Item 10 - R&R 25-26 Delivery Plan Year End Progress and Delivery Plan 26-27
West Dunbartonshire Council · 27 May 2026
Back to Corporate Services Committee — 27 May 2026 and its agenda
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Corporate Services Committee 27 May 2026 Subject: Regulatory & Regeneration Delivery Plan 2025/26 - Year-end Progress & Regulatory & Regeneration Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Corporate Services Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Plan’s 34 actions is summarised below: Progress No. (%) Completed 28 (82%) Overdue 5 (15%) Cancelled 1 (3%) 4.4 Overdue actions relate to the following and will be carried forward and completed in 2026/27: ITEM 10
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• Develop the Local Heat and Energy Efficiency Strategy Delivery Plan - 50% complete • Produce a planning focused delivery programme to support key regeneration sites and enable high quality development to be achieved on the ground - 25% complete • Explore commercial opportunities in our town centres and wider regeneration sites - 75% complete • Prepare a robust evidence report for the next Local Development Plan (LDP3) for submission for Gatecheck to Scottish Government Planning and Environmental Appeals Division - 50% complete • Review processes and procedures within Legal Services’ Commercial & Place and Citizen & Regulatory teams - 75% complete 4.5 Year-end data is available for 16 of the Plan’s 26 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 9 of 16 (56%) Target narrowly missed 1 of 16 (6%) Target significantly missed 6 of 16 (38%) Performance Over Time (As 4 of the 16 PIs are new for 2025/26, this section relates to 12 PIs) No. (%) Improved over short term (or maintained a high level of performance) 5 of 12 (42%) Improved over longer term (or maintained a high level of performance) 4 of 12 (33%) 4.6 Targets that were significantly missed relate to the following PIs: • 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 - 60% against a target of 95% • Planning Applications (Major Developments - Without Processing Agreement): Average number of weeks to decision - 21.7 weeks against a target of 16 weeks • Planning Applications (Locals - Householder): Average number of weeks to decision - 13.7 weeks against a target of 8 weeks • Planning Applications (Other Locals): Average number of weeks to decision - 9.6 weeks against a target of 8 weeks • Planning Applications (Other Locals): Percentage decided within statutory 8-week timescale - 55.9% against a target of 80% • Percentage of building warrant applications responded to within 20 working days - 62.98% against a target of 95% 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available.
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2026/27 Delivery Plan 4.8 The 2026/27 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: • delivering sustainable, quality services within the context of significant financial challenges • delivering key regeneration sites across West Dunbartonshire • promoting the next phase of Queens Quay Housing • exploring commercial opportunities in our town centres and wider regeneration sites • supporting town centre revitalisation • finalising the Visitor Levy Scheme • developing a new Economic Development Strategy • developing a Climate Change Strategy and action plan • completing the Local Heat and Energy Efficiency Delivery Plan • implementing the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies in May 2026 • planning for the Local Government elections in May 2027 • reviewing the Scheme for Establishment of Community Councils • conducting Community Council elections • developing Community Planning • contributing to the Community Learning and Development Plan • providing legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts • Implementing the extension of the statutory duty (Tobacco and Vapes Bill) in line with our enforcement policy • advising businesses re the introduction of Vaping Products Duty and compliance of vaping products • delivering collaborative projects with Trading Standards partners • progressing the Local Development Plan 3 • reviewing the planning pre-application process • completing the installation of the new document management system for Planning and Building Standards • providing training to Environmental Health Officers to respond to the Food (Promotion & Placement) (Scotland) Regulations 2025 • supporting the implementation and development of a new Enterprise Resource Planning System in relation to procurement 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee and Infrastructure, Regeneration and Economic Development Committee (economic development elements only) around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report.
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6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Regulatory & Regeneration may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 29 April 2026 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 - Year-end Progress Appendix 2: Regulatory & Regeneration Delivery Plan 2026/27
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Background Papers: Regulatory & Regeneration Delivery Plan 2025/26 - Corporate Services Committee, 21 May 2025 Regulatory & Regeneration Delivery Plan 2025/26 Mid- year Progress - Corporate Services Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All