Item 10 - Appendix 2
West Dunbartonshire Council · 27 May 2026
Back to Corporate Services Committee — 27 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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2026/27 REGULATORY & REGENERATION Appendix 2: Regulatory & Regeneration Delivery Plan 2026/27 ITEM 10 - APPENDIX 2
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Contents 1. Introduction ............................................................................................................................................................................... 2 2. Performance Review ................................................................................................................................................................. 2 3. Strategic Assessment ............................................................................................................................................................... 8 4. Resources ............................................................................................................................................................................... 19 Appendix 1: Action Plan ..................................................................................................................................................................... 21
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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 2025/26 performance, focusing on the following: • 2025/26 Delivery Plan year-end progress; • Local Government Benchmarking Framework comparative performance; • National Planning Improvement Framework; • Citizens’ Panel feedback; and • Complaints. This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements in 2025/26 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. Democratic & Registration Services • Planned and delivered a successful local by-election in Ward 6 - Clydebank Waterfront. • Closed the registration office in Clydebank with minimum impact on the public and staffing, resulting in a saving to the Council. • Delivered updated hybrid system for committee and council meetings at low cost. • Reviewed the scheme of polling districts and polling places ensuring it is fit for purpose for future elections.
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Legal Services & Trading Standards • Seized 32,480 cigarettes and 5.9kg of hand-rolling tobacco from retailers supplied or operated by serious and organised crime groups. This represents an average resale value of £31,000 in loss of sales revenue, with referrals made to His Majesty’s Revenue and Customs (HMRC) for financial sanctions to be imposed. Trading Standards led on this illicit tobacco enforcement project along with Police Scotland and HMRC and will continue to lead on this work locally with funding confirmed from HMRC until 2029. • Agreed Heads of Terms for the Disposal of two major housing sites at Queens Quay which, subject to planning, will deliver up to 460 units and multi-million pound capital receipts over the next three years. • Acted for the Council in residential conveyancing matters to secure the purchase of residential properties to supplement the Council’s housing stock through our Buy Back scheme. Planning, Building Standards & Environmental Health • Secured a funded place via the Scottish Building Standards Hub for a Technical Support Officer to upskill to a Trainee Building Standards Surveyor. • Procured the new document management system for Planning and Building Standards. Implementation has begun and will be complete in 2026. • Received endorsement from the National Planning Improvement Champion for the Planning Service’s first National Planning Improvement Plan and provided an update on progress that was also endorsed. • Appointed a Lead Planning Officer within the Development Management Team, a Surveyor within Building Standards and an Environmental Health Officer within Environmental Health, filling previously long-term vacancies. • Supported the housing emergency by granting planning permission for a number of high quality new social housing developments, including at Queen Mary Avenue, Ottawa Crescent, Golfhill Drive and the former Clydebank Health Centre. The service also supported development of larger market sites, including at the former Thomsons Yard, Dumbarton. Following considerable work to overcome site constraints and consultee concerns, a currently vacant prominent waterfront site in Dumbarton will be redeveloped with high quality new housing and facilitate the continued development of the Riverside Pathway through the site. • Continued support for delivery of key regeneration sites including, Exxon, Carless (Scottish Marine Technology Park) and Queens Quay through close working with other the applicants, other Council services and external partners. • Secured funding from the Planning Hub to assist with Local Development Plan work. Economic Development and Regeneration • Completed formal visitor levy consultation and obtained Council approval to implement a 5% visitor levy from 1 July 2027. • With support from the Council, the Malin Group and Strathclyde University, succeeded in securing £20m funding for the Scottish Marine Technology Park from the City Region’s Advanced Manufacturing and Precision Engineering Investment Zone.
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• Contributed to numerous strands of the UK Shared Prosperity Fund delivery, including providing support to 190 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. • Started construction works on site for Phase 1 of the UK Government funded redevelopment of the Artizan shopping centre in Dumbarton. • Supported the Clydebank Neighbourhood Board in developing a Regeneration Plan (including a 4-year Investment Plan) which outlines the main priorities for Clydebank to be delivered over the next 10 years with (up to) £20m of Pride in Place funding. • Worked with Alexandria BID and wider Alexandria community to develop proposals for the Main Street improvements, progressing delivery of projects originating from the Alexandria Masterplan. • Worked with the Loch Lomond and Trossachs National Park to develop Balloch Pierhead Action Plan. • Submitted applications to the Scottish Government's Regeneration Capital Grant Fund with the application for Scottish Marine Technology Park being successful securing millions of pounds for remediation of site. • Reported significant progress in reducing carbon emissions from Council operations and assets based on the latest 2024/25 figure of 18,235 tonnes. This represents a 33.8% reduction on the previous year, a 44.7% reduction on 2012/13 baseline and 5.7% ahead of projected target. • Delivered 5 Community Soup Events in Old Kilpatrick, Dalmuir and Dumbarton, with two additional themed Soups working with West Dunbartonshire secondary schools and groups engaged in biodiversity activities. Some were organised by the Communities Team with community input while others were led by communities with support from the Team. Over £6,000 in small grants were awarded to local community groups supporting community activity. • Delivered 250 appointments and co-ordinated 670.30 hours of volunteer activity (2025 calendar year) through the Community Transport’s Health Appointments Transport Service (HATS). £30,000 in Strathclyde Partnership for Transport (SPT) funding was brought into West Dunbartonshire. • Supported Old Kilpatrick Community Council and Alexandria Community Council to complete Local Place Plans for their areas, which have subsequently been adopted at the Council’s Planning Committee. Procurement • Delivered strategic contracts including: o Services – Property Maintenance & Cleaning, Addiction Services, Counselling in Schools, Exxon Site Supervisor and Quantity Surveyor, Parking Management Back Office Support, Bureau Management Services, Cashless Register System for Schools, Legionella Water Management, Co-mingled Recyclate (DMR), Measured term contact for Plumbing, Cleaning Services for Void and Homeless Properties o Works – 4x Sports Pitches, Queen Mary Avenue Design and Build, External Building Fabric Upgrades, Demolition of Skypoint Centre, Refurbishment of 3 Play Areas, Development of New Allotment Site - Overburn
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o Goods – Substantial Fleet Replacement Programme and Tyres, Mini-Buses for Educational Support Needs Transport, Multiple Building Materials Contracts, Device Replacement and Microsoft Licences, New Finance Enterprise Resource Planning (ERP) Software, Washroom Solutions and Sanitary Products • Examples of Innovative Approaches for strategic contracts included: o Adult Care at Home Services – Worked collaboratively with HSCP and Commissioning Team to create our first framework, providing increased security for providers, longer term price certainty for the Council and improved procurement compliance. o eAuctions for Building Materials – New approach to secure savings across paint and electrical materials which included market engagement to ensure suppliers understood bidding process o Washroom Solutions – Engaged with client departments to determine core list of products and new processes to establish savings o Fleet – Worked with department to agree varied routes to market for many different categories of vehicles to ensure best value o Additional Needs Education Transport – Suggested to department to examine bus purchase to replace expensive taxi routes, then supported resulting procurement leading to savings option approved by Council. • Alongside Working4U team, 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 £80,616 donated to local community projects (circa £42k in cash and £38k in materials) o 23 work experience posts (23 work experience weeks for 23 different individuals) o 753 hours contributed to local charities, community groups, schools, and West Dunbartonshire Council departments. o 6 full time employment posts being filled. Key Challenges in 2025/26 Cross Service • The national skills shortage of qualified and experienced officers in Planning, Environmental Health, Trading Standards and Building Standards continued during this period, 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 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 • The service experienced a relatively high turnover of staff in both democratic services and the election team which was challenging. However, successful recruitment resulted in all key positions being filled with highly qualified, experienced staff.
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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 been exacerbated by the loss of key staff and together these factors have had an adverse impact on service delivery. • The Trading Standards service faced significant challenges in relation to fireworks over the period from October to December 2025, with the demand for the service far exceeding our capacity, leaving the team overwhelmed. As a result, we were unable to respond appropriately to every case, leading to a failure in enforcement responsibilities. • 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 ensuring a resilient service. With three Trading Standards Officers in West Dunbartonshire, a long-term sickness absence highlighted the severe strain on the team and the implications of future reductions in the staffing budget. Planning, Building Standards & Environmental Health • Whilst vacancies have reduced, recruiting within Building Standards and Environmental Health remains challenging. These have been harder to fill roles which is creating knock on effects in terms of workload and performance. • The current case management system for Planning and Building standards resulted in increased pressures on the service with workarounds and manual processes required with the back-office system being unavailable for a significant period in late summer. This added pressure to officer workload and our consultees, which had a negative impact on performance statistics. There have also been knock on impacts on other workstreams of the Technical Support Team due to the time spent on the current case management system, for example on Street Naming and Numbering and the Corporate Address Gazetteer. • Staff absence, combined with system outages and vacant posts, significantly impacted Building Standards in late summer. This resulted in significantly decreased performance statistics whilst the team recovered, and a new officer started. In early 2026 the team started to see the impact of ongoing changes to the scope of role within Building Standards to meet verification requirements. This includes a new Professional Competency Framework, enhanced compliance, new time recording, additional work to demonstrate strengthened operational and performance frameworks and future 3rd party audit. • The Environmental Health workforce, both nationally and in West Dunbartonshire Council, is ageing with low numbers of people entering the profession, made significantly worse with the removal of the BSc Environmental Health from the University of the West of Scotland. This presents a challenge in ensuring a resilient service. Two long term sickness absences and the removal of the Dog Warden and Private Landlord Registration Officer highlighted the severe strain on the team. To accommodate these pressures, an Environmental Health Officer was seconded from the Food & Business Regulation team to Environmental and Community Health Protection team.
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• The Development Planning and Place team have had to revise the timescales for the production of the next Local Development Plan. Workload and timescales remain very challenging, and the adoption of the next Local Development Plan is forecast to be delayed beyond the March 2028 deadline set by Scottish Government. Economic Development and Regeneration • Delivering private sector homes at Queens Quay continued to be a challenge in 2025/26 but we meet with our commercial partner regularly and there were some positive discussions with potential developers. • Businesses continued to face many economic challenges in 2025/26, including energy costs and employee recruitment and retention. The on-going advice available through Business Gateway will continue to help them to recover and grow in the year ahead. • Significant proposed reductions in the UK Shared Prosperity Fund revenue budget for 2026/27 is likely to have an impact on the grant funding available to support local businesses with growth projects and job creation. • Securing external funding to progress regeneration of our strategic sites and town centre assets is challenging. Regeneration team continue to explore funding streams and provide support to private owners to help them progress their projects. • Significant proportion of privately owned buildings in our town centres which suffer from lack of maintenance and investment continues to be a challenge which hinders town centre revitalisation. • Uncertainty regarding the regeneration funding in the Scottish Government’s budget and longer-term spending plans. • Lack of funding to secure adequate long-term management and maintenance programme for new and existing regeneration projects, and public areas in general. • Resourcing the operation and further development of the District Heating Centre remains very challenging due to inability to attract a lead officer within the Climate Change team. • Despite carbon emissions for 2024/25 showing a significant reduction, it will be challenging to achieve future targets as outlined in our Climate Change Strategy. Emissions were reduced in 2024/25 due to new waste arrangements with Glasgow City Council while emissions from some other sources increased. To ensure Net Zero targets are met by 2045, consideration should be given to additional resources to ensure continued progress. • The Climate Change Team had vacancies throughout the year which impacted on the completion of some tasks, particularly the Local Heat and Energy Efficiency Delivery Plan. • The cost-of-living crisis and the increase in various renewable energy technologies within the Council’s new supply housing have seen a significant uplift in the number of residents requiring Energy Efficiency support. This has proved challenging to facilitate within our existing resources.
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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. 3. Strategic Assessment The Regulatory & Regeneration management team completed a detailed strategic assessment to determine the major influences on service delivery and priorities in 2026/27 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 2027/28 of £10.905m rising to £44.028m by 2030/31. 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 2026/27. 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.
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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. Key Strategic Regeneration Sites Delivery of a number of key regeneration projects, which span multiple years, will continue to be progressed in 2026/27. The main focus will be the Bowling Strategic Opportunity on the former Exxon site and the Scottish Marine Technology Park on the former Carless oil terminal site, led by the Malin group. For the Exxon site, the focus will be on delivering the infrastructure and developing the marketing strategy to realise the economic benefits of the site. Funding opportunities to deliver the proposed Dunglass Castle Community Parkland will also be explored. For the Carless site, the Council will continue to support the Malin group in the delivery of the first phase of the proposed Scottish Marine Technology Park. Actions: Deliver key strategic regeneration sites across West Dunbartonshire 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 is a challenge, particularly in relation to flatted private homes which the market is finding commercially challenging. Discussions will continue with Clydeside Regeneration Ltd and the two prospective purchasers of the first sale sites have development commence in this financial year. Action: Promote the next phases of Queens Quay Housing Key Commercial Opportunities Identifying commercial opportunities in conjunction with the private sector will continue to be a priority in 2026/27. Discussions with developers who may wish to enter a partnership with the Council to achieve joint benefits from a commercial, housing and low carbon perspective will be progressed. The Regeneration Capital Fund of £12.40m 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:
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• 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 joint project board continues to provide support and direction as the Malin Group progress the development through the planning and infrastructure implementation stages. • Clydebank: We will support the Neighbourhood Board in undertaking a feasibility study to explore redevelopment and investment opportunities for the southern part of the shopping centre, • Artizan: We will explore opportunities and undertake a feasibility study to explore investment opportunities in future phases of the Artizan redevelopment. Action: Explore commercial opportunities in our town centres and wider regeneration sites Visitor Levy Scheme West Dunbartonshire Council approved the decision to introduce a 5% visitor levy scheme at Council committee in November 2025. The start date for the levy will be 1 July 2027. The income raised must be used to develop, support, and sustain facilities and services which are substantially used by visitors and is estimated to be approximately £1.7 million per annum. Action: Finalise the Visitor Levy Scheme for introduction in July 2027 Economic Development Strategy 2027-2032 A new Economic Development Strategy will be developed which will provide an updated economic vision and strategic priorities for West Dunbartonshire for a five-year period from 2027 to 2032. This new strategy will build on the foundations established in the previous 2022-2027 Economic Development Strategy. Action: Develop a new Economic Development Strategy 2027- 2032
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Town Centre Revitalisation Assisting town centres to adjust to the current shopping trends and embrace new challenges will be our focus in 2026/27, 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 the UK Government’s funding streams and Place-Based Investment Programme 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 Pride in Place Programme (former Plan for Neighbourhood). This funding will support delivery of the projects which reflect the priorities of the local community. Many projects align with the Clydebank Development Framework which 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, oversees the Fund and the Pride in Place Plan which has been submitted to the UK Government for review. The first tranche of capital funding is expected in April 2026. Meanwhile, capacity funding has already been awarded to support engagement and initial project development costs. • 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. 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. Over the next year we expect to be working with the landowner Turnberry Homes in preparations for delivery of the waterfront pathway on their land, planned to start in 2027.We will also continue working in partnership with Historic Environment Scotland and the Maritime Museum to make Dumbarton town centre and waterfront a more attractive place for visitors. • In Alexandria, the next phase of the 2021 Masterplan will be delivered, with an emphasis on Alexander Street improvements which align with Green Heritage Corridors and Cycling and Walking Network masterplan priority projects. We will also continue to work with Alexandria BID and the local community to develop detailed designs for Mitchell Way and Main Street improvements, with works expected to start on site in early 2027. Action: Support town centre revitalisation
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Climate Change Strategy 2026-2031 and Action Plan 2026/27 The Council has a Climate Change Strategy for 2021 to 2026 which was developed in response to the climate emergency and to provide a route map towards meeting Scotland’s national net zero carbon target by 2045. A revised Strategy will be developed in the year ahead, building on the accomplishments and progress set out in the current strategy and reinforcing the ambition to deliver a just transition to net zero emissions. It will focus on reducing the Council’s carbon emissions and adapting to the impacts of climate change over a five-year period from 2026 to 2031. An annual action plan will be developed to support delivery, with actions devolved to relevant service areas to take forward. Progress against the 2026/27 action plan will be monitored and reported to senior management and Council on a regular basis. Action: Develop the Climate Change Strategy 2026-2031 and associated Action Plan for 2026/27 Local Heat and Energy Efficiency Delivery Plan The Local Heat and Energy Efficiency Strategy 2024-2029 sets out the long-term plan for heat decarbonisation and improved energy efficiency of buildings throughout the Council area. It sets out the changes to each sector of buildings stock that are needed, identifying strategic heat decarbonisation zones and prioritising delivery areas. Development of the existing Queens Quay District Heat Network will continue and other opportunities for area-based heat decarbonisation and energy efficiency will be progressed. A Delivery Plan will be completed in 2026/27 to support the implementation of the Strategy. Action: Complete the Local Heat and Energy Efficiency Delivery Plan for implementation Scottish Parliamentary Elections The Scottish Parliamentary elections are scheduled to take place in May 2026. Initial planning was carried out in 2025/26, and this will continue into 2026/27 in the run up to the election in May. 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 and the appointment of a new election manager. Action: Implement the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies in May 2026
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Scheme for the Establishment of Community Councils in West Dunbartonshire The Scheme for the establishment of Community Councils in West Dunbartonshire requires to be reviewed in 2026 (every four years). The review will comprise a three-stage consultation process commencing with a review of the existing community council boundaries in February 2026 and ending with a revised scheme in October 2026. The review will be led by the Manager of Democratic and Registration Services and supported by the Communities Team who will assist with the consultation process and engage with all community councils and the Community Council Forum. Action: Review the Scheme for Establishment of Community Councils Community Council Elections Following the review of the Scheme for Establishment of Community Councils, the Council is required to hold community council elections which reflect any changes to the boundaries and scheme. Council will determine the timetable for these elections once the new scheme has been agreed. Action: Conduct Community Council Elections Local Government Elections The Scottish Local Government Elections are scheduled to be held in May 2027, but preparation and planning will commence as early as October 2026. This planning will not only include arrangements for the poll and count of votes but will also include arrangements for the election and induction of any new elected members and formation of the new Council. Action: Prepare for the implementation of the Local Government Elections in May 2027 and make arrangements for the induction of newly elected members and formation of the new Council 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 benefits 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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Our approach to community empowerment focuses on Community Planning and the development of locality plans, specific projects that promote local participation and empowerment and regular engagement with local people, 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 2026/27, we will contribute to the delivery of the Community Learning and Development Plan through community planning and community development work and further development of and participation in the Empowered Delivery Improvement Group /Community Development Alliance. Action: Contribute to the Community Learning and Development Plan 2024-2027 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. 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
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Tobacco and Vapes Bill Royal Assent of the Tobacco and Vapes Bill is expected on 1st October 2026. This will amend existing legislation, regulating the tobacco and nicotine vapour product market more stringently. It is expected that from 1st January 2027, no person born on or after 1st January 2009 can legally purchase tobacco or tobacco products. There will be changes made to the definition of a ‘vaping product’ to expand the products this encompasses and nicotine pouches will be included in the legislative framework for the first time. Trading Standards Officers will undertake training and ensure they are aware of the requirements of the legislation to competently advise on the amendments and take enforcement action where required. Action: Implement the extension of the statutory duty (Tobacco and Vapes Bill) placed upon the Council in line with our enforcement policy Trading Standards Collaborative Projects In recognition of our current resource challenges and the changing nature of our work, modifications will be made to how we manage our workload and the demands on the service. Partnership working will be prioritised, including: • Leading an amnesty on unsafe electrical chargers with the Scottish Fire and Rescue Services. Funding provided by Electrical Safety First will be available to swap unsafe or non-compliant chargers with vouchers to purchase compliant items from local retailers. We will work with local food banks to ensure we take the service to those most at risk. • Working with Police Scotland and the Community Alarm and Telecare Team to distribute ‘no cold calling’ stickers to areas most targeted by cold callers. Stickers have been purchased using funding from Police Scotland (who met 90% of the costs) and will be distributed using their youth volunteers and colleagues in the Telecare Team. This is of particular benefit as we remove support for the establishment and maintenance of existing ‘no cold calling’ zones. Action: Deliver collaborative projects with our Trading Standards partners Vaping Products Duty A new excise duty has been placed on vaping products by the UK Government. A flat rate of £2.20 per 10ml of vaping liquid sold will come into force on the 1st October 2026, increasing the price of some liquids by more than 220%.
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West Dunbartonshire Council has 210 registered premises for the sale of tobacco and vapes, with at least six premises confirmed to be linked to serious and organised crime groups who are profiting from the sale of illicit tobacco. It is expected that the significant price increase in vaping products will drive a market in illicit and traditionally counterfeit stocks being available and result in detrimental health effects for users. Advice will be offered to businesses ahead of the introduction of the new duty and based on intelligence received, officers will conduct test purchases and visit premises to ensure sales of vaping products are compliant. Action: Provide advice to businesses re the introduction of Vaping Products Duty and ensure compliance of vaping products 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 September 2025 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 Scottish Government’s Planning and Environmental Appeals Division (DPEA) expected around June 2026. 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 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
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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 for 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 with implementation of the new system and it is expected to be fully in place by summer 2026. Action: Complete the installation of the new document management system for Planning and Building Standards Food (Promotion and Placement) (Scotland) Regulations 2025 The introduction of the Food (Promotion and Placement) (Scotland) Regulations 2025 in October 2026 is designed to restrict the promotion of food and drink high in fat, sugar or salt. Local authorities will be responsible for enforcing the policy using powers in the Food Safety Act 1990 and the Food (Scotland) Act 2015. There have been no additional resources provided by the Scottish Government for this, creating an extra burden on the team. This means we that we cannot proactively enforce this legislation, which is a similar position taken by other local authorities. However, we will ensure Environmental Health Officers are trained to respond to the regulations where required. Action: Provide Environmental Health Officers with the appropriate training to respond to the Food (Promotion and Placement) (Scotland) Regulations 2025 where required Enterprise Resource Planning System The Council is implementing a new enterprise resource planning system (ERP). The system will initially focus on Finance but there are optional modules covering other areas of the business such as Human Resources, Procurement and Warehousing.
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As part of the roll out, there will need to be connectivity setup to allow the new system to communicate with the Council’s existing purchase to pay system, responsibility for which sits with the procurement team. There is also the option to switch to the ERP’s own purchase to pay system, utilise its contract management module and / or its contract database module. The procurement team will therefore form part of the wider project team and support the implementation of the new system and its potential development in relation to procurement. Action: Support the implementation and development of a new Enterprise Resource Planning System in relation to procurement 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. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Regulatory & Regeneration priorities for 2026/27. 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 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 2026/27 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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4. Resources Finance Regulatory & Regeneration has a net revenue budget of £5.829m and a capital budget of £11.471m in 2026/27. 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 Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) (Figures subject to ongoing verification) Democratic & Registration 1.832 0.115 1.717 0.000 Environmental Health 1.056 0.374 0.682 0.000 Licensing 0.272 0.465 -0.193 0.000 Legal Services & Trading Standards 1.016 0.088 0.928 0.000 Procurement 0.789 0.080 0.709 0.000 Building & Planning 1.461 0.743 0.718 0.000 Economic Development 1.887 0.619 1.268 11.471 Total 8.313 2.484 5.829 11.471
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Employees Employee Numbers The headcount and full time equivalent (FTE) staff in each service area (as of 31st March 2026) are as follows: Absence The 2025/26 quarterly absence figures for Regulatory & Regeneration are shown below together with the Council average for the same periods for comparison. Absence was lower than the Council average throughout 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE* days lost per FTE employee Regulatory & Regeneration 3.08% 2.94% 1.71% 2.2% 6.35 Council Wide Total 6.17% 5.39% 7.2% 7.65% 14.38 Regulatory and Regeneration Headcount FTE Democratic and Registration Services 28 19.8 Economic Development 19 17.8 Legal Services 21 19.3 Planning, Building Standards and Environmental Health 35 33.6 Regulatory Management 2 2 Procurement 11 10.8 TOTAL 116 103.3
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Appendix 1: Action Plan Please Note: PI targets for 2026/27 are indicative until 2025/26 year-end values are available. 1. Our communities Our residents’ health and wellbeing remains a priority Performance Indicator 2026/27 Owner Target 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 Annemarie Clelland Percentage of businesses brought into compliance by Trading Standards 75% Annemarie Clelland Percentage of Environmental Health service requests from citizens first responded to within 2 working days 90% Eilidh Paton 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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Performance Indicator 2026/27 Owner Target 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 extension of the statutory duty (Tobacco and Vapes Bill) placed upon the Council in line with our enforcement policy 31-Mar-2027 Annemarie Clelland Deliver collaborative projects with our Trading Standards partners 31-Mar-2027 Annemarie Clelland Provide advice to businesses re the introduction of Vaping Products Duty and ensure compliance of vaping products 31-Mar-2027 Annemarie Clelland Provide Environmental Health Officers with the appropriate training to respond to the Food (Promotion and Placement) (Scotland) Regulations 2025 where required 31-Mar-2027 Eilidh Paton 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; Manager of Legal and Democratic Services; Eilidh Paton
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Risk Description Current Assessment Target Assessment Owner Failure to adequately respond and investigate intelligence relating to fireworks being sold from residential and non- registered business premises The Trading Standards Service was challenged by the number of complaints and intelligence in relation to the storage and sale of fireworks in 2025/26. With concerns over a growing societal issue around the misuse of fireworks there is no reason to believe that 2026/27 will see a reduction. Annemarie Clelland 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 Our residents are supported to increase life and learning skills Action Due Date Owner Continue to contribute to the Community Learning and Development Plan 2024-2027 31-Mar-2027 Colin Smith 2. Our Environment Our local environment is protected, enhanced and valued
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Performance Indicator 2026/27 Owner Target Air Quality: PM10 Concentration 18 Mark Walsh Our resources are used in an environmentally sustainable way Performance Indicator 2026/27 Owner Target Tonnage of carbon dioxide emissions from Council operations and assets 17,035 Amanda Kean Action Due Date Owner Develop the Climate Change Strategy 2026-2031 and associated Action Plan for 2026/27 31-Mar-2027 Amanda Kean Complete the Local Heat and Energy Efficiency Delivery Plan for implementation 31-Mar-2027 Amanda Kean 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. Alan Douglas; Amanda Kean; Gail Macfarlane
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Our neighbourhoods are sustainable and attractive Action Due Date Owner Finalise the Visitor Levy Scheme for introduction in July 2027 31-Mar-2027 Gillian Scholes 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2026/27 Owner Target 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 strategic regeneration sites across West Dunbartonshire 31-Mar-2027 Magda Swider Promote the next phases of Queens Quay Housing 31-Mar-2027 Michael Mulgrew; Magda Swider
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Action Due Date Owner Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar-2027 Magda Swider Support town centre revitalisation 31-Mar-2027 Magda Swider Develop a new Economic Development Strategy 2027-2032 31-Mar-2027 Gillian Scholes 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. Michael Mulgrew; Magda Swider 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. Manager of Legal and Democratic Services; Michael Mulgrew; Magda Swider 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents
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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-2027 Alan Douglas Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar-2027 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-2027 Alan Douglas Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2027 Alan Douglas Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2026/27 Owner Target 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 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
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Performance Indicator 2026/27 Owner Target Percentage of building warrant applications responded to within 20 working days 95% Judi Jamieson Cash savings achieved from procurement activity £400,000.00 Iain Skene Action Due Date Owner Provide legal services to the Council and West Dunbartonshire Energy LLP in relation to heat supply agreements and network supply contracts 31-Mar-2027 Manager of Legal and Democratic Services 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-2027 Michael Mulgrew Complete the installation of the new document management system for Planning and Building Standards 31-Mar-2027 Michael Mulgrew Support the implementation and development of a new Enterprise Resource Planning System in relation to procurement 31-Mar-2027 Iain Skene Review the planning preapplication process 31-Mar-2027 Michael Mulgrew Risk Description Current Assessment Target Assessment Owner 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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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 Performance Indicator 2026/27 Owner Target 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 Continue the development of Community Planning 31-Mar-2027 Colin Smith Review the Scheme for Establishment of Community Councils 31-Mar-2027 Manager of Legal and Democratic Services; Colin Smith
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Action Due Date Owner Conduct Community Council Elections 31-Mar-2027 Manager of Legal and Democratic Services Implement the Scottish Parliamentary Elections for the Dumbarton and Clydebank and Milngavie Constituencies in May 2026 31-Mar-2027 Manager of Legal and Democratic Services Prepare for the implementation of the Local Government Elections in May 2027 and arrange the induction of newly elected members and formation of the new Council 31-Mar-2027 Manager of Legal and Democratic Services 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