - Capital Cost; Improved Service Delivery - 2015/19 Reconfiguration of primary and secondary schools and other facilities within Maybole, following consultation exercise. - Improved Service Delivery; Capital Cost; Revenue Budget Savings - 2015/19

9.6 Children & Communities: Libraries

9.6.1 Short Term

Move Symington Library into Symington Primary School. - Capital Cost; Revenue Budget Savings - 2009/10 Move Forehill Library from it‟s current location into Forehill Primary School; and - Capital Cost; Revenue Budget Savings - - 2010/11

9.7 General

9.7.1 Short Term

£200,000 of revenue savings to be generated through the conclusions of the Asset Management Work-stream; - Revenue Budget Savings - 2009/10 Design work in connection with the installation of mercury abatement filtration plant, new cremators and associated building works at Masonhill Crematorium; and - Capital Cost; Compliance With Statutory Legislation - Options Appraisal 2009/10 and further funding dependant on outcome

Addressing DDA Compliance issues within schools and other premises; - Capital Cost; Compliance With Statutory Legislation - Options Appraisal 2009/10 & further funding dependant on outcome. - 2009/14 Ongoing refurbishment and replacement of Public Conveniences. - Capital Cost; Improved Service Provision - 2009/10 to 2012/13 Proceed with the demolition of the properties set out in section 3. 10 of this plan - Spend to save - 2009/10 to 2010/11

Interim Property Asset Management Plan

Persons To Contact

Bill Gray, Property & Design Manager, Property & Design, Development and Environment, Newton House, Green Street Lane, Ayr, KA8 8BH. Tel (01292) 612962 E-mail [email protected]

Audrey Greenwood, Estates Manager, Development and Environment, Estates – Property and Neighbourhood Services, Burns House, Burns Statue Square, Ayr, KA7 1UT. Tel (01292) 61213. E-mail [email protected]

Ronald Kingisepp, Assistant Manager, Planning and Contracts, Development & Environment, Property & Design, Newton House, Green Street Lane, Ayr, KA8 8BH. Tel. (01292) 613094. E-mail [email protected]

Stewart Gilchrist, Asset Management Co-ordinator, Development and Environment, Estates – Property and Neighbourhood Services, Burns House, Burns Statue Square, Ayr, KA7 1UT. Tel. (01292) 616235. E-mail [email protected]

5th June, 2009