Item 09 Appendix 2
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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2025/26 REGULATORY & REGENERATION Appendix 2: Regulatory & Regeneration Delivery Plan 2025/26
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2 Contents 1. Introduction..................................................................................................................................................................................2 2. Performance Review...................................................................................................................................................................2 3. Strategic Assessment..................................................................................................................................................................8 4. Resources.................................................................................................................................................................................22 Appendix 1: Action Plan.......................................................................................................................................................................24
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3 1. Introduction Regulatory & Regeneration comprises a wide range of services covering legal, trading standards, licensing, records management, planning, building standards, environmental health, democratic and registration services, economic development, community planning and procurement. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (economic development elements only) twice yearly, at mid- year and year-end. 2. Performance Review The management team completed a detailed review of 2024/25 performance, focusing on the following: 2024/25 Delivery Plan year end progress; Local Government Benchmarking Framework comparative performance; National Planning Improvement Framework; Citizens’ Panel feedback; Telephone Survey feedback; and Complaints. This review highlighted our key achievements and challenges in 2024/25. These are summarised below. Key Achievements in 2024/25 Listed below are some of the major achievements in each service area that were particularly challenging or unusual. All services achieve many other fantastic outcomes for the Council and its residents throughout the year which are not recorded here but are often as important.
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4 Cross Service Settled the purchase of land from Esso at Bowling, Dumbarton along with five additional areas from various parties and concluded the construction delivery contract with Balfour Beatty for the infrastructure at the Exxon site allowing commencement of the Exxon Transport Infrastructure and Platform Development project. Commenced Phase 1 of the Artizan Redevelopment Project as part of the wider regeneration of Dumbarton Town Centre. Concluded the Net Zero Collaboration agreement with Glasgow City Council, the first of its kind in Scotland, which will help the Council meet it’s net zero target. Democratic & Registration Services Successfully planned and delivered two local government by-elections, a snap UK Parliamentary Election and the Business Improvement District Ballot in Alexandria. Legal Services & Trading Standards Successfully undertook tobacco enforcement work, removing illicit tobacco from a retailer and imposing financial penalties on another. In undertaking this work, we worked with partner agencies such as Police Scotland and His Majesty’s Revenue & Customs. Revised and updated the Licensing Board’s Statement of Principles in relation to its gambling functions. Successfully negotiated consultancy and technical adviser contracts and construction contracts for the regeneration works at Artizan Centre and Glencairn House. Acted for the Council in residential conveyancing matters to secure the purchase of 30 residential properties to supplement the Council’s housing stock through our Buy Back scheme. Concluded the sale of the site at Playdrome, Clydebank for £1.5 million. Planning, Building Standards & Environmental Health Appointed a new Planning, Building Standards and Environmental Manager (Chief Planning Officer) in August 2024. Appointed other key vacancies, including Principal Officer Environmental Health, Principal Officer Development Planning and Place, Placemaking Co-Ordinator and Geographical Information Systems Officer. Recruitment is also underway in relation to vacancies across all service teams. Secured a place on the University of West of Scotland Planning Course for a Technical Support Officer to upskill to a Trainee Planner.
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5 Completed the Antonine Wall access and interpretation audit and installed Antonine Wall interpretation and orientation signage (new and replacement of old signs). Secured funding to progress with a new case management system for planning and building standards. Environmental Health, along with landowner and private sector partners achieved a highly commended award in the Best Project Preparatory Award category at the 2024 Brownfield Awards Ceremony. This award recognised the collaborative and transparent approach of all parties throughout the Remediation Phase of the ESSO Bowling project highlighting the importance of the regulators as active stakeholders. Provided Environmental Health input to enable housing development at Clydebank East as well as preparatory and enabling works to other key development sites such as the former Playdrome and Our Lady and St Patricks High School sites. The Development Planning Team commenced the preparation of the next Local Development Plan, with Evidence Report work underway. Alongside this work, Local Place Plan support to communities has been enhanced by the development of an easy to read “How to guide” in conjunction with Planning Aid Scotland. Economic Development and Regeneration With support from the Council, the Malin Group and Strathclyde University, were short-listed for a potential £20m for the Scottish Marine Technology Park from the City Region’s Advanced Manufacturing and Precision Engineering Investment Zone. Contributed to numerous strands of the UK Shared Prosperity Fund delivery including providing support to more than 180 new business start-ups and delivering a range of business growth interventions and successfully delivering a series of community soup events to increase local democracy. Successfully delivered Community Budgeting Phase 7 and a programme of Community Soup events to support increased local democracy as part of Community and Place project funded by UK Shared Prosperity. Developed the Scottish Government funded Cash First approach across West Dunbartonshire in partnership with Working4U. Undertook stage 1 consultation to support consideration of a potential Visitor Levy across West Dunbartonshire. Secured planning permission for Phase 1 of the Artizan redevelopment works in Dumbarton and appointed the main contractor, with works starting on site in Spring 2025. Established the multi-agency Clydebank Town Board which, following extensive consultation and engagement, produced the Long-Term Plan and 3 Year Investment Plan to secure £20m Long Term Plan for Towns funding from UK Government. Supported Alexandria traders to establish the Business Improvement District Collaborated with Loch Lomond and Trossachs National Park and undertook community and stakeholder engagement on Balloch Pierhead Action Plan. Consulted on and developed Alexander Street improvements which is the next phase of Alexandria Masterplan projects.
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6 Delivered 27 no shopfront grants using Shared Prosperity Fund contributing to improved aesthetics and vibrancy of West Dunbartonshire’s Town Centres. Published the Local Heat and Energy Efficiency Strategy. Recognised through the Community Learning and Development inspection for the approach taken to delivering the community transport provision in collaboration with West Dunbartonshire Community Transport. Successfully implemented a refreshed approach to Community Planning aimed at increasing community participation. Procurement Supported service led procurement following previous changes to team structure as a result of Council wide efficiencies. Delivered strategic contracts including: o redevelopment and major refurbishment of Glencairn House o specialist roofing repairs, maintenance and renewal o construction of new housing at Willox Park o delivery of phase 1 works for the Artizan redevelopment o provision of CCTV network upgrade o provision of 5 multi use vehicle 18 tonne o provision of a digital upgrade of the Community Alarm System o provision of residential housing support services for homeless households o provision of multi-functional devices for onsite staff printing Collaborated with partners and suppliers to continue to improve sustainability and deliver local, social and community benefits resulting in (as at end of Q3) o £75,193 donated to local community projects (£65,160 in cash and £10,033 in materials) o 10 work experience posts (10 work experience weeks for four different individuals) o 31 presentations delivered (28 to community groups and schools and 3 to Council staff) o 11 full time employment posts being filled. Key Challenges in 2024/25 Cross Service The national skills shortage of qualified and experienced officers in Planning, Environmental Health, Trading Standards and Building Standards continued in 2024/25, resulting in reduced staff complements across many services and increased demands on existing and inexperienced staff. This is a challenge experienced by most local authorities and has resulted in alternative
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7 service delivery models, including the use of agency staff and initiatives being led at a national level such as Future Planners Project and Building Standards hub. A new Regulatory apprenticeship is being developed and may provide opportunities in the future. Democratic & Registration Services It was a very challenging year for the election team due to the introduction and training of several new team members in a year with multiple elections, some of which crossed over each other, making the task even more difficult for those new members to manage. Changes to the political structure of the Council and memberships of committees, working groups and outside bodes, was challenging for the Democratic Services Team while covering vacancies and supporting the elections. Legal Services & Trading Standards Increased requirement for specialist construction contracts associated with infrastructure and regeneration priorities impacted on the Commercial & Place Section’s workload, changing the skills dynamic required to meet client requirements. Recruitment of solicitors has been challenging with a lack of applicants for both permanent and temporary positions in both the Commercial & Place and Citizen & Regulatory Sections. This has an adverse impact on service delivery. The Trading Standards service workforce, both nationally and in West Dunbartonshire Council, is ageing with low numbers of people entering the profession. This presents a challenge in making sure the service is resilient. Work is underway to identify where work can be done in conjuncture with other regulatory services and identify relevant training opportunities. Planning, Building Standards & Environmental Health The introduction of a new development planning system under the Planning (Scotland) Act 2019 brought substantial challenges in terms of new procedures and a requirement to ensure that all applicants were familiar and compliant with the changes. High numbers of vacancies across all teams within the service for a substantial portion of the reporting period posed a significant challenge in terms of workload. It was particularly difficulty to attract Environmental Health Officers when posts were advertised. The current case management system for Planning and Building standards resulted in increased pressures on the service with workarounds and manual processes required. This added pressure to consultees such as Environmental Health, which had a knock-on effect on application performance. The future of the Antonine Wall project faced uncertainty due to unsuccessful funding applications ultimately resulting in a decision by the multi-authority Steering Group to wind the project up. Increased demands of monitoring within Building Standards as part of the new compliance regime.
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8 Economic Development and Regeneration Delivering private sector homes at Queens Quay continued to be a challenge in 2024/25 but we meet with our commercial partner regularly to monitor and encourage development interest. Businesses continued to face many economic challenges in 2024/25, including energy costs and employee recruitment and retention. The business interventions developed through the UK Shared Prosperity Fund and the on-going advice and support available through Business Gateway will continue to provide assistance to help them recover and grow in the year ahead. Uncertainty on future funding programmes due to Scottish Government pausing several of their capital funding programmes, including Place Based Investment Fund and Vacant and Derelict Land Fund. Towns Fund in Clydebank has been delayed until 2026/27 which will make it challenging to keep the momentum and engagement alive through 2025/26. Resourcing the operation and further development of the District Heating Centre remains very challenging due to inability to attract a lead officer, and due to Council staff turnover and capacity within the Climate Change team. Despite carbon emissions for 2022/23 showing a reduction from 2021/22, it is becoming increasingly difficult to achieve the targets as outlined in our Climate Change Strategy. To ensure Net Zero targets are met for 2045, additional resources and finance will require to be considered to demonstrate continued progress. The cost-of-living crisis has seen a significant uplift in the number of residents requiring Energy Efficiency support. This has proved challenging to facilitate within our existing resources. Procurement Previous year efficiency options led to a reduction in procurement team resource. This led to processes being introduced which place more responsibility for procurement on client services. This continues to be a challenge, especially as efficiency options within client services are considered and implemented.
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9 3. Strategic Assessment The Regulatory & Regeneration management team completed a detailed strategic assessment to determine the major influences on service delivery and priorities in 2025/26 and beyond. This covered a review of local and national political priorities, new legislation and technology, Council policies, and our continued recovery from the pandemic, cost of living crisis and the financial challenges facing the Council. The key issues are outlined below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2026/27 of £9.24m rising to £42.77m by 2029/30. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2025/26. These challenges require further action to balance our budget and protect services for residents. Within Regulatory & Regeneration, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In Regulatory & Regeneration there were no budgets identified as being more susceptible to fluctuations. However, on a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short-term borrowing.
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10 Deliver Key Regeneration Sites A number of key regeneration projects, which span multiple years, will continue to be taken forward in 2025/26. These include: Infrastructure delivery on the Exxon site and a delivery strategy to realise the economic benefits of the site Delivery of the projects originating from the 2021 Alexandria Masterplan. Development and engagement work to support Clydebank Neighbourhood Board (previously referred to as Town Board) in the delivery of Clydebank Regeneration Plan (previously Long-Term Plan for Towns and Investment Plan). Supporting the Malin Group to deliver the first phases of the Scottish Marine Technology Park at the Carless site. Continuation of Phase 1 of the UK Government funded improvement works at the redeveloped Artizan Centre in Dumbarton and securing Planning Permission in Principle to achieve the wider ambitions of the masterplan Actions: Deliver key regeneration sites across West Dunbartonshire Produce a planning focused delivery programme to support key regeneration sites and enable high quality development to be achieved on the ground Develop a monitoring and compliance framework for major and strategic regeneration sites to ensure compliance with approved consents Queens Quay Infrastructure works for this 80-acre residential waterfront development were completed in 2020/21. In the year ahead, the focus on securing housing developments across the site in partnership with site owner Clydeside Regeneration Ltd. will continue. This continues to be a challenge, particularly in relation to flatted private homes which the market is finding commercially challenging. Discussions will continue with a range of public and private sector parties. Action: Promote the next phases of Queens Quay Housing Deliver Key Commercial Opportunities Identifying commercial opportunities in conjunction with the private sector will continue to be a priority. Discussions with developers who may wish to enter a partnership with the Council to achieve joint benefits from a commercial, housing and low carbon
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11 perspective will be progressed. The Regeneration Capital Fund with £12.77m has been allocated across a number of projects. The Fund’s key operating principles and allocations to specific projects agreed by Committee will be progressed. Opportunities include: Exxon – as infrastructure works progress, the Council will consider how to promote and deliver the best uses for the site and, working with the City Region and Scottish Enterprise, will encourage developer interest in the site to meet the growth targets set out in the City Deal business case. NHS Golden Jubilee – we will seek to deliver the extension of the District Heating network to the hospital and explore opportunities presented by the expansion of the hospital for development and regeneration of Queen Quay and Clydebank, generally. Scottish Marine Technology Park – we will continue to work with the Malin Group in their ambition to deliver the Scottish Marine Technology Park at the former Carless site near Old Kilpatrick and assist them in attracting business and funding to the site. A project board has been established to provide support and direction as the Malin Group progress the development through the planning and infrastructure implementation stages. Action: Explore commercial opportunities in our town centres and wider regeneration sites Supporting Business Recovery The UK government has extended the UK Shared Prosperity Fund to provide funding for local investment across the UK until March 2026. A Local Investment Plan has been developed and approved by the UK Government as part of a wider Glasgow City Region Investment Plan through the Fund. The business support proposals within the Investment Plan will be available until March 2026 to support business recovery and include a Business Recovery & Growth fund, Early-Stage Growth grants, Towards Net Zero Grant, Business Gateway Expert Help and Shopfront & Small Business Improvement Grants. Action: Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 Supporting Town Centre Revitalisation Assisting town centres to recover from the pandemic and cost of living crisis will continue to be a focus in 2025/26, with support for high street businesses a key priority. We will continue to develop projects to make our town centres attractive places and take advantage of the external funding, including UK Government’s levelling up programme and Place-Based Investment Programme
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12 funds provided by the Scottish Government. We will also work with and support community groups or businesses which plan to invest in and establish themselves in our town centres, and whose plans align with our town centre regeneration agenda. Clydebank has been awarded £20 million funding from the UK Government as part of the Plan for Neighbourhoods (former Long-Term Plan for Towns). This funding will support delivery of the projects which originate from approved Clydebank Development Framework and reflect the priorities of the local community. The Framework provides a vision for how the town will be transformed, from reducing retail dominance to a vibrant mixed use and inhabited town centre that meets the needs of the whole community. A Clydebank Neighbourhood Board (former Town Board), chaired by Liz Connolly Principal of West College Scotland, has been established to oversee the Fund and Plans. A Long-term Plan and 3-year Investment Plan, based on the Framework and informed by further community engagement, have already been developed. While capital funding won’t be available till 2026/27, a further £200k of capacity funding to support the engagement and initial project development in expected in early 2025/26. In Dumbarton, the focus for the next year will be on completing the Levelling Up Fund programme of works including the refurbishment and reuse of Glencairn House as a library and museum and the revitalisation of the Artizan Centre. Another levelling up project, Connecting Dumbarton, was completed in early 2024. We are also exploring other ways to improve the High Street over the coming years and will continue supporting Planning with the Heritage and Place Programme application which could fund works to some of the most prominent town centre historic properties. We are also working with community and partners including Dumbarton Town Centre Forum, Historic Environment Scotland and Maritime Museum to develop a branding strategy and action plan for Dumbarton with the aim of making it a more attractive place for visitors. In Alexandria, the next phase of the 2021 Masterplan will be implemented, with an emphasis on Green Heritage Corridors and Cycling and Walking Network projects which were identified as priorities. We will continue to engage with the community and businesses to ensure that current and future projects directly respond to their needs and aspirations. Action: Support town centre revitalisation Community Planning West Dunbartonshire The Community Empowerment (Scotland) Act 2015 sets out clear requirements for public bodies in promoting a greater level of local decision-making and empowerment of citizens. Empowered communities can deliver a range of results that include improved physical and mental health, increased confidence and social networks, reduced sense of isolation and can reduce demand on public sector resources.
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13 Following some organisational changes, the approach to community empowerment will focus on Community Planning and the development of locality plans and specific projects that promote local participation and empowerment particularly in our most disadvantaged communities. Progress will be monitored by Community Planning West Dunbartonshire and reported through the Empowered Delivery Improvement Group. Action: Continue the development of Community Planning Community Learning and Development The Community Learning and Development (Scotland) Regulations 2013 place a statutory requirement on local authorities to publish a plan every three years. The plan should outline how the Council will co-ordinate and secure ‘adequate and efficient’ Community Learning and Development provision with other sector partners. We continue to deliver against our current Community Learning & Development Plan 2024/27 to provide community-based learning opportunities throughout West Dunbartonshire. For 2025/26 we will contribute to the delivery of the Community Learning and Development Plan through community planning and community development work. Action: Continue to contribute to the Community Learning and Development Plan 2024/27 Cash First Fund In 2023 the Scottish Government awarded Cash-First funding to eight local authorities to deliver a “test of change” project aimed at reducing the need for foodbanks and offering a dignified alternative. In West Dunbartonshire the Cash First pilot project directs those in receipt of a grant on to Working4U or Citizens Advice Bureau to ensure they get the necessary support to minimise the need for further grants and reduce future reliance on foodbanks. The project started in late 2023 and will run until October 2025. It requires regular reporting to the Scottish Government and participation in extensive evaluation processes to help inform future policy. Action: Conclude the Cash First Project including evaluation
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14 Climate Change Action Plan The Council developed a Climate Change Strategy in response to the climate emergency and to provide a route map towards meeting Scotland’s national net zero carbon target by 2045. This Strategy informs annual action plans, with actions devolved to relevant service areas. Progress against the 2025/26 action plan will be monitored and reported to senior management and Council on a regular basis. Action: Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 Local Heat and Energy Efficiency Strategy (LHEES) Delivery Plan During 2023/24, the Council commenced works on a Local Heat and Energy Efficiency Strategy (LHEES) which sets out the long- term plan for heat decarbonisation and improved energy efficiency of buildings throughout the Council area. The consultative draft Strategy was approved in February 2024, and the Strategy was published in September 2024. The Strategy sets out the changes needed to each sector of buildings stock, identifying strategic heat decarbonisation zones and prioritising delivery areas. Scotland’s statutory greenhouse gas emissions reduction and fuel poverty targets will continue to drive this area-based approach. The LHEES includes high level aims for delivery, and a full Delivery Plan is being developed in partnership with key internal and external stakeholders to accompany the Strategy with the aim of draft approval by mid-2025. Action: Develop the Local Heat and Energy Efficiency Strategy Delivery Plan Implementation of the Scottish Elections (Representation and Reform) Act Following the Elections Act 2022, which made changes to the UK electoral system in terms of the security, accessibility and transparency of elections, the Scottish Elections (Representation and Reform) Act seeks to make several changes to the way in which elections in Scotland are managed. The changes will be effective in time for inclusion in the planning of the Scottish Parliamentary Elections, scheduled to take place in May 2026. Action: Implement the various requirements of the Scottish Elections (Representation and Reform) Act
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15 Planning for the Scottish Parliamentary Election 2026 The Scottish Parliamentary Elections are scheduled to take place in May 2026 and therefore planning will commence in October/November 2025. This will be another major challenge for the relatively inexperienced election team as every election is different and this one will be made more challenging by the introduction of new legislation. Action: Plan for the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies Interim Review of Polling Scheme A small change to the boundary line between the Dumbarton and the Clydebank and Milngavie Scottish Parliamentary Constituencies and the loss of a small number of existing polling places over the past two years has prompted an interim review of the polling scheme to ensure that the scheme is up to date and fit for purpose. Action: Conduct an interim review of the Polling Scheme in West Dunbartonshire Succession Planning: Democratic & Registration Services The Manager of Democratic and Registration Services has indicated his intention to retire from Council service in February 2026. The loss of such an experienced officer must be carefully managed with an effective succession plan, particularly considering the organisation of the forthcoming Scottish Parliamentary Elections in May 2026. Action: Prepare a succession plan to recruit and replace Manager of Democratic and Registration Services post District Heating Network The District Heating Network provides low carbon heating and cooling solutions to the Queens Quay regeneration site. It aims to significantly reduce fuel poverty and deprivation within some of the poorer neighbourhoods of West Dunbartonshire and, crucially, contribute to key climate change targets. As the District Heating Network matures, it is anticipated that new customer and expansion opportunities will arise.
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16 Legal services will continue to support the expansion programme through the provision of legal advice and leadership in the negotiation of contracts with prospective customers. Action: Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts Legal Support across a Range of Projects Legal Services continues to play a pivotal role in supporting Council services with various projects and its regulatory functions. Often these projects are challenging from a legal perspective and require careful legal consideration to make sure that the Council’s interests are protected or that our statutory duties are carried out. For example, Legal Services is supporting the Gruggies Burn Flood Prevention Scheme and advising on the Council’s duties in terms of the Flood Risk Management (Scotland) Act 2009; providing legal advice in relation to the development of the Marine Technology Park, a key regeneration site for the Council, including high value development agreements and construction contracts; negotiating and drafting novel connection agreements and related commercial agreements so to connect the Golden Jubilee Hospital as well as other parties to the District Heating network; and ongoing legal support to the Social Work service in relation to applications relating to children and vulnerable adults which often involve complicated facts and can be time critical. Action: Continue to provide high quality and timely legal support across all Council services Changes to Legal Services Processes and Procedures Legal Services has completed a restructure that sees three sections combined into two – Commercial & Place and Citizen & Regulatory. Both sections will have new Section Heads following long- and medium-term vacancies. As a result of the restructure, the Section Heads in conjunction with the Manager of Legal Services will review the Sections’ procedures and processes to ensure that the Sections continue to provide quality support to other Council services in an efficient and consistent manner. Action: Review processes and procedures within Legal Services’ Commercial & Place and Citizen & Regulatory teams
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17 Introduction of the Digital Markets, Competition and Consumers Act 2024 The Digital Markets, Competition and Consumers Act 2024 comes into force in 2025. It contains amendments to important pieces of legislation we currently enforce and utilise within Trading Standards and includes new rules around fake reviews, the practice of drip pricing, and a new enforcement regime, amongst other important changes. Trading Standards Officers will require to familiarise themselves with this legislation and undertake training to effectively implement the requirements of the new legislation. Action: Implement the requirements of the Digital Markets, Competition and Consumers Act 2024 Introduction of the Tobacco & Vapes Bill 2024 Nicotine vapour products (vapes) were originally introduced as a smoking cessation device for adults, a safer alternative to traditional tobacco. While they carry the same age restriction for purchase as tobacco of 18 years or over, they have never been subject to the same display restrictions. The single use nature of some vapes and sweet flavourings appeal to those under 18. In April 2025, however, a new display ban on vapes will be introduced followed by a ban on flavours in October 2025. There is an update to existing legislation to bring nicotine pouches within the regulatory framework. Until then, retailers could give ‘free samples’ of this highly addictive product and they were not subject to any age restrictions. However, there is no clear timeline for this but we will continue to monitor it. We have had clear issues with underage sales of both tobacco and vapes in West Dunbartonshire, with shops near our secondary schools, so it is vital we continue to build on our existing work and react to the changes this new legislation will bring. Action: Support and advise businesses in relation to the new Tobacco & Vapes Bill 2024 20 Minute Mapping Tool The Scottish Government’s 20-minute neighbourhood policy aims to provide access to most daily needs, for example, shopping, health and social care facilities, schools and parks, within a 20-minute walk, wheel or cycle from home.
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18 To support this, we have implemented a 20 Minute Mapping tool that takes advantage of rapidly evolving data technology to provide better service delivery. It provides an evidenced way of understanding our residents access to critical services using the available walking and wheeling network. As such, the tool will seek to support multiple services to inform better decision making in accordance with this key national policy. It will also play a critical part in supporting the development and delivery of Local Development Plan 3, ensuring that proposed new development supports this spatial concept and in turn our communities as well as other service areas. Beyond a focus at a local level, the tool will be used to inform research across the city region, supported by partners within Clydeplan and other local councils. The aspiration is to introduce a consistent baseline measurement of service access to ensure a clear and coherent strategy across the region. Action: Continue to develop the 20-minute mapping tool for use at both local and regional levels Local Development Plan 3 The Local Development Plan is a statutory, long-term plan for the West Dunbartonshire Council Area, (excepting that portion of the Council that is within the Loch Lomond and Trossachs National Park), that sets out how places will change in the future, including where development should and shouldn’t happen. The next Local Development Plan for the area, called LDP3, is due to be adopted in 2028 and work has now commenced on its preparation. The current Development Plan Scheme, which sets out how LDP3 will be developed was agreed by the 2023 December Planning Committee. An annual update was presented to the December 2024 Planning Committee which included a revised timescale. Workforce pressures have resulted in the program being pushed back 7 months with the submission of the evidence report to the Planning and Environmental Appeals Division (DPEA) expected around July 2025. Action: Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division Local Place Plans Local Place Plans are community-led plans that help inform the Local Development Plan for the area but do not form part of the statutory Development Plan.
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19 The invitation to prepare Local Place Plans was issued to organisations and individuals in October 2023 and an advert placed in the local press. The Council has prepared a West Dunbartonshire “How-to” guide to encourage and assist local communities to prepare a Local Place Plan. A number of Community Councils have expressed an interest in preparing a Local Place Plan and this will be taken forward in 2025/26. Action: Continue to promote and support communities in the preparation of Local Place Plans New Building Standards Fee Regulations The fees review is part of a Scottish Government 3-year strategy to increase funding to resource Building Standards. These fee uplifts are expected to be reinvested into the service and it is anticipated that additional resources will be required for the enhanced compliance scheme, enforcement and additional inspections. The first-year fee increments were implemented on 01 April 2024, with the Building Standards Division continuing to collect data annually to enable Ministers to review fees annually. One of the conditions of verifier appointment is to adequately fund the service, and the Building Standards Division is likely to audit us to ensure performance targets of the section are sufficient. Action: Develop a plan to ensure compliance with the new Building Standards Regulations is implemented New Document Management System for Planning and Building Standards Integration between the current case management and document management systems for Planning and Building Standards has been identified as a key service constraint that is causing delays to both customers and staff and a number of unsustainable workarounds are required. A business case and funding for a fully integrated IDOX based Document Management System with our existing IDOX Uniform Enterprise case management system has been approved to proceed. The service is progressing a workplan in relation to data cleansing and data management to ensure a smooth transition between the systems is currently underway but the full system is not expected to be in place until the 2026/27 reporting year. Action: Progress the introduction of a new document management system for Planning and Building Standards
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20 Environmental Health Service Delivery Environmental Health have restructured from three teams to two, with the retirement of one of the previous Service Co-ordinators. This restructure also resulted in a loss of two other roles within the service. The Principal Officer Environmental Health and Service Co-ordinator will meet with the service manager for Planning, Building Standards and Environmental Health to review current workstreams and procedures to ensure that all statutory functions are as adequately resourced as possible. Action: Review workstreams and procedures within Environmental Health Planning Preapplication Process The Development Planning and Place and Development Management Teams will review the current preapplication process to ensure that the process is fit for purpose and delivers on both placemaking and performance outcomes. The review will consider the customer guidance and set out clearly the service standards associated with all aspects of the preapplication process to ensure that customers have clearly defined outcomes and can identify the best route for their needs. Action: Review the planning preapplication process Antonine Wall Management Plan All World Heritage Sites require a Management Plan to detail how the site will be protected and enhanced. Along with other Antonine Wall Steering Group partners, we will support Historic Environment Scotland, who are the lead body, to finalise a new Management Plan. Action: Work with other Steering Group partners to support Historic Environment Scotland to finalise a new Antonine Wall Management Plan Changes to Procurement Process Changes to the procurement process were agreed at a Council meeting in March 2023 to streamline the process and deliver efficiencies. To achieve this, the Corporate Procurement Unit will develop training material and a training calendar to support
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21 service areas with non-regulated procurement and non-complex procurement for low contractual risk projects. Services will administer these projects utilising framework agreement direct awards using the Quick Quote portal on Public Contracts Scotland. This will remove onerous tasks such as market research, contract strategies, mini competitions, scorecards, monitoring activity and certain key performance indicators for those contracts. This was a significant change and as such, the impact still requires to be monitored to ensure that this change is implemented as effectively as possible. Action: Provide procurement advice, guidance and support on non-complex procurement for low contractual risk projects Procurement Improvement Plan Following a Fit for Future service review, a Procurement Improvement Plan was developed to address key findings over a three- year period. Due to significant resource changes within the team, a number of actions are outstanding. The Corporate Procurement Unit will continue to implement actions in 2025/26 to streamline the customer experience. The remaining actions focus around reporting improvements within the WeBuy system (a proprietary system for purchase to pay processes). Action: Continue to implement the key deliverables from the Procurement Improvement Plan focusing on reporting improvements within WeBuy purchase to pay system Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality.
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22 Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Regulatory & Regeneration priorities for 2025/26. Appendix 1 sets out the action plan to address them. It also includes: performance indicators that will enable progress to be monitored and reported to stakeholders; strategic workforce actions to address workforce issues identified in the planning process; and strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2025/26 and actions to mitigate them, we aim to improve or maintain the current position (i.e. the current risk score) set out in the appendix.
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23 4. Resources Finance Regulatory & Regeneration has a net revenue budget of £4.406m and a capital budget of £17.646m in 2025/26. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area (Figures subject to ongoing verification) Gross Expenditure 2025/26 (£m) Gross Income 2025/26 (£m) Net Expenditure 2025/26 (£m) Capital Budget 2025/26 (£m) Democratic & Registration 0.880 0.115 0.766 0.000 Environmental Health 0.942 0.374 0.568 0.000 Licensing 0.242 0.465 -0.223 0.000 Legal Services & Trading Standards 0.966 0.088 0.877 0.033 Procurement 0.680 0.080 0.600 0.000 Building & Planning 1.292 0.743 0.549 0.000 Economic Development 1.887 0.619 1.268 17.613 Total 6.890 2.484 4.406 17.646
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24 Employees Employee Numbers The headcount and full time equivalent (FTE) staff in each service area (as of 31st March 2025) are as follows: Absence The 2024/25 quarterly absence figures for Regulatory & Regeneration are shown below together with the Council average for the same periods for comparison. Absence was significantly lower that the Council average throughout 2024/25: Absence in 2024/25 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE* days lost per FTE employee Regulatory & Regeneration 1.24 0.26 1.93 2.13 5.24 Council Wide Total 4.19 3.72 4.61 4.14 14.24 Regulatory and Regeneration Headcount FTE Democratic and Registration Services 20 17.90 Economic Development 23 21.77 Legal Services 20 19.06 Planning, Building Standards and Environmental Health 32 30.90 Regulatory Management 3 2.8 Procurement 11 10.77 TOTAL 109 103.20
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25 Appendix 1: Action Plan Please Note: PI targets for 2025/26 are indicative until 2024/25 year-end values become available. 1. Our communities Our residents’ health and wellbeing remains a priority 2025/26 Performance Indicator Target 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% Mark Walsh Percentage of highest priority pest control service requests responded to within 2 working days 95% Eilidh Paton Percentage of planned underage sales visits carried out by Trading Standards to premises registered on the Scottish Government tobacco and nicotine vapour product retailers register 95% Annemarie Clelland Financial impact of disruptive activities carried out by Trading Standards on illegal trading N/A Data only PI Annemarie Clelland Percentage of businesses brought into compliance by Trading Standards 75% 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 100% Eilidh Paton Food Law: Percentage of food businesses in the high-risk category (12 monthly inspections by Food & Business Group) that were inspected on time 80% Eilidh Paton
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26 2025/26 Performance Indicator Target Owner Food Law: Percentage of food businesses in the medium to low-risk category (>12 Monthly inspections by Food and Business Group) that were inspected on time 60% Eilidh Paton Action Due Date Owner Implement the requirements of the Digital Markets, Competition and Consumers Act 2024 31-Mar-2026 Annemarie Clelland Support and advise businesses in relation to the new Tobacco & Vapes Bill 2024 31-Mar-2026 Annemarie Clelland 2. Our Environment Our local environment is protected, enhanced and valued 2025/26 Performance Indicator Target Owner Air Quality: PM10 Concentration 18 Mark Walsh Our resources are used in an environmentally sustainable way 2025/26 Performance Indicator Target Owner Tonnage of carbon dioxide emissions from Council operations and assets To be confirmed Elaine Troup
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27 Action Due Date Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 31-Mar-2026 Elaine Troup Develop the Local Heat and Energy Efficiency Strategy Delivery Plan 31-Mar-2026 Elaine Troup Risk Description Current Assessment Target Assessment 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. Elaine Troup Our neighbourhoods are sustainable and attractive Action Due Date Owner Promote the next phases of Queens Quay Housing 31-Mar-2026 Michael Mulgrew; Elaine Troup 3. Our Economy
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28 Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 2025/26 Performance Indicator Target Owner Number of businesses given advice and assistance to start up through Business Gateway 180 Gillian Scholes Percentage of procurement spent on local small/medium-sized enterprises and SMEs who have a presence in West Dunbartonshire 36% Iain Skene Number of business gateway start-ups per 10,000 population 19.78 Gillian Scholes Proportion of properties receiving superfast broadband 99% Gillian Scholes Immediately available employment land as a % of total land allocated for employment purposes 40 Michael Mulgrew Action Due Date Owner Deliver key regeneration sites across West Dunbartonshire 31-Mar-2026 Elaine Troup Produce a planning focused delivery programme to support key regeneration sites and enable high quality development to be achieved on the ground 31-Mar-2026 Michael Mulgrew Develop a monitoring and compliance framework for major and strategic regeneration sites to ensure compliance with approved consents 31-Mar-2026 Michael Mulgrew Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar-2026 Magda Swider Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 31-Mar-2026 Gillian Scholes Support town centre revitalisation 31-Mar-2026 Magda Swider
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29 Risk Description Current Assessment Target Assessment 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. Gillian McNamara; 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. Michael McDougall; Gillian McNamara; Michael Mulgrew; Elaine Troup 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 Alan Douglas Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar-2026 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-2026 Alan Douglas
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30 Action Due Date Owner Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar-2026 Alan Douglas Our Council is adaptable and focused on delivering best value for our residents 2025/26 Performance Indicator Target Owner Planning Applications (Major Developments - Without Processing Agreement): Average number of weeks to decision 16 Michael Mulgrew Planning Applications (Locals - Householder): Average number of weeks to decision 8 Michael Mulgrew Planning Applications (Other Locals): Average number of weeks to decision 8 Michael Mulgrew Cash savings achieved from procurement activity £400,000 Iain Skene Planning Applications (Major Developments – With Processing Agreements): Percentage decided within agreed target 90% Michael Mulgrew Planning Applications (Locals – Householder): Percentage decided within statutory 8-week timescale 80% Michael Mulgrew Planning Applications (Other Locals): Percentage decided within statutory 8-week timescale 80% Michael Mulgrew Percentage of Environmental Health service requests from citizens first responded to within 2 working days 90% Eilidh Paton Percentage of building warrant applications responded to within 20 working days 95% Judi Ferguson
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31 Action Due Date Owner Prepare a succession plan to recruit and replace the Manager of Democratic and Registration Services post 31-Jan-2026 George Hawthorn Continue to develop the 20-minute mapping tool for use at both local and regional levels 31-Mar-2026 Michael Mulgrew Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division 31-Mar-2026 Michael Mulgrew Continue to promote and support communities in the preparation of Local Place Plans 31-Mar-2026 Michael Mulgrew Develop a plan to ensure compliance with the new Building Standards Regulations is implemented 31-Mar-2026 Michael Mulgrew Progress the introduction of a new document management system for Planning and Building Standards 31-Mar-2026 Michael Mulgrew Provide procurement advice, guidance and support on non-complex procurement for low contractual risk projects 31-Mar-2026 Iain Skene Continue to implement the key deliverables from the Procurement Improvement Plan focusing on reporting improvements within WeBuy purchase to pay system 31-Mar-2026 Iain Skene Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts 31-Mar-2026 Michael McDougall Continue to provide high quality and timely legal support across all Council services 31-Mar-2026 Michael McDougall Review processes and procedures within Legal Services’ Commercial & Place and Citizen & Regulatory teams 31-Mar-2026 Michael McDougall Review workstreams and procedures within Environmental Health 31-Mar-2026 Michael Mulgrew Review the planning preapplication process 31-Mar-2026 Michael Mulgrew
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32 Action Due Date Owner Work with steering group partners to support Historic Environment Scotland to finalise a new Antonine Wall Management Plan 31-Mar-2026 Michael Mulgrew Risk Description Current Assessment Target Assessment 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 Annemarie Clelland; Michael McDougall; Eilidh Paton 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. 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. Michael Mulgrew; Eilidh Paton
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33 Risk Description Current Assessment Target Assessment 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 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 Iain Skene Our residents are engaged and empowered 2025/26 Performance Indicator Target Owner Percentage of Council and Committee minutes produced within 3 clear working days of the meeting 98% Carol-Ann Burns Percentage of committee agendas published within standing order timescales 99% Carol-Ann Burns Action Due Date Owner Implement the various requirements of the Scottish Elections (Representation and Reform) Act 31-Mar-2026 George Hawthorn Plan for the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies 31-Mar-2026 George Hawthorn
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34 Action Due Date Owner Conduct an interim review of the Polling Scheme in West Dunbartonshire 31-Oct-2025 George Hawthorn Continue the development of Community Planning 31-Mar-2026 Elaine Troup Continue to contribute to the Community Learning and Development Plan 2024/27 31-Mar-2026 Elaine Troup Conclude the Cash First Project including evaluation 31-Mar-2026 Elaine Troup Risk Description Current Assessment Target Assessment Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. Colin Smith; Elaine Troup