Seòmar agus comataidhean

In our preparation for this evidence session, the committee struggled to identify a successful town centre regeneration that we can use as an example. Some towns have been mentioned in that regard, such as North Berwick and Peebles. However, I see them less as examples of successful regeneration and more as examples of towns in slightly wealthier areas that can sustain the sort of mixed town centre that is more attractive. Can you point us to any examples of successful town centre regeneration?

Given the timeline, at what point did Transport Scotland, as the sponsor body, become involved?

In September 2019, the ONS advised Scottish Canals of the intended change of status to become an NDPB. In December 2020, the external auditor shared a paper with Scottish Canals’ management that set out the various accounting requirements arising from the change in status and pointed out where management needed to pay particular attention in undertaking and drafting the financial statements for the year ahead. How did Scottish Canals plan to take account of its change of status? Do you consider that it has successfully transitioned to become an NDPB?

I am looking at everything that has been said. I asked about making a successful transition to becoming an NDPB, and the reasons all seem to be financial. Did you have to do anything outside financial matters to comply?

Are those ambitions still achievable?

You have highlighted changes to finances and culture, but, across the board, what key differences has the change in status made to your operation? Will you give us a bit more detail of that?

Are you indicating that there is a constraint on what you can achieve in comparison to what you could do before? If so, are there ways around that? Is there now some sort of cap on your activities?

Just to be clear, are you saying that it is not a question of Scottish Canals no longer being able to do the grander projects that it used to do? Scottish Canals will be able to undertake such projects, but it will have to justify it in a more bureaucratic way.

I am not sure how to take that answer. I will accept it at face value.

As an NDPB, Scottish Canals does not have the ability to carry budget forward, year on year, but I think that you said that the capital had gone from £3 million when you took over to £9.3 million now.

Before the transition to being an NDPB was made, you worked with Transport Scotland. When the ONS decided that the change should take place, what steps did Transport Scotland take with you to ensure that the change went smoothly? I would expect Transport Scotland, as the sponsor organisation, to be fully on board.