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SCOTLAND'S CANALS: an asset for the future

5 SECURING THE EXISTING CANAL SYSTEM FOR THE FUTURE

Hamilton Hill Basin, Forth & Clyde Canal

5.1 Just as important as developing Scotland's canal network with innovative new projects is the need to ensure that we preserve, in good condition, the inherited system of canals.

5.2 As Scheduled Ancient Monuments, they require particular care and attention. In some cases, such care involves traditional techniques and in others modern technology can enhance or support the original structure. Inevitably, a repair that pays appropriate respect to the canal's importance will often cost more than many alternative techniques. However, BW and the Executive believe that it is important to maintain the integrity and appearance of these historic structures. Canals are some of the last remaining examples of eighteenth- and nineteenth-century technology still operating and serving their original purpose.

5.3 While maintenance of the structures is vital, it is equally important that navigation continues to be a prime function. Modern facilities, guaranteed reliability of operation and improved availability all contribute to continuing traffic. The Crinan is an excellent example of the way in which the provision of facilities has helped to maintain traffic.

5.4 BW normally undertakes major repairs to the canal structures during the winter to inconvenience the lowest number of users. The works themselves employ local people and contractors. The Millennium Link Project, for example, employed over 700 people during the construction phase alone.

Asset Management

5.5 BW employ certified technical specialists to carry out inspections to identify the maintenance requirements of all its assets to agreed national standards. Each asset is allocated a condition factor between grade A - which signifies a structure in an 'as new' condition - and grades D and E which show it is in a poor or failed condition. The required repairs of the assets in these latter grades fall under the category of 'Arrears of Maintenance'.

5.6 They then split the arrears of maintenance into two further categories:

(a) Backlog Arrears: These are the assets that require urgent safety related repairs.

(b) Statutory Arrears: These are assets that require urgent repairs to prevent their condition deteriorating into the Backlog Arrears category.

5.7 At March 2002 the Backlog Arrears was assessed at 1.5 million and the Statutory Arrears assessed at 13.8 million. These figures include a contingency to allow for the high rate of deterioration of structures in this condition and for changes in legislation e.g. possible changes in the 1974 Reservoir Act after consideration of global warming, higher water tables, etc.

Backlog Arrears

5.8 At the time of publication the planned timetable for these repairs is as follows:

All prospective Backlog Arrears on the Forth & Clyde Canal and Union Canal were addressed as part of the Millennium Link Project.

Statutory Arrears

5.9 Statutory Arrears (related to maintenance work) are deemed to be less critical than Backlog Arrears, nevertheless, BW wants to substantially address these before April 2010. The most significant Statutory Arrears are as follows:

5.10 Normal asset management allows certain structures to fall into Grade D condition before repairs can be done economically. Therefore, complete elimination of all the arrears is not reasonably possible. There will always be a small rolling allocation in this category.

5.11 Scaling down the scope of the Millennium Link Project from the original bid of 100 million to 84.5 million has meant that certain Statutory Arrears had to be delayed. In addition the planned depth of channel dredging had to be reduced.

5.12 All of the canals include a number of properties which add character and which date from the time of building the canals. While BW carry out day-to-day repairs and maintenance, many of them require substantial improvement to meet current standards and, in some cases, to make them fit for habitation. Where practicable, BW seeks new uses in keeping with the character of the canal and which can generate sufficient return to justify capital spend.

Preventative Maintenance

5.13 In addition to the Backlog and Statutory Arrears, BW carries out a programme of preventative maintenance. This includes:

• routine grass cutting;

• oiling/greasing moving parts;

• repointing headwalls;

• repainting steelwork; and

• lock gate renewal.

Where this programme can be fully implemented, the canal infrastructure will remain in a fair to good condition and will substantially prevent the build up of Statutory Arrears.

Preventative Maintenance Cost Split/Asset Type Total yearly cost: 3.345 million

5.14 The figures shown in the diagram above assume the assets start in a fair condition. The figures do not include the repair costs of the arrears. The figures include a contingency for unexpected problems such as emergency call outs.

Improvements to Reliability

5.15 Water supply to the Crinan Canal is severely limited by the small catchment area of this part of Argyll. Natural run off, small reservoirs and a small back-pumping system at Crinan are sometimes not sufficient and the installation of expensive temporary back-pumping and/or navigation restrictions are required.

5.16 The Executive has invited BW to examine the options for increasing the available water supply to the canal. These options include a further permanent back-pumping system to the canal summit, increased reservoir capacity and the diversion of natural streams into the canal.

Ongoing Management

5.17 A principal activity of BW is the provision of a service to the many and varied users of the canals. This service ranges from operation of structures such as the sea locks and moving bridges to the operation of The Falkirk Wheel. It also includes the provision of information to help people understand how the canals work and how to get the best from them. The presence of BW staff on the towpath also adds assurance and security to the users.

5.18 Quality is also an important factor in encouraging and retaining tourist traffic. Demands arising from Agenda 21 and Biodiversity Action Plans and increased awareness among young people of green issues, also mean that BW must manage in a way that encourages and promotes the richness and diversity of wildlife encountered on canals. To this end BW is actively involved in the Local Biodiversity Action Planning (LBAP) process and has representation on a number of groups. The Scottish Executive hope the LBAP process will spread to all other relevant council areas within the next 2 years. We must also conserve the heritage value of the structures and the appropriate materials and techniques employed.

5.19 An increasingly significant element of the works is the tackling of graffiti, rubbish and vandalism. Local authorities, schools and community groups are to be encouraged to work with BW to tackle these issues on all Scotland's canals, but particularly the Forth & Clyde and Union Canals.

Skills and Training

5.20 To maintain the quality of the fabric of the canals and their environmental attraction we need traditional skills. These include:

• working with lime-based mortars;

• stone masonry;

• dry stane dyking; and

• agricultural skills such as hedge laying.

5.21 BW has already established a Heritage Skills Centre in Hatton, Warwickshire. Instructors from there are instrumental in keeping traditional skills alive on Scotland's canals. Training has taken place locally in Scotland but BW has also devised a multi-skilled training course in association with Falkirk College. BW will work with training agencies and Local Enterprise Companies to continue this tradition and to access third party funding.

5.22 Resources permitting, the Scottish Executive is committed to provide grant funding to ensure that BW can eliminate the Backlog Arrears and Statutory Arrears. It is also committed to ensuring that BW is able to fund an ongoing programme of preventative maintenance.

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