Item 09 Appendix 1
West Dunbartonshire Council · 21 May 2025
Back to Corporate Services Committee — 21 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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1 Appendix 1: Regulatory & Regeneration Delivery Plan 2024/25 - Year-end Progress 1. Our communities Our residents’ health and wellbeing remains a priority 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of air quality monitoring stations complying with the national objective for nitrogen dioxide at the nearest building façades of residential properties, schools, hospitals and care homes (40ug/m3 NO2) 100% 100% 100% Target met with all monitoring stations complying with the national objective. Mark Walsh Percentage of highest priority pest control service requests responded to within 2 working days 97% 95% 2024/25 data not yet available. Eilidh Paton Total annual redress won for consumers by Trading Standards Group £41,062 N/A as data only PI 2024/25 data not yet available. Annemarie Clelland Food Law: Percentage of food businesses in the highest risk category (1 to 6 monthly inspections by Food & Business Group) that were inspected on time 96% 100% 2024/25 data not yet available. Eilidh Paton
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2 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Food Law: Percentage of food businesses in the high-risk category (12 monthly inspections by Food & Business Group) that were inspected on time 79% 70% 2024/25 data not yet available. Eilidh Paton Number of reports of bogus/cold callers 39 N/A as data only PI 2024/25 data not yet available. Annemarie Clelland Action Status Progress Due Date Note Owner Identify premises which sell Vapes to underage children and conduct integrity testing where required 31-Mar- 2025 Completed as planned. We met our Scottish Government target to carry out underage sales visits to 10% of premises registered to sell Nicotine Vapour Products. We will continue to prioritise this work in 2025/26 if intelligence shows that this remains an issue. Annemarie Clelland Undertake proactive weights and measures work in a variety of retail premises, with a specific focus on everyday food and necessities such as heating fuel and petroleum 31-Mar- 2025 Completed as planned. Officers completed weights and measures checks in a variety of different premises focusing on everyday food and necessities, including fuel. This continues to be an important area of work with a Society of Chief Officers of Trading Standards in Scotland led project confirming that 15% of all solid fuel tested weighed less than the declared weight. Annemarie Clelland Scope out the next phase of the Shaping Places for Wellbeing Programme and how the health and wellbeing and reduction of 31-Mar- 2025 Overdue. Progress was impacted by vacancies within the service, resulting in the prioritisation of other work. Vacancies have now been filled including the Principal Officer Development Planning and Place and this action Michael Mulgrew
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3 Action Status Progress Due Date Note Owner inequalities outcomes can be taken forward will be carried into the general service work plan for 2025/26. 2. Our Environment Our local environment is protected, enhanced and valued 2023/24 2024/25 Owner Performance Indicator Value Status Value Target Short Trend Long Trend Note Air Quality: PM10 Concentration 9.1 9.4 18 The year-end value is well within the national target of 18ug (micrograms). Mark Walsh Our resources are used in an environmentally sustainable way 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Tonnage of carbon dioxide emissions from Council operations and assets 19,342 Work to confirm the 2023/24 value is on-going, delayed due to vacancies and resourcing challenges. Data for 2024/25 will be available in November when all utilities bills and waste figures are validated in advance of preparing our annual mandatory climate change report for submission to Scottish Government. Elaine Troup
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4 Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2024/25 31-Mar- 2025 Completed as planned. The Climate Change Action Plan has been completed for 2024/25 and new actions developed for the 2025/26 Plan. Elaine Troup Develop a Local Heat and Energy Efficiency Strategy and Delivery Plan 31-Mar- 2025 Completed as planned. Public consultation on the draft strategy closed in June 2024. The strategy, with outline delivery plan, was published at the end of September 2024. Work is ongoing to develop a detailed delivery plan, with publication due mid-2025. Elaine Troup Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. 08-Apr- 2025 The risk of not delivering carbon emissions targets remains moderate. Progress is being made through the delivery of the Climate Change Action Plan; however, pace of delivery has been, and will continue to be, impeded due to lack of internal resource and additional funding to deliver. This risk will be reviewed again once the Scottish Government publishes the revised net-zero targets. Elaine Troup
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5 Our neighbourhoods are sustainable and attractive 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of private landlord applications administered and processed within 21 days 99% 98% 95% Target exceeded. Mark Walsh Action Status Progress Due Date Note Owner Promote the next phase of Queens Quay Housing 31-Mar- 2025 Completed as planned. The Council continues to meet the owner and agent to progress opportunities for future housing development at Queens Quay. Under the terms of the Joint Venture agreement, the owner and agent of Queens Quay are responsible for the commercial discussions on future housing development. The challenges faced at the site have also been raised with senior officials at the Scottish Government. Elaine Troup 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Number of businesses given advice and assistance to start up through Business Gateway 200 190 180 190 clients were assisted to start- up a new business, exceeding the target of 180 set for the year. Gillian Scholes
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6 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of procurement spent on local small/medium-sized enterprises and SMEs who have a presence in West Dunbartonshire 48% 36% 2024/25 data not yet available. Iain Skene Number of business gateway start- ups per 10,000 population 22.54 21.41 19.78 There were 21.41 business gateway start-ups per 10,000 population, exceeding the target of 19.78 set for the year. Gillian Scholes Proportion of properties receiving superfast broadband 99.3% 99% 2024/25 data for this LGBF indicator will be available in December 2025 following publication by the Improvement Service. Based on the most recent LGBF comparative data for the previous year (2023/24), performance at 99.3% was better than the Scottish average of 95.9% with a ranking of 1st of 32 local authorities, consistent with previous year. Gillian Scholes Immediately available employment land as a percentage of total land allocated for employment purposes 43.8 40 2024/25 data not yet available. Michael Mulgrew
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7 Action Status Progress Due Date Note Owner Implement, monitor and report the progress of the Economic Development Strategy 31-Mar- 2025 Completed as planned. The Economic Development Strategy annual update was reported to Infrastructure, Regeneration & Economic Development Committee in November 2024. This Strategy covers the period 2022/27 and will continue in the coming year. Elaine Troup Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2025 Completed as planned. Work has progressed on the key regeneration sites across the Council area that include the three town centres, and the strategic sites of Queens Quay, Exxon and the Carless site. Milestones relating to the Scottish Marine Technology Park, Exxon Infrastructure Project and our three town centres have been successfully completed. This is a multi-year action that will continue into 2025/26. Elaine Troup Ensure regeneration sites are progressed to enable high quality development to be achieved on the ground 31-Mar- 2025 Overdue. While this remains a priority, progress was impacted by vacancies within the service. A Development Planning and Place Principal Officer was appointed in April 2025 and recruitment for a Lead Planner has been successful. Both posts will support the delivery of this action in 2025/26. Michael Mulgrew Monitor the development of the key regeneration sites to ensure they comply with the approved consent 31-Mar- 2025 Overdue. Progress was impacted by vacancies within the service, resulting in the prioritisation of other work. Recruitment within the planning teams is underway which will support the delivery of the key sites and a monitoring regime to be undertaken in the coming year. Michael Mulgrew Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2025 Completed as planned. The Planning Permission in Principle application for the Artizan redevelopment masterplan in Dumbarton was submitted to the Council in July 2024. This very complex application has taken significant time to process and will be considered by the Magda Swider
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8 Action Status Progress Due Date Note Owner Council later in 2025. The Long-Term Plan and the accompanying 3 Year Investment Plan for Clydebank were submitted to UK Government in October 2024. Following the general election in 2024 the programme has been reformed and renamed Plan for Neighbourhoods. A Regeneration Plan (which will replace the Long-term Plan and the Investment Plan) is due to be submitted to the UK Government in Spring/Summer 2025. Develop and implement business support interventions through the UK Shared Prosperity Fund 31-Mar- 2025 Completed as planned. UK Shared Prosperity Fund interventions have been developed and widely promoted through the Council website, social media, partner organisations and directly to eligible businesses. The Business Support team are continuing to promote the grant support and appraise applications. Gillian Scholes Support town centre revitalisation 31-Mar- 2025 Overdue. We have made good progress with the development of projects in Dumbarton and Alexandria, including obtaining planning permission and appointing a contractor for the Artizan redevelopment (Phase 1) and appointing a design team for Mitchell Way project. However, the Alexander Street project took longer than anticipated due to prolonged consultations with stakeholders. The tender process has been delayed, and it is now expected that the contractor will be appointed in summer 2025. Magda Swider
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9 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. 14-Mar- 2025 Risk remains unchanged. Focus continues on landowner agreeing a housing proposal with a potential developer. Delivery embedded into workstreams to promote development at site. Michael Mulgrew; Elaine Troup Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. 14-Mar- 2025 Risk remains unchanged. Individual projects continue to progress, reducing the likelihood of undesirable outcomes. Embedded into workstreams to ensure sufficient resource to support delivery of projects within required timescales. Michael McDougall; Michael Mulgrew; Elaine Troup 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality, and learning and development plans to enable capabilities, improve resilience and promote a diverse workforce 31-Mar- 2025 Completed as planned. Alan Douglas
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10 Action Status Progress Due Date Note Owner Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2025 Completed as planned. Alan Douglas Implement service review process including role design, use of new technology, and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2025 Overdue. A small number of actions were incomplete at year-end and they will be carried forward in the Workforce Plan and implemented in 2025/26. Alan Douglas Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2025 Completed as planned. Alan Douglas Our Council is adaptable and focused on delivering best value for our residents 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Planning Applications (Major Developments - Without Processing Agreement): Average number of weeks to decision 15.5 20.3 16 While the target was missed, performance was significantly better than the Scottish average for Q1 and Q2 2024/25 of 32.6 and 35.2 weeks respectively (full year comparative data is not yet available). Vacancies throughout the 2024/25 period impacted performance. Michael Mulgrew Planning Applications (Locals - Householder): 8.8 8.2 8 While the target was very narrowly missed, performance improved over both the short and long term. Performance was in line with Michael Mulgrew
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11 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Average number of weeks to decision the Scottish average for Q1 and Q2 2024/25 of 7.9 and 8.7 weeks respectively (full year comparative data is not yet available). Vacancies throughout the 2024/25 period impacted performance. Planning Applications (Other Locals): Average number of weeks to decision 11.9 14.1 12 The target was missed with performance below the Scottish average for Q1 and Q2 2024/25 of 11.1 and 11.9 weeks respectively (full year comparative data is not yet available). Vacancies throughout the 2024/25 period impacted performance across all planning indicators with performance expected to increase in 2025/26. Michael Mulgrew Percentage of contract award notices published within 30 calendar days from award letter being sent 80.7% 78% 100% The target was missed due to reduced staff resources as well as factors out with the Council’s control. These included delays in returning contract documentation to the Council and an extended standstill period (i.e. time for suppliers to request further feedback or any concerns around the evaluation process). However, the year-end value has continued to improve over the longer term. Iain Skene Cash savings achieved from procurement activity £589,843 £3,857,546 £400,000 Target exceeded. A significant saving was due to a waste cooperation agreement with Glasgow City Council. Iain Skene
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12 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of Environmental Health service requests from citizens first responded to within 2 working days 91% 90% 2024/25 data not yet available. Eilidh Paton Percentage of building warrant applications responded to within 20 working days 94% 95% 2024/25 data not yet available. Judi Ferguson Action Status Progress Due Date Note Owner Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts 31-Mar- 2025 Completed as planned. Legal services provided advice to the Council and West Dunbartonshire Energy LLP in relation to connecting a new client to the network. This will be progressed in 2025/26. Michael McDougall Continue to provide high quality and timely legal support across all Council services 31-Mar- 2025 Completed as planned. Support has been provided to all Council services as well as the Health & Social Care Partnership and the Leisure Trust in relation to a number of matters that contribute towards the Council's strategic priorities as well protecting the Council's interests in a range of matters. For example: supported the Council's Buy Back programme by acting in residential conveyancing matters provided advice on the construction of nine housing developments Michael McDougall
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13 Action Status Progress Due Date Note Owner settled the purchase of land from Esso at Bowling, Dumbarton and five additional areas from various parties to facilitate the progression of works supported regeneration at the Artisan Centre and Glencairn House Continue to develop the 20- minute mapping tool for use at both local and regional levels 31-Mar- 2025 Overdue. Progress was impacted by vacancies within the service. Three previously vacant posts including a Geographical Information Systems Officer, Placemaking Co-ordinator and Principal Officer Development Planning and Place are now filled and all three posts will work together in 2025/26 to take forward the development of the 20-minute mapping tool. Michael Mulgrew Develop the Connecting the Antonine Wall project (Phase 2) 31-Mar- 2025 Completed as planned. Various workstreams were completed in the first half of the year, including a community map and storytelling case study project. However, a funding application to the National Heritage Lottery Fund to support programmes to engage, empower and build capacity with communities, improve wellbeing and improve access to the wall was unsuccessful and therefore the project will end in September 2025. Michael Mulgrew Prepare a robust evidence report for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division 31-Mar- 2025 Overdue. Work has commenced on this workstream and is continuing to meet a revised deadline of Q2 2025/26 in line with an updated Development Plan Scheme agreed by the Planning Committee in December 2024. Michael Mulgrew Promote and support communities in the preparation of Local Place Plans 31-Mar- 2025 Completed as planned. The service has continued to promote, support and work with communities in relation to Local Place Plans. Michael Mulgrew
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14 Action Status Progress Due Date Note Owner Develop a plan to ensure compliance with the Building Standards Service is implemented 31-Mar- 2025 Completed as planned. Work progressed as far as possible in 2024/25. As it is tied to a national review of Building Standards Operating and Performance Frameworks by the Scottish Government, further development in the coming year will progress in line with that. Michael Mulgrew Provide procurement advice, guidance and support on non- complex procurement for low contractual risk projects 31-Mar- 2025 Completed as planned. Support provided to service areas as and when required. Iain Skene Continue to implement the key deliverables from the Procurement Improvement Plan 31-Mar- 2025 Completed as planned. We produced guidance for services on direct awards over £50K, made improvements to on-line guidance and forms and reviewed opportunities as part of the contract strategy/ tender in relation to the growth of suppliers through the electronic e-invoicing platform. Iain Skene Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to monitor and enforce regulatory areas with public risk The Council fails to comply with statutory regulatory duties in respect of environmental health, trading standards and licensing laws 02-Apr- 2025 The risk assessment remains unchanged and low due to mitigating actions. Licensing Standards Officers continue to engage in a pro- active programme of inspections. Reactive work is driven by complaints and applications received. They also engage with Annemarie Clelland; Michael McDougall; Eilidh Paton
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15 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner SOLAR, Licensing Forum and other bodies to assist with horizon scanning to identify emerging issues. Within Trading Standards, low staffing numbers and competing priorities continue to put pressure on the service. Where possible, our high-risk routine inspections continue as well as our reactive work into complaints and intelligence received but other areas of proactive work prove difficult to complete. This will be exacerbated in 2025/26 when our staff resources reduce further by a quarter. Within Environmental Health low staffing numbers and competing priorities continue to put pressure on the service. All statutory work is being prioritised but continuing reduced resources will likely impact in 2025/26.
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16 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Income for services continues to be dramatically reduced as a result of the COVID-19 pandemic and subsequent cost of living crisis. Relates to registration, licensing, planning and building control which have been impacted as a result of the COVID-19 pandemic and the cost-of-living crisis. 10-Apr- 2025 The outturn for both Building Standards and Licensing was below target. This was in part compensated by a slightly higher than targeted planning income figure. A review is underway to ascertain any underlying trends and to adjust targets and expectations accordingly. Alan Douglas Failure to adequately respond to an emergency situation such as a multiple fatality workplace accident, outbreak of food borne communicable disease, a major public health incident or pandemic There is a national shortage of qualified staff in Environmental Health across Scotland. This impacts on West Dunbartonshire Council. Vacancy levels at WDC might impact on our ability to respond to emergencies. 03-Apr- 2025 The likelihood has increased since mid-year due to a reduction in staff resources as a result of budget savings and difficulty recruiting qualified Environment Health Officers. Management and team responsibilities have significantly increased as a result of service restructure. Eilidh Paton Inability to recruit successfully to enable performance to be maintained There is a current issue with recruitment of qualified staff in various parts of the service. 02-Apr- 2025 Whilst there has been some successful recruitment within planning, there remains an overall risk due to the number of vacancies within Building Standards and Environmental Health. Michael Mulgrew; Eilidh Paton
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17 Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to secure best value of procurement spend and ensure compliance with financial regulations Improved procurement management process, contract strategies, planning, monitoring and reporting in collaboration with services will continue to mitigate against non- compliant procurement spend 24-Mar- 2025 There are a number of actions and strategies in place to deliver best value in procurement. However, the transfer of low complexity procurement to service areas when utilising a framework agreement may be increasing the risk. The risk assessment therefore remains high. Further training and guidance for services has been agreed which should mitigate this risk further. We will continue to review. Iain Skene Failure to continue to achieve increased savings from procurement activity As second or third generation revenue contracts seldom deliver the same cost savings as first generation, the contract strategies need to focus on governance, operating models, total cost of ownership, service quality and innovation 24-Mar- 2025 Reduction in staff due to previous Council measures to address the budget gap and global supply chain issues that impact directly on price means that risks to savings will increase. There are also a number of market factors which are difficult to mitigate - increases to employers’ national insurance, fuel prices remaining high (despite reducing recently) and potential impact of climate change. Iain Skene
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18 Our residents are engaged and empowered 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of Council and Committee minutes produced within 3 clear working days of the meeting 100% 100% 98% All Council and committee minutes met the timescale. Carol-Ann Burns Percentage of committee agendas published within standing order timescales 100% 100% 99% All committee agendas were published within standing order timescales. Carol-Ann Burns Action Status Progress Due Date Note Owner Implement the various requirements of the Elections Act 2022 in time for the UK parliamentary Elections in 2024 31-Mar- 2025 Completed as planned. All requirements of the Elections Act 2022 were completed in time for the election. George Hawthorn Organise and implement the UK General Election for the new West Dunbartonshire Constituency 31-Mar- 2025 Completed as planned. Election organised and implemented successfully. George Hawthorn Action Status Overdue Completed
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19 PI Status Target significantly missed Target narrowly missed Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining