Document Pack (Bookmarked) HAC 20 11 24
West Dunbartonshire Council · 20 November 2024
Back to Housing & Communities Committee — 20 November 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Housing and Communities Committee Date: Wednesday, 20 November 2024 ___________________________________________________________________ Time: 10:00 ___________________________________________________________________ Format: Hybrid Meeting ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer Email: nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Housing and Communities Committee as detailed above. Members will have the option to attend the meeting remotely or in person at the Civic Space, 16 Church Street, Dumbarton G82 1QL. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Provost Karen Murray Conaghan Councillor Ian Dickson Councillor Gurpreet Singh Johal (Chair) Councillor David McBride Councillor John Millar Councillor Lawrence O’Neill Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor Hazel Sorrell (Vice Chair) Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer – Housing and Employability Chief Officer – Resources Date issued: 7 November 2024 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice* and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. *http://www.west-dunbarton.gov.uk/privacy/privacy-notice/ Page 2
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HOUSING AND COMMUNITIES COMMITTEE WEDNESDAY, 20 NOVEMBER 2024 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 7 - 13 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 21 August 2024. 7 SCRUTINY REPORTS a) POLICE SCRUTINY REPORT 15 - 25 Submit report by the Divisional Commander, Police Scotland providing Members with an update on local policing in West Dunbartonshire. Page 3
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b) FIRE AND RESCUE SCRUTINY REPORT 27 - 36 Submit report by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. 8 HOUSING AND EMPLOYABILITY DELIVERY PLAN 2024/25 37 - 61 MID-YEAR PROGRESS REPORT Submit report by the Chief Officer - Housing and Employability providing an update on progress of the Housing and Employability Delivery Plan 2024/25. 9 ‘MORE HOMES WEST DUNBARTONSHIRE’ - STRATEGIC 63 - 96 HOUSING INVESTMENT PLAN (SHIP) 2025/26 – 2029/30 Submit report by the Chief Officer - Housing and Employability seeking approval for the More Homes West Dunbartonshire Strategic Housing Investment Plan (SHIP) for 2025/26 – 2029/30 which requires to be submitted to the Scottish Government. 10 ‘MORE HOMES WEST DUNBARTONSHIRE’ – WEST 97 - 109 DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME Submit report by the Chief Officer - Housing and Employability updating on the progress of West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 11 WEST DUNBARTONSHIRE – EMPTY HOMES 111 - 142 STRATEGY 2024-2029 Submit report by the Chief Officer - Housing and Employability seeking approval of the new Empty Homes Strategy 2024 -2029. 12 HOUSING EMERGENCY ACTION PLAN 143 - 175 Submit report by the Chief Officer - Housing and Employability providing an updating on the Housing Emergency Action Plan (HEDAP) which was formulated to address the emergency following the Council’s housing emergency declaration on 1st May 2024. 13/ Page 4
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13 HOUSING REPAIRS POLICY 177 - 214 Submit report by the Chief Officer - Housing and Employability seeking approval for the introduction of a new West Dunbartonshire Housing Repairs Policy which has been developed in partnership with Council tenants. 14 SCOTTISH SOCIAL HOUSING CHARTER ANNUAL 215 - 225 BENCHMARKING AND MID-YEAR PROGRESS REPORT Submit report by the Chief Officer - Housing and Employability providing benchmarking information relating to 2023/24 and a mid-year update in terms performance against the Scottish Social Housing Charter indicators and meeting the requirements of the Scottish Housing Regulator’s Regulatory Framework. 15 ‘INVOLVING YOU TO IMPROVE HOUSING SERVICES’ - 227 - 279 WEST DUNBARTONSHIRE COUNCIL’S TENANT PARTICIPATION STRATEGY 2025- 2028 Submit report by the Chief Officer - Housing and Employability highlighting statutory obligations in relation to tenant participation and seeking approval for the new Tenant Participation Strategy entitled ‘Involving You to Improve Housing Services’ covering the period 2025-2028. 16 HOUSING AND COMMUNITIES BUILDING SERVICES 281 - 285 UPDATE Submit report by the Chief Officer - Housing and Employability advising of changes to Building Services establishment and delivery model and seeking approval to continue with procurement and tender processes. 17 HOUSING REVENUE ACCOUNT (HRA) 287 - 294 BUDGETARY CONTROL REPORT TO 31 AUGUST 24 (PERIOD 5) Submit report by the Chief Officer – Resources providing advising of the 2024/2025 HRA revenue budget position on 31 August 2024 and the forecast HRA reserves position as of 31 March 2025. 18/ Page 5
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18 GENERAL FUND HOUSING AND COMMUNITIES 295 - 303 FINANCIAL REPORT 2024/25 AS AT 31 AUGUST 2024 (PERIOD 5) Submit report by the Chief Officer – Resources providing an update financial performance to 31 August 2024 (Period 5) of General Fund Revenue services under the remit of the Housing and Communities Committee. 19 HOUSING AND COMMUNITIES CAPITAL MONITORING 305 - 311 REPORT TO 31 AUGUST 24 (PERIOD 5) Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 31 August 2024. Page 6
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HOUSING AND COMMUNITIES COMMITTEE At a Hybrid Meeting of the Housing and Communities Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 21 August 2024 at 10.00 a.m. Present: Councillors Ian Dickson, David McBride, Michelle McGinty, John Millar, Karen Murray Conaghan, Lawrence O’Neill, Martin Rooney, Hazel Sorrell and Sophie Traynor. Attending: Peter Barry – Chief Officer, Housing and Employability; John Kerr, Housing Development and Homelessness Manager; Martin Feeney, Building Services Manager; Nicola Pettigrew, Housing Operations Manager; Nigel Ettles, Legal Officer; and Nicola Moorcroft and Lauren Simeon, Committee Officers. Also attending: Divisional Commander Gary L’Anson and Chief Superintendent Kirsteen McLatchie, Police Scotland; Group Commander Fraser Grant and Watch Commander Chris Spence, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apologies: Apologies for absence were intimated on behalf of Councillors Gurpreet Singh Johal, Jonathan McColl and Lauren Oxley. Councillor Hazel Sorrell in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor Hazel Sorrell, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in the item of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting would be done by roll call vote to ensure an accurate record. ITEM 6 Page 7
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OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of the Meeting of the Housing and Communities Committee held on 1 May 2024 were submitted and approved as a correct record. SCRUTINY REPORTS (A) POLICE SCRUTINY REPORT A report was submitted by the Divisional Commander, Police Scotland providing Members with an update on local policing in West Dunbartonshire. After discussion and having heard the Divisional Commander and the Chief Superintendent, in further explanation and in answer to Members’ questions, the Committee agreed to note the update on policing in West Dunbartonshire. (B) FIRE AND RESCUE SCRUTINY REPORT A report was submitted by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. After discussion and having heard the Group Commander and the Watch Commander in further explanation and in answer to Members’ questions, the Committee agreed to note the update on the Local Fire and Rescue Plan in West Dunbartonshire. MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted by the Chief Officer – Housing and Employability providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. After discussion and having heard the Chief Officer – Housing and Employability and the Housing Development and Homelessness Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach, including the Page 8
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forthcoming handover of new homes at the Clydebank East and Gilmour Avenue development; (2) to approve the updated estimated costs for Braehead and Campbell Street (Bonhill gap sites) and Bank Street development; (3) to approve the procurement exercise and to award the contract up to the updated estimated costs for the projects above; (4) to approve the procurement exercise of a multi-disciplinary design team for Clydebank Health Centre and to award the contract up to the approved costs for the project; and (5) to approve the procurement and award of the Queen Mary Avenue Design and Build development contract by the Chief Officer – Housing and Employability, in consultation with the Procurement Manager, to appoint a suitably experienced contractor to deliver the new homes within the approved budget through an appropriate procurement framework. RAPID REHOUSING TRANSITION PLAN A report was submitted by the Chief Officer – Housing and Employability providing an update on “Home at the Heart” the Rapid Re-housing Transition Plan (RRTP) for the period 2019-24 and new approaches to homelessness. After discussion and having heard the Chief Officer – Housing and Employability, in further the Committee agreed:- (1) to note the progress and challenges made in the five years of “Home at the Heart”, which will inform a report to the Scottish Government at the end of August 2024 and note the main objectives for Year 6 in paragraphs 4.17 - 4.32 of the report; (2) to note that the Council’s housing allocation letting target, for homeless households remains at 64% for 2024/25 as set out in paragraph 4.25 of the report and note that the Chief Officer – Housing and Employability will keep the target under close review based on current modelling projections; (3) to note the continued uncertainty around future funding and specifically the risk to the embedded Housing First approach; (4) to note that Scottish Government funding of £261,000 was awarded for 2024/25 for the specific delivery of the West Dunbartonshire Rapid Rehousing Transition Plan; and (5) to note the Housing Emergency Declaration and Action Plan update provided in a separate committee paper. Page 9
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SCOTTISH SOCIAL HOUSING CHARTER/REGULATION ANNUAL UPDATE REPORT A report was submitted by the Chief Officer – Housing and Employability providing an annual progress report on meeting the requirements of the Scottish Social Housing Charter and the Scottish Housing Regulator’s Regulatory Framework for social housing including the approval of the Annual Assurance Statement. After discussion and having heard the Chief Officer – Housing and Employability, the Housing Development and Homelessness Manager and the Building Services Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the content of the current Engagement Plan published by the Scottish Housing Regulator (SHR) in April 2024; (2) to note performance in terms of achieving the Scottish Social Housing Charter (SSHC) outcomes during 2023/24; (3) to note that a comprehensive assessment of 2023/24 performance was carried out and that this informed a Charter Improvement Plan covering all the SSHC outcomes and the key areas of focus for the Housing Improvement Board (HIB) during 2024/25, outlined at paragraph 4.13 of the report; (4) to note that this assessment of 2023/24 performance will inform the production and publication of our annual Charter Performance Report; (5) to approve the Annual Assurance Statement (AAS) in Appendix 1 of the report, to be signed by the Housing and Communities Committee Convener, on behalf of the Housing and Communities Committee and submitted to the Scottish Housing Regulator as per the regulatory requirement; and (6) that a further progress report on the Scottish Social Housing Charter/Regulatory Framework will be submitted to the November 2024 meeting of the Committee, to include detailed benchmarking performance, information against all local authorities in Scotland following the publication of validated performance information. HOUSING EMERGENCY DECLARATION ACTION PLAN A report was submitted by the Chief Officer – Housing and Employability providing an update on the Housing Emergency Declaration made on 1st May 2024. Outlining an initial and high-level response through a Housing Emergency Declaration Action Plan (HEDAP), formulated to address the situation. After discussion and having heard the Chief Officer – Housing and Employability in further explanation and in answer to Members’ questions, the Committee agreed:- Page 10
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(1) to note and approve the Housing Emergency Declaration Action Plan in Appendix 1 of the report; (2) to note the establishment of the Housing Emergency Project Board led by the Chief Officer – Housing and Employability, supported by several Senior Council Officers, to oversee the implementation and further development of the Housing Emergency Declaration Action Plan; and (3) that the Chief Officer – Housing and Employability will present an update report to the Housing and Communities Committee in November 2024. MOBILITY SCOOTER POLICY A report was submitted by the Chief Officer – Housing and Employability seeking approval for the introduction of mobility scooter guidance and to note the amendment to the tenancy agreement. After discussion and having heard the Chief Officer – Housing and Employability, the Housing Development and Homelessness Manager and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee agreed to approve the Mobility Scooter Guidance in Appendix 1 of the report. ANTI-SOCIAL BEHAVIOUR STRATEGY A report was submitted by the Chief Officer – Housing and Employability seeking approval for the revised Anti-Social Behaviour Strategy 2024 – 2027. After discussion and having heard the Chief Officer – Housing and Employability, in further explanation the Committee agreed:- (1) to note the content of the Anti-Social Behaviour Strategy 2024 – 2027; (2) to note the partnership approach and work to develop the Anti- Social Behaviour Strategy 2024 – 2027, which sets out the collective position to address unacceptable anti-social behaviour (ASB) throughout West Dunbartonshire Communities; and (3) to approve the Anti-Social Behaviour Strategy 2024 – 2027 and delegates the Chief Officer – Housing and Employability to publish and deliver the strategy in conjunction with key partners. FORMER TENANT WRITE-OFF'S A report was submitted by the Chief Officer – Housing and Employability seeking approval for the write-off of rent arrears for Quarter 1 of 2024/25 for former tenants. Page 11
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After discussion and having heard the Chief Officer – Housing and Employability, in further explanation and in answer to Members’ questions, the Committee agreed to approve the write-off of former tenant arrears accounts totalling £55,529.44. BUILDING SERVICES PROCUREMENT PROVISION UPDATE A report was submitted by the Chief Officer – Housing and Employability providing an update on tender requirements information for Building Services, seeking approval to continue with necessary procurement and tender processes and to allow subsequent award of the contract. After discussion and having heard the Chief Officer – Housing and Employability, in further explanation the Committee agreed:- (1) to note the contents of the report; (2) to approve the procurement processes to tender the requirements listed within the table in paragraph 4.2 of the report; and (3) to delegate approval to award contracts to successful bidders to the Chief Officer – Housing and Employability. GENERAL FUND HOUSING AND COMMUNITIES ACCOUNT TO PERIOD 3 (30 JUNE 2024) A report was submitted by the Chief Officer – Resources providing an update on the financial performance to 30 June 2024 (Period 3) of General Fund Revenue services under the auspices of the Housing and Communities Committee. Having heard the Chief Officer – Housing and Employability in further explanation the Committee agreed:- (1) to note the contents of this report showing the revenue budget forecast to overspend against budget by £0.159m (4.4%) at the year-end; and (2) to note the progress on efficiencies incorporated into budgets for 2024/25. HOUSING REVENUE BCR TO PERIOD 3 A report was submitted by the Chief Officer – Resources providing an update on the HRA revenue financial performance to 30 June 2024 (Period 3). After discussion and having heard the Chief Officer – Housing and Employability in further explanation the Committee agreed:- (1) to note the HRA revenue account forecasts an adverse variance of £0.082m. The adverse variance would be offset by using £0.082m of HRA reserves; Page 12
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(2) to note that the use of HRA reserves to address the projected adverse variance will lead to the closure of HRA reserves balance of £0.886m which is below the prudential target of £1.064m; and (3) to note that work continues to identify efficiencies across all areas of the HRA revenue account budget, to allow HRA reserves to replenished and maintained in line with the prudential target, while ensuring that services are delivered and that there is no corresponding reduction in service provision. HOUSING CAPITAL BCR TO PERIOD 3 A report was submitted by the Chief Officer – Resources providing an update on the HRA capital financial performance to 30 June 2024 (Period 3). After discussion and having heard the Chief Officer – Housing and Employability in further explanation the Committee agreed:- (1) to note the current position of the 2024/25 HRA capital budget and the HRA capital plan; (2) to note that in-year financial performance was monitored against a 2024/25 capital expenditure budget of £73.664m and a 2024/25 capital income budget of £10.003m; (3) to note that project life performance was monitored against a project life expenditure budget of £319.738m and a project life income budget of £54.577m; (4) to note that all projects are currently on track, regarding achieving the planned completion dates and delivering within the updated capital budget; and (5) to approve the procurement and award of the CCTV upgrade project by the Chief Officer – Housing and Employability, in consultation with the Procurement Manager, as set out in paragraph 4.4 of the report, to appoint the contractor of the returned tender, if the contract cost is within the approved budget and the tender is in line with normal tender parameters. The meeting closed at 11.59 a.m. Page 13
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April 24 to September 24 Total Crime 1 Crime Incidents Overall Dishonesty Domestic Abuse Incidents +6.2% +1.4% +15.4 +10.3 +18.9 -36.8%* Road Deaths and Serious Injuries -12.9%* Sexual Crime -996*PYTD +30*PYTD, +76*5YR AVG +13*PYTD, +161*5YR AVG +101*PYTD, +86*5YR AVG +71*PYTD, +138*5YR AVG +17*PYTD, +1*5YR AVG -7*on PYTD -275*PYTD Violent Crime Missing Counter Terrorism -23*PYTD -12.8%* -23*PYTD, -20*5YR AVG Common Assault -25.8% Housebreaking Disorder Complaints The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average -0.02% -6.8% ITEM 7a Page 15
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OFFICIAL SECTION PAGE NUMBER Introduction 2 Executive Summary 3 Demand Analysis 4 Acquisitive Crime 5 Public Protection 6 Road Safety 7 Serious Organized Crime 8 Violence 9 Antisocial Behaviour 10 Public Confidence - Complaints & Allegations 11 Introduction I am pleased to present this performance summary report to the West Dunbartonshire Housing Committee for its information and consideration. The Reporting Period for this report is cumulative for Quarters 1 and 2 of 2024/25, with available figures being shown from 1st April 2024 through to 30th September 2024. Please note that all data included in this report are management information and not official statistics. All data are sourced from Police Scotland internal systems and are correct as of date of publication. Unless stated otherwise numerical comparisons are against the previous year to date and the previous five year average for the same data period specified. Crimes and offences are grouped under recognised categories for statistical purposes. The Scottish Government defines these categories, as follows: Group 1 - Non Sexual Crimes of Violence Group 6 - Miscellaneous Offences Group 2 - Sexual Crimes Group 7 - Offences relating to motor vehicles Group 3 - Crimes of Dishonesty PYTD - Previous Year to Date Group 4 - Fire Raising, Malicious Mischief CYTD - Current Year to Date Group 5 - Other (pro activity) Crimes Page 16
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OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of September 2024, acquisitive crime shows the slight increase of 12 crimes compared to the same period last year. An increase in both shoplifting and mainly online social engineering fraud crime has continued to be offset by reductions in theft by housebreaking at residential properties and common thefts. Public Protection Group 2 sexual crimes have seen an increase of 19% with 107 crimes recorded compared to 90 at the end of September last year. This is largely due to a rise in the number of Rape crimes recorded from 16 to 31 crimes, albeit this has been attributed to an increase in non-recent reporting with more than half of all crimes being non-recent in nature. Road Safety & Road Crime There have been no fatal road traffic collisions within West Dunbartonshire at the end of Qtr. 2, which is a reduction from 1 in the same period last year. Road traffic collisions involving serious injuries have also reduced by over 30% from 18 to 12, and collisions involving slight injuries have decreased from 16 to 13. Serious Organised Crime At the end of September 2024 drugs supply crimes have seen an increase of 9.5% from 43 to 47 crimes while possession charges continue to see a reduction from 330 to 258. Across Argyll & West Dunbartonshire 12 persons linked to serious and organised crime (SAOC) have been arrested and £2,445,484 seized under the Proceeds of Crime Act 2002 (POCA). Violence & ASB At the end of September 2024, Group 1 crimes of violence have increased with 759 crimes compared to 690 the previous year to date. Anti-social behaviour (ASB) related crimes have risen from 596 to 689, due in part to the increased summer police patrols dealing with the greater visitor numbers equating to: breach of the peace (+39) and also an increase in detections of persons consuming alcohol within a public place (where appropriate bye laws exist (+37). 1. Acquisitive Crime 2. Public Protection 3. Road Safety & Road Crime 4. Serious Organised Crime 5. Violence & Anti-social behaviour WEST DUNBARTONSHIRE POLICING PRIORITIES 2023-2026 DEMAND ANALYSIS - * PYTD - PREVIOUS YEAR TO DATE CYTD - CURRENT YEAR TO DATE Page 17
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OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 5255 5254 Total number of incidents 14,682 13,686 The total volume of crimes and offences recorded within West Dunbartonshire has remained fairly consistent when compared to the previous year while the current figure is slightly above (+4.2%) the previous 5-year average. Crimes of violence (+10.3%), sexual crimes (+19%) and acquisitive crimes (+1.4%) continue to see an increase compared to the previous year and are currently above the previous 5-year average which is in line with the post-covid trajectory. Crimes against society such as drug and weapons offences have reduced by 1.2% with the current figure (809) also 4.8% below the previous 5-year average (850). Crimes relating to damage and reckless behaviour have also seen a reduction on last year from 503 to 484 (-19) crimes. Both positive reductions in offence types that have a serious negative impact on society. Page 18
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OFFICIAL ACQUISITIVE CRIME Shoplifting crimes have seen the highest increase among acquisitive crime (344 to 415) and remain above the previous 5-year average. This overall year-on-previous year increase has decreased from Q1 from 24% to 20.05%. Year to date, 27 more shoplifting crimes have been detected. This is in line with the national picture. At the end of September 2024, thefts of motor vehicles have increased from 28 to 39 crimes, while the current figure is also 29.1% above the previous 5-year average (30). Approximately 35% of crimes related to taking/driving a vehicle without consent of the owner, while a further 10 crimes involved thefts of motorcycles. The detection rate has increased by 4.9% from 46.4% to 51.3%. There has been an increase in fraud crimes at the end of Qtr. 2 from 102 to 125 crimes, which is above the 5-year average of 100. The increase is largely due to a rise in social engineering frauds (+10) and online market frauds (+10). Both crimes tend to be opportunist in nature. The detection rate for fraud crime is currently low at 8.8%, which is a reduction from 24% PYTD. Perpetrators of such offences generally are based out with the UK. Common thefts have seen a reduction compared to the PYTD from 248 to 241 crimes but remain above the 5-year average of 219. The detection rate has reduced by 7.3% from 31% to 23.7%. The Preventions Team at L Division continue to deliver on-line safety talks to all groups including those more vulnerable, elderly, via Women’s Aid & WD Carers etc. They have issued extensive guidance on both social media and in the hard copy newspapers in an attempt to reach all areas of society. Via our Youth Engagement Officers (YEO), we have put QR code- based posters in schools warning of the dangers of Sextortion type offences and the many pitfalls of being a perpetrator as well as a victim. A very significant individual offender responsible for a high volume of retail thefts, committed predominantly in Dumbarton, has now been identified and is currently remanded in custody for a substantial period of time. Testament to the work of the Town Centre Officers. The area and businesses in the Lomond Shores development were targeted during September, a total of 9 separate acquisitive crimes being committed. After a targeted policing operation, two males were identified and charged with these offences, both are now subject of home curfews which are being robustly policed. Page 19
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OFFICIAL The Victim Safeguarding Team established in the previous reporting period is proving to be very effective regarding victim safety. It is allowing victims that additional period of engagement with specialist officers when often historical crimes are being divulged allowing for enquiry to potentially submit a stronger case to COPFS. This will potentially increase crimes reported but for the correct reasons; by identifying and reporting crimes that may previously have gone unreported, this additional support will hopefully increase confidence in the police. The removal of the need for police officers to attend and speak with children residing within the WD Children’s Houses who have returned after being missing, became the accepted policy during this period, and has proved to be very successful, reducing demand on police resources while reducing the risk of any upset being caused to the children. Officers from the Preventions Team are now sitting on the Suicide Prevention Group and are involved in the implementation of a suicide prevention action plan for the area. At the end of September 2024, Group 2 crimes have increased by 18.9% (+17) compared to the same period last year. The increase is largely due to a rise in rape offences, the majority of which are historical reports, from 16 to 32 crimes, while sexual assaults have seen a reduction (-3). Approximately 88% of rape crimes occurred in a private place and 91% were committed by persons known to the victim. Similarly, around 66% of sexual assaults also occurred in a private place with 63% committed by persons known to the victim. Approximately 61% of rape crimes during this reporting period relate to non-recent reports, which is an increase from 55% PYTD. The detection rate for rape crime is currently at 51.6%, while the detection rate for sexual assaults has remained fairly consistent reducing slightly from 51.4% to 50% year on year. Crimes relating to indecent images/communications are currently unchanged compared to last year crimes with the majority being committed by strangers via online platforms. The number of domestic abuse incidents has increased by 15% compared to PYTD from 655 to 756. There has been a 2.7% increase in the crime/incident conversion rate from 47.9% to 50.7%, in 383 of these 756 incidents, a crime has been established. The total number of domestic crimes recorded has risen from 377 to 559 crimes as at the end of Qtr. 2. This shows on occasion, more than a single offence is identified per incident. A total of 156 missing person reports had been recorded by the end of September 2024, which is a reduction of almost 15% from 179 last year. PUBLIC PROTECTION Page 20
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OFFICIAL At the end of Qtr. 2, there have been no fatal road collisions in West Dunbartonshire, which is a reduction from 1 in the same period last year. Both serious and slight injuries have also reduced 33.3% from18 to 12 (-6) and 18.75% from 16 to 13 (-3) respectively. Offences relating to motor vehicles have also seen a reduction of 11.6% from 1485 to 1313 (-172), due to a decrease in speeding offences (-131) and unlawful use of motor vehicle offences such as using a motor vehicle without a test certificate and insurance offences (-133). Crimes such as drink/drug driving offences (+33) and vehicle defect offences (+48) have seen slight increases compared to PYTD. Road Traffic Casualties 2023/24 2024/25 Number of persons killed on our roads 1 0 Number of persons seriously injured 18 12 Number of persons slightly injured 16 13 Number of children seriously injured 0 0 The Roads Policing Unit (RPU) based at Dumbarton continue to provide high visibility patrols across the road network covering the main arterial and local road infrastructure. It is believed this policing activity is responsible for the decrease in speeding offences while the increase in drink & drug driving offences and also defect related offences evidences the pro-active policing style of these officers removing dangerous drivers and vehicles from the roads to the benefit of all. The RPU are currently assessing the recent recommendations from the HMICS Inspection of Road Policing to best implement changes to further improve the service being provided. Through the summer months the RPU continued to support the road safety campaigns through the national calendar of activity. This included drink / drug driving, speeding and mobile phones in July and child safety as the children returned to school. They increased road patrols to deal with the increased volume of traffic in the area during the summer months, educating drivers and enforcing the law as appropriate. The National Motorcycle Unit provided support during this period to engage with the large number of motorcyclists over the summer both visiting and passing through the area. On the 25th of August, the Preventions Team, working in partnership with SFRS, West Dunbartonshire Council and The Institute of Advanced Motorists (IAM) staged a Road-Smart event at the West Dunbartonshire offices at Church St. The event involved members of the public either having pre-booked an appointment, or attending on the day, being given a general safety brief and advice around driving styles and standards followed by a supervised drive, in their own vehicle, with a qualified IAM assessor. After driving a pre-agreed route, the assessor provided feedback on driving style and habits to the driver and offered advice on possible adjustments that could improve safety and driving standards. Participants who were younger or less experienced, also took part in a Virtual Reality (VR) headset driving experience where, via the VR headset, they were the passenger in a vehicle that was involved in an accident and they literally had a front seat view of the potential consequences of being distracted at the wheel and some idea of what it is like to be involved in a heavy impact crash. The team are currently planning similar school-based inputs delivered to driving aged children, and those of an age who may be passengers in vehicles, in an attempt to prevent and lower the likelihood of young drivers being involved in road accidents. ROAD SAFETY AND ROAD CRIME Page 21
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OFFICIAL Across Argyll & West Dunbartonshire, 12 persons linked to serious and organised crime have been arrested and £2,445,484 has been seized under POCA since 1st April 2024. At the end of September 2024, drug supply charges have increased 9.3% from 43 to 47 crimes and is also slightly above the previous 5-year average (45). Drug possession charges have seen a reduction of 21.8% from 330 to 258. Detective Inspector Lavery has taken charge of the Serious & Organised Crime Team with a focus on targeting Serious & Organised Crime Groups (SOCG) within the Division by working alongside partners such as Trading Standards, Licensing etc in targeted operations to disrupt the criminal activities of these illegal and exploitive enterprises. The figures showing drugs supply crimes having increased from 43 to 47 is testament to the work of this department and the Community Policing Teams who are executing warrants regularly. Such detections can, on occasion, be the result of weeks or months of detailed planned intelligence led operations to identify and apprehend those involved in the supply of controlled drugs. This work is further evidenced by the fact that Across Argyll & West Dunbartonshire 12 persons linked to serious and organised crime (SAOC) have been arrested and £2,445,484 seized under the Proceeds of Crime Act 2002 (POCA). A very substantial amount of money that will impact on current and planned future criminal activity. Police Scotland have re-launched the Custody Referral Scheme to offer every person in police custody, who require it, the opportunity to be referred to a support agency for drugs or alcohol dependency which may have had a bearing on their behaviour resulting in the arrest. We are facilitating phone or possibly face-to-face consultations, depending on the time of day and availability of staff. We are seeking to provide an appropriate, non-police, counsellor the opportunity to engage with the individual in an attempt to divert that person into counselling to reduce the chance of re-offending while also improving the individual’s health and contribution to society. Every person consenting will be referred by email for subsequent consultation if face- to face interaction is not appropriate for any reason. Reducing the number of people addicted to alcohol and / or drugs is the overall goal, doing so will reduce offending and re-offending stats. SERIOUS & ORGANISED CRIME Page 22
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OFFICIAL VIOLENCE & ANTI-SOCIAL BEHAVIOUR A substantial volume of violent crime is being committed within private dwellings which reduces potential impact from increased police presence in certain areas. We are maximising our visible uniformed presence in any areas identified through analytical work as being more likely to be the location for ASB and / or violence. To date, our officers have conducted 439 searches of individuals for weapons, drugs, stolen property and other items utilising the appropriate legislation while ensuring any search is proportionate and necessary. From these searches, 30.3% have been positive which equates to 133 offences. The increase in the detection rate for robberies to 71.4% highlights the efforts and focus being given to this serious offence. Officers are utilising all appropriate strategies and investigation techniques to ensure we identify and report as many individuals involved in these crimes as possible. Youth Engagement Officers continue to deliver inputs to the youths around personal safety and the negative impact on the community of ASB. Levels of violence in West Dunbartonshire have increased by 10.3% from 688 to 759 (+71) crimes. Just over half of all crimes took place in a private place and 40% of public space crimes were committed by persons known to the victim. Robberies have increased from 15 to 21 crimes, 14 of which occurred in a public place (10 on a public street and 4 at commercial premises). The remaining 7 crimes occurred within a residential premise. Twelve robberies were committed by persons known to the victim and 9 were committed by strangers. The detection rate for robbery has increased from 53.3% to 71.4%, which equates to an additional 7 crimes being detected year on year. Serious assaults have also seen a slight increase from 37 to 44 crimes with crimes being largely spilt 60/40 in terms of public/private space and 66% were committed by persons known to the victim (2 were domestic related). Approximately 45% of crimes were committed with the victim and/or offender being under the influence of alcohol/drugs or both and half of all crimes involved the use of a weapon. The detection rate has remained fairly consistent from 64.9% to 65.1%. Page 23
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OFFICIAL Common assaults have increased slightly by 6.2% from 487 to 517 and are currently above the 5-year average (441), while common assaults on police and emergency workers have reduced by 5% compared to PYTD. Common assaults were largely spilt 50/50 in terms of public and private space loci. In 47% of public space crimes, offenders were known to victims. The detection rate for common assaults overall has reduced marginally from 57.7% to 55.5%. Across the recording period the number of ASB related calls to Police Scotland has reduced by approx. 12.3% compared to last year. Group 6 crimes, which include ASB related offences have increased by 16% with 689 crimes recorded compared to 594 PYTD, however the current figure remains 1.2% below the previous 5-year average (698). VIOLENCE & ANTI-SOCIAL BEHAVIOUR The 5% reduction in assaults on emergency workers is very pleasing, daily briefings are providing advice and warnings to police officers of violent offenders who have, or have made, threats to assault police officers, other emergency workers and staff. This allows officers attending specific addresses, or when dealing with known individuals, to approach situations in the appropriate manner to best protect themselves, colleagues and other members of the public from violent behaviour. Being assaulted is not part of being an emergency worker. The Preventions Team which includes a full-time ASB disclosure officer continue to monitor and collate ASB on a daily basis sharing with all partners involved in the provision of housing. The team are conducting joint visits to individuals who are repeatedly appearing on ASB lists to reduce the prospect of escalation. Our Disclosure Officer has made nearly 300 disclosures during 2024 to housing providers and West Dunbartonshire have successfully applied for, and been granted, four ASB Orders against individuals this year. Restrictions placed on individuals via these orders restrict the likelihood of them being involved in ASB and also increase the police powers to act when an order is breached. We continue to work daily with partners to reduce ASB which continues to show a reduction both against the previous year and against the 5-year average. Page 24
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OFFICIAL PUBLIC CONFIDENCE: COMPLAINTS & USER SATISFACTION Overall satisfaction with Police Scotland Police Scotland were in the top five for highest volume of 999 calls received across the UK Police Forces. Average speed of answer for the month of July 2024 was 81% of calls answered within 10 secs. Average Speed of Answer UK Police Scotland 999 Calls 1,091,845 66,288 ASA 9.47 secs 11.26 secs <10s 85.52% 81.1% 10-60s 12.03% 15.9% >60s 2.09% 3.00% Total of 290 responses Chief Inspector Kirsten McLatchie retained an overview of all local policing activity in West Dunbartonshire as Local Area Commander during this reporting period. We have another 10 new Probationary Officers commencing duty on Monday 4th of November in the division who will be followed by a further 5 in December and 10 early in 2025. A substantial resource increase across the estate. User Satisfaction results show that locally, public confidence levels remain high within Argyll and West Dunbartonshire with overall satisfaction levels at 69%, which remains in line with the position in 2022/23. 69% Satisfied/Very Satisfied Page 25
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West Dunbartonshire Performance Report Q2 - 1st July 2024 - 30th September 2024 Annick ITEM 7b Page 27
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West Dunbartonshire Performance Report Table of Contents Local Fire and Rescue Service Plan Priorities 3 WestDunbartonshire Activity Summary 4 Domestic Safety - Accidental Dwelling Fires 5 Domestic Safety - Accidental Dwelling Fire Casualties 6 Unintentional Injury and Harm 7 Deliberate Fire Setting 8 Non-Domestic Fire Safety 9 Unwanted Fire Alarm Signals 10 S 2Page 28
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4 0 5 13 1 8 7 1 2 17 2 26 7 0 1 10 0 3 4 0 0 5 0 2 5 3 2 16 0 7 2 0 0 3 0 5 29 4 10 64 3 51 0% 300% 100% 14% -57% 0% -2% 40% -4% -18% -20% -31% 1% 57% 28% 18% 12% 13% Accidental Dwelling Fires Accidental Dwelling Fire Casualties Non- Domestic Fire Safety Unwanted Fire Alarm Signals Unintentional Injury and Harm Deliberate Fire Setting Local Fire and Rescue Service Plan Priorities Year on Year Change 3 Year Average Change 5 Year Average Change Clydebank Central Clydebank Waterfront Dumbarton Kilpatrick Leven Lomond Total Incidents The Local Fire and Rescue Service Plan has been developed to set out the priorities and objectives within West Dunbartonshire and allows our local authority partners to scrutinise the performance outcomes of these priorities. We will continue to work closely with our partners in West Dunbartonshire to ensure we are all “Working Together for a Safer Scotland” through targeting risks to our communities at a local level. The plan has been developed to complement key partnership activity embedded across West Dunbartonshire`sCommunity Plan and associated Delivery and Thematic plans. Through partnership working we will seek to deliver continuous improvement in our performance and effective service delivery in our area of operations. The Local Fire and Rescue Plan for West Dunbartonshireidentified six areas for demand reduction and is subject to regular monitoring and reporting through the Police & Fire and Rescue Committee. A summary of the priorities and current activity is detailed below with further detail and analysis contained within this performance report. About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. * Regarding 3 Year Average and 5 Year Average percentages. These values indicate the percentage change between the current 3 or 5 year average and the previous 3 or 5 year average. The value does not reflect the difference between the current quarter against the 3 or 5 year average. Activity levels have reduced by more than 5% Activity levels have reduced by up to 5% Activity levels have increased overall 3Page 29
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West Dunbartonshire Activity Summary 2020/21 2021/22 2022/23 2023/24 2024/25 122 156 138 105 111 62 87 74 68 69 158 216 176 137 132 342 459 388 310 312Total Incidents All Special Services All False Alarms All Fires 0 100 200 300 400 500 2020/21 2021/22 2022/23 2023/24 2024/25 Total Incidents All Fires All Special Services All False Alarms 35% 19% 46% 36% 22% 42% All Fires All Special Services All False Alarms Incidents by Classification Annual Average 5 Year Average 16.35% 12.82% 11.86% 10.58% 10.58% 9.29% 8.01% 2.88% 2.88% 1.92% 1.60% 1.60% 1.60% 1.28% 1.28% False Alarm (UFAS) False Alarm (Good Intent) False Alarm (Dwelling) Outdoor Fire Dwelling Fire Refuse Fire Special Service - Effecting entry/exit Special Service - RTC Vehicle Fire Special Service - Assist other… Special Service - Removal of… Special Service - Lift Release Special Service - Flooding Special Service - Other… Other Building Fire Top 15 Incident Types by % of Total Incidents West Dunbartonshire OperationalTrends 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 111 fires primary & secondary special services69 false alarms 132 -4% totalnumber of incidents 312 1% 6% fire & non-fire casualties 14 100% economiccost of ufas incidents £100,470 Activityby Time of Day 1% (6) (1) (-5) (2) (7) 4Page 30
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0% -2% 1% Year on Year 3 Year Average * 5 Year Average * Main Source of Ignition Domestic Safety - Accidental Dwelling Fires Domesti Detection Present 79.3% 82.6% Detection Actuated Calls Made via Linked Alarms 75.9% 16 3 3 3 2 Cooking appliance Electricity supply Not known Smoking Related Other domestic style appliance23 31 26 29 29 2020/21 2021/22 2022/23 2023/24 2024/25 44.8% 24.1% 51.7% 62.1% No FirefightingAction Direct Firefighting Heat/SmokeDamage Only Nofire Damage Alcohol/Drug Impairment 13.8% Distraction 37.9% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 13.8% Clydebank Waterfront 24.1% 24.1% Dumbarton Kilpatrick Leven Lomond 13.8% 17.2% 6.9% Clydebank Central Performance Summary AccidentalDwelling Fires to Date Main Source of Ignition Accidental Dwelling Fires by Time of Day Severity of Accidental Dwelling Fires Human Factors Automatic Detection & Actuation AccidentalDwelling Fires Activity by Ward (% share) (4) (7) (7) (4) (5) (2) (13) (7) (15) (18) (11) (4) (23) (19) (22) 5Page 31
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300% 40% 57% Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fire Casualties Overcome by gas, smoke or toxic fumes, 75.0% 25.0% 0.0% 0.0% 0.0% Breathing Difficulties (Other) 0 1 0 0 0 1 0 1 1 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 25% Female 75% 2 2 2 1 4 2020/21 2021/22 2022/23 2023/24 2024/25 Clydebank Central 0.0% Clydebank Waterfront 25.0% 0.0% Dumbarton Kilpatrick Leven Lomond 0.0% 75.0% 0.0% Unintentional Injury or 01 02 03 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 First Aid at Scene Hospital -Serious Injuries Hospital-Slight Injuries Fatality Performance Summary Fire Casualties by Time of Day AccidentalDwelling Fire Casualties Year to Date Nature of Injury Extent of Harm Age / Gender Profile Accidental Dwelling Fire Casualties by Ward (% share) (0) (1) (0) (0) (3) (0) (4) (0) (0) (0) 25.0% S 6Page 32
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100% -4% 28% 5 Year Average Year on Year 3 Year Average Unintentional Injury or Harm Cuts/Lacerations Not known Other Head injury Back / Neck injury (spinal) Collapse 20.0% 20.0% 20.0% 20.0% 10.0% 10.0% 0 0 1 4 3 0 0 2 0 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 80% Female 20% Clydebank Central Clydebank Waterfront 20.0% 10.0% Dumbarton Kilpatrick Leven Lomond 0.0% 20.0% 0.0% 50.0% Road Traffic Collision Water Rescue Assisting Other Agencies 30.0% 0.0% 70.0% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00 First Aid at Scene Hospital -Serious Injuries Hospital -Slight Injuries 20.0% 10.0% 20.0% Fatality 40.0% 11 11 9 5 10 2020/21 2021/22 2022/23 2023/24 2024/25 Deliberate Performance Summary Non-Fire Casualties Year to Date Non-Fire Casualties by Time of Day Nature of Injury Extent of Harm Non-FireEmergency Activity Age / Gender Profile Non-FireCasualties by Ward (% share) (5) (2) (1) (0) (2) (0) (0)(3) (4) (2) (2) (1) (7) S 7Page 33
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14% -18% 18% Year on Year 3 Year Average 5 Year Average Deliberate Fire Setting Clydebank Central Clydebank Waterfront 26.6% 15.6% Dumbarton Kilpatrick Leven Lomond 7.8% 25.0% 4.7% 20.3% 87 111 94 56 64 2020/21 2021/22 2022/23 2023/24 2024/25 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 0.0% 17.2% 17.1% 14.9% 16.1% 15.6% 0.0% 82.8% 82.9% 85.1% 83.9% 84.4% 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 Primary Secondary 4 1 5 0 Other Buildings Dwellings Vehicles Other Primary 27 27 Refuse Other Secondary 342 459 388 310 312 72 92 80 47 54 0 200 400 600 0 200 400 600 2020/21 2021/22 2022/23 2023/24 2024/25 All Incidents Deliberate Secondary Fires Non Performance Summary Deliberate Fires Year to Date Deliberate Firesby Time of Day Deliberate Firesby Classification Primary Fire Ratio by Activity Type Secondary Fire Ratio by Activity Type Deliberate Fires Compared to Operational Activity Deliberate Fires by Ward (% share) (13) (17) (10) (5) (16) (3) 8Page 34
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-57% -20% 12% Year on Year 3 Year Average 5 Year Average Non Domestic Fire Safety 5 7 6 7 3 2020/21 2021/22 2022/23 2023/24 2024/25 Clydebank Central Clydebank Waterfront 66.7% 0.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 0.0% 33.3% 67% 33% Accidental Deliberate Not Known 33.3% 33.3% 33.3% 66.7% No FirefightingAction Direct Firefighting Heat/SmokeDamage No FireDamage 1 1 1 Hospitals and medical care, Hospital Residential Home, Nursing/Care Residential Home, Retirement/Elderly Unwanted 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00Performance Summary Non-Domestic Fires Year to Date Non-Domestic Firesby Time of Day Non-Domestic Fires by Nature of Origin Non-Domestic Fires by Ward (% share) Severity of Non-DomesticFires Non-Domestic Fires by Premises Type (1) (2) (0) (0) (0) (0) (1) (1) (1) (2) 9Page 35
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0% -31% 13% 5 Year Average Year on Year 3 Year Average Unwanted Fire Alarm Signals 82 144 101 51 51 2020/21 2021/22 2022/23 2023/24 2024/25 Clydebank Clydebank Waterfront 51.0% 5.9% Dumbarton Kilpatrick Leven Lomond 3.9% 13.7% 9.8% 15.7% 18 12 9 3 2 Residential Home, Children's Residential Home, Nursing/Care Hospitals and medical care, Hospital Other Residential, Hotel/motel Other Residential, Sheltered Housing - not self contained 16% UFAS Percentage Against all Incidents UFAS Percentage Against all False Alarms 39% Human Influenceand Alarm Activations 33.3% 0.0 1.0 Mon Tue Wed Thu Fri Sat Sun 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 Performance Summary Unwanted Fire Alarm Signals Year to Date Unwanted Fire AlarmSignals by Ward (% share) Unwanted Fire Alarm Signals by Time of Day Unwanted Fire Alarm Signals- Top 5 Premises Unwanted Fire Alarm Signals Activity Ratios Average UnwantedFire Alarm Signals per Day (312) (17) (8) (26) (3) (2) (7) (5) (132) 10Page 36
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing and Employability Committee: Housing and Communities Committee 20 November 2024 Subject:Housing and Employability Delivery Plan 2024/25 mid–year Progress 1 Purpose 1.1 This report sets out the mid -year progress of the Housing and Employability Delivery Plan 2024/25. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved. 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. 3.2 The Housing and Employability Delivery Plan 2024/25 was presented to Housing and Communities Committee on 1 May 2024 with a commitment to report mid-year and year-end progress in November 2024 and May 2025 respectively. 4 Main Issues 4.1 Appendix 1 details the progress at this mid-year point. 4.2 The Delivery Plan for 2024/25 was supported by an action plan of activities to be delivered over the year. At this mid-year point, one of the 27 actions have been completed, 26 are progressing as planned and are anticipated to be completed by 31 March 2025. Appendix 1 details the progress on delivery of this action plan. 4.3 Also included in the plan are 31 performance indicators which measure progress across key areas and link to the Strategic Plan 2017-2022. 24 of the performance indicators are monitored on a quarterly basis. Performance for each quarter is summarised below, based on all data available at this time. Appendix 1 details the progress for performance where target was missed. PI Status Q1 Q2 Target met or exceeded 16 14 ITEM 8 Page 37
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Target narrowly missed 4 6 Target significantly missed 4 3 Not applicable 1 Total No. of available PIs 24 24 4.4 Significantly missed targets relate to the following PIs: Properties returned from repairs within target Average time (in days) to inspect and repair empty homes Average length of time (in hours) to complete emergency repairs Average time taken (in days) to complete non – emergency repairs 5 People Implications 5.1 There are no direct people implications arising from this report. 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 Housing and Employability 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 and approved. 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: Peter Barry Page 38
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Service Area: Housing and Employability Date: 22nd October 2024 _____________________________________________________________ Person to Contact: Nicola Docherty nicola.docherty@west-dunbarton.gov.uk Appendices: Appendix 1: Housing and Employability Delivery Plan 2024/25 – mid-year progress of Actions & PIs Background Papers: Housing and Employability Delivery Plan 2024/25 – Housing and Communities Committee, 1 May 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 39
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H&E Delivery Plan Mid-Year Progress 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner Number of incidents directed to Police by Public Space CCTV team 261 100 231 100 Mid-year target exceeded. Nicola Pettigrew % of anti-social behaviour cases resolved 85.9 % 85% 104.7 % 96% Mid-year target exceeded. Nicola Pettigrew % of Public Space CCTV cameras that are operational 76.6 % 85% 88.3 % 85% Target narrowly missed for mid-year position. Despite this, quarter two saw a marked improved improvement over the last few quarters. We have appointed a contractor to carry out the upgrade works to full CCTV network. This will see new and improved state of art technology and increased camera provision throughout WDC Nicola Pettigrew ITEM 8- APPENDIX 1 Page 40
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Action Status Progress Due Date Note Owner Implement second phase of CCTV equipment and infrastructure modernisation and improvements 31-Mar- 2025 This action is progressing well and anticipated to be completed by year end. To date we have finalised costings with BT and gained approval at Housing and Communities Committee in August and contract with BT has been signed. We have confirmed with WDTRO every 2nd landing to have CCTV. Our focus for the remaining year is to commence the approved upgrades. Nicola Pettigrew Objective 2. Our residents health and wellbeing remains a priority Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner % of Youth Homelessness levels in West Dunbartonshire 18.6 % 20% 20.1 % 20% Mid-year target met. Despite narrowly missing target in Q2, we have seen both a reduction in youth homelessness presentations and a reduction in level of youth homelessness from 23% in 2023/24. John Kerr Action Status Progress Due Date Note Owner Develop and introduce a new preventative focused housing access system 31-Mar- 2025 This action is progressing well. To date we have developed the initial proposal as part of the Housing Options service redesign and are working on the proposal for the new housing access system in response to the housing emergency declaration and preparation John Kerr Page 41
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Action Status Progress Due Date Note Owner for homeless prevention duty. The Housing (Scotland) Bill was introduced in the Scottish Parliament on 26 March 2024 however we require clarity in terms of implementation date to allow us to proceed with this action. Objective 3. Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Deliver new tenant participation strategy 31-Mar- 2025 This action is progressing well and anticipated to be completed by year end. To support the development of the tenant participation strategy, tenant consultations were carried out from May to September, responses have been used to shape priority areas in the draft strategy action plan. John Kerr 2. Our Environment Objective 6. Our neighbourhoods are sustainable and attractive Page 42
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Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner Tenancy Sustainment Levels within Housing First 100% 90% N/A Target exceeded in quarter 1, no further Housing First tenancies were created in Q2 of 2024/25. John Kerr; Stefan Kristmanns Average length of time to re-let properties 28.9 30 27.6 30 Mid-year target exceeded. Nicola Pettigrew The number of incidences of youth homelessness in West Dunbartonshire is reduced 49 70 48 70 Mid-year target exceeded. We will continue to monitor trend information and deliver the key objectives within our Rapid Rehousing Transition Plan to ensure we tackle youth homelessness in West Dunbartonshire effectively. John Kerr % of council dwellings that meet the Scottish Housing Quality Standard 61.2 % 56.7 % 70.7 % 62.2 % Mid-year target exceeded. Alan Young Action Status Progress Due Date Note Owner Ensure compliance with tenant safety standards (e.g. EICR, Gas safety, Mould & Dampness) 31-Mar- 2025 This action is progressing well and anticipated to be completed by year end. To date we have carried out a self-assessment to assess compliance with Housing regulator standards. Over the remaining year we will develop a funding and delivery model in conjunction with the rent setting exercise and implement necessary Martin Feeney; John Kerr Page 43
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Action Status Progress Due Date Note Owner measures to ensure compliance around tenant safety standards. Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31-Mar- 2025 This action is progressing well and on track to be completed at year end. The Capital Investment programme for 24-25 continues to progress and contribute to SHQS compliance. Alan Young Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing (EESSH). 31-Mar- 2025 This action is progressing well and on track to be completed at year end. The Capital Investment programme for 24-25 continues to progress EWI and contribute to EESSH compliance. Alan Young Develop and introduce a wider national rented home strategy 31-Mar- 2025 This action is progressing well. To date we have responded to the publication of The Housing (Scotland) Bill and reported back to the Housing Bill steering group. Over the remaining year we will focus on carrying out a needs analysis and consultation to prepare our strategy ahead of presenting to committee for agreement. John Kerr Develop approach to the new Social Housing Net Zero Standard 31-Mar- 2025 This action has progressed well. The Social Housing Net Zero Standard will set out the regulations for how social landlords heat residential properties, as well as how energy efficient the buildings need to be. To date we have provided a response, agreed through the Better Homes Board, to the Scottish Government consultation. Publication of the standard is currently unknown which may impact on this agreed action. John Kerr Deliver on the More Homes Programme 31-Mar- 2025 This action is progressing as planned. To date we have agreed a new revised programme with the Scottish Government. In the second half of the year, we will focus John Kerr Page 44
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Action Status Progress Due Date Note Owner on developing and agreeing the new Strategic Housing Investment Plan and completing the Clydebank East housing development. Deliver new Housing Asset Management Strategy 31-Mar- 2025 This action is progressing as planned. To date we have carried out a review of the current strategic requirements and have updated the Better Homes Board. In the second half of the year, we will focus on completing a housing stock modelling exercise, strengthen the resource requirements to deliver on our ambitions and deliver the new Housing Asset Strategy, with Committee approval. John Kerr Assess requirement for declaration of housing emergency within West Dunbartonshire. 31-Mar- 2025 This action is progressing as planned and anticipated to be completed by year end. The Housing and Communities Committee declared a Housing Emergency on 1st May 2024, in response we have developed the Housing Emergency Declaration Action Plan, identifying key priority areas to be addressed over the coming year; this was approved by the Housing and Communities Committee in August 2024. Ongoing monitoring of the action plan will be overseen by the Housing Emergency Project Board and will be reported on a quarterly basis to Committee. John Kerr Refresh our Strategic Housing Investment Programme (SHIP) 31-Mar- 2025 This action is progressing well and is anticipated to be completed by year end. To date we have reviewed our resources; this was updated to members in August ‘24. Over the remaining year we will focus on developing the new SHIP and delivering the refreshed programme. John Kerr Implement digital improvement for housing operations (mobile app) 31-Mar- 2025 This action is progressing well and anticipated to be completed by year end. To date we have reviewed Nicola Pettigrew Page 45
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Action Status Progress Due Date Note Owner usage of the mobile app to ensure compliance with the mobile app. We completed demonstrations to all housing operations team on rent insights; with further roll out of the rent insights commencing in September. We have identified key tasks for the remaining year and over the remaining year we will implement key tasks by identified priority area. Implement digital improvement for housing operations (self serve portal) 31-Mar- 2025 This action is progressing well. To date we have focused on exploring the potential for automating a range of housing processes, including housing applications, medical applications. We anticipate a number of these automations going live in late November 2024 and that the action will be completed by year end. Nicola Pettigrew Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. 03-Oct- 2024 To ensure citizens expectations and service standards are met we have identified key priority areas within the Building Services Improvement Plan, where progress is reported to the Building Service Board. We will continue to monitor customer satisfaction to assess the impact of the improvements. Martin Feeney Page 46
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver medical adaptations in agreed target timescales This is monitored to ensure target timescale of 79 days average for housing medical adaptations is adhered to ensure satisfaction with the service and support those in need of this service. 21-Oct- 2024 Q1, Q2 Continues with good in- year progress and continuing to clear legacy jobs helping to improve the overall position. Average days performance continues to improve and slightly over target for Q1 (47 days) & on target for Q2 (44 days) On track overall for improvement and reducing risk. Alan Young Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at risk of the intervention powers of the Scottish Housing Regulator 21-Oct- 2024 Assessment remains as previous, however risk concerns have been identified and included within the Councils Annual Assurance Statement which was submitted to the Housing Regulator in August 2024. John Kerr Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities we will be unable to adequately meet housing needs due to rising costs and reduction in funding. 21-Oct- 2024 Assessment upgraded and linked to the housing emergency declaration 2024. Key aspect of housing emergency action plan is to accelerate homeless prevention activities in advance of homeless prevention duties as noted in the current Housing Bill. John Kerr Page 47
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. 21-Oct- 2024 No change to risk score, programme for investment and upgrades to council housing continues into 24-25 and a further five year programme to 28-29. Alan Young 3. Our Economy Objective 8. We will support our residents to access employment and training opportunities Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner Value (£) of debt managed £358, 210 £300, 000 £282, 259 £300, 000 Mid-year target exceeded. Despite performance at quarter 2 narrowly missing target, performance is on track at the mid-year point. Stephen Brooks Number of local people entering employment through Working 4U 131 104 102 104 Mid-year target exceeded. Despite performance at quarter 2 narrowly missing target, performance is on track at the mid-year point. Stephen Brooks Number of local people entering education or training 243 162 476 259 Mid-year target exceeded. Stephen Brooks Page 48
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Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner Number of local people gaining a full qualification 303 228 274 128 Mid-year target exceeded. Stephen Brooks Action Status Progress Due Date Note Owner Review the current CLD Plan and compile a new plan for the 2025 – 2028 planning period. 31-Mar- 2025 This action has been successfully completed. The CLD plan 24-27 has been produced by the CLD Strategic Group and will be published online by the end of October 24. Action plans for Youth Alliance, Adult Learning Partnership and Community Development Alliance have been developed and agreed with key stakeholders for the duration of the new 3 Year CLD Plan. Stephen Brooks Continue to develop access to welfare rights and debt management services 31-Mar- 2025 This action is progressing well and in track to be completed by year end. The new triage process introduced is working effectively with residents and agencies referring to the welfare rights and debt teams being contacted within 2/3 working days. Number of referrals remains high with the servicer continuing to highlight the support on offer within West Dunbartonshire. Stephen Brooks Continue to provide access to employability services 31-Mar- 2025 This action is progressing well and in track to be completed by year end. Working4U continues to develop and deliver employability services which meet the needs of residents with barriers to accessing work as well as offering in-work support. Through the Strategic Employability Group funding for delivery of employability Stephen Brooks Page 49
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Action Status Progress Due Date Note Owner services from partners has been commissioned for 24/25 and provision focuses on parents, vulnerable young people, economically inactive people, people with disabilities including mental health, community justice service users, ethnic minorities and those who are long term unemployed. Continue to provide access to community-based learning opportunities 31-Mar- 2025 This action is progressing well and in track to be completed by year end. The Adult Learning team are working with West College Scotland to deliver a range of SQA courses in the local community. English for Speakers of Other Languages remains in high demand as new Scots settle in West Dunbartonshire. Literacy and digital learning continues to meet the needs of residents. Multiply funding is being used with partners to develop and enhance the numeracy skills of service users as well as enabling access to core skills qualifications in numeracy and maths. Youth focussed learning is offered through the Thrive and Ready to Thrive programme for vulnerable young people who require support with their personal development. Stephen Brooks Objective 9. We will work with partners to support economic development to deliver increased prosperity for our area Page 50
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Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner Total Value (£) of Income Generated £2,78 5,087 £1,30 0,000 £2,25 3,291 £1,30 0,000 Mid-year target exceeded. Stephen Brooks Number of local people receiving support through Working 4U 2,046 1,534 2,349 1,700 Mid-year target exceeded. Stephen Brooks Action Status Progress Due Date Note Owner Develop a new employability partnership action plan 31-Mar- 2025 This action is progressing well and in track to be completed by year end. The Strategic Employability group chaired by W4U Manager continues to meet to shape employability services for West Dunbartonshire which are responsive to the needs of service users and within the funders eligibility criteria. Strategic Partners are commencing discussions on a new 3 Year Employability Plan – based on key performance indicators and self-evaluation. Annual Action Plans for No one left behind (NOLB) have been submitted to Scottish Government for 24/25. For UK Shared Prosperity Fund (UKSPF) the delivery plan is monitored and reported to the Glasgow City Region. Skills Development Scotland Quality Action Plan has been submitted and approved for the Modern Apprenticeship and Foundation Apprentice programmes. Stephen Brooks Page 51
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Action Status Progress Due Date Note Owner Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar- 2025 This action is progressing well and in track to be completed by year end. Our Employer Engagement team continues to work with green employers to identify their needs addressing various issues such as recruitment; grants; work placements; upskilling; and advice. A Business Breakfast took place on 27th June. This was a joint event with Business Gateway to provide additional advice and guidance on business funding and to build partnerships with new employers, with a strong focus on the green sector. In 2023/24 Working4U supported green sector employers to fill 25 vacancies, roles included a Net Zero Coordinator, Loft insulation Installer and Recycling Operative. Stephen Brooks Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31-Mar- 2025 This action is progressing well and in track to be completed by year end. A Child Poverty event was hosted to share information about the range of services working to tackle poverty and its impacts in West Dunbartonshire. Working4U worked in partnership with the Improvement Service to undertake a self-evaluation on partners knowledge of the impact of Child Poverty and the accessibility of services to support families locally. The Family Prosperity network (FPN) has been established. The self-evaluation findings and recommendations and seven improvement statements identified through the analysis of the survey responses are to be discussed and agreed at the new FPN. Child Poverty report is near completion with final review imminent. Stephen Brooks Page 52
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to respond to child poverty legislation will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost The Local Child Poverty Plan sets out what we will do to respond to child poverty, failure to respond will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost 21-Oct- 2024 We have established a process for developing the local child poverty report and will undertake a self-evaluation to assess the effectiveness of our approach. The self-evaluation will inform future developments Stephen Brooks The cost of living crisis will lead to a substantial demand for access to welfare/debt support services. We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we receive appropriate referrals who can benefit from our support. 21-Oct- 2024 We have reviewed our processes for dealing with referrals and carrying out assessments. This emphasises the need to respond quickly to those most in need while directing those with lower levels of need to appropriate partner and alternative sources of support. Stephen Brooks 4. Our Council Page 53
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Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Workforce Planning: 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- 2025 This action is progressing well. The management teams within Housing and Employability have been encouraging teams to update HR profiles to ensure accurate recording of the diversity profile of the team. Wellbeing continues to be a focus of the service ensuring employees are aware of the range of supports available to them through regular promotion of wellbeing supports and workforce updates. In addition, absence management is a key focus area and use of the Council console tool has been promoted to support managers to ensure absences are being managed well in areas such as timely return to work meeting where appropriate. Peter Barry Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2025 This action is progressing well. The management teams within Housing and Employability have focused attention on areas such as Building Services and Housing Operations. Reviewing recruitment and retention of key roles to ensure efficiencies and key projects are supported such as housing team leader, void management and income generation posts will continue to be the focus over the remaining year. Peter Barry Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and 31-Mar- 2025 This action is progressing well. The management teams within Housing and Employability have been exploring opportunities for efficiencies across a range of functions. The focus in the first half of the year has been to review spending on HRA and identify efficiencies and to review Peter Barry Page 54
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Action Status Progress Due Date Note Owner establish opportunities for efficiencies staffing structures to ensure they are efficient and compliant with the WDC standard operating model taking into consideration future service needs. In addition, technology efficiencies such as automation of functions has been reviewed and implemented and a training program to support use of environmental sensors has been introduced. Work will continue over the remaining year to implement any identified efficiencies. Workforce Planning: Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2025 This action is progressing well. The management teams within Housing and Employability have thus far focused attention on reviewing succession planning within services and ensuring skill transfer and upskilling of key roles. Scoping exercises for future skill needs have been undertaken and over the coming year work will continue to review needs and implement any changes. Peter Barry Objective 11. Our Council is adaptable and focused on delivering best value for our residents Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner % of properties returned from repairs within target 58% 80% 70% 80% Mid-year target not achieved, despite this significant progress has been made in quarter 2 to reduce the total number of void properties towards target level. This whilst restricting overtime Martin Feeney Page 55
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Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner worked and work completed by sub-contractors. Whilst financial controls put in place are delivering the required outcome. Average time taken (in days) to complete medical adaptations 47.5 44 44 44 Mid-year target narrowly missed with an average of 45.75 days per quarter. Despite this significant progress has been made in quarter 2 to bring performance back into line with target levels and is on track to meet year end performance. Alan Young Average time (in days) to inspect and repair empty homes 19.7 12 15 12 Mid-year target not achieved. This challenging target is measured in calendar days. Despite not achieving the target in quarter 2, good progress continues to be made to reduce the total number of void properties to target level. This whilst restricting overtime worked and work completed by sub- contractors. Whilst financial controls put in place are delivering the required outcome. Martin Feeney Percentage of repairs appointments kept 91.5 % 93% 92.5 % 93% Mid-year target narrowly missed. Work is ongoing to improve the quality of repair descriptions and Martin Feeney Page 56
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Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner allocated schedule of rates (SORs) which will result in more repairs being completed as appointed. It is anticipated full year performance will improve on 2023/2024 outcome. % of properties that require a gas safety record which had a gas check and record completed by the anniversary date 100% 100% 100 % 100 % Mid-year target met. Martin Feeney Percentage of reactive repairs carried out completed right first time 85% 91% 87.7 % 91% Mid-year target narrowly missed. Work is ongoing to reduce the number of out of target repairs; this is impacting significantly on reported performance as out of target repairs are recorded fails. It is anticipated performance will improve in future quarters and full year outcome will improve upon 2023/2024. Martin Feeney % of tenants satisfied with the repairs and maintenance service 88.9 % 87.5 % 88.3 % 87.5 % Mid-year target exceeded. Martin Feeney Average length of time (in hours) taken 4.82 4 4.89 4 Mid-year target not achieved. Despite this, performance in the Martin Feeney Page 57
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Q1 2024/25 Q2 2024/25Performance Indicator Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Comments Owner to complete emergency repairs first half of 24/25 has improved upon the 2023/2024 outturn. It is anticipated performance will continue to improve as work continues to ensure only legitimate repairs are categorised as emergencies which will reduce the numbers to manageable and appropriate levels going forward. % of council rent that was lost due to houses remaining empty 0.84 % 1% 0.71 % 1% Mid-year target exceeded. Nicola Pettigrew Average time taken (in days) to complete non-emergency repairs 12.75 10 13.4 1 10 Mid-year target not achieved. Work is ongoing to reduce the number of out of target repairs, and to improve the categorisation of repairs. This will allow improved work planning freeing up slots to schedule non-emergency reactive repairs ensuring these are completed quicker. It is anticipated performance will improve in future quarters. Martin Feeney Page 58
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Action Status Progress Due Date Note Owner Implement improvement plan for Building Services – year 4 31-Mar- 2025 This action is progressing well. To date we have identified key priorities and developed an action plan for the coming year, this was approved at the Building Services Board where progress will be regularly updated. We have carried out a review of service delivery and will seek approval at Strategic Renewal and Review Group (SRRG) in October '24 and report outcomes to Housing and Communities Committee (HACC). Over the remaining year we will undertake a job evaluation exercise appropriate to service needs. Martin Feeney Implement improved void management process to ensure sustained reduction in number of void properties 31-Mar- 2025 This action is progressing well and anticipated to be completed by year end. To date we have achieved a significant reduction in the average cost to bring a void property back to the Councils' relet standard to end of Q2 2024/2025 compared to outturn for 2023/2024. Over the remaining year we will continue to progress key actions in the void improvement action plan and implement any identified improvements to ensure efficiency around void management. Martin Feeney Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to implement IHMS system across building services The effective implementation of the IHMS system will delivery efficiency, improve case tracking, capture customer satisfaction and improve service delivery. 03-Oct- 2024 IHMS has been fully implemented within Building Services. There are still however incidents of erroneous data in system although are reducing. We will continue to monitor and respond Martin Feeney Page 59
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner to development opportunities within the IHMS system. Action Status Overdue Not on track In Progress and on track Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Risk Status Alert High risk Warning Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 60
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West Dunbartonshire Council Report by Chief Officer, Housing and Employability Housing and Communities Committee: 20 November 2024 Subject: More Homes West Dunbartonshire Strategic Housing Investment Plan 2025/26 – 2029/30 1. Purpose 1.1 This report seeks approval for the More Homes West Dunbartonshire Strategic Housing Investment Plan (SHIP) for 2025/26 – 2029/30 which requires to be submitted to the Scottish Government. 2. Recommendation 2.1 It is recommended that the Council: i) Agree the draft SHIP 2025/26 - 2029/30 as appended to this report, designed to continue the delivery of an ambitious programme of new affordable homes in compliance with the West Dunbartonshire Local Housing Strategy 2022 -2027 (Approved November 2021); ii) Note the impact of the Affordable Housing Supply Programme financial challenges and the mitigation measures being taken to maintain delivery of new affordable housing to meet identified need; and iii) Delegate authority to the Chief Officer, Housing and Employability to implement the Strategic Housing Investment Plan in partnership with relevant stakeholders. 3. Background 3.1 The Scottish Government requires local authorities to submit a Strategic Housing Investment Plan (SHIP) each year. The core purpose of the SHIP is to set out the strategic investment priorities for new affordable housing over a five-year period to achieve the outcomes contained in the Local Housing Strategy. 3.2 The SHIP focuses on the delivery of affordable housing by location, type and tenure and indicates how the programme will be resourced, particularly through the Scottish Government’s Affordable Housing Supply Programme (AHSP) funding and its Council House Building Programme component. ITEM 9 Page 63
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3.3 The SHIP sets out the funding priorities for new affordable housing in West Dunbartonshire for the next five years, 2025/26 – 2029/30. It complements the West Dunbartonshire Local Housing Strategy 2022 - 2027 approved by Council and submitted to the Scottish Government in November 2021. 3.4 This SHIP 2025/26 – 2029/30 is presented in the context of a significant cut of % in funding to the Scottish Government’s Affordable Housing Supply Programme (AHSP) which provides grant support for projects in the plan. 3.5 The planned West Dunbartonshire Council Annual Resource Planning Assumption (RPA) from the Scottish Government to help deliver the SHIP, including the Council’s own new build programme, was originally set at £10.795m but this was revised downwards £8.477m, a reduction of 21.5%. A reduction of this scale is a significant departure from our experience in recent years where we have been successful in increasing our RPA outturn by picking up unspent monies from other local authority areas. Ove the last five years this has equated to around £15m in additional funding to West Dunbartonshire. 3.6 Despite the impact of the budget cuts and ongoing inflationary pressure, this SHIP sets out proposals for a continuation of the high levels of new affordable housing delivery achieved in West Dunbartonshire over recent years. 3.7 Where details are not yet known, the project grant levels have been estimated based on current guidance with an estimated minimum £110K per unit being projected for both Council and Housing Association schemes. There remains a disparity between Council and Housing Association grant levels, but it is anticipated that a higher proportion of larger family homes in the Council programme attracting a higher level of grant will even out average grant levels across the providers. 3.8 The Scottish Government grant funding required to deliver the priority projects listed in the 5- year programme amounts to around £46m. The programme beyond the current financial year shows an over commitment of spend and will need to be the subject of a smoothing exercise. Despite this we remain confident that the programme outlined can be delivered, even if some projects may delay. Ongoing discussion will take place with the Scottish Government’s More Homes Division over resourcing this SHIP programme. 4. Main Issues 4.1 The purpose of the SHIP is to set out the strategic investment priorities for increasing provision of affordable housing through new build and buyback programmes in support of outcomes contained in the Local Housing Strategy. This SHIP sets out the planned housing investment programme for 5 years, covering the period 2025/26 – 2029/30. Page 64
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4.2 The funding for the projects will be from two principal sources: the allocation from the Scottish Government’s Affordable Housing Supply Programme using financial reserves or borrowing from the developing organisation’s own lending resources through the Housing Revenue Account. 4.3 The SHIP contains tables detailing the projects included in the proposed programme. It should be stressed that inclusion in the SHIP does not guarantee scheme approval, as each proposal will require to go through a further detailed project and financial appraisal before funding is committed. 4.4 All homes built through the SHIP will require to meet high quality requirements including the Council’s Design Standard for Affordable Housing, which was updated in November 2023, and which applies to all projects commencing after April 2024. 4.5 Feedback from the Scottish Government on the previous SHIP (2024 – 2029) was received in July 2024. The feedback highlighted the importance the Scottish Government attaches to the SHIP as the expression of the Council’s housing investment priorities. The comments made were in the main very positive. In summary, the key comments were: The SHIP had a good fit in contributing towards meeting Local Housing Strategy objectives. The Scottish Government welcomed the emphasis given in both the open market purchase scheme and our new build programme to provision of larger family homes. It was acknowledged that our housing priorities were consistent with the delivery of our Rapid Rehousing Transition Plan The Scottish Government welcomed the Council’s ongoing ability to deliver a robust, balanced new build programme, whilst contributing to the national ambition The Council’s 10% quota requirement for wheelchair provision in new social housing was welcomed and the work being done to improve the Dennystoun Forge Gypsy Traveller was noted. While noting the collaborative work being done with the Health and Social Care Partnership to address particular housing needs, the Scottish Government has requested more of a narrative around how this engagement has helped to inform the SHIP. We recognise the need to better understand the detailed specialist housing needs across different client groups and work is being developed in partnership with the HSCP to achieve this. Page 65
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4.6 SHIP 2025/26 – 2029/30 Priority Projects The priority projects for this period including those currently on site, are as shown in table 1 below. All units are social rented unless otherwise stated and unit numbers are draft in some cases. Table 1: SHIP 2025/6- 2029/30: Priority Projects by Developer Site/Developer Number of West Dunbartonshire Council Clydebank East (ex Multi Storey Flat site) 88 Pappert 26 Willox Park 17 Mount Pleasant, Old Kilpatrick 19 West Thomson Street/Clydebank Health Cen. 38 Dennystoun Forge 20 Bank St, Alexandria 22 Bonhill Gap Sites 34 Gilmour Avenue 2 Queen Mary Avenue 16 Buy backs 300 582 units Dunbritton Housing Association Golfhill Drive, Dalmonach 7 7 units Caledonia Housing Association Bellsmyre Regeneration Phase 1 27 Dalquhurn, Renton Phase 4, 5,6 75 (inc 25 SE) Bellsmyre Regeneration Phase 2 33 135 units Knowes Housing Association Abbeylands Road, Faifley (ex-bowling club) 27 Buybacks 32 59 units Dalmuir Park Housing Association Buybacks 12 12 units TOTAL PRIORITY PROJECTS 795 4.7 In total, the SHIP shows the development of around 795 new affordable homes over the 5-year plan period. This level of development continues the ambitious new affordable house building programme in West Dunbartonshire. The delivery Page 66
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of this ambitious plan will depend upon the support of our developing housing association partners, an increase in funding from the Scottish Government and continued Housing Revenue Account capital investment. 4.8 The SHIP will also provide support funding from the Affordable Housing Supply Programme to assist the popular Buyback programme of ex- local authority and Registered Social Landlord housing stock, as well as acquisitions from the private sector including of-the-shelf homes from house builders. It is proposed that around 300 units are acquired by the Council over the five years of the plan. 4.9 The funding estimated to deliver the Strategic Housing Investment Plan is an approximate £46m. However, the resource planning assumption for this same period is only around £40m. To meet the requirements of the plan additional Affordable Housing Supply Funding Programme funding is required to be invested in West Dunbartonshire over the period of the plan. The first indication of additional funding to support the deliver of social homes will be contained within the forthcoming Scottish Government budget announcements. 4.10 Due to uncertainties over details of some of the proposed projects in the SHIP and the availability of funding, the SHIP will require to demonstrate flexibility and will be subject to continual monitoring and evaluation. The SHIP lists a series of future projects which we hope will feature in the programme as it progresses. Monitoring of progress will be carried out through the Council’s performance management system and through key structures such as the Housing Providers Forum, More Homes Project Board and programme review meetings with the Scottish Government. 4.11 The Council has carried out an analysis of potential projects against an objective Prioritisation Scoring Matrix and scored them accordingly. A number of factors are considered including availability of land, type of housing being proposed, compliance with Local Housing Strategy objectives, deliverability, and value for money. Where a project proposes an element of particular needs /specialist provision, engagement takes place with the West Dunbartonshire Health and Social Care Partnership. 5. People Implications 5.1 While there are no direct people implications. 6. Financial Implications 6.1 The programme of projects shown in the SHIP can only take place if both its two principal funding streams, prudential borrowing through the Housing Revenue Account and Scottish Government Affordable Housing Supply Programme grant, are able to provide the required ongoing financial support. It is estimated that the total grant ask of the Affordable Housing Supply Programme would be around £46m, requiring an annual allocation of more than £9m, more than this year’s RPA award of only £8.477m. Page 67
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6.2 In respect of the Council House Build element, financial modelling demonstrates that the new council house building programme is beneficial to the Housing Revenue Account. However, care requires to be taken to ensure that the prudential borrowing required is financially sustainable especially given rising unit costs. We recognise the high cost of delivering large family homes and those constructed to passivhaus/net zero standard to meet need. 6.3 There is a risk that future resource allocation would suffer if the SHIP failed to deliver on the programme contained in this SHIP, this is particularly alarming for an area such as West Dunbartonshire that experiences high levels of poverty impacting on homeless presentations which were key contributors to the Housing Emergency declaration. 6.4 To mitigate the impact of rising costs, the Council is continuing to lobby for increased grant levels from the Scottish Government and where appropriate will apply for above benchmark awards on a project-by-project basis particularly when we are developing larger homes to meet an acute identified need within West Dunbartonshire. 6.5 There are no specific procurement implications connected with this report. 7. Risk Analysis 7.1 Inevitably, with such a varied programme of projects there are risks that the ambitious outputs set out in the SHIP will not be met. A number of the projects are at an early stage with site investigations not having been carried out or infrastructural constraints fully known. 7.2 There is a risk that Affordable Housing Supply Programme funding will be reallocated to other Council areas if the Council is unable to spend within any financial year. Housing Development staff will liaise regularly with Scottish Government More Homes colleagues to address any concerns of this nature, to maximise spend within West Dunbartonshire. 7.3 Monitoring of progress will be carried out through key structures such as the Strategic Housing Providers Forum, More Homes Project Board and programme review meetings with the Scottish Government. A new SHIP will be submitted annually to the Scottish Government each October and will be the subject of a report to the Housing and Communities Committee. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision Page 68
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making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment 9.1 An Equalities Impact Assessment has been carried out which predicted that the strategy would have an overwhelmingly positive impact and is an appendix to this report. 9.2 All new housing supported through the programme will be compliant with the West Dunbartonshire Design Standard and will meet the Housing for Varying Needs requirements. The West Dunbartonshire Design Standard requires developers in the programme to provide higher standards than those required by statute and are of particular benefit to those with mobility issues. The SHIP supports the delivery of specialist housing provision and generally allows for a 10% element in each project. 10. Consultation 10.1 The SHIP was drawn up in consultation with potential housing association partners and the Scottish Government More Homes Division. Where an interest has been shown, detailed discussions have taken place with the prospective developer on how the project could be accommodated in the programme. 10.2 The West Dunbartonshire Tenants and Residents Organisation (WDTRO) received a presentation on the proposed SHIP in October 2024 and feedback has been positive and tenant representatives are strongly supportive of the Council and partners new build plans. 10.3 The preparation of the SHIP has been a corporate task, involving all relevant departments of the Council and has been carried out in collaboration with colleagues in the Scottish Government More Homes Division. The Health and Social Care Partnership was an active partner in preparing the plans where there was a significant element of specialist accommodation involved and a number of projects were significantly amended as a result. A particular example is at WDC’s Clydebank Health Centre Project were plans have been redrawn to include for the reprovisioning of the nearby Young Street sheltered housing project. 11. Strategic Assessment 11.1 This Strategic Housing Investment Plan presents the priorities for affordable and deliverable housing development for the next five years as set out in the Local Housing Strategy. Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Page 69
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Peter Barry, Strategic Lead, Housing and Employability Date: 6 November 2024 Person to Contact: Jamie Dockery – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Jamie Dockery – Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability, email: Jamie.dockery@west- dunbarton.gov.uk Appendices: Appendix 1: Strategic Housing Investment Plan 2025/26 - 2029/30 Appendix 2: Equalities Impact Assessment October 2024 Background Papers: West Dunbartonshire Council’s Local Housing Strategy 2022- 2027 Wards Affected: All Page 70
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West Dunbartonshire Council Strategic Housing Investment Plan 2025/26 – 2029/30 Draft Final 01 November 2024 ITEM 9 - APPENDIX 1 Page 71
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TABLE OF CONTENTS 1.Introduction..........................................................................................................................................2 2.Background...........................................................................................................................................3 3.Funding ..............................................................................................................................................5 4.SHIP 2025/26 - 2029/30 PRIORITY PROJECTS.......................................................................................7 5.Priority Projects..................................................................................................................................11 6.Developer Contributions.....................................................................................................................15 7.Constraints..........................................................................................................................................15 8.Local Authority Assistance in the Delivery of the SHIP.......................................................................16 9.Delivery ............................................................................................................................................17 10.Energy Efficiency, Environmental Standards and Sustainability.......................................................17 11.Equalities Issues................................................................................................................................18 12.Strategic Environmental Assessment (SEA)......................................................................................19 13.Monitoring........................................................................................................................................19 14.Feedback...........................................................................................................................................20 Page 72
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1.INTRODUCTION 1.1 This new Strategic Housing Investment Plan (SHIP) sets out West Dunbartonshire Council’s funding priorities for affordable housing in West Dunbartonshire for the next five years in line with the West Dunbartonshire More Homes Better Homes Local Housing Strategy 2022-2027. 1.2 Every Council is required to submit an annual Strategic Housing Investment Plan (SHIP) to the Scottish Government. The SHIP sets out the funding priorities for affordable housing in West Dunbartonshire for the next five years in line with the West Dunbartonshire More Homes Better Homes Local Housing Strategy 2022-2027. The SHIP is an operational document rather than a strategic one. 1.3 This SHIP 2025/26 – 2029/30 is presented in the context of a significant cut in the Scottish Government’s Affordable Housing Supply Programme which provides grant support for projects in the plan. In December 2023, the Scottish Government announced that its 2024- 25 Scottish Budget will see spend on building social homes slashed by almost £200m – a reduction of around 27%. 1.4 The planned West Dunbartonshire Council Annual Resource Planning Assumption (RPA) from the Scottish Government to help deliver the SHIP including the Council’s own new build programme was originally set at £10.795m but this has been revised downwards £8.477m, a reduction of 21.5%. 1.5 The SHIP sets out the revised plan for the delivery of new affordable housing and the measures we propose to put in place to mitigate the impact of the cuts. The SHIP will endeavour to maximise the programme of high-quality new homes in West Dunbartonshire in response to the growing housing crisis. Page 73
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2.BACKGROUND 2.1 Each year every Council is required to submit a Strategic Housing Investment Plan (SHIP) to the Scottish Government. The West Dunbartonshire SHIP 2024/25 – 2028/29 was approved by West Dunbartonshire’s Housing and Communities Committee in November 2023 and submitted to the Scottish Government. 2.2 The SHIP sets out the funding priorities for affordable housing in West Dunbartonshire for the next five years in line with the West Dunbartonshire More Homes Better Homes Local Housing Strategy 2022-2027. The SHIP is an operational document rather than a strategic one. 2.3 The SHIP detailed West Dunbartonshire Council’s plans to assist in the delivery of the Scottish Government’s target to provide 110,000 affordable homes by 2032, with at least 70% of these homes being for social rent. The 2024/25 – 2028/29 SHIP aimed to deliver around 747 new social rented homes in West Dunbartonshire over its five-year period. The figure for this new SHIP is around 763. 2.4 Housing Services worked with all appropriate Council service areas and consulted with the WDTRO and the West Dunbartonshire Health and Social Care Partnership in the preparation of the Plan. Consultation took place with the RSLs operating in West Dunbartonshire through the Housing Providers Forum and regular programme/liaison arrangements. The Scottish Government More Homes Division Glasgow and Clyde Area Team contributed to the preparation of the SHIP. 2.5 To assist in advance planning of housing investment, the Scottish Government advises local authorities annually of their minimum Resource Planning Assumptions (RPA). Our RPA for 2024/25 was provisionally set at £10.795m with a prospect of an additional allocation of £3.0m, reflective of WDC’s recent good development performance and ability to take up slack from other authorities’ programmes. 2.6 On the basis of the funding assumptions, a healthy development programme was set out in the SHIP showing plans for a range of new housing projects across West Dunbartonshire, reflective of identified housing needs and priorities. 2.7 In December 2023, the Deputy First Minister and Cabinet Secretary for Finance set out the Scottish Government’s proposed spending and tax plans for the Scottish Budget 2024/2025. The announcement revealed that the Scottish Government was proposing a reduction in the overall Housing and Buildings Standards budget from £738m this year to £533m next. This represents a cut of around £200m or 27%. These Page 74
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budget proposals were agreed in February 2024. As consequence of this, the WDC RPA for 2024-2025 was revised downwards from a minimum of £10.795m to £8.477m, a reduction of £2.318m. 2.7 To deliver the priority projects only shown in this SHIP it is estimated that a receipt of £47.4m Affordable Housing Supply Grant will be required. This will only be possible if our annual Grant Planning Target from the Scottish Government is returned to recent years’ figures. 2.8 WDC Housing and Communities Committee on 1st May noted that we are scenario planning the impact of the 24% reduction in the 2024/25 RPA and that this may have the following impacts: • No new projects being approved in 2024/25 because of existing commitments within the programme without the developing organisations front funding their development. •A reduced RPA allocation of £2.318m (21.5%), representing a loss of a minimum of that figure to the wider West Dunbartonshire economy; •A potential 32 less homes being delivered on an annual basis in West Dunbartonshire because of the reduction in funding (160 within the lifecycle of the current Strategic Housing Investment Plan); • Higher levels of homelessness and housing need. 2.9 The national capital resources available for future RPAs will depend on future budget decisions by the Scottish Parliament. In the absence of future year budget assumptions, and to aid programme management, we have been advised by the Scottish Government to operate carry-forward limits for the years 2025-26 – 2027-28 of 80%/60%/40% of current year RPA levels. 2.10 The Scottish Government is updating its SHIP Guidance, but it is unclear whether this will be issued in advance of the 30th October 2024 deadline for submission of the new SHIP. 2.11 On 1st May 2024, the Housing and Communities Committee declared a housing emergency in West Dunbartonshire, becoming the fifth local authority to do so by that date. On 15th May 2024, the Scottish Government too declared a housing emergency, formally recognising the scale of the problem. Page 75
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3.FUNDING 3.1 Funding for the projects in the SHIP programme comes from two principal sources: the allocation from the Affordable Housing Supply Programme and funding from the housing providers’ sources, primarily private borrowing by RSLs and Prudential borrowing by the Council. 3.2 As noted above, our annual AHSP Resource Planning Assumption stood at £10.795m, with a possible £3.0m of additional funds. This has dropped to £8.477m. 3.3 While we have been notified of the revised 2024/25 RPA figure there is still uncertainty beyond this date. Colleagues in the More Homes division recognise the importance of funding certainty in delivering new build programmes and have undertaken to address this issue as soon as revised programmes are firmed up. In the meantime, we have been advised that an element of over-programming should be applied to the SHIP to allow for slippage. 3.4 Our last SHIP welcomed the then newly introduced benchmark figures which applied a welcome 16.9% uplift to the grant levels in June 2023. We have been advised that a further uplift of 5% has now been introduced, the detail of which is due soon. While this grant level significantly helped the viability of projects, it means that the overall budget will not stretch as far as previously, with the potential to reduce outputs. 3.5 For the costing of the SHIP, unless detailed costs were known, it was assumed that both Council and RSLs projects would be seeking an average grant figure of £110,000. The current baseline benchmark support figures are £95,741 per unit for RSLs and £87,763 for Councils (3- person equivalent plus additional quality measures). These grants are augmented by additional quality benchmark measures which attract extra funding. Due to the extra levels of scrutiny involved, projects above benchmark take longer to approve. 3.6 To give a context on the current grant levels, Table 1 shows the awards for the projects which are presently on site in West Dunbartonshire. Page 76
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Table 1: Current Projects - AHSP Grant Awards Project Developer Units Grant Total Unit Grant/Unit Price Pappert WDC 26 2,471,066 95,041* / 349,253 Clydebank East WDC 88 12,604,632 143,234 / 363,137 Bellsmyre Ph 1 Caledonia HA 27 3,375,000 150,000/300,000 est Dalquhurn Ph 4 Caledonia HA 25 2,696,552 107,892 /224,050 est Mt Pleasant WDC 19 1,837,922 96,733 / 263,148 Bonhill Gap Sites WDC 31 4,600,000 est 148,387 est / 330,950 Gilmour Ave WDC 2 191,252 95,626 / 274,075 * Pappert also in receipt of £48,077 grant per unit from the SG Void and Derelict Land Fund. 3.7 In response to the current and projected funding difficulties, the Scottish Government has set up an advisory board of leading housing development players to consider innovative ways in which the budget can be increased, including through the involvement of more institutional investors. 3.8 We will seek to explore with partner RSLs any opportunities to support the programme with funding from their financial reserves or other sources. Some development partners are known to hold significant reserves that could be employed to ameliorate the funding crisis. In joint discussions with the SG and RSLs we will give consideration to the use of front funding, whereby the RSL would meet the costs in the early part of the project with the SG guaranteeing their contribution at a later date. Such an arrangement would require agreement from the SG, and careful management of the programme, but it is an approach that has been employed in the past when funding was also particularly constrained. We have reached agreement with one RSL over their front funding during 2024/25, on the understanding that the grant will be guaranteed payable in 2025/26. 4.SHIP 2025/26 - 2029/30 PRIORITY PROJECTS Page 77
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4.1 The SHIP contains a table showing the projects which are currently on site or are due on site during 2025/26. The table 2 below provides an update and shows where progress has been made since the last SHIP was published in November 2023. Table 2: Projects Currently On-Site/Due on Site 2025/26 Revised September 2024 Project/Developer Units Status in SHIP November 2024 Update at September 2024 Clydebank East/WDC 88 Site Start Jan 2023 Est Completion Spring 2025 but sectional handovers from October 2024 Site Start Jan 2023 Est Completion Spring 2025 but sectional handovers from October 2024 Pappert, Alexandria/WDC 26 Site Start March 2024 Est Completion May 2025 Site Start March 2024 Est Completion May 2025 Willox Park/WDC 17 Est Site Start October 2024 Est Completion Winter 2025 Est Site Start Jan 2026 Est Completion Jan 2027 Mount Pleasant, Old Kilpatrick/ WDC 19 Site Start April 2024 Est Completion May 2025 Site Start April 2024 Est Completion May 2025 Bank St, Alexandria/WDC 22 Est Site Start January 2025 Est Completion Autumn 2025 Est Site start May 2025 Est Completion May 2026 West Thomson Street (Clydebank Health Centre)/WDC 42 Est Site Start July 2025 Est Completion December 2026 Est Site October 2025 Est Completion December 2026 Abbeylands Road, Faifley (Bowling Club) / Knowes HA 27 Est Start Spring 2025 Est Completion Summer 2026 Est Site Start August 2025 Est Completion November 2026 Bellsmyre Regeneration Phase 1/Caledonia HA 27 Est Site Start November 2023 Est Completion February 2025 Est Site Start November 2024 Est Completion Page 78
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Dalquhurn Phase 4/ Caledonia HA 25 Est Site Start November 2023 Est Completion November 2024 Site Start 01 July 2024 Est Completion July 2025 Golfhill Drive, Alexandria/ Dunbritton HA 7 Est Site Start Spring 2024 Est Completion Spring 2025 Est Site Start March 2025 Est Completion March 2026 Bonhill Gap Sites/WDC 34 Est Site Start January 2025 Est Completion Spring 2026 Est Site Start April 2025 Est Completion May 2026 Dalquhurn Phase 5 & 6/ Caledonia HA 25SR/25SE Est site Start 2024 Est Completion September 2025 Est Site Start June 2025 Est Completion December 2026 Gilmour Avenue, Hardgate/WDC 2 Est Site Start August 2024 Est Completion November 2024 Site Start 23 September 2024 Est Completion February 2025 Dennystoun Forge/WDC 20 N/A Est Site Start September 2025 Est Completion September 2026 Queen Mary Avenue, Drumry/WDC 16 est N/A Est Site Start October 2025 Est Completion October 2026 4.2 The SHIP lists sites which are less fully developed but which could feature in future years. Table 3 lists these sites but removes ones that now seem unlikely to be viable in the short to medium term. Table 3: Future Sites Project Comments Smollett/ Dumbuie WDC wish to build replacement homes where defective ones are being demolished. Bellsmyre Regeneration Phases 3,4,5 Caledonia HA plan further phases to their regeneration programme, providing 78 units across four sites. Page 79
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Auld St, Dalmuir Dalmuir Park are working on plans to provide 32 units here. Cottage Hospital Dumbarton Dunbritton HA are in negotiation to acquire this site from the NHS to build 8 homes. Dumbain Avenue, Haldane Wheatley Group have drawn up plans for 23 units at this site which sits within the LL&T National Park. Ottowa Crescent, Dalmuir Discussions with a developer over a 20-unit development on the site of a former care home. WDC most likely to be the developer. Artizan Centre, Dumbarton Town Centre WDC hope to provide some housing as part of a wider town centre regeneration project. BMQ, Mountblow The Council is in the process of the demolishing these three multi-storey blocks and plans to provide new homes in their place. Understood to be a very difficult site to develop. Mitchell Way The Council and some RSL developers have expressed an interest providing the housing element of the Alexandria Town Centre regeneration. 28 Bridge St, Alexandria WDC looking to convert/ or build anew the old hostel unit previously operated by Preparation for Life. Skypoint and Edinbarnet, Faifley There is development interest should social housing form part of the school reprovisioning project. Sheltered Housing Reprovioning Up to two sheltered housing complexes may be considered for reprovisioning due to accessibility issues. Bridge St, Alexandria Dunbritton HA Dunbritton HA are looking at reprovisioning of their specialist housing complex, possibly through major refurbishment and change of client group. Page 80
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5.PRIORITY PROJECTS 5.1 When preparing the annual SHIP, each year the Council issues a “call for sites” to potential developing RSLs. Applications are then scored to help prioritise our limited resources. 5.2 Projects considered for inclusion in the SHIP are subject to a matrix-based scoring analysis to assess their relative merits. Various criteria are employed in assessing and prioritising the projects: The strategic priorities of the Council including contributing to Covid-19 recovery plans Contribution towards meeting assessed housing need and demand and especially supply of larger family homes and contributing to alleviating child poverty objectives Meeting regeneration /Planning objectives including support for 20 minute neighbourhood principles Contribution towards satisfying specialist/ particular needs housing demand including those of the Gypsy Traveller community Degree of Low carbon/energy efficiency SIMD Scoring Affordability/deliverability Deliverability including site constraints Level of subsidy required The results of the exercise are contained inAnnexe B Scoring Matrix. We have amended the criteria in view of the housing emergency, the ongoing homelessness crisis, and the need to give increased priority around child poverty. Page 81
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5.3 The priority projects for this period, including those currently on site, are as shown in table 4 below. Buybacks/ROTS, which are an important element of our strategy to increase the supply of affordable housing, are also included in these tables. All units are social rented unless otherwise stated and unit numbers are draft in some cases. Table 4: SHIP 2025 - 2030: Priority Projects by Developer* Site/Developer Number of Units West Dunbartonshire Council Clydebank East (post 25/26) 55 Pappert 26 Willox Park 17 Mount Pleasant 19 Bank St 22 West Thomson Street/Clydebank Health Centre 38 Bonhill Gap Sites 34 Gilmour Avenue 2 Dennystoun Forge 20 Queen Mary Avenue 16 Buybacks/ROTS 300 Page 82
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Units 549 Knowes Housing Association Abbeylands Road, Faifley (ex bowling club) 27 Buybacks/ROTS 32 Units 59 Dunbritton Housing Association Golfhill Drive, Dalmonach 7 Units 7 Caledonia Housing Association Bellsmyre Regeneration Phase 1 27 Dalquhurn Phases 4, 5&6 75*(inc 25 shared equity) Bellsmyre Regeneration Phase 2 33 Units 135 Dalmuir Park Housing Association Page 83
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Buybacks/ROTS 12 Units 12 TOTAL PRIORITY PROJECTS 762 * All homes are social rented unless otherwise stated and it includes projects currently on site. 5.4 Annexe A of this report, Affordable Housing Supply Programme: Years 2025/26 -2029/30 provides further details of the projects contained in this SHIP. 5.5 WDC operates a very popular “Buy Back” scheme whereby the Council can re-purchase vacant Right to Buy and other houses which are on the market, to help meet strategic housing objectives, including regeneration projects. The scheme has grown significantly in recent years with support from the AHSP. The buyback scheme provides support to the Rapid Rehousing Transition Plan and other strategic priorities. Criteria apply to the buyback programme to ensure that the properties being considered will help address housing need. For example, in response to the identified high demand, we place an emphasis on acquiring larger family homes in this and in any West Dunbartonshire RSL Rental Off the Shelf schemes (ROTS). The Scottish Government are supporting larger family home acquisitions with above benchmark grant awards where appropriate. Currently we are estimating that 300 units will be acquired by the Council through this route as well a further number by RSLs via ROTS. While budget pressures might suggest that these figures could reduce, extra money allocated to the National Acquisition scheme may bolster this side of the new supply programme. 5.6 Excluding the reserve projects, the SHIP shows the provision of almost 770 affordable rented homes over the 5-year plan period. The delivery of this ambitious plan will depend upon the ongoing support of our developing RSL partners and, in particular, appropriate funding from the Scottish Government. 5.7 While almost all projects contained in this SHIP are for social rent, a small number of shared equity units are proposed by Caledonia HA. Further investigation of the market for alternative tenures requires to has been carried out which suggests there may be an interest in certain Page 84
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areas of West Dunbartonshire. WDC plans to establish two limited liability partnerships to deliver alternative affordable tenures; Mid-market rent and Home Ownership Made Easy. 5.8 More than ever before, due to the funding uncertainty, the SHIP will require to show flexibility and be subject to continual monitoring to best deliver on its objectives. Projects which fall behind on their programmed dates may be overtaken by ones in the “shadow programme.” As it stands, the programme is predicated on front funding being available for a number of projects. The More Homes Board will be the lead monitoring vehicle with input from programme review meetings with the Scottish Government and developers. 5.9 The SHIP scoring matrix contains a longer list of projects which have been brought forward for consideration. These are considered to be reserve projects. If there is slippage, or if additional funding becomes available, some of these projects may be introduced into the programme. We will remain open to consideration of other projects which may be presented during the course of this plan period, indeed these would be welcomed, though bearing in mind that resources are likely to be much more limited during this period. 6.DEVELOPER CONTRIBUTIONS 6.1 At present there is no Affordable Housing Policy in West Dunbartonshire, and there is no projected receipt from this source. The introduction of NPF4 may signal a change in how housing site allocations are made by tenure in West Dunbartonshire. Further discussions will take place with our Planning colleagues in the consultation over the new Local Development Plan. 7.CONSTRAINTS 7.1 Scottish Government guidance indicates that SHIPs should have an emphasis on deliverability. In preparing the SHIP, every effort has been made to take account of any constraints that may affect the delivery of the projects and this is taken account of in the assessment scoring. We have also taken cognisance of the funding cuts as well as the increased average unit costs, especially for our much-needed larger family homes. There is recognition that many of the larger and easier sites, including a number of the ex-school sites, have been developed in previous years and that the programme outlined in this Plan may be more problematic to achieve. The SHIP will require to demonstrate Page 85
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flexibility in programming of its projects and it is understood that the programme may have to be further elongated to match available resources. 7.2 A number of the projects contained in this SHIP are at the early stage of their development and the full issues/constraints are not known at this stage. For example, a number of the projects contained within the SHIP are not at the stage of having the necessary Planning consents or Building Warrants. 8.LOCAL AUTHORITY ASSISTANCE IN THE DELIVERY OF THE SHIP 8.1 The Council is committed to assist where possible in the delivery of the SHIP projects within the context of the More Homes West Dunbartonshire initiative as outlined in the Local Housing Strategy. 8.2 Within the Council, the officers’ More Homes Board monitors the delivery of the new council home element of the programme and will continue to seek to identify additional sites to extend the Council’s new build programme, supported by prudential borrowing, the AHSP and the Council’s rent pooling strengths. The Council has drawn up a Housing Emergency Action Plan which features the need to increase the supply of affordable homes and this plan is monitored and given impetus through the More Homes Board. 8.3 Land has previously been made available by the Council at below market value to facilitate the development of affordable housing to meet identified needs. However, there is a need to balance this against the Housing Revenue Account’s interests and the very significant pressures facing Council budgets. In addition, the Council is mindful of the need to balance the provision of private sector and affordable housing sites to meet our Housing Supply Targets. 8.4 Vacant sites in the Housing Revenue Account, or areas of surplus stock, have generally been made available to support the development of social rented housing where appropriate. The costs of acquiring all sites will be reviewed on a case-by-case basis and the Council as a developing organisation and our partner housing associations will be expected to review their ability to make full use of existing assets and borrowing capacity. Page 86
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8.5 Housing will continue work closely with Planning colleagues to ensure an adequate supply of development land to meet the increased targets within the context of the Local Development Plan and through the More Homes Board. As noted above, in light of the introduction of NPF4 further consideration will be given to how housing sites are allocated by tenure through the Planning process. 8.6 Throughout the lifetime of this new Strategic Housing Investment Plan, the Council will continue to explore options around innovative delivery mechanisms to expand the supply of affordable housing. 9.DELIVERY 9.1 In terms of the procurement arrangement noted above, there may be an opportunity in the future to widen the scope to include other partner developers in the programme. In addition, scoping will continue of other new frameworks as they become available to ensure the delivery of the programme and of best value. 9.2 Officers from the Housing Development team regularly engage with local house builders interested in the delivery of affordable housing in West Dunbartonshire, either through partnering RSLs or directly with the CouncilWesAt the time of writing such discussions are taking place over two projects in the Clydebank area. 10.ENERGY EFFICIENCY, ENVIRONMENTAL STANDARDS AND SUSTAINABILITY 10.1 Local Authorities are among a wide range of public bodies required to meet the duties place on them by the Climate Change (Scotland) Act 2009. In this context, developments arising from the SHIP must take account of the change agenda. New Build developments must contribute to the Single Outcome Agreement local outcome commitment to reduce fuel poverty. 10.2 In tandem with this new SHIP, the Council is introducing a revised and updated version of its pioneering higher standard for all Council and Housing Association homes being built in West Dunbartonshire, the West Dunbartonshire Design Standard. Page 87
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The Standard applies to all new build projects being supported by the Affordable Housing Supply Programme in the SHIP programme and requires these homes will achieve Net Zero or Passivhaus standard and Energy Efficiency Rating of B. As well as improving energy efficiency, the policy encourages better accessibility, external design, and internal space standards. The inclusion of such a standard at this stage anticipates the forthcoming Scottish-wide regulation on this issue. 10.3 As well as using the more commonly employed air source heating pumps we are investigating the use of ground source heating systems (GSH) which, while currently more expensive to install, may prove to be more efficient and easier to maintain in the longer term. Efficiencies may be achieved by grouping these heating systems to serve a housing project and this is an area for possible development. It is hoped that the installation of exhaust air pumps will provide a cost-efficient heating, hot-water, and ventilation solution in some of our new developments. 10.4 The Council continues to encourage the consideration of district heating systems or other innovative measures that contribute to meeting climate change objectives. The innovative district heating scheme at Queens Quay, Clydebank is being rolled out to nearby projects including housing ones. 11.EQUALITIES ISSUES 11.1 West Dunbartonshire Council is committed to delivering good quality services which are underpinned by a clear understanding of Equality and Diversity and to promoting and sustaining equality and inclusion, and equality and diversity principles. 11.2 An equalities impact assessment was carried out on this SHIP which predicted that the measures proposed would have an overwhelmingly positive impact. 12.STRATEGIC ENVIRONMENTAL ASSESSMENT (SEA) Page 88
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12.1 A Strategic Environmental Assessment (SEA) pre-screening report has been carried out in respect of the parent Local Housing Strategy. The Council has determined that a SEA is not required in this instance. 13.MONITORING 13.1 Monitoring of progress will be carried out through the Council’s performance management system and through key structures such as the Strategic Housing Providers Forum, the Housing Improvement Board, the More Homes Board and programme review meetings with the Scottish Government. A new SHIP will be submitted annually to the Scottish Government each October following approval by the Housing and Communities Committee 14.FEEDBACK For more information, or if you want this information in a different format or language, please use the contact details below: Page 89
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Housing Development Team Housing Development and Homelessness Housing and Employability West Dunbartonshire Council John Kerr Housing Development and Homelessness Manager Phone: (01389) 737889 Email: John .Kerr@ west-dunbarton.gov.uk Jamie Dockery Senior Housing Development Officer Phone: Email: Jamie.Dockery@ west-dunbarton.gov.uk Jackie McRory Senior Housing Development Officer Phone: (01389) 737591 Email: Jackie.McRory@ west-dunbarton.gov.uk Emily Dorrian Senior Housing Development Officer Phone: Email: Emily.Dorrian@ west-dunbarton.gov.uk Page 90
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Assessment No 1082 Owner edorrian2 Resource Regeneration, Environment and Growth Service Housing and Employment FirstName Surname Job Title Head Officer Jamie Dockery Senior Housing Development Officer Members Jamie Dockery, Senior Housing Development Officer Emily Dorrian, Senior Housing Development Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title SHIP 2025-2030 (Strategic Housing Investment Plan) The aim, objective, purpose and intended out come of policy The Strategic Housing Investment Plan (SHIP) 2025 – 2030 sets out the funding priorities for affordable housing in West Dunbartonshire for the next five years as outlined in the West Dunbartonshire More Homes Better Homes Local Housing Strategy 2022-2027. The SHIP is an operational document rather than a strategic one. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. The SHIP sits within the Local Housing Strategy and has been underpinned by the Council’s commitment to promoting and sustaining equality and inclusion, and equality and diversity principles. Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? The Strategic Housing Investment Plan (SHIP) may affect the whole population of West Dunbartonshire. Who will be/has been involved in the consultation process? West Dunbartonshire Equality Forum was consulted and fed into the final text of the Local Housing Strategy which underpins the SHIP. The Housing Development team provides regular SHIP updates at the Strategic Housing Providers Forum, the More Homes Board and the WDTRO. ITEM 9 - APPENDIX 2 Page 91
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age The SHIP seeks to support people of all ages access appropriate housing. We know that households with children and older people are more likely to experience poverty meanwhile young adults are more likely to experience homelessness. West Dunbartonshire has a higher than average share of older people and child poverty rates are an area of focus and concern. Ensure that new home delivery achieves a balance across the age and needs spectrum. Our current SHIP places an emphasis on larger family homes to target this identified housing need. We also continue to develop options for older people. Disability Council services need to be accessible to disabled people. Those affected by a disability may not be able to occupy the home if it does not meet their needs. Scotland's 2022 Census recorded 28% of people's day to day activity were limited by a disability. This is evidenced in high demand for accessible housing high and exceeds current supply. Ensure that new homes meet the highest accessibility standards. The current SHIP places an emphasis on town centre locations and 20 minute neighbourhoods, acknowledging that good access to amenities is important for everyone but particularly for those with disabilities. Gender Reassign Limited available statistics in West Dunbartonshire but the recent census shows 0.03% of WDC's population over 16 were transgender or had a trans history. Transgender people are victim to higher than average levels of abuse, both in domestic relationships and in public and thus may need particular housing support (Scottish Government, 2013). Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring The development of new homes can help improve access to housing and in doing so seeks to address the impact of inequality and discrimination on persons regardless of gender, sexual orientation, race, religion/belief age their social or economic status or whether they are transgender. Marriage & Civil Partnership Some needs will cross cut with sex and sexual orientation Limited available statistics in West Dunbartonshire. Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring Criss cuts with sex and sexual orientation but no specific impacts in terms of marriage and civil partnership Page 92
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Pregnancy & Maternity Cross cuts with sex Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring The development of new homes can help improve access to housing and in doing so seeks to address the impact of inequality and discrimination. New homes will provide appropriate storage for prams and easier access. The ongoing development family sized homes helps to assist people who have recently had children access appropriate housing,. Race The Council needs to take into account, potential different housing needs of come ethnic groups, for example Gypsy Travellers. Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring. Overcrowding is more likely for some BME groups. There is an understanding that some of our ethnic minority groups have particular housing needs and this is something we are building upon in the SHIP and through the LHS. Religion and Belief 'Race' and religion and belief are not the same however there is some cross cutting due to concentration of some groups in some religions. The 2022 Scotland Census shows 42% of people report having no religion but for those having a religion can be a source of harassment and discrimination, particularly for those who belong to non-Christian religions. Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring To some extent cross cuts with race To some extent cross cuts with Race. The development of new homes can help improve access to housing and in doing so seeks to address the impact of inequality and discrimination. Sex Limited available statistics in West Dunbartonshire. Women make up 90% of lone parents, and 45% of lone parents are income deprived. Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring The development of new homes can help improve access to housing and in doing so seeks to address the impact of inequality and discrimination. Sexual Orientation Limited available statistics in West Dunbartonshire. 1/4 of those who identify as Lesbian, Bi-sexual, gay or other reported being discriminated in the past 12 months, compared to 8% heterosexual people (SHS, 2018). Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring The development of new homes can help improve access to housing and in doing so seeks to address the impact of inequality and discrimination. Page 93
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Human Rights The Human Rights Act recognises the right to have people's housing needs met. UNCRC Article 6 Life, survival and development Every child has a right to life and to develop to their full potential. The SHIP supports the aims of the Human Rights Act 1988 in respect of access to homes. The SHIP notes the need to tackle child poverty and supports children's and young people's rights by ensuring supply of suitable family housing. The SHIP identifies opportunities for the development of new homes which can improve access to homes. This supports both European Convention and UNCRC rights. Health West Dunbartonshire has been identified as an area of high deprivation and poor health issues. Through the LHS is was identified that WDC is likely to have gaps with equality monitoring and work is underway to improve equalities monitoring The development of new homes can help address needs identified in respect of specialist housing. The SHIP requires that each project supported by the programme contains at least 10% specialist housing, the nature of the specialist housing to be agreed in consultation with the West Dunbartonshire HSCP. Social & Economic Impact It is recognised that new housing development is an important economic driver in any local economy. At last measurement 27% of households in WDC experienced fuel poverty but these statistics were before recent price increases. It is estimated for every 10,000 new homes built generates £443million capital spend, £1,9b additional output, 38,400 jobs and £94million in taxes (SFHA 2020). Ensure that new development maximise their impact on their local communities including through community benefits, such as local employment and apprenticeships. New homes must be energy efficient and in doing so will have lower fuel bills and this is important for supporting households to utilize their household budgets effectively. Cross Cutting Important that we look at cross cutting impacts and intersectionality The SHIP represents an opportunity to deliver quality new homes for the spectrum of needs across West Dunbartonshire and provide wider social and economic benefits. The development of new homes can help improve supply of home and in doing so improve access to housing and in doing so seeks to address the impact of inequality and discrimination on persons regardless of gender, sexual orientation, race, religion/belief age their social or economic status or whether they are transgender. Page 94
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. The SHIP does not have a negative impact on an equality group. Will the impact of the policy be monitored and reported on an ongoing bases? The SHIP will be renewed every year and the LHS every 5 years, with an annual review. We are committed to improving equality monitoring and using this data to improve and quality ensure our service design and delivery. The SHIP delivery will be subject to ongoing monitoring through the More Homes Board and Strategic Housing Providers Forum. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1082 details impacts: The development of new homes can help improve access to housing and in doing so seeks to address the impact of inequality and discrimination on persons, for examples related to sex, sexual orientation, race, religion/belief age their social or economic status or whether they are transgender, and combinations of these. In particular, our design standard and requirement for at least 10% of homes to be suitable for wheelchair users represents a particular opportunity to ensure that our homes will benefit our tenants and communities. The SHIP notes the need to tackle child poverty and supports children's and young people's rights by ensuring supply of suitable housing. The annual update provides an opportunity to ensure that our ambitions reflect latest best practice and confirm that there will be an overall benefit to residents of West Dunbartonshire and the local economy. This is particularly vital during this period of housing emergency. The implementation of the SHIP supports the Council’s key strategic priorities, and we will carefully continue to monitor its impact. Page 96
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 20 November 2024 __________________________________________________________________ Subject: More Homes West Dunbartonshire – West Dunbartonshire Council Affordable Housing Supply Delivery Programme 1. Purpose 1.1 This purpose of this report is to provide the Housing and Communities Committee an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach, including the first handovers of new homes at the zero carbon Clydebank East development which represents the 500th new build the Council has developed under the current More Homes programme; (ii) Approve the updated estimated costs for O’Hare (Bonhill gap site) development noted in section 4.4 of this report and authorise the Chief Officer – Regulatory and Regeneration to conclude the award of the Contract up to the updated estimated costs for the development of the new homes at the O’Hare site; (iii) Note the revised Resource Planning Assumption (RPA) following the allocation of an additional £309k to support acquisitions related to minimising the use of temporary accommodation referenced at sections 4.5-4.8 of this report: and (iv) Note the increased Affordable Housing Supply grant benchmark levels following a review undertaken by the Scottish Government highlighted at section 4.9 of this report. 3. Background 3.1 In West Dunbartonshire the Affordable Housing Supply Programme (AHSP) is delivered through a More Homes West Dunbartonshire strategic approach which has successfully delivered over one thousand new affordable homes in ITEM 10 Page 97
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West Dunbartonshire to date and includes the Council’s own ambitious New House Building Programme. 3.2 The Council’s last full practical completion took place at the Queens Quay development in September 2022 delivering twenty-nine new Council homes in a key regeneration area as part of a wider development which has delivered 146 new social rented homes. The homes were the first residential properties to be heated from the Council’s Queens Quay District Heating Network. This development was recognised at national housing sector awards winning the following: - Best Residential Regeneration Project – Herald Property Awards Inside Housing Best Residential Development (Scotland) 3.3 These 29 new homes, are in addition to the completion of the Council’s first fully dementia designed development at Creveul Court, Alexandria and other exemplar developments in Haldane, Aitkenbar, Bellmsyre, Dumbarton Harbour and St Andrews, Clydebank. The Council have now completed twelve new build developments since 2013 and are the largest developer of social homes in West Dunbartonshire delivering 508 new homes and 137 acquisitions through our buyback scheme to date as outlined in Table 1 below. The 500th new build home in the More Homes West Dunbartonshire delivery programme was delivered in October 2024 at our current Clydebank East development: Table 1: Completed Council New Build and Acquisitions Project No. of Units Completion Date Granville Street (Phase 1), Clydebank 24 July 2013 Miller Road, Alexandria 15 October 2013 Granville Street (Phase 2), Clydebank 9 February 2014 Central Bellsmyre, Dumbarton 36 December 2014 Hillstreet Square, Dumbarton 37 August 2015 Second Avenue, Clydebank 40 April 2018 Creveul Court, Alexandria 22 April 2021 Aitkenbar Primary School 55 July2021 Haldane Primary School 58 August 2021 St Andrews, Clydebank 126 October 2021 Dumbarton Harbour, Dumbarton 45 December 2021 Queens Quay, Site B, Clydebank 29 August 2022 Clydebank East, Clydebank 12 Ongoing Buyback Acquisitions 137 Ongoing Totals 645 3.4 The Strategic Housing Investment Plan (SHIP) 2024-2029, outlining West Dunbartonshire’s Affordable Housing Supply Programme through the More Homes West Dunbartonshire approach was approved by the Housing and Communities Committee in November 2023. The SHIP outline plans to meet the Council Administration’s aim of delivering 2500 new affordable and social rented homes over the next 10 years. A refreshed SHIP will be submitted to the November meeting of the Housing and Communities Committee. Page 98
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4. Main Issues More Homes West Dunbartonshire - Delivery Programme 4.1 Building new affordable homes has an important role to play in revitalising local economies and assisting with post-pandemic and economic recovery plans, negating the impacts of the current cost of living crisis and combatting poverty principally child and fuel poverty. It is also clear that the need for affordable homes has and will increase in the current ongoing economic environment. 4.2 Our More Homes West Dunbartonshire approach is an ambitious plan that aims to continue the positive momentum of the delivery of much needed Council homes in West Dunbartonshire and will significantly assist the Council’s aim to deliver 2500 new social and affordable homes by 2032. 4.3 As the biggest affordable housing developer in West Dunbartonshire, the Council has identified several future development sites for new council homes to address existing and new housing need. The design of these homes will further develop, improve, and exceed current best practice, providing sustainable homes using innovative technology and delivering on our low carbon ambitions including passivhaus and other net zero carbon opportunities. 4.4 The Strategic Housing Investment Plan and HRA Capital Plan outlined the plans the Council have for meeting their new build ambitions. An update on each development site is provide below: - Clydebank East: This development will deliver eighty-eight new homes and has been designed to meet the housing need within the wider West Dunbartonshire area. The table below shows the housing mix: House Type Sustainability Standard Number of New Homes Wheelchair Bungalow 3bed/4person Net Zero 3 House 3bed/5person Net Zero 15 House 4 bed/7person Net Zero 12 House 5 bed/8 person Net Zero 8 Wheelchair Cottage Flat 1bed/2 person Net Zero 4 Cottage Flat 2 bed/4 person Net Zero 4 Flat 1 bed/2person Net Zero 16 Flat 2 bed/4 person Net Zero 24 Wheelchair Flat 1 bed/2person Net Zero 2 Works commenced on this development in January 2023. The first 12 units were handed over on 7th October 2024. Sectional handover number 2 is Page 99
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scheduled for 18th November 2024 and will include 3-, 4- and 5-bedroom houses. All houses are designed to the Housing for Various Needs Standard (HfVN). There will be nine fully Wheelchair (WCH) accessible properties. The 4- and 5 -bedroom homes have ground floor double bedrooms. The development at Clydebank East will see the completion of a major housing led regeneration of a key priority regeneration area identified in the Local Housing Strategy and will be the first fully zero carbon housing development in West Dunbartonshire and marks a significant milestone in our transition to net zero new homes approved at the August 2022 meeting of the Housing and Communities Committee. We have previously reported award of above benchmark grant due to the complexities of the development at Clydebank East this resulted in a total grant award of £12.6m, this equates to over £143k grant per home and around £4.68m more than the benchmark grant award this ensured the delivery of the development without any negative impact on the wider Housing Revenue Account. Pappert, Bonhill This project enjoyed a site start date in early March, delivering the housing mix as follows: - House Type Sustainability Standard Number of New Homes House 3bed/5 person Passivhaus 6 House 3bed/5 person Net Zero 6 House 4bed/6person Net Zero 4 House 4bed/7person Net Zero 1 Flat 2bed/3person w/c Net Zero 3 Flat 1 bed/2person Net Zero 6 The development should be complete for handover in summer 2025. Mount Pleasant, Old Kilpatrick The site started on 15th April 2024 and construction will last approximately one year. This is a 19-unit complex which is designed for elderly residents and will deliver high quality amenity housing, the housing mix is outlined below for information. House Type Sustainability Standard Number of New Homes Bungalow 1bed/2person Net Zero 3 Flat 1bed/2person w/c Net Zero 4 Page 100
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Flat 1bed/2person Net Zero 4 Flat 2bed/4person Net Zero 8 Willox Park, Doveholm, Dumbarton The development of seventeen new homes to be delivered at the former care home site. House Type Sustainability Standard Number of New Homes Flat 2bed/3person Net Zero 2 Flat 1 bed/2person Net Zero 15 This development has now been granted planning permission and a contractor, McTaggart Construction, has been appointed to begin the construction phase. Construction will commence in November on this project. The net zero heat strategy will be delivered by ground source heat pump, as it was felt that this solution to be preferable than an air source heat pump for each home. Current tenants at Willox Park have been consulted throughout the design process and this has continued with the contractor holding Q&A sessions. Bonhill Gap Site Strategy The pre-planning application process has commenced on the development of the three separate gap sites delivering thirty-four new homes which are contained within this wider development project outlined in the table below. Planning has been submitted for all sites with approval expected to be granted for Braehead and Campbell St in November and O’Hare determination date set for 25/11/2024. Site Braehead Campbell St O’Hare 1 bed 8 (4 WCH + 4 GN) 6 6 2 bed 3 (WCH) 3 bed 3 4 bed 2 5 bed 4 6 bed 7 bed 2 Total 17 11 6 Page 101
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As has been noted to committee previously, the original design proposal for the O’Hare development site did not achieve a positive financial viability assessment and the design was revised, Committee is asked to note and approve the updated estimated costs for the O’Hare project of £1,505,000 and to develop a procurement strategy to appoint a contractor up to this estimated cost. The previous estimated costs for he revised design was £1,424,221.26. This is a 5.7% increase that assumes an inflationary cost increase for when the tender submissions return. Bank Street, Alexandria The development will consist of twenty-two sheltered/amenity housing units in partnership with the HSCP. Planning has been submitted. House Type Sustainability Standard Number of New Homes Flat 1bed/2person w/c Net Zero 22 Communal Room Net Zero 1 Staff Office Net Zero 1 A planning decision is expected at the end of November along with the return of the tender submissions from contractors. Similar to Willox Park, tenants at Gray Street have been consulted throughout the design process. Clydebank Health Centre Having received the feasibility report for the site, we aim to develop 20+ units of sheltered housing to strategically improving the provision of sheltered accommodation within Clydebank. We also aim to build around eighteen units of mostly family housing. We have discussed proposals with tenants at Young Street on the proposition of developing a new sheltered complex on the old Clydebank Health Centre site. This was met with a largely positive reaction and consultation with tenants, staff and other stakeholders will continue throughout the design process. A multidisciplinary design team, led by Collective Architecture, who carried out the feasibility study, have been appointed through the Scottish Procurement Alliance framework to carry forward the above-mentioned site proposal designs. The demolition of the Health Centre was awarded to Caskie Ltd and works commenced on the 3rd of June and the demolition programme is scheduled for around 20 weeks. There has been a delay in the demolition due to issues with gas disconnections. The estimated completion date of the site is now 2/12/2024. Gilmour Avenue, Hardgate Page 102
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As part of the wider development of our Clydebank Gap Site strategy we identified a Housing Revenue Account site in the Hardgate area at Gilmour Avenue. The site was previously the location of timber garages on concrete bases. These have long since been demolished and the site has been beset with fly tipping issues for several years. The development started on site on 23/9/2024 and has a completion date of 14/2/25. Connect modular, the contractor, is having a day of learning about construction with the local primary school, Goldenhill Primary, and the pupils will be invited to watch the housing modules arrive on site. Dennystoun Forge Gypsy/Traveller Site The project has been scored and assessed as a priority in the new SHIP 2025 -2030, with a proposed site start next financial year. Our in-house design team and Procurement colleagues are proceeding to detail our plans. Engagement continuous with the Dennystoun Forge community. Our focus remains on decant options, where we are engaging with our Assets and Planning colleagues on the possible use of an identified alternative site for decanting during the works, and on procurement, where we have consulted with other local authorities with experience of similar projects. The decant arrangements have thrown up a series of questions which we will be discussing with the community. While the costs for the decant site are likely to be high, overall, we expect a saving to be achieved through giving the eventual works contractor free access to the Dennystoun Forge site. Queen Mary Avenue, Clydebank (Clydebank Gap Sites) The transfer of the site at Queen Mary Avenue, Clydebank with vacant possession at the cost of £140,000 from the Council’s General Fund to the Housing Revenue Account for the delivery of new Council homes was approved at the February meeting of the Housing and Communities Committee and has now been concluded. The demolition contract for the units was awarded to Caskie Ltd. The programme started on 6th July and was completed in September 2024. An Employer’s Agent/QS has been procured to assist moving this Design and Build project forward. Silverton Regeneration The demolition for the two identified sites in Smollett Road and Dumbuie Avenue started on 2/10/24 and the contract period is 6 weeks. We are currently developing a design for future replacement housing on the site. Page 103
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Queens Quay, Site C, Clydebank The Council has been developing a design to deliver a projected twenty units on this site to complement the housing mix within sites A and B. This development will also be designed to meet low/zero carbon principles and linked to the Queens Quay district heating network. . Pre-planning response was received on the 25 February highlighting concern of the WDC development proceeding in isolation. We have adopted a proactive response to this issue and have developed masterplan diagrams incorporating the surrounding sites and have conducted valuations on the adjacent site to Queens Quay C with a view to purchasing additional land to deliver more affordable housing in the Queens Quay regeneration site. If this is achieved, we would seek to develop a mixed tenure approach to any expanded development site delivering one hundred new affordable homes. We are seeking discussion with CRL (Clydeside Regeneration Limited) to progress the possibility of acquiring this additional land and will be able to draw down Scottish Government grant to enable this. However, because of the uncertainties surrounding potential delivery timescales for this project and the reduced funding it is no longer allocated funding within the current Strategic Housing Investment Programme. Buyback Programme Total number of properties purchased in 2024/25 financial year 17 Total Purchase Value £1,673,700 We have completed nine purchases since the last board and that includes five larger family properties comprising of three bedrooms or more. 4.5 The West Dunbartonshire Strategic Housing Investment Plan 2024/25 – 2028/29 (SHIP) was approved by West Dunbartonshire’s Housing and Communities Committee in November 2023 and submitted to the Scottish Government. Our Council Annual Resource Planning Assumption (RPA) from the Scottish Government supporting the delivery of the SHIP was £10.795m. The budget cut has reduced this figure to £8.167m for 2024/25, a cut of 24%. 4.6 In September 2024, the Scottish Government revised 2024-25 RPAs with immediate effect to take into account an additional £40m acquisition funding. While the Scottish Government recognised that all local authorities are facing a range of housing and homelessness pressures, the allocation of this funding was predicated on the Scottish Government’s perception that because of enduring pressures experienced by a handful of local authorities over a number of years have that this funding should be targeted. 4.7 Using a methodology based on consistently high temporary accommodation numbers as an indicator of acute need this funding was targeted to five local authorities, and 80% of the £40m was allocated to these five local authority areas (Edinburgh, Fife, Glasgow, South Lanarkshire, and West Lothian). The Page 104
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remaining 20% of the £40m has been allocated across the other twenty-seven local authority areas, using the same distribution methodology, to inform each local authority area’s share. 4.8 The additional allocation of the £40m for West Dunbartonshire Council is £309k and the total RPA for 2024-25 for the Council is now £8.477m. The additional £309k requires to be directed towards acquisitions to help address temporary accommodation pressures. 4.9 As of 10th October 2024, updated affordable housing investment grant benchmark levels were introduced. These were informed by adjusting the data from the Scottish Social Housing Tender Price Index for the entire 2023 calendar year – resulting in an increase of 5% across the board. An additional quality measure benchmark of £4,560 per unit (at the three-person equivalent level) has also been introduced to account for key changes introduced by the February 2023 revision of building regulations. The revised benchmark levels are illustrated in the table below: - Revised Affordable housing investment benchmarks (from 10/10/24): Baseline benchmarks Project type West Highland, Island authorities, and remote/ rural Argyll Other rural City and urban RSL social rent £117,222 (3 person equivalent) £101,878 (3 person equivalent) £95,741 (3 person equivalent) Council social rent £101,878 (3 person equivalent) £92,673 (3 person equivalent) £87,763 (3 person equivalent) RSL mid- market rent £71,806 (3 person equivalent) £69,351 (3 person equivalent) £65,669 (3 person equivalent) Council mid- market rent £65,055 (3 person equivalent) £63,214 (3 person equivalent) £60,145 (3 person equivalent) Additional quality measure benchmarks Homes delivered to Section 7, Silver Level, of the 2019 Building £2,455 per home Page 105
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Regulations in respect of Energy for Space Heating (that is, full Bronze Level plus Aspect 2 of Silver Level).1 (3 person equivalent benchmark) Homes delivered to the updated provisions for energy performance, ventilation and assessment of overheating risk introduced through building regulations in February 2023.2 £4,560 per home (3 person equivalent benchmark) Provision of balconies within flatted developments to enable people to sit outside, where the provision of private or communal outdoor space cannot otherwise be accommodated. £4,910 per home (3 person equivalent benchmark) Provision of space for home working or study – to note that this benchmark does not apply to projects meeting current Housing for Varying Needs standards3. In all other circumstances, grant applicants should demonstrate that additional space is necessary to deliver this measure in order for this benchmark to apply i.e. it is not possible to incorporate this within the design of the homes under current space standards.4 £4,297 per home (3 person equivalent benchmark) Digitally-enabling – when a tenant gets the keys to their home they should be able to arrange for an internet connection to ‘go live’ without the internet service provider having to provide additional cabling to the premises.5 £369 per home (3 person equivalent benchmark) Installation of ducting infrastructure for electric vehicle charge point connectors. £614 per connector (3 person equivalent benchmark) Installation of electric vehicle charge points (excluding installation of ducting infrastructure).6 £614 per charge point (3 person equivalent benchmark) Installation of automatic fire suppression systems. £3,682 per home (3 person equivalent benchmark) Page 106
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Installation of zero direct emissions heating systems.7 £4,910 per home (3 person equivalent benchmark) 4.10 The increase in the grant benchmark is welcomed and will assist in ensuring the affordability of the new build programme. However, the additional grant funding requires to be delivered from the current RPA for 2024/25 which will increase pressure on the funding available this financial year. For future years we await the outcome of the Scottish Government budget proposals in December this year which we hope will provide some added certainty regarding future years funding availability to deliver the Affordable Housing Supply Programme. 4.11 The Housing Development Team are continuously looking for opportunities to provide additional new build council homes and will bring any potential site to the Housing and Communities Committee with as much information as possible as part of the regular More Homes update paper. 5. People Implications 5.10 The delivery of the More Homes delivery programme is managed through existing resource within the Housing Development & Homelessness team funded from the Housing Capital Investment Programme. 6. Financial and Procurement Implications Financial 6.1 On 6 March 2024 Council approved the Housing Capital Programme 2023- 2028 which saw significant resources committed to the delivery of new council homes in West Dunbartonshire. An expenditure budget of £155m for the affordable housing supply programme is factored into the HRA Capital Programme this will be updated to reflect the income and expenditure highlighted within this report. As it currently stands, it is anticipated that this programme will complete on project life budget. 6.2 Housing and Finance Officers will continue to assess the ongoing affordability of future developments within the context of the Housing Revenue Account Business Plan. Procurement 6.3 All new development sites will be subject to new detailed procurement strategies and the opportunities highlighted within 4.5 of this report will continue to be prioritised. Where the contract award is less than £213,000, authority is delegated to the Chief Officer in consultation with the Procurement Manager to instruct the award of contracts for the planned revenue and Page 107
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capital spend detailed in this report to suppliers providing the most economically advantageous offer to the Council. 6.4 All procurement activity conducted by the Council more than £2m is subject to a contract strategy. The contract strategy for new housing development within the HRA Capital Programme will be developed by the Corporate Procurement Unit in consultation with Housing Development Officers. The contract strategy will include, but is not limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. Opportunities to maximise the positive social, economic, and environmental impact for the Council through the relevant procurement processes will be developed in line with procurement policy. 7. Risk Analysis 7.1 All Council new build projects have their own Risk Register which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis. 7.2 With any new build project there is a risk that as the projects develop the cost increases beyond the estimated contract cost. Any additional borrowing requirements, or conversely, cost savings will be reported to future meetings of the Housing and Communities Committee. However, this is mitigated through a target cost model approach in our current contract arrangements within the Scottish Procurement Alliance (SPA) framework and Scotland Excel. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 As part of a rent consultation exercise, 92% of respondents indicated their support for the Council’s ambitious plans to deliver the Housing Revenue Account (HRA) new council house build programme. In addition, there was positive support for the wider delivery of new build housing as part of the recent Local Housing Strategy. Regular updates on new build development Page 108
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are provided to the West Dunbartonshire Tenants and Residents Organisation at the bi-monthly liaison meetings. 11. Strategic Assessment 11.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. 11.2 Having considered all the Council’s strategic priorities, this report, and the provision of new supply social housing for rent contributes greatly to all the Council’s strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 7 November 2024 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Mikayla Deeley, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email mikayla.deeley@west- dunbarton.gov.uk Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 109
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: West Dunbartonshire –Empty Homes Strategy 2024-2029 1. Purpose 1.1 The purpose of this report is to seek approval of the new Empty Homes Strategy 2024 -2029. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Approve the revised Empty Homes Strategy 2024 -2029; and (ii) Approve the target to return 125 homes back into use over the period of the strategy. 3. Background 3.1 West Dunbartonshire Council employs an Empty Homes Officer to provide advice and assistance to owners of long term empty private homes; that is properties that have been empty longer than six months. 3.2 The Scottish Government has recognised and prioritised the issue of empty properties by asking Local Authorities to demonstrate in their Local Housing Strategies how the issue of empty homes is being addressed. 3.3 According to Scottish Government figures, in September 2023, there were 46,217 long term empty homes across Scotland. West Dunbartonshire Council has 494 long term empty homes. 3.4 The Scottish Government has a vision of a Scotland where every home is occupied, and no homes are left empty for significant periods of time without good reason. There is a clear ambition to see empty homes services operating in every area of Scotland and for existing services to be enhanced where possible. 3.5 The Scottish Government’s ‘Housing to 2040’ has an ambition to deliver 100,000 homes over the period to 2032 and sets priorities that empty homes can help to deliver. 3.6 West Dunbartonshire had 1095 homeless presentations in the year 2023/24. and for the same period there were 5995 people on the waiting list. ITEM 11 Page 111
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3.7 Returning empty homes to use can help provide additional housing in the private sector and for social housing. It can help the authority deliver on the Local Housing Strategy’s priorities and objectives. Housing Need and Demand - by making more properties available to be lived in Promoting Quality Homes - those properties below tolerable standard are likely to be renovated to at least the repairing standard. Homelessness and Housing Options - empty homes returned to use can help to alleviate some of the demand for social housing and provide more choice. Place and Community - Places and communities are vitally important to both our resident’s health and well-being, and returning empty homes to use can remove the blight on a local community and help to create sustainable communities. 3.8 West Dunbartonshire’s housing stock is predominately split between home ownership at 56% and Registered Social Landlords and Local Authority housing stock at 37%. The private rented sector only accounts for 6% of the housing stock. Less than 1% of the housing stock is a second home. 3.9 The previous Empty Homes Strategy 2021-2024 aimed to return 75 empty homes back into use. During the period of the strategy, eighty-three properties of varying type, size and location have been brought back into use to provide the communities of West Dunbartonshire with more available housing. 4. Main Issues 4.1 The main reason for a property being empty in West Dunbartonshire is due to deceased owners. These properties can be difficult to bring back into use particularly where the person has died intestate. 4.2 West Dunbartonshire Council does also have long term empty private homes where owners cannot be traced, others have refused to engage and address the impact the empty property has on the neighbourhood and maintenance concerns have also been ignored. 4.3 Empty homes present challenges to those living in the vicinity of the empty property where they can experience increased vandalism, anti-social behaviour and impacts on emergency services, i.e. Police and Fire Service. 4.4 The Empty Homes Officer works closely with the Lead Buy Back Officer to help identify long term empty homes that meet the needs and demands for housing in West Dunbartonshire. 4.5 The only enforcement action available to assist Empty Homes Officers to return properties back into use is Compulsory Purchase Orders. However, these are time consuming and costly for local authorities. The Scottish Page 112
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Government has committed to reviewing Compulsory Purchase Orders and has set up Compulsory Purchase Reform group to oversee the review. 4.6 The Scottish Government had intended to legislate to introduce a Compulsory Sale Order power for vacant land and buildings. This would allow local authorities to force long term empty homes onto the open market. This would give the Empty Homes Officer an additional tool in those instances where all other means of engaging with the owner have been exhausted. The intended legislation that would introduce these powers had been delayed because of BREXIT and then further delayed because of the COVID-19 pandemic. The Scottish Government is still considering this option; however, it is not included in the current Housing Bill. 4.7 The Empty Homes Officer collaborates closely with colleagues in Corporate Debt, Environmental Health, Planning, Building Standards, Regeneration, and Criminal Justice to try and overcome any obstacles preventing a home being returned to use. 4.8 On 1 May 2024, the Housing and Communities Committee declared a housing emergency in West Dunbartonshire, becoming the fifth local authority to do so by that date. On 15 May 2024 the Scottish Government too declared a housing emergency, formally recognising the scale of the problem. 4.9 Case studies 1 and 2 in the strategy document (appendix 1) show the wider financial advantages of the Empty Homes Officer work in bringing homes back into use. These cases resulted in Council Tax debt of £43,835.65 and £71,815.72 in care home costs being collected. This sum totals £115,651.37 being collected at the point of sale that would otherwise have remained outstanding without the intervention of the Empty Homes Officer. 5. People Implications 5.1 There are no direct people implications because of this report. The Council continues to fund the Empty Homes Officers from the Housing Revenue Account. 6. Financial and Procurement Implications 6.1 There are no direct procurement implications in relation to this report. 6.2 There are financial benefits to returning empty homes back into use with the case studies resulting in £115,651.37 being collected when the house sales concluded. For those properties purchased as a buy back this will also provide additional rent in perpetuity. 6.3 As at the end of June, the total outstanding council tax debt to West Dunbartonshire Council attributed to empty homes in the private sector was £874k, with an average debt per property of around £1.8k. Page 113
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7. Risk Analysis 7.1 There is no significant identifiable risk associated with the approval and implementation of the revised Empty Homes Strategy. 8 Environmental Sustainability 8.1 The delivery of our housing investment programme is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment 9.1 An Equality, Health and Human Rights Impact Assessment has been carried out on the draft Empty Homes Strategy and found no substantive negative impacts. A copy of the assessment as Appendix 2 of this report. 10. Consultation 10.1 A key element in the development of the revised Empty Homes Strategy was seeking the views of the West Dunbartonshire Tenants and Residents Organisation, the Scottish Empty Homes Partnership, and internal stakeholders. 10.2 The consultation gathered views on the draft strategy and the feedback was used to update the strategy. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improve local housing and bring empty properties back into use. Peter Barry Chief Officer, Housing & Employability Date: 6 November 2024 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Page 114
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Appendices: Karen Rae, Empty Homes Officer, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: karen.rae@west- dunbarton.gov.uk 1. Draft Empty Homes Strategy 2024 -2029 2. Equalities Impact Assessment, November 2024 - To Follow Background Papers: 1. Equalities Impact Assessment, November 2024 2. Local Housing Strategy 2022-2027 Wards Affected: All Page 115
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West Dunbartonshire Empty Homes Strategy (Private Sector) 2024/29 ITEM 11 - APPENDIX 1 Page 116
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2 Contents 1. Introduction......................................................................................................................................2 1.1 What is meant by Empty Homes?..............................................................................................3 2. The Legislative and Policy Context for Empty Homes.....................................................................4 2.1 Statutory Requirements..............................................................................................................4 2.2 The National Policy Context for Empty Homes..........................................................................4 2.3 The Local Policy Context for Empty Homes...............................................................................7 3. Evidencing the Need to Tackle Empty Homes in West Dunbartonshire.........................................11 3.1 Profiling Empty Homes.............................................................................................................11 3.2 Long Term Empty Homes.........................................................................................................11 3.3 Housing Need and Demand.....................................................................................................14 3.4 Homelessness..........................................................................................................................14 3.5 Temporary Accommodation......................................................................................................15 3.6 Private Rented Sector..............................................................................................................16 4. Local Action, Challenges & Barriers in Tackling Empty Homes.....................................................17 4.1 Empty Homes Projects and Initiatives in West Dunbartonshire...............................................17 4.2 Challenges and Barriers to Tackling Empty Homes.................................................................21 5. The Strategy for Tackling Empty Homes in West Dunbartonshire.................................................23 6. Empty Homes Action Plan.............................................................................................................24 7. Monitoring Progress and Evaluating..............................................................................................26 7.1 Evaluation.................................................................................................................................26 8. Consultation & Engagement..........................................................................................................26 1. Introduction Page 117
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3 West Dunbartonshire Council is pleased to present this Strategic Empty Homes Strategy covering the period 2024 – 2029. This Empty Homes Strategy seeks to: Set a target of returning 125 empty homes back into use in West Dunbartonshire over the period of this strategy. Support homeowners to bring empty homes back into use, increasing local housing options and meeting housing need. Enable housing regeneration, placemaking and neighbourhood improvement activity which improves community safety, environmental quality, and housing condition. Make a positive contribution to the building reuse and repurposing agenda aligned to the Council’s wider ambitions for tackling climate change. The Empty Homes Strategy’s main purpose is to provide a clear picture of how we aim to return empty private homes back into use. By tackling empty homes this will contribute to meeting housing needs over the Authority, assist in the regeneration of our communities, support our local economy and climate change. The Scottish Government’s Housing to 2040 has an ambitious vision of what housing should look like over the next two decades and a plan of how they see this should be achieved. By bringing empty homes back into use this will help deliver on the priorities: • More homes at the heart of great places • Affordability and Choice • Affordable warmth and zero emissions homes • Improving the quality of homes The Empty Homes Strategy aligns with the Local Housing Strategy 2022-2027, theme of Place and Community. The previous Empty Homes Strategy 2021-2024 aimed to return 75 empty homes back into use. During the period of the strategy, we have reported to the Scottish Empty Homes Partnership that 83 properties of varying type, size and location have been brought back into use to provide the communities of West Dunbartonshire with more available housing. Since the previous Strategy we have: - • Moved from having a part-time Empty Homes Officer to a full-time Officer, from July 2022. • And further developed working relationships with colleagues in Building Standards, Environmental Health, Planning, Regeneration and Social Work (Criminal Justice). 1.1 What is meant by Empty Homes? In this Empty Homes Strategy, empty homes have been classified using the following definitions: Page 118
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4 • Long term empty properties. These are dwellings that have been empty for 6 months or more and are liable for council tax. The most recent figures published by the Scottish Government show that there were 494 long term empty properties in West Dunbartonshire in September 2023. • Unoccupied exemptions. These are properties which are empty and exempt from paying council tax. The most recent figures published by the Scottish Government show that there were 848 unoccupied exemptions in West Dunbartonshire in September 2023. There is no requirement for a property to have been empty for more than 6 months before it can be included in this category. • Second homes. Homes which are furnished and lived in for at least 25 days in a 12-month period but not as someone’s main residence. The most recent figures published by the Scottish Government show that there were 19 second homes in West Dunbartonshire in September 2023. Understanding why homes become empty can play a significant role in bringing the properties back into use, some reasons for homes becoming empty can include: • Inheritance and ownership difficulties • They do not want to become a private landlord. • Repossessions • Major repairs and lack of resources • Difficulty engaging or location of owners. For owners, empty homes can have considerable financial impacts in terms of lost rental income, mortgage payments, council tax, insurance, maintenance, and security. Empty Homes can therefore pose the potential for significant financial loss. From a wider community perspective, empty homes can cause a negative appearance in terms of place, undermine regeneration efforts, prevent common works from taking place and lower the value of nearby properties. Furthermore, properties which are inactive within the housing market do not contribute to economic activity within communities and do not help with homelessness prevention or meeting housing need. This Empty Homes Strategy focuses on long term empty properties, setting out the approaches that the Council and partners will take to bring homes back into use. Having said this, it should be noted that unoccupied exemptions may include properties where the previous owner has died and/or properties that have been repossessed. The Empty Homes Strategy also sets out approaches for bringing these properties back to use. This Empty Homes Strategy can therefore deliver significant economic and financial benefits to West Dunbartonshire communities, local businesses, owners, landlords and residents by contributing to: • enhancing housing supply to meet housing need. • reducing homelessness by increasing housing options • achieving Net Zero Targets and carbon savings through the retrofitting of existing properties as an alternative to new supply • reducing neighbourhood complaints and the avoidable deployment of public resources • reducing requirements for Police and Fire Services to attend empty homes. • financial returns for owners by realising asset value or generating rental income. • improving aesthetic appearance and sense of place within a community • progressing common works to improve housing standards across other homes. Page 119
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5 2. The Legislative and Policy Context for Empty Homes There is a rich and diverse policy context for tackling empty homes in Scotland, which supports the delivery of empty homes activity and influences the contribution that empty homes can make to national, local and community objectives. It is important that this Empty Homes Strategy supports and helps deliver national housing outcomes and targets, whilst also reflecting the local needs and priorities set out by community planning and housing partnerships. This Empty Homes Strategy is set within the wider Community Planning and Local Housing Strategy for the Council and its partners. The Strategy defines the contribution that empty homes can make to local strategic priorities and meeting the targets set out in Scotland’s first national Housing Strategy: ‘Housing to 2040’. The national and local strategic framework that supports and enables the delivery of the Empty Homes Strategy is set out in more detail below. 2.1 Statutory Requirements There are a number of statutory requirements placed on West Dunbartonshire Council and those that relate directly or indirectly to bringing empty homes back into use, are as follows: • Local Government Finance (Unoccupied properties etc.) (Scotland) Act 2012. This allows local authorities to charge increased Council Tax on certain homes that have been empty over a year. • The Housing (Scotland) Act 2011 which places a duty on local authorities to develop a Local Housing Strategy (LHS) which set out the local authority’s and local partners’ vision for the supply of housing across all tenures and types of housing provision. • Local authorities’ duties to homeless people including a statutory responsibility to anyone threatened with, or experiencing, homelessness. • House Condition (Housing (Scotland) Act 2006, Section 10) creates duties to have in place a Below Tolerable Standard Strategy, Housing Renewal Area Policy, and Scheme of Assistance Strategy • Tackling the effects of Climate Change – Section 44 of the Climate Change (Scotland) Act 2009 • Fuel Poverty (Targets, Definition and Strategy) (Scotland) Act 2019 introduces a new statutory target for reducing fuel poverty. The target is that by 2040, as far as reasonably possible, no household, in any Local Authority area, in Scotland is in fuel poverty; and, in any event, no more than 5% of households, in any local authority area in Scotland are in fuel poverty. No more than 1% of households in Scotland should be in extreme fuel poverty. This legislative framework not only places powers and duties on West Dunbartonshire Council but offers mechanisms which can drive empty homes activity and intervention including enforcement action, advice, assistance, and investment. 2.2 The National Policy Context for Empty Homes The national policy context places the empty homes agenda within a framework of strategic ambitions around housing, place, community, net zero and the Scottish economy. Whilst there are currently no statutory requirements for local authorities regarding empty homes, the Scottish Government is keen to encourage empty homeowners to bring properties back into use and in particular, to increase affordable housing supply in Scotland to tackle shortages in this sector. Page 120
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6 There are currently eleven National Outcomes describing what the Scottish Government wants to achieve. By proactively tackling empty homes and bringing them back into use, the Council and partners can contribute to delivery of several of these as shown below. National Outcome Empty Homes Contribution Economy: We have a globally competitive, entrepreneurial, inclusive, and sustainable economy Assisting and enabling empty homeowners to bring their properties back into use, provides greater housing choice, improves the aesthetic appearance of communities, and can contribute to making communities more robust and resilient through investment, job creation and greater local spend Fair work and business: We have thriving and innovative businesses, with quality jobs and fair work for everyone Empty homes can contribute to fair work and local business agendas through job creation, spend on materials and resources, learning and development of a skilled workforce and increasing the number of households accessing services, amenities Communities: We live in communities that are inclusive, empowered, resilient and safe Tackling empty homes improves community safety, encouraging greater levels of resident occupation to reduce security risks and enhance neighbourhood quality Poverty: We tackle poverty by sharing opportunities, wealth, and power more equally Empty homes that are brought back into use can contribute to increasing the supply of affordable housing and therefore assist in tackling the poverty agenda. Environment: We value, enjoy, protect, and enhance our environment Refurbishment and retrofitting have significantly less impact on the environment and carbon emissions than newbuild housing activity. Empty homes can contribute to increasing housing choice and supply whilst reducing impact on consumption and production. Bringing empty homes back into use safeguards properties at risk by allowing works to be carried out not only for that property but others where there are communal repairs. Ensuring properties are protected and lived in increases housing supply and provides a better environment for those who wish to live in communities in the future Health: We are healthy and active Psychologists have long known that people's surroundings can influence their moods and mental health. The mental and physical wellbeing of people who live in the same street as an empty home can be adversely affected as the condition of the house deteriorates and it becomes the focus of anti-social behaviour. People living in areas with high levels of long-term empty homes may be more prone to depression due to the decline of their neighbourhood. Bringing empty homes back to use can help people to rediscover a sense of place and remove the negative stresses and risks to physical health that people living next door to an empty home may face. Table 1 Empty Homes impact on achieving National Outcomes Empty homes have an important role to play in helping to deliver the right homes, in the right places for people across Scotland. The Scottish Government’s Housing to 2040 strategy sets an ambitious Page 121
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7 vision of what housing should look like over the next two decades and a plan on how to achieve this vision. Bringing empty homes back into use will help deliver all priorities set out in the Housing to 2040 strategy as follows: Affordable warmth and zero emissions homes: Help to drive down carbon emissions caused by housing and housing construction. Assist with reduced heating and operational carbon emissions through retrofitting for improved energy performance. More homes at the heart of great places: Help to meet demand for affordable housing in areas of most need. Contribute to the regeneration and revitalising of town centres, villages, and rural communities. Affordability and choice: Contribute to delivering 100,000 affordable homes between 2021/22 and 2031/32. Ensure as wide a range as possible of property types and tenures across Scotland. Improving the quality of all homes: Supporting the renovation of existing homes and returning them back to use Improving the quality of housing stock and the aesthetic appearance of neighbourhoods. Furthermore, the new National Planning Framework 4 (NPF4) 1 Policy 9 ‘Brownfield, vacant and derelict land, and empty buildings’, encourages development proposals for the reuse of existing buildings, taking into account their suitability for conversion to other uses. NPF4 therefore promotes the sustainable reuse of buildings such as empty homes. Within NPF4 Policy 17 ‘Rural Homes’ supports development proposals for new homes in rural areas where the development is suitably scaled, sited, and designed to be in keeping with the character of the area, it also supports the reuse of redundant and unused buildings. NPF4 Policy 27 ‘City, town, local and commercial centres’, supports development proposals for the re-use of a vacant building within city/ town centres where it can be demonstrated that the existing use is no longer viable, and the proposed change of use adds to viability and vitality of the area. 1 https://www.gov.scot/binaries/content/documents/govscot/publications/strategy-plan/2023/02/national- planning-framework-4/documents/national-planning-framework-4-revised-draft/national-planning-framework-4- revised-draft/govscot%3Adocument/national-plannin Page 122
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8 The conversion, or reuse of vacant upper floors of properties within city/town centres for residential conversion of empty homes will therefore be supported. In 2021 West Dunbartonshire Council launched a Climate Change Strategy that sets out the Council’s response to setting a long-term target for West Dunbartonshire to reach net zero by 2045. From this a Climate Change Action Plan was established to detail how the Council will deliver and monitor its Climate Change efforts with one of the themes being for its housing stock to become more energy efficient. As some empty homes are former local authority stock; by working with the Buy Back Lead Officer the Empty Homes Officer can refer appropriate properties and once purchased they can then be included in any ongoing capital programme to improve the energy efficiency i.e. external wall insulation helping to meet the Council with its net zero ambitions. Empty homes within the private sector can also access financial assistance to increase energy efficiency of buildings and reduce fuel poverty, aligning with the Council’s Local Heat and Energy Efficiency Strategy (LHEES). Retrofitting and maintaining existing domestic properties help to reduce the construction of new homes and subsequently mitigates environmental impacts and wider supply chain carbon emissions. 2.3 The Local Policy Context for Empty Homes The West Dunbartonshire Council Local Housing Strategy (LHS) is at the heart of the arrangements for housing and planning through its links with the Local Development Plan and its strategic role in directing investment in housing and housing related services. The West Dunbartonshire Council LHS sets out a strategic vision for the delivery of housing and housing services and the outcomes that partners are seeking to achieve to meet housing need. The LHS sets out the approach to increasing housing supply, meeting housing need and demand, preventing and alleviating homelessness, delivering specialist housing, improving private sector housing conditions and energy efficiency, addressing fuel poverty, and delivering the housing contribution to meeting net zero targets. More specifically, the LHS defines tackling empty homes as a key area for action, partnership, and investment. The LHS priorities and objectives are: Housing Need and Demand Need and demand projections. Housing land availability Housing supply targets New build by the different tenures Promoting Quality Homes How we will improve the quality of the house stock across all tenures Housing and the Climate Change Strategy Fuel poverty. The Energy Efficiency Standards for Social housing (EESSH) WDC Housing Asset Management Strategy Supporting Owner Occupiers and Private Landlords with their homes Page 123
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9 New build housing design requirements and the West Dunbartonshire Design Standard Below Tolerable Standard homes Homelessness and Housing Options The Council’s statutory requirements on homelessness Evidence about homelessness Homelessness Prevention and Housing First The Scottish Government’s Prevention Review Group The Rapid Rehousing Transition Plan Prison Leavers Armed forces housing advice Our Leaving Care Housing Protocol The Hospital Discharge Protocol Young People No Home for Domestic Abuse. Place and Community Place making as a public health priority. Place making and climate change. Place making and Planning policy. 20-minute Neighbourhoods Town Centres Regeneration and Housing Renewal priorities Empty Homes Strategy Compulsory Sales and Purchase Orders Buy back strategy. Tenant Participation Supported, Specialist and Particular Needs Housing Housing and the Health and Social Care Partnership Need and demand for specialist accommodation. Older people’s housing Accessible housing and delivery of wheelchair housing People with disabilities and supported housing. Aids and Adaptations Care and Repair Page 124
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10 Technology supported housing. Dementia housing People with needs Offender and prison leaver pathways Gypsy Traveller Communities Other groups such as Ethnic minorities, Travelling Show people, LGBT+ communities, and Key workers. Returning empty homes to use can help the authority deliver on a number of the above priorities and objectives. Housing Need and Demand by making more properties available to be lived in, Promoting Quality Homes as those properties below tolerable standard are likely to be renovated to at least the repairing standard. Homelessness and Housing Options where empty homes returned to use can help to alleviate some of the demand for social housing and provide more choice. Place and Community, as places and communities are vitally important to both our resident’s health and well-being, returning empty homes to use can remove the blight on a local community and help to create sustainable communities. The Community Empowerment (Scotland) Act 2015 (CE Act) introduced a requirement for all local Community Planning Partnerships (CPP) to prepare and publish a Local Outcomes Improvement Plan (LOIP) which: sets out the local outcomes which the CPP will prioritise for improvement to reduce inequalities and add maximum value to each community, and; identifies smaller areas within the local authority area which experience the poorest outcomes, leading to Locality Plans to improve outcomes on agreed priorities for these communities being prepared and produced. The vision for the West Dunbartonshire Council Local Outcomes Improvement Plan (LOIP) is to develop a West Dunbartonshire where all of our residents are: Flourishing Independent Nurtured Empowered The LOIP has the following strategic priorities and outcomes: Page 125
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11 CPWD Strategic Priority CPWD Outcomes A Flourishing West Dunbartonshire Our economy is diverse and dynamic creating opportunities for everyone Our local communities are sustainable and attractive Increased and better-quality learning and employment opportunities Enhanced quality and availability of affordable housing options An Independent West Dunbartonshire Adults and older people are able to live independently in the community Quality of life is improved for our older residents Housing options are responsive to changing needs over time A Nurtured West Dunbartonshire All West Dunbartonshire children have the best start in life and are ready to succeed Families are supported in accessing education, learning and attainment opportunities Improved life chances for all children, young people, and families An Empowered West Dunbartonshire We live in engaged and cohesive communities Citizens are confident, resilient, and responsible Carers are supported to address their needs A Safe West Dunbartonshire Improved community justice outcomes ensure West Dunbartonshire is a safe and inclusive place to live All partners deliver early, and effective interventions targeted at reducing the impact of domestic abuse Residents live in positive, health promoting local environments where the impact of alcohol and drugs is addressed Our residents are supported to improve their emotional and mental health and wellbeing Page 126
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12 3. Evidencing the Need to Tackle Empty Homes in West Dunbartonshire This Empty Homes Strategy has been informed by a clear understanding of the extent and nature of empty homes across West Dunbartonshire Council and their impact on neighbourhoods, communities, homeowners, and local residents. To achieve this, a robust evidence base has been developed by the Council and partners detailing the number and types of empty homes across West Dunbartonshire, as well as important contextual information on tenure estimates, unmet housing need, the incidence of homelessness, the role of the private rented sector and housing condition and quality issues. This evidence base provides us with a strong understanding of the scale of empty homes as well as the challenges faced in bringing them back into use. This analysis is crucial to informing our decisions on how partnerships, investment and innovation should guide empty homes activity and interventions. Our analysis of empty homes arising from this evidence, is detailed below: 3.1 Profiling Empty Homes Table 2 details the scale of ineffective housing stock in West Dunbartonshire Council providing a helpful measure of the number of homes which are not in use and are not contributing to meeting housing need on a permanent basis. The table shows that empty homes, both ‘long-term empty dwellings’ and ‘dwellings with unoccupied exemptions,’ account for 2.9% of all dwellings in West Dunbartonshire with less than 1% of the housing stock recorded as being a second home. Housing Stock West Dunbartonshire Council Total Dwellings 46,068 Long-term Empty Dwellings 494 Dwellings with Unoccupied Exemptions 848 Second Homes 19 Table 2: Housing Stock Scotland (NRS Household Estimates published June 2023) 3.2 Long Term Empty Homes Table 3 sets out how levels of long- term empty and unoccupied dwellings in West Dunbartonshire compare with levels in Scotland as a whole. The table shows that the overall levels of long-term empty dwellings and dwellings with unoccupied exemptions in West Dunbartonshire are less than the Scottish average. However, the percentage of unoccupied exemption figure is slightly higher than the Scottish average. According to the Scottish Government’s Housing Statistics 2022 & 2023: key trends summary 2 West Dunbartonshire’s housing stock is predominately split between home ownership at 56% and Registered Social Landlords and Local Authority housing stock at 37%. The private rented sector only accounts for 6% of the housing stock. Less than 1% of the housing stock is a second home. West Dunbartonshire has one of the lowest rates of home ownership, and we have one of the largest percentages of local authority housing stock compared to other local authorities. 2 Annual+Charts+and+Tables+2024.xlsx (live.com) Page 127
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13 % of dwellings long term empty (all) % of dwellings long term empty (12 months+) % of dwellings unoccupied exempt % of Scottish vacant housing stock West Dunbartonshire 2.9% 1.1% 1.8% 1.7% Scotland 3.4% 1.7% 1.7% 3.4% Table 3: Long term empty properties and unoccupied dwellings in West Dunbartonshire and Scotland (NRS Households and Dwellings in Scotland published June 2023) Table 4 illustrates the number of long-term empty dwellings and dwellings with unoccupied exemptions in West Dunbartonshire (taken from Council Tax records in June 2024). The figures have been broken into areas and it shows the numbers and percentage for each of the areas. According to Council Tax records Alexandria and Dumbarton combined have over 1,000 more registered properties for council tax. This is more than the combined Clydebank and Old Kilpatrick areas. Collectively Alexandria and Dumbarton have a slightly higher proportion of empty properties. Postcode Long Term Empty and unoccupied dwellings Total stock % of homes that are long- term empty and unoccupied dwellings % of housing stock In West Dunbartonshire Alexandria 257 11493 2.2% 0.6% Clydebank 508 19811 2.6% 1.1% Dumbarton 389 12307 3.2% 0.8% Old Kilpatrick 37 2529 1.5% 0.1% Total 1,191 46,140 2.6% 2.6% Table 4: Long-term Empty Homes The map below illustrates that empty homes are spread over the authority and are not concentrated in one particular area. Page 128
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14 Table 5 details the breakdown of homes in each Council Tax Band in West Dunbartonshire Council with the highest levels of long-term empty homes and unoccupied exemptions. The table indicates that bands A and B in all areas of West Dunbartonshire have the highest amount of long-term empty properties and are therefore more likely to be flats, current and former Local Authority housing stock and/or Registered Social Landlord housing stock. Where there are mixed tenure blocks of flats it can be difficult for the Local Authority to get agreement from other owners to proceed with common works, and for the Authority to meet its obligations to meet the Scottish Housing Quality Standards in these mixed tenure blocks. Geography Total dwellings % Band A % Band B % Band C % Band D % Band E % Band F % Band G % Band H Alexandria 257 2.8% 11% 3.2% 2.4% 1.8% 0.3% 0.1% 0% Clydebank 545 16% 19% 4.3% 3.6% 2.0% 0.8% 0.3% 0% Dumbarton 389 11.2% 12.8% 4.0% 2.4% 1.7% 0.2% 0.1% 0.3% Total % 2.6% 30% 42.8% 11.5% 8.4% 5.5% 1.3% 0.5% 0.3% Table 5: Number and % Empty Properties by Council Tax Band Table 6 breaks down all empty homes into the length of time they have been empty. From the table we can conclude that the majority of empty homes within West Dunbartonshire have been empty for under 3 years. The next category of empty homes is those empty between 5- 10 years. The longer a home is empty the harder it is to bring it back into use. West Dunbartonshire Alexandria Clydebank Dumbarton Length of time empty No. of Empty Homes % of Empty Homes No. of Empty Homes % of Empty Homes No. of Empty Homes % of Empty Homes No. of Empty Homes % of Empty Homes 6-12 months 187 15.7% 64 5.4% 60 5.0% 64 5.4% 1-2 Years 180 15.1% 17 1.4% 84 7.1% 79 6.6% 2-3 Years 139 11.7% 79 6.6% 47 4.0% 13 1.1% 3-4 Years 15 1.3% 5 0.4% 7 0.6% 3 0% 4-5 Years 10 0.8% 2 0.2% 5 0.4% 3 0.3% 5-10 Years 65 5.5% 21 1.8% 35 2.9% 9 0.8% 10 Years + 18 1.5% 14 1.2% 0 0% 4 0.3% Table 6: Empty Property Timescales While unoccupied exemptions include properties which are empty and unfurnished for less than 6 months, local authority dwellings awaiting demolition, and some other homes empty for less than six months; the term also covers privately owned properties that are empty due to the property being repossessed, the death of a previous owner, the owner being in long term care or detention, dwellings last occupied by charitable bodies, dwellings empty under statute and some other privately owned homes that have been empty for six months or longer. Some of the reasons for properties being empty in West Dunbartonshire are detailed in table 7. The main reason for property being empty in West Dunbartonshire is due to deceased owners. These properties can be difficult to bring back into use particularly where the person has died intestate. The family can find the situation difficult to deal with due to emotional attachment, meaning they are often reluctant to address the empty home. In situations like this it can take a considerable amount Page 129
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15 of time and perseverance from the Empty Homes Officer to get the property brought back into use, if at all. Another issue is where owners have been taken into care, leaving their home empty. In many cases the property will lie empty until either someone acting on the behalf of the owner is legally permitted to act on behalf of the owner and takes action to sell the home, or the owner dies. If brought back to use, these properties may contribute towards delivery of national policy outcomes and LHS priorities. However, there is a high likelihood of them remaining empty without Empty Homes Officer intervention. Table 7 provides an indication of the number of unoccupied exemptions in West Dunbartonshire that may fall into these categories. Property Description No. Empty Properties All unoccupied exemptions; of which Deceased Owners 271 Under renovation 3 Held for minister 5 Provides/receives care 58 Repossession 5 Receiving empty home discount (over 6months empty) 114 Other 11 Table 7: Unoccupied Exemption Description 3.3 Housing Need and Demand Empty homes activity contributes to increasing housing supply to meet the demand for affordable and market housing in West Dunbartonshire. Bringing empty homes back to use can also support West Dunbartonshire to meet its statutory duty to the prevent homelessness wherever possible and to mitigate the impact of homelessness where it cannot be prevented and increase provision of specialist housing units across categories such as wheelchair, amenity and sheltered. West Dunbartonshire Local Housing Strategy (2022-2027) forecasts the housing estimates for market and affordable housing, for the period 2012-2029. On average West Dunbartonshire needs a minimum of 80 new social homes per annum and 150 private homes per annum. Returning empty homes to use can help to relieve some of the housing pressures within the Council area. This is important when we consider that West Dunbartonshire declared a housing emergency in May 2024. 3.4 Homelessness Tackling homelessness has been a focus of Scottish Government policy and the legal and regulatory framework which has been put in place means that Scotland has some of the strongest rights in the world for anyone experiencing homelessness. Local authorities have a statutory duty: • to provide advice and information about the prevention of homelessness Page 130
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16 • to carry out a robust homelessness assessment within 28 days • for the provision of suitable temporary accommodation for those who require it • to secure the provision of permanent accommodation when assessed as homeless. • to assess support needs for those found to be “homeless or threatened with homelessness unintentionally” and who we have reason to believe requires a support assessment. West Dunbartonshire declared a housing emergency in May 2024 due to the demand on its housing services and the increasing use of temporary accommodation resulting in breaches of the unsuitable accommodation order. Table 8 provides a summary of the homeless applications received by West Dunbartonshire and Scotland as a whole. Applications 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 West Dunbartonshire 1037 1022 1053 1205 1217 1095 Scotland 36,778 37,053 34,345 35,759 39,006 40,685 Table 8: Homeless Applications Table 9 provides us with the 5 main reasons for persons seeking assistance from the Homeless Team. The most common reason is for those being asked to leave their accommodation and often this can be attributed to a parent asking a young person to leave, an example of this could be the home is overcrowded, or their relationship has become untenable. Main Reasons for Homeless Applications 2018- 19 2019- 20 2020- 21 2021- 22 2022- 23 2023- 24 Asked to leave 264 263 291 383 419 367 Dispute within household / relationship breakdown: non-violent 185 153 245 229 228 229 Dispute within household: violent or abusive 169 215 233 245 212 187 Other reason for leaving accommodation / household 135 81 78 83 92 72 Discharge from prison / hospital / care / other institution 45 49 34 45 49 51 Table 9: Main Reasons 3.5 Temporary Accommodation Table 10 provides us with the details of the demand for temporary accommodation. This shows an increase for temporary accommodation which affects the availability of housing stock. There has been an increase on the number of persons being placed in bed and breakfast accommodation breaching the Unsuitable Accommodation Order. This has been reported to the Scottish Housing Regulator. Use of Temporary Accommodation 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 West Dunbartonshire 988 1026 1070 1176 1173 1224 Page 131
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17 Table 10: Use of temporary accommodation 3.6 Private Rented Sector West Dunbartonshire Council has a relatively small private rented sector accounting for around 6% of the housing stock. A Help to Rent scheme was introduced to help clients with an identified housing need, access the private rented sector by providing the initial deposit. The amount of the deposit payable is limited to the Local Housing Allowance rates for the relevant size of accommodation. Many private lets charge considerably more than the local housing allowance rates, and this can be a barrier to clients on lower incomes accessing the private rented sector. However, not all clients require assistance with the deposit and the numbers below cover all clients housed in the private rented sector. Homeless Outcome 2018-19 2019-20 2020-21 2021-22 2022-23 2023-24 Private Rented Tenancy 10 20 26 18 7 19 Table 11: Private Rented Sector Page 132
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18 4. Local Action, Challenges & Barriers in Tackling Empty Homes As well as evidencing the need to tackle empty homes in West Dunbartonshire the Empty Homes Strategy builds upon the activity and interventions which have succeeded in bringing empty homes back into use; as well as specific local challenges and barriers to tackling empty homes. The Strategy therefore builds on successes that have been achieved by projects and initiatives within West Dunbartonshire as well as innovation in empty homes activity across Scotland, other parts of the UK and elsewhere as the basis of piloting or programming future activity. 4.1 Empty Homes Projects and Initiatives in West Dunbartonshire West Dunbartonshire has incorporated the following initiatives to help bring empty properties back into use: - Buy Back Scheme – this is where we can purchase former local authority housing stock, and we will also consider purchasing other stock that meets tenant demand for the style, type, and location of the house. The Empty Homes Officer can identify long term empty homes that could be suitable as buy-backs. Matchmaker Scheme – this is where owners can register their home for sale, and we then try to match the property to prospective purchasers who have also registered for the scheme. Owners will receive the details of the interested parties and they can then decide who they wish to contact to arrange a viewing of the property. This allows the owner to remain in control of the discussions and sale of the empty home. Empty Home Loan – this is a fund of £150,000 that West Dunbartonshire received from the Scottish Government. As the loan was unused a survey was issued to empty homeowners. The results of the survey indicated that the main reason for the loan being unused was that the criteria was too restrictive. A loan variation request has been sent to the Scottish Government and we await their response. Help to Rent Scheme – this is where the Empty Homes Officer can provide assistance to clients interested in the private rented sector. It is another tool that can be used to encourage homeowners to return their home to use. Town Centre Regeneration – The Empty Homes Officer will be working closely with colleagues in the Regeneration Team to provide support to engage with empty homeowners for the purposes of improving the buildings in the Town Centre conservation area. Council Tax - The Empty Homes Officer works closely with colleagues in Council Tax and Corporate Debt to ensure that any outstanding debt can be collected, where appropriate. Compulsory Purchase Orders - The Scottish Government are keen for local authorities to use compulsory purchase orders to bring empty homes back into use. However, Compulsory Purchase Orders will be viewed as an option of last resort for properties that are structurally unsound, unsafe, or are otherwise putting communities at risk but we will always seek to work with owners and landlords before taking a CPO forward. Compulsory Sale Orders – the Scottish Empty Homes Partnership (SEHP) has been advocating for the Scottish Government to introduce Compulsory Sale Orders for some time. In the SEHP Page 133
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19 Annual Report 2023-2024 they continue to recommend the introduction of Compulsory Sale orders and Compulsory Rental Orders as tools to bring empty homes back into use. West Dunbartonshire Council will support this initiative if it becomes available. Page 134
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20 Case Study 1 This semi-detached property had been empty since 2015. The owner had been admitted to hospital and while the house was empty there was a flood at the property causing extensive damage. The owner did not have the funds to repair the damage and was unable to occupy the property on their release from hospital and moved in with a friend. The Empty Homes Officer (EHO) received complaints about vermin in the garden and the general condition of the garden and traced the owner’s whereabouts from Council Tax records. The owner engaged for a while and was keen to sell but then we had the arrival of the pandemic, lockdowns and contact was lost. After several visits and correspondence issued, the owner finally engaged with the EHO late 2023. By this time, the owner’s health had deteriorated, and they informed the EHO that they were unable to get out and about. The owner agreed to allow their friend to act on their behalf. The friend and EHO visited the empty home and discussed the options available. The friend agreed the house would have to be sold as the owner did not have the funds available to get the house up to standard for them to live in, but they were not interested in selling at auction. Information about local estate agents was provided to the owner. Soon after a further visit was made to discuss the owner’s decision. The owner confirmed that they had been in contact with a developer and had accepted an offer with the sale due to conclude in a matter of weeks. The EHO kept in contact with both the owner and the developer during the house sale which concluded in January 2024. Information about VAT savings were shared with the developer. The developer has since renovated the house to a high standard with the work completed in April. The house was quickly put back up for sale and sold at the closing date. The house will now be occupied for the first time in 9 years. Before Renovation After Renovation Page 135
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21 Before Renovations Case Study 2 This end terrace is a former West Dunbartonshire Council property and has been empty since 2014. The owner had moved to receive care and then passed away. The Empty Homes Officer contacted the deceased owner’s legal representative who advised they were unable to take any action regarding the empty house as they required the court to appoint an executor; they also advised that this was a complicated estate. The legal representative advised that once an executor was appointed, they would then have to appoint genealogists. The Empty Homes Officer kept in contact with the legal representative for updates and they confirmed the intention was to sell the house once the estate was approved by the court. The Empty Homes Officer shared information about the buyback scheme, and they confirmed the executor wanted to pursue this. The Empty Homes Officer liaised with the Buyback Lead Officer who confirmed that this house met the criteria for a buyback and would be considered for purchase. The Empty Homes Officer met with the executor who confirmed their intention to proceed with the buyback scheme, however the court had still to legally appoint them as the executor. Due to further delays and complications the executor was not appointed until earlier 2024. The house has now been purchased by West Dunbartonshire Council and is now being renovated, and once complete will provide social housing for someone with the relevant housing need. Page 136
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22 4.2 Challenges and Barriers to Tackling Empty Homes There are a number of key challenges and barriers to tackling empty homes in West Dunbartonshire which require to be proactively addressed by the development and delivery of this Empty Homes Strategy. Engagement. It can be difficult for Empty Homes Officer to get engagement from the empty homeowner and for the empty homeowner to remain in contact with the Officer. Scale of Empty Homes. Empty Homes are identified through council tax reports where a discount or exemption has been awarded to the council tax account either as a long-term empty home or an unoccupied dwelling. However, not all long-term empty homes are reported, and we plan to introduce an online reporting form where members of the public can easily access the form and provide details of the empty property. Tracing Owners. Tracing owners can be particularly challenging. We have a service agreement with two genealogist companies who will try to trace owners on our behalf. There is no charge for this service. The Empty Homes Officer also has access to a system used by many British local authorities to try to trace owners. Relevant Information. The Empty Homes Officer ensures that the suite of information leaflets available for empty homeowners are kept up to date. The leaflets range from information about supplier discounts to the possible VAT savings for works being carried out to empty homes, which can result in considerable savings for the homeowner. Vandalism and Antisocial Behaviour. Empty homes are often a blight on the local community and can attract unwarranted attention causing the empty home to become a concern to those living within the neighbourhood of the empty home. The Empty Homes Officer will work closely with colleagues in the Antisocial Behaviour Team and Environmental Health where complaints of antisocial behaviour around empty homes have been identified. Common Repair Works. An empty home can be located within a tenement flat or adjoined to other houses with a common interest i.e. chimneys, roofs. If the empty home is not being maintained the deterioration of the property can affect the adjoining properties. Homeowners may be unable to trace the absent owner to discuss the common works required. Disputes over common repairs are relatively common for empty properties. Financing Repairs. Many empty homes require significant works to bring it up to the repairing standard and many owners do not have the financial resources to carry out the necessary works. With recent increases in the cost of both materials and labour following the pandemic, this can have a negative effect on the owner being able to afford the repairs. These challenges have been identified through the development of the empty homes evidence base and by engaging with local partners and stakeholders involved in empty homes activity. Some of the key local barriers to developing and implementing a strategic approach to empty homes includes: • Resources: West Dunbartonshire Council received funding for an empty home loan fund but to date the loan has not been used. A survey was conducted, and it concluded that homeowners felt the loan was too restrictive. A loan variation has been sent to the Scottish Government and we await their decision. Page 137
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23 • Legal complexities:- Challenging cases where owners can’t be traced, or ownership is in dispute can be extremely time consuming. • Legal or financial constraints - West Dunbartonshire Council will consider using Compulsory Purchase Orders, but it will be viewed as an option of last resort for properties that are structurally unsound, unsafe, or are otherwise putting communities at risk but we will always seek to work with owners and landlords before taking a Compulsory Purchase Order forward. • Council Tax Increased Empty Home Levy – West Dunbartonshire Council had a discretionary policy whereby owners could receive discretion from the increased levy for a set period of time. In December 2022, this policy ended. The ending of this policy may have prevented owners from completing work to bring the property up to habitable standard. Since April 2024, the Scottish Government has amended the Local Government Finance (Unoccupied properties etc. (Scotland) Act 2012, so all new owners no longer automatically have the increased council tax levy applied to the account, they are excluded from the increased levy for 6months. • Lack of awareness of empty homes work and the opportunities for advice and assistance: - Greater marketing and communication to raise awareness and encourage engagement would be beneficial. • Shortage of tradespeople or materials: - Homeowners who are engaging with the Empty Homes Officer have reported that they have to wait some time for tradespeople to be available, and that the costs for both labour and materials have increased significantly. Page 138
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24 5. The Strategy for Tackling Empty Homes in West Dunbartonshire This Empty Homes Strategy sets out how the Council and partners will work together over the next 5 years to proactively tackle the impact of empty homes on communities, neighbourhoods, homeowners, and residents across West Dunbartonshire. To achieve this, the following aim has been set for the Empty Homes Strategy: • TO RETURN 125 EMPTY PROPERTIES BACK INTO USE OVER THE TERM OF THE STRATEGY This aim provides the overarching vision for empty homes in West Dunbartonshire. It sets out what the Council and partners want to achieve in tackling empty homes and reflects the level of ambition agreed with delivery partners. It also reflects the strategic aim of the Scottish Empty Homes Partnership to ‘bring as many privately-owned empty homes back into use as possible.’ It will also reflect the ambitions of the Local Housing Strategy to provide safe and vibrant communities, 20- minute neighbourhoods as existing properties may already fall within this criteria, it may also help to provide specialist housing i.e. wheelchair accessible in areas where we do not have this type of accommodation. The key issues identified to bring empty homes back into use are detailed below: Help alleviate the effects of homelessness and the waiting list within West Dunbartonshire West Dunbartonshire has declared a housing emergency due to the increase in housing demand and the lack of accommodation available. Homeless and waiting lists figures have been increasing and although there continues to be a new build programme, this is not the only option to reduce these numbers. Returning empty homes into use can be another tool to reduce these numbers. Support Town Centre Regeneration The Empty Homes Officer works closely with the Regeneration team to help locate absent owners. As the Council Tax Legislation prevents the sharing of information with the Regeneration Team, the Empty Homes Officer will work as an intermediary to trace these absent owners and attempt to engage with them. The Empty Homes Officer can also provide information to allow any necessary works to have reduce rated, and sometimes zero rated, VAT which will have a significant financial benefit for those undertaking significant works. Reduce the number of long-term empty problem properties. The Empty Homes Officer receives reports from Council Tax bi-annually for all properties with an empty home exemption/discount and for those properties where the owner has died, repossessions, housing to be demolished etc. The purpose of these reports is to allow the Empty Homes Officer to contact the owner(s). Initially a letter and empty home survey will be issued and when returned this allows the Empty Homes Officer to tailor any support identified from the survey. Cases remain open until the house has been returned to use. Collaborate with the Buy Back Lead Officer to assist with bringing long term empty homes back into use. The Local Housing Strategy aims to acquire housing that can increase the stock of WDC social housing and potentially assist with bringing empty homes back into use. By working with the Buy Back Lead Officer suitable long term empty homes can be identified and discussions can be had with the owners where appropriate. Page 139
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25 6. Empty Homes Action Plan The following Action Plan has been developed to enable the Council and partners to plan, deliver, monitor, and evaluate the impact of empty homes activity over the next 5 years. It sets a framework for partnership working and investment that reflects strategic objectives and creates a route map for delivering the aim of the Empty Homes Strategy. The Action Plan sets out a range of milestones detailing the activity associated with implementation. The Action Plan, activities and targets will be reviewed annually to ensure partners are able to respond flexibly to changes in need across West Dunbartonshire. Objective 1 Maximise the re-use of Empty Homes Milestones Action – to return 125 empty properties into use over the term of the strategy. Maintain a private sector database of empty homes. Receive bi-annual reports from Council Tax Work with Council Tax to ensure records are as accurate as possible. Engage with the Council’s media team to highlight empty homes and the support available. Ensure that the reporting of empty homes is easily accessible. Review standard letters. Objective 2 Help alleviate the effects of homelessness and the Milestones Waiting list in West Dunbartonshire Action - Manage the Help to Rent Scheme for WDC Work with private landlords to encourage them to engage with the scheme. Report annually to the Housing and Communities Committee Ensure appropriate staff are aware of the scheme and how to refer. Objective 3 Support Town Centre Regeneration Milestones Action - Engage with Planning and the Regeneration Team for town centre improvements. Help to identify priority properties and assist with reaching out to absent and long-term empty homeowners. Maximise grant funding for owners where available. Page 140
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26 Objective 4 Reduce the number of long term empty problem properties Milestones Action - Effective processes are in place to address properties that are in serious disrepair. Identify the most appropriate course of action to address issues with the empty home and instigate enforcement action for those owners who fail to co- operate. Influence the development of the Local Housing Strategy with regard to the value in tackling empty homes in the private sector. manage the Empty Home Loan fund. Identify and pursue potential sources of funding to develop further empty homes incentive scheme including with external organisations’ and partners Encourage owners to consider the matchmaker scheme to bring their home back into use. Work with colleagues in Building Standards, Planning, Environmental Health and Regeneration to address problem empty homes. Objective 5 Buy Backs Milestones Action - Collaborate with the Buy Back Lead Offi cer to assist with bringing long term empty homes back into use. Promote the Buy Back scheme on the Empty Homes webpages. Work with the Buy Back Offi cer to identify relevant opportunities to purchase housing that meets the needs and demands of WDC. Page 141
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27 7. Monitoring Progress and Evaluating The actions scheduled under each strategic objective, have been developed into the detailed Action Plan along with milestones, in Chapter 6. It also sets out resources and partner responsibilities to guide implementation and delivery. This Action Plan provides a strong basis for monitoring progress in implementing the Empty Homes Strategy on a regular basis. In order to monitor progress and achievements the following monitoring arrangements will be adopted: • Number of empty homes returned to use each year of the strategy. • Annual updates of Action Plan where appropriate • Number of buy backs returned to use each year. 7.1 Evaluation It is important to ensure that the evaluation of the Empty Homes Strategy is reported to relevant partners and stakeholders as well as internally within the local authority. This evaluation reporting will include: • demonstrating progress against actions that contribute to the LHS, RRTP, Community Plan and Corporate Plan • the wider partnership frameworks which are achieving shared or national objectives. This regular programme of evaluation with provide the Council and partners with an opportunity to understand: • the progress that has been achieved • current position • delivery improvements required. This approach will provide an assessment of the successes and challenges associated with tackling empty homes and provides a transparent approach to improvement planning and scrutiny. 8. Consultation & Engagement Consultation has been central to the development of this strategy and views were sought from the West Dunbartonshire Tenants & Residents Organisiation (WDTRO), staff, other relevant departments, and the Scottish Empty Homes Partnership. A formal consultation process for the draft strategy was carried out from 28th June 2024 to 30 September 2024 and the Empty Homes Strategy reflected the views of partners and stakeholders on the development of priorities and actions within the Strategy. Page 142
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: West Dunbartonshire Housing Emergency Declaration Action Plan 1. Purpose 1.1 The purpose of this report is to provide members with an update on the Housing Emergency Action Plan (HEDAP) which was formulated to address the emergency following the Council’s housing emergency declaration on 1st May 2024. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the progress to date and the implementation of the key actions of the Housing Emergency Declaration Action Plan as summarised in section 4.1 – 4.6 of this report and in the action plan update within Appendix 1 of this report; (ii) Note the intention to hold a Housing Summit in early 2025 and that the Chief Officer, Housing and Employability will continue to bring an update report to future Housing and Communities committee meetings regarding the housing emergency declaration. 3. Background 3.1 On 1 May 2024 Housing and Communities Committee unanimously agreed to declare a Housing Emergency in West Dunbartonshire Council (WDC). The reasons behind the motion being raised was due to the extreme pressures facing housing and homelessness service in WDC. 3.2 This was despite positive achievements of the service to help manage the acute housing need in West Dunbartonshire including the following: 262 households prevented from experiencing homelessness, Significant progress in reducing the number of empty homes (council voids) The construction of new council homes at the following development sites Clydebank East, Mount Pleasant, Pappert and Gilmour Avenue. 3.3 Despite this, housing demand has increased rather the expected reduction and therefore and the following metrics highlight the pressures on the housing and homelessness systems within West Dunbartonshire. ITEM 12 Page 143
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Over five thousand on the Council’s housing waiting lists, 274 households in temporary accommodation awaiting an offer of permanent housing, of those households eighty-nine have children within them, and the anticipation of more than 1100 new homeless assessments to be made during the 2024/25 reporting period. 3.4 As reported previously to committee the Council has been unable to fulfil all our statutory duties under homelessness legislation and has incurred 68 breaches of the Unsuitable Accommodation Order (UAO) following 274 households being placed in Bed & Breakfast Accommodation during 2023/24. 3.5 The increased supply of new social homes is the key element to help address the demand pressures, The funding cut to the wider Affordable Housing Supply Programme funding of around 24%, significantly contributed to the Housing Emergency Declaration. 3.6 West Dunbartonshire Council were the fifth local authority to declare a housing emergency following declarations made in Argyll and Bute, Edinburgh, Glasgow, and Fife. Since the West Dunbartonshire declaration, a further seven local authorities have followed suit and made a housing emergency declaration (South Lanarkshire, West Lothian, Angus, Scottish Borders, Dumfries and Galloway, Aberdeen and East Renfrewshire). Therefore 12 of 32 Scottish local authorities have declared housing emergencies, including four of the six housing stock transfer authorities. 3.6 Significantly on the 15th of May 2024, the Scottish Government declared a National Housing Emergency in the Scottish Parliament although the implications of this are not known at the time of writing. 4. Main Issues 4.1 The action plan has four main themes they are as follows: Theme 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing, Theme 2 - Make Best Use of Existing Stock, Theme 3 - Enhancing Housing Access and the prevention of homelessness, Theme 4 - Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets. Page 144
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4.2 There have been three Project Board meetings in total since the declaration. Some progress to date includes key performance indicators being agreed to help monitor the end to the emergency. To date there has been progress on all the 61 actions as follows. Completed 4 In progress/on track 57 Missed target date 0 The project board has agreed further progress will be made via existing governance arrangements and reported to the Housing Emergency Project Board. A full progress report is attached as Appendix 1 of this report and some highlights are summarised in the sections below: - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. 4.3 Key actions include the Housing Convenor having written to the Housing Minister to reinstate the funding cut to the Affordable Housing Supply Programme funding and to express disappointment to the Scottish Government regarding our funding allocation of the £40 million acquisition funding (£309k (0.77%)) and temporary accommodation funding of £2million (£15k (0.75%)) and our concerns over the distribution formula used which favoured council areas with higher population levels rather than the homelessness pressures. The homelessness statistics bulletin published in September highlighted that West Dunbartonshire continues to have the highest rate of homelessness in Scotland at a rate of 235 homelessness presentation per 10,000 people considerably higher than the national average figure of 131. The Council’s new Strategic Housing Investment Plan has also been developed and will be presented to the Housing and Communities Committee in November 2024. Excellent progress has also been made with respect our More Homes approach and the first handovers have been achieved at the Clydebank East development site. Make Best Use of Existing Stock 4.4 Progress includes the action to work in partnership with others to address delays caused with energy suppliers and the introduction a pre letting process for transfer applicants. Both have made significant progress and are near completion. A new Empty Homes Strategy has also been developed and will be submitted to the Housing and Communities Committee in November. Enhancing Housing Access and the prevention of homelessness 4.5 Progress has included the establishment of the Access to Housing have been which will be used to drive forward these actions within this theme. The transfer Page 145
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led approach for new builds has been established and is being rolled out therefore is now complete. The online common housing application form has made significant progress and nearing completion once formal approval is given by our Registered Social Landlords (RSL) partners. Strengthen the Financial viability and capacity of the Housing Revenue Account (HRA) and associated Housing and Homelessness budgets. 4.6 These actions are being discussed and taken forward via the HRA Value for Money group with the key aim of strengthening the Housing Revenue Account to help deliver housing and regeneration priorities. 4.7 To further help tackle the housing emergency we plan to host a housing emergency summit in early 2025. The aim is to gather key stakeholders in a local and national context to strengthen partnership working and to find further solutions in the short and long term. 4.8 It has also been agreed for our RSL partner involvement their contribution will come through the Strategic Housing Provider Forum and as a result the frequency of these meetings have been increased to ensure accelerated progress. 4.9 In addition to the actions that have formulated the Housing Emergency Declaration Action Plan a number of key performance indicators have also been introduced and will be reported to the Housing Emergency Project Board on a quarterly basis. These KPIs are designed to help signify the ambition to exit the current housing emergency status within West Dunbartonshire. 5. People Implications 5.1 Initial analysis of the action plan do not indicate any people implications. However, many of the actions involved are additional tasks not within current remits therefore may lead to additional staffing resources which we would seek for approval at futures committees if required. 6. Financial and Procurement Implications 6.1 The Housing Emergency Declaration Action Plan (HEDAP) will need to be considered within the context existing resources available to West Dunbartonshire Council across both the General Fund and Housing Revenue Account (HRA). There is currently no additional Grant or Subsidy funding available to Councils because of declaring a Housing Emergency. 6.2 The Housing Emergency Project Board will consider how existing resources can be utilised to ensure delivery of the HEDAP. This will include a review of Core Budgets and any Temporary Funding Sources which may be utilised. 6.3 If we are unable to increase supply and reduce demand will lead to continued pressures on temporary accommodation and ultimately Bed & breakfast use which has financial implications. Any funding reviews and subsequent implications would be brought to future committees. Page 146
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6.4 There are no procurement implications to note. 7. Risk Analysis 7.1 Regular breaches of statutory homelessness duties partly triggered the declaration of the Housing Emergency, and it is highly probable these will continue without focussed, cross Council and Partnership action led through the Housing Emergency Project Board. 7.2 The Council is also likely to experience significant legal, regulatory, and reputational risk due to shortages of housing supply and related services. Mitigation of these risks are included within the HEDAP, and these will be managed through the Housing Emergency Project Board. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 An EIA has been carried out and there are no negative equalities impacts due to this update. A separate EIA screening will be conducted for any policy changes because of the implementation of the HEDAP. 10. Consultation 10.1 The draft Housing Emergency Declaration Action Plan (HEDAP) was consulted with a range of key stakeholders including the West Dunbartonshire Tenants and Residents Organisation. The implementation of the HEDAP is predicated on a consultative and collaborative focus and several key stakeholders are represented on the Housing Emergency Project Board. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 6th November 2024 ___________________________________________________________________ Person/s to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Page 147
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Claire McKay – Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing and Employability, email: Claire.Mckay@west- dunbarton.gov.uk Appendices: 1. Housing Emergency Action Plan, October 2024 Background Papers: Housing Emergency Declaration, Housing and Communities Committee, May 2024 Report to Housing and Communities Committee; Housing Emergency Action Plan Homelessness Statistics Bulletin, Scottish Government, September 2024 Wards Affected: All Page 148
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Housing Emergency Declaration action plan Generated on: 06 November 2024 Report Layout: Housing Scorecard with Action and PI codes Icon Name 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Issue letter to the Housing Minister highlight the Housing Emergency declaration and requesting that the full AHSP is restored. 30-Aug- 2024 Yes Letter issued to minister - covering Acquistion funding and the new temp accommodation funding and concerns over the forumla used to distrubute signed off by Convener Highlight within SHIP and Programming Process the impacts of cuts to the AHSP 31-Oct- 2024 Yes Draft SHIP submitted to Scottish Government Participate in a number of Member and Officer groups and influence agenda to maximise AHSP budget settlement 31-Mar- 2025 No H/HEDAP/2024/ 001 Continue to lobby SG for increase in AHSP funding in partnership with COSLA/SOLACE/ ALACHO 31-Mar- 2025 Review impact of discussions with Scottish Government 31-Mar- 2025 No John Kerr Presentation to West Dunbartonshire Strategic Housing Providers Forum 30-Aug- 2024 Yes Complete and call for sites requested Carry out prioritisation exercise 21-Oct- 2024 Yes Completed milestone and included within SHIP ITEM 12 - APPENDIX 1 Page 149
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 002 Refresh Strategic Housing Investment Plan to ensure the delivery of new homes to meet acute housing need in West Dunbartonshire 29-Nov- 2024 Draft SHIP approved by More Homes Project Board 31-Oct- 2024 Yes Draft SHIP approved by More Homes Board (October), submitted to Scottish Government pending formal Housing and Communities Committee Approval John Kerr H/HEDAP/2024/ 003 Deliver new Strategic Housing Investment Plan 31-Oct- 2024 Draft submitted to SG. Report seeking approval going to HACC on 20 November 2024. Jamie Dockery H/HEDAP/2024/ 004 Deliver the Council's approved new build programme for 24/25 helping meet the identified housing need. 01-Mar- 2025 New build programme remains on track with sites in operation at Clydebank East, Mount Pleasant, Pappert and Gilmour Avenue Dawn Conner SHIP to be prepared and draft submitted to the Scottish Government by October 31 31-Oct- 2024 Yes Milestone achieved, SHIP expected to receive formal approval from Housing and Communities Committee in November Page 150
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Develop and acquire More Homes Project Board approval for proposal to ensure the acceleration and prioritisation of new home delivery. 31-Dec- 2024 No More Homes Project Board approved the acceleration of the Queen Mary Avenue development (October 2024). Assessments being made in terms of other approved and committed projects. H/HEDAP/2024/ 005 Examine ways to accelerate new build delivery considering housing emergency declaration 31-Dec- 2024 Develop revised Strategic Local Programme in partnership with Scottish Government Yes Programme in place and shadow programme identified and will be confimed within forthcoming SHIP John Kerr 17 buy backs completed so far this financial year (11 Larger properties 3 bed + & 6 non larger 1 & 2 beds) We have a further 8 under offer awaiting completion (2 Larger properties 3 bed + & 6 non larger 1 & 2 beds) Yes H/HEDAP/2024/ 006 Scale up and extend the Buy Back Scheme to meet the key housing demand factors including the provision of temporary accommodation 31-Oct- 2024 The buyback scheme has been scaled up through £10m of additional funding over the next 5 years in addition for 2024/25 we have been awarded an additional £309k to secure buyback acquisitions that directly take households out of temporary accommodation, our stated priority is families with children. We have completed 13 buy backs so far in this financial year, with another 9 properties under offer, awaiting completion. 7 of these properties have been let so far, with 4 of the lets going to homeless applicants. Yes Laura Hanna Page 151
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Participate in Housing Investment task force discussions 25-Sep- 2024 Yes Annoucement of £100m funding to support delivery of MMR which will allow £500m investment across Scotland. Proposals being developed in West Dunbartonshire which will allow any opportunities to be realised Continue to develop own proposals in partnership with external agencies and potential investors 30-Nov- 2024 No Discussions ongoing H/HEDAP/2024/ 007 Explore innovative housing investment and partnership models to maximise housing investment approaches 31-Dec- 2024 Proposal paper to More Homes Project Board in December to define policy 31-Dec- 2024 No This action may slip into January depending on the Scottish Government budget annoucements John Kerr H/HEDAP/2024/ 008 In partnership with the Scottish Government review the planning and consenting system considering the national housing emergency to increase the scale and pace of development across all tenures 31-Dec- 2024 Action being progressed within a wider national context Peter Barry; Alan Douglas Detail development priorities within SHIP 31-Oct- 2024 Yes Prioritisation exercise carreid out as part of SHIP process Page 152
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 009 Review HRA resource allocation across the Council to help facilitate/deliver new build programme 31-Dec- 2024 This is a ongoing key activity within the More Homes Project Board and Service Manager will provide an update report to the Board in December 2024 Housing Develop service design to be completed 31-Dec- 2024 No John Kerr Approval for Gilmour Avenue modular development 25-Sep- 2024 Yes Scottish Government approval September 2024 and homes now in development Develop revised approach based on review and share with development partners 31-Dec- 2024 No H/HEDAP/2024/ 010 Explore an approach to develop modular and other forms of innovative housing by working in partnership with other housing providers 31-Dec- 2024 Review Gilmour development 31-Dec- 2024 No John Kerr H/HEDAP/2024/ 011 Examine the capacity of the HRA to deliver agreed housing ambitions 31-Jan- 2025 Action being progressed and will meet target Peter Barry Participation in Scottish Government trawl process 30-Sep- 2024 Yes Participation confirmed Special More Homes Board scheduled for November to look at the opportunities with other service departments. 29-Nov- 2024 No H/HEDAP/2024/ 012 Engage with public and private sector landowners to increase the HRA landbank and support development in line with the refreshed Strategic Housing Investment Plan 31-Mar- 2025 Discussions ongoing with one housing developer re potential for them to landbank housing opportunities, model to be explored further. Plan agreed at More Homes Board to inform delivery plans from 2025/26 31-Mar- 2025 No John Kerr H/HEDAP/2024/ 31-Mar- Action planned to John Kerr Page 153
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To 013 Review Affordable Housing Design Standard 2025 commence in early 2025 and will conclude within target H/HEDAP/2024/ 014 Increase provision of Mid- Market Rent properties as a viable housing option for homeless and housing applicants 30-Apr- 2026 Proposal is being taken forward following May committee approval, however we now await clarity following the Programme for Government annoucements John Kerr Icon Name 2 - Make Best Use of Existing Stock Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 015 Continue to Improve our approach to empty council homes with a strengthened focus on reducing void time and letting longer term empty homes and negating any use of unsuitable accommodation. 31-Dec- 2024 Ongoing action being taking forward within wider improvement plan. Martin Feeney Page 154
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Implement and monitor measures to improve the control and generation of non essential repairs. 30-Aug- 2024 Yes Milestone complete with on-going monitoring in place. Whilst training and briefings have reduced the throughput of unjustified repairs; monitoring is carried out and reviewed at weekly team meetings. Based on performance and progress made on reducing the number of empty homes agree to continue to monitor and postpone any decision on a fixed term moratorium. 27-Sep- 2024 Yes Milestone complete. Progress made on reducing the number of empty homes to end of September without over reliance on the use of sub contractors and overtime informed the decision to postpone any decision on a fixed term moratorium to not carryout non- essential repairs. A further review will be completed before the end of quarter 3 to consider if this action should be implemented. Continue to implement improvement actions in the void management improvement plan including increasing productivity and reducing the average cost to bring a empty home back to the Councils' relet standard. 29-Nov- 2024 No Page 155
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 016 Consider a fixed term moratorium on non-essential housing repairs to focus activity around bring empty homes back into use 20-Dec- 2024 Action on track for completion by extended target date. New measure implemented to improve the throughput of unnecessary non- urgent repairs, improved management of the work carried in a void property and improved performance and productivity has provided necessary evidence to confirm it isn't necessary to consider a fixed term moratorium on non- essential repairs at this time. Monitoring will continue and consideration of the introduction of this measure will be taken prior to the end of quarter 3. Review evidence to make final decision on a 3 month (last quarter of 2024/2025) moratorium on non-essential housing repairs to focus resources on the repair of the Councils' housing properties. 13-Dec- 2024 No Martin Feeney Complete review of referral/communication processes between void team and Helptomove 30-Sep- 2024 Yes Review of existing referral process completed Page 156
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Engage with Consumer Scotland to discuss problems encoutered and provide case studies to support national focus on holding energy companies accountable to resolve meter issues more efficiently 30-Sep- 2024 Yes Completed, session held with Consumer Scotland with Housing Operations and Building Services Reps. Case studies of longer term meter void problems shared to support national discussions on the matter to find resolve Introduce new report from heltp the move to identify move in's with no end date meter readings to enable more accuarate billing information 30-Sep- 2024 Yes Completed - helpthemove now send weekly reports for ‘move ins’ with no end meter reads. Introduce weekly monitoring report for support worker to track progress of complex meter issues and update to teams 30-Sep- 2024 Yes Completed and in place. Weekly spreadsheet introduced which tracks/updates on progress. Shared as part of weekly laison void meetings Page 157
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Review liaison arrangements with Helpthemove ensuring appropriate representation to input to operational challenges 30-Sep- 2024 Yes Action complete - representation reviewed and new void reps added to laison meetings, this now includes HB, WDC Support Worker and void maintenance officers Meetings focus on opeational challenges and complex meter problems to ensure what help the move are advising/assisting us with the support worker & HTM are doing as quickly as possible. Develop escalation process with helpthemove on more problematic meter problems 30-Nov- 2024 No Helpthemove have identified senior officer in Scottish Power to assist, OVO/SSE covered under Helpthemove contract. Discussions underway and complaints submitted with escalation to Ofgem being progressed. Process map to be developed to reflect Review wider billing arrangements process 30-Nov- 2024 No Discussions to be progressed with Building Services colleagues to establish current process and any issues, thereafter discuss with helptomove Page 158
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 017 Develop a process including exploring potential partnering arrangements to address lengthy delays by energy suppliers in the reletting process. 31-Dec- 2025 Explore other providers to establish if can provide additional support to helpthemove arrangements Yes Enquiries completed with GEC, who confirmed would arrange for meter installs on projects subject to cost. No additional service to helpthemove provided Nicola Pettigrew H/HEDAP/2024/ 018 Accelerate the reduction of private sector empty homes by delivering a new Long Term Empty Homes Strategy 30-Nov- 2024 Seek HACC approval of new strategy - aim to bring 25 properties per year back into use 30-Nov- 2024 No Consultation ended 30/9/24 Draft strategy being updated for HACC in November 2024 Karen Rae Carry put early consultation with tenants to inform revised Repairs Policy and ensure tenant priorities are delivered. 30-Jun- 2024 Yes Complete - early consultation complete, over 1000 responses received and tenant feedback will help inform development of revised policy. HRA Value for Money Group to develop revised Repairs Policy which will meets tenant priorites and reflects input from key stakeholders. 31-Aug- 2024 Yes Complete - draft Repairs Policy agreed and following further period of consultation approval for policy to be sought from Housing and Communities Committee in November 2024. Page 159
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 019 Deliver with tenant representatives a new repairs policy 30-Nov- 2024 Seek approval for revised Repairs Policy from Housing and Communities Commitee November 2024. 20-Nov- 2024 No On track - report prepared and will be considered by Committee 20 Nov 2024. Stefan Kristmanns H/HEDAP/2024/ 020 Ensure new repairs policy achieves key objectives 30-Nov- 2024 Implementation plan developed and will be delivered following Committee approval Martin Feeney Review and agree the new 70% allocation to transfer applicants for all new builds 30-Aug- 2024 Yes new protocol written and agreed between Housing operations and Hoomeless services. ongoing allocations discussion to complete Review current transfer incentive scheme 30-Nov- 2024 No H/HEDAP/2024/ 021 Review and promote Allocations Policy flexibilities and enhanced Transfer Incentive Scheme linked to the review of the Housing Allocations approach 31-Dec- 2024 new media/drive for downsizing etc 31-Dec- 2024 No Claire McKay Introduce notification to Repair and Maintenance Manager on voids properties due for return on back of transfer move in advance of sign-up 30-Sep- 2024 Yes Completed - introduced as part of Clydebank East new build development. This model will be used for all future new build sites Introduce robust pre- allocation house assessments proess which embeds ongoing discussions with Building Services to highlight condition of voids and recharges as required 30-Sep- 2024 Yes Complete - Process revised as part of Clydbank East development, This model/approach will be used for all future new build sites Page 160
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Introduced homeless liaison meetings in advance handover dates to identify existing WDC tenants with open homeless case 30-Sep- 2024 Yes Completed and in place - implemented for Clydebank East development, phase 1 underway with other phases to follow. This model/approach will be used for all future sites. Prepare lettings initiative action plan 30-Sep- 2024 Yes Complete - action plan shared and consulted internally for Clydebank East. Same model will be used for future sites Identify properties for each quota and engage with relevant teams to finalise 31-Oct- 2024 Yes Completed - Clydebank East new build, model/approach will be same for future sites H/HEDAP/2024/ 022 Actively introduce a pre letting process initially linked to the transfer led allocation process for new build social housing 31-Dec- 2024 Review house assessment form to ensure capturing relevant information via HO mobile app 31-Dec- 2024 No Mobile app working group established, initial area of NTV in place with other service areas to follow. Next phase is PTV and SM has discussed house assessment being incorporated into this action Nicola Pettigrew Project board to agree options for HACC following all feasibility studies and financial reviews Linked to action H/RRTP/19- 24/064 30-Nov- 2024 No HACC approval on options 28-Feb- 2025 No Page 161
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 023 Deliver the recommendation s from the Supported Housing Review 31-Dec- 2025 Action progressing as planned, key initial milestone on track. Carry out procurement exercise to meet new needs and options agreed 31-May- 2025 No Claire McKay H/HEDAP/2024/ 024 Carry out a comprehensive assessment of our housing stock to ensure it can deliver the key priorities within the Local Housing Strategy 28-Feb- 2025 Action has its own project plan which remains on track to deliver by February 2025 Jackie McRory 1000 Homes 31-Oct- 2024 Yes Achieved within target H/HEDAP/2024/ 025 Continue to roll out our approach to address condensation, dampness and mould within our homes through the use of smart technology that strengthens housing management 31-Mar- 2025 We have almost installed environmental sensors in 1000 homes and four new BSOs have been recruited to start proactively responding to dashboard. 2000 homes 31-Mar- 2025 No Emily Dorrian H/HEDAP/2024/ 026 Deliver new proactive approach to ensure our housing stock continues to meet all statutory 31-Mar- 2025 Proposal developed and shared within senior housing team/Better Homes Board Initial Proposal developed 30-Nov- 2024 No John Kerr Page 162
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To compliance requirements Obtain baseline data to support VFM in promoting mutual exchange options with applicants 30-Sep- 2024 Yes Completed - BF has obtained basic metrics and ave saving woudl be £2400 on MX Review functionality and best practice with HomeSwapper 30-Sep- 2024 Yes Completed Introduce quarterly marketing information via social media, tenants news to maximise awareness 29-Nov- 2024 No BF to progress and share content with Home Swapper working group Add opt our option to housing application form 29-Nov- 2024 No Online application form in progress to be implemented, include option as part of revised form Complete marketing awareness campaign to increase use of homeswapper 31-Mar- 2025 Yes Completed - text/social media information, increase in sign up by 39%. Prepare paper to ouline required additional resource needing to support increased capacity of home swapper 31-Mar- 2025 No To be progressed via home swapper working group H/HEDAP/2024/ 027 Maximise use of Home Swapper to meet rehousing need of transfer applicants 31-Mar- 2025 Review VFM annual costing of home swapper and consider if in-house platform could be developed (similar to rent insights approach) 31-Mar- 2025 No NP has initially discussed with BF, to be discussed further at next Homeswapper working group to scope out feasibility Nicola Pettigrew Gather all information on all leases for an overview 30-Nov- 2024 No Page 163
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 028 Review of all current lease agreements within context of housing emergency (e.g., Safe as Houses scatter flats and impact on generating homelessness) 31-Mar- 2025 Action on track and information gathering exercise will complete by end of November to allow the key element of the action to be delivered Review all leases and decide whether best use of housing stock 31-Mar- 2025 No John Kerr H/HEDAP/2024/ 029 Deliver housing Capital Investment Programme to ensure all homes meet the Scottish Housing Quality Standard 31-Mar- 2025 Work is progressing well with 24-25 Capital investment Programme work streams that contribute to SHQS. Mid-year SHQS position is meeting target. Alan Young H/HEDAP/2024/ 030 Maximise the use of existing housing systems to support effective stock management 31-Mar- 2025 Action remains on track, lead officer identified to work closely with the systems team in developing asset management module on QL Housing Management System Graham Watters Icon Name 3: Enhancing housing access & prevention of homelessness Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 031 Develop and implement transfer led 31-Aug- 2024 Action has been achieved but will be monitored and a report will follow Committee Approval in place and ensure ongoing tenant support 30-Aug- 2024 Yes Completed John Kerr Page 164
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To approach to new build housing allocations initially to the More Homes Project Board recommending any refinements following a review of Clydebank East detailing we are making allocations based on housing need and there is visibility that it is tackling homelessness. H/HEDAP/2024/ 032 Strengthen strategic leadership approach with HSCP regarding housing emergency 31-Dec- 2024 HSCP represented on the Housing Emergency Project Board. 29-Nov- 2024 No Peter Barry; Margaret-Jane Cardno H/HEDAP/2024/ 033 Establish a Task Force approach to engage public bodies to promote prevention measures linked to the Housing (Scotland) Bill 31-Mar- 2024 Task Force established to coordinate the response to the elements of the Housing Bill. It was agreed that a sub group work in meeting this key action John Kerr Finalise draft of strategy following consultation (Aug until Dec) 31-Dec- 2024 No Seek HACC approval of new strategy 28-Feb- 2025 No Page 165
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 034 Develop a new refreshed strategic approach to the prevention of homelessness through the delivery of a Housing Solutions Strategy 01-Apr- 2025 Action remains on track and it is anticipated the new Housing Solutions Strategy will be presented to the Housing and Communities Committee in February 2025. Embed and deliver new strategy 01-Apr- 2025 No Claire McKay VAWG partnership supportive of action H/HEDAP/2024/038 but will be carrying out a self assessment of the group where Prevention will be a key element 30-Nov- 2024 NoH/HEDAP/2024/ 035 In partnership with Violence Against Women Partnership deliver a refreshed focus on preventing negative housing situations as a result of domestic abuse. 31-Dec- 2024 Action on track deliver action H/HEDAP/2024/038 31-Dec- 2024 No Claire McKay H/HEDAP/2024/ 035a Full implement the introduction of the Housing Solutions Service following on from the Homelessness Service redesign 31-Dec- 2024 Good progress being made in delivering the service restructure implementation plan. We await the outcome of the job evaluation assessments for a number of posts before moving on to the final stage of the restructure. Joanne Sutherland Page 166
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Agree in principle online form and tweak to ensure all apects covered 30-Sep- 2024 Yes meeting 26/09 - all partners agreed to form following last amendments and will look for formal agreement from management comittees RSL to seek Committee approval on form before being finalised 30-Nov- 2024 No Agree data sharing agreement and Information to be used on the website for all involved and link 15-Dec- 2024 No H/HEDAP/2024/ 036 In partnership with local RSLs develop and implement a common application form for all social housing providers in West Dunbartonshire as part of the development of a Common Housing Register 31-Dec- 2024 Agree Launch online form 31-Dec- 2024 No Claire McKay H/HEDAP/2024/ 037 Introduce a comprehensive housing options interviews at application stage to manage demand and options 31-Jan- 2025 Action on track and linked to 035a/41/42/46/47/48 of this action plan Joanne Sutherland Decision paper for Housing Imporvement Board to agree the extent of the review 31-Aug- 2024 Yes paper presented and agreed on 26/08 meeting of Co-ordinators to agree the remit 30-Sep- 2024 Yes Co-ordinators meet on 02/09 - agreed remit draft updated remit and process to be agreed on 24/09 new paper to HIB agreeing new proposals of the remit 31-Oct- 2024 Yes Oct HIB as September wont go ahead update guidance and relevant policies on agreed remit 31-Dec- 2024 No Page 167
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 038 Review remit of Housing Allocations Panel to reflect a homelessness prevention perspective (domestic, at risk, others that would otherwise present) 31-Jan- 2025 communicate and update new remit to all staff 31-Jan- 2025 No Claire McKay Joint meeting between Homelessness and Housing operations focusing cases who do not have an offer 06-Dec- 2024 No Review current open Homeless cases with children 06-Dec- 2024 No to idenitfy those in temporaray accommodation, those on offer and still waiting. identify actions for those who are no on offer Using addiitonal Temporary accommodation funds to focus on acquisitions for those households in temp with children waiitn on offers 31-Dec- 2024 No H/HEDAP/2024/ 039 Deliver a refreshed process which will ensure that time in minimised for children in all forms of temporary accommodation 31-Jan- 2025 Action on track and key milestones will be delivered through sprint completion process. following on idenitfy any new processes to be implemented and rolled out to help continually reduce times children spend in temporary accommodation 31-Jan- 2025 No Claire McKay Carry out recent research around stigma and homeless with view to creatign further actions to take foward 15-Dec- 2024 No Page 168
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 040 Design and deliver a dynamic public awareness campaign focused on the realities of homelessness and housing need 31-Jan- 2025 Action on track with awareness plan due to launch in early 2025 Liaise with WDC comms team on appropriate campaign actions 31-Dec- 2024 No Donna Kirkwood H/HEDAP/2024/ 041 Review of Pathway 1 cases (i.e., those homeless but not in temporary accommodation) over 6 months to assess if in stable accommodation (and close if this is confirmed) 31-Mar- 2025 Ongoing process and completed for both Q1 and Q2 and reported to Housing Improvement Board Joanne Sutherland H/HEDAP/2024/ 042 Introduce a consistent assessment of housing and support needs regardless of if a tenant or presenting as homeless 31-Mar- 2025 Action on track – the review of support processes has informed new housing solutions service and once complete the principles behind this action will be enacted 31-Jan- 2025 No Claire McKay; Joanne Sutherland H/HEDAP/2024/ 043 Develop and implement a new approach to resettlement and humanitarian schemes 31-Mar- 2025 Action on track and will be led by Resettlement and Support Co-ordinator once in post Claire McKay Page 169
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 044 Minimise and eradicate the use of unsuitable accommodation for homeless households 31-Mar- 2025 Action on track performance in Q1 and Q2 has seen a reduction in breaches of the unsuitable accommodation order. Joanne Sutherland Objective 1 - whole system approach 01-Apr- 2025 No Objective 2 - rapid rehousing (16 weeks) 01-Apr- 2025 No Objective 3 - interim housing options 01-Apr- 2025 No H/HEDAP/2024/ 045 Deliver the outcomes of the Rapid Rehousing Transition Plan 30-Apr- 2025 Action on track – positive progress has been made and was reported to the August meeting of the Housing and Communities Committee Objective 4 - housing first 01-Apr- 2025 No Claire McKay H/HEDAP/2024/ 046 Explore expanding a homelessness prevention approach and better managed demand for temporary accommodation 30-Apr- 2025 Action on track – increased focus on homelessness prevention is the cornerstone of the new Housing Solutions service. Joanne Sutherland H/HEDAP/2024/ 047 Introduce a "Mediation First" approach to housing applications for 16-19 year-olds (as a homelessness prevention approach) 31-Dec- 2024 Action on track and will be delivered within refreshed Housing Solutions service. Joanne Sutherland H/HEDAP/2024/ 048 Implement 31-Dec- 2024 Action on track – linked to Housing John Kerr Page 170
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To a ‘One Door’ preventative housing access system under one service to prepare for new prevention duties. Solutions service redesign H/HEDAP/2024/ 049 Upscale the Housing First programme through collaborative commissioning 31-Mar- 2025 Action on track and additional resource capability has been commissioned to support the delivery of Housing First across West Dunbartonshire Claire McKay H/HEDAP/2024/ 050 Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire 31-Mar- 2026 Action on track – Good progress being made with key housing association partners Claire McKay Icon Name 4: Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 051 Complete the review of Building Services Repairs and Maintenance service costs to deliver immediate efficiencies to the HRA 01-Dec- 2024 Action on track and some outputs already achieving necessary impact. Martin Feeney Page 171
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/HEDAP/2024/ 052 Explore innovative housing investment and partnership models to maximise housing investment approaches 31-Jan- 2025 Action on track and progress being monitored through Better/More Homes Project Boards John Kerr H/HEDAP/2024/ 053 Carry out review of HRA contributions to other non- housing Council service areas 31-Dec- 2024 Action on track Peter Barry H/HEDAP/2024/ 054 Examine the capacity of the HRA and the Council's General Fund to deliver agreed housing ambitions 31-Jan- 2025 Action on track Peter Barry; Laurence Slavin H/HEDAP/2024/ 055 Develop a 3 year rental strategy in partnership with tenants to ensure tenant priorities and strategic housing ambitions can be delivered 28-Feb- 2025 Action on track and will be subject to forthcoming rent consultation exercise Stefan Kristmanns H/HEDAP/2024/ 056 Review 31-Mar- 2025 Action on track – Good progress being made Peter Barry Page 172
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Building Services structures and external contractors to ensure best value H/HEDAP/2024/ 057 Working with other local authority partner re- examine housing finance position in Scotland to promote the delivery of new social housing including the treatment of historic HRA Capital Debt 31-Mar- 2025 Action on track – ALACH) (Association of Local Authority Chief Officers) has tabled this through the Housing Investment taskforce agenda and a response is awaited form the Scottish Government Claire McKay H/HEDAP/2024/ 058 Review homelessness services funding with aim of being able to reduce level of temporary accommodation and free up staff resource 31-Mar- 2025 Action on track John Kerr H/HEDAP/2024/ 059 Develop a refreshed funding delivery model for the delivery of new housing in light of increased borrowing levels 31-Mar- 2025 Action on track – New grant benchmark rates are now in place which will assist ongoing affordability John Kerr Page 173
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To exploring increased grant benchmark levels H/HEDAP/2024/ 060 Directly lobby the Scottish Government to ensure the cost of achieving net zero in social housing is met with national funding to ensure rental income can be utilised for improving current and developing new social housing. 31-Mar- 2025 Action on track and our view has been presented at a number of sector forums. We await the publication of the Social Housing net zero standard to assess any future implications Claire McKay Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed PI Status Alert Long Term Trends Improving Short Term Trends Improving Page 174
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Warning OK Unknown Data Only No Change Getting Worse No Change Getting Worse Risk Status Alert High Risk Warning OK Unknown Page 175
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: West Dunbartonshire Housing Repairs Policy 1. Purpose 1.1 The purpose of this report is to seek approval for the introduction of a new West Dunbartonshire Housing Repairs Policy which has been developed in partnership with Council tenants. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Approve the revised Repairs Policy attached as Appendix 1 to this report; and (ii) Invite the Chief Officer Housing and Employability to take appropriate actions to ensure the policy is implemented immediately. 3. Background 3.1 West Dunbartonshire Council is committed to delivering a high quality, efficient and effective responsive repairs service to all our tenants. 3.2 However, one of the drivers of tenant dissatisfaction identified following the comprehensive Tenant Satisfaction Survey carried out in late 2022 related to the repairs service and as part of our wider service response we committed to conducting a review and developing a revised Repair Policy which would improve the service delivered to tenants. 4. Main Issues 4.1 The key aim of the revised policy is to deliver a high quality, efficient and effective responsive repairs service, that will provide a safe, secure and healthy living environment, in a manner which delivers value for money, high rates of customer satisfaction, maintains properties in a good and safe state of repair and contributes to maximising the quality and long-term life of our housing stock. 4.2 In order to deliver on this aim the policy sets out the following objectives: ITEM 13 Page 177
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To ensure that our properties are well maintained, with repairs carried out when required, giving tenants reasonable choices about when work is done. To carry out repairs right first time and provide a good value, reliable and customer centred service. To comply with legal responsibilities and implement best practice, ensuring value for money. 4.3 The policy sets out the relevant statutory and regulatory context related to the delivery of our responsive repairs service and provides the following commitments aimed at delivering the objectives outlined above: We will ensure that tenants are provided with clear information on their repair responsibilities. We will provide an emergency repair service 24 hours a day, 365/366 days a year. We will provide an accessible service that has a range of ways that tenants can easily contact to report a repair. We will provide a service which identifies and logs all repair requests efficiently and effectively, minimising the need to carry out pre-inspections. We will carry out repairs by appointment where appropriate and within our published target timescales and complete these with minimum disruption and right first time where possible. We will carry out post inspections of a range of repairs to ensure that they are completed to a high standard. We will give tenants the opportunity to comment on the standard of the service received and will use this feedback to continuously improve our service. We will reclaim costs from those who wilfully, or through neglect, cause damage to their home via the implementation of our Rechargeable Repairs Process. 4.4 Feedback received from tenants during the consultation process has been key to informing the revised Repairs Policy and important elements of the repairs service highlighted by tenants and addressed in the draft policy include: Providing clear information around the type of repairs the Council is responsible for and the repairs that tenants are responsible for. Providing clearer definitions of our different repairs categories so that they are easier to understand. Providing clarity that repair target times begin when a repair is reported. Page 178
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Outlining clearly the level of service tenants can expect around repair appointments and improved communication via text and email. 4.5 In addition to this, the following key changes being proposed as part of the revised policy: Reducing the target timescale for carrying out Urgent Repairs from 10 days to 5 days. Extending the target timescale for carrying out Planned Repairs from 40 days to 60 days. 4.6 Aiming to carry out Urgent Repairs more quickly aligns with the key aim of the policy, which is to provide an efficient and effective repairs service that delivers high rates of customer satisfaction. 4.7 This proposal will deliver significant improvements for all tenants and better reflect the trend across the sector by the top performing local authority social landlords. 4.8 Planned Repairs include repairs requiring a scaffold, fencing repairs or repairs that affect more than one property. Whilst these vary in volume and type from year to year, the numbers are low compared to Emergency, Urgent and Routine Repairs. 4.9 Extending the target timescales for these types of repairs reflects the time that the planning element takes, with a 60-day target deemed to be more realistic and will help deliver the improvement being proposed in relation to Urgent Repairs. 4.10 Revised repairs categories and target timescales are outlined in the table below: Repair Category Target Timescale Emergency Repair 24 hours Urgent Repair 5 working days Routine Repair 20 working days Planned Repair 60 working days 4.11 The review of the policy also highlighted the need to agree a definition of complex repairs which we have not had up until now. These are repairs which we recognise will be challenging to be completed within a defined timescale and examples would include: When an inspection has identified the need for structural works to be carried out. Repairs that require an installation such as a bathroom suite or part of a kitchen to be removed for the repair to be carried out and then reinstated. Page 179
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Repairs that require specialist materials or equipment to be sourced before being carried out. Repairs that require the consent of owners’ prior before works being carried out. 4.12 When a repair is identified as a complex repair, we will take forward works as quickly as possible and keep tenants informed of the planned nature of the works required and likely timescales for completion. 5. People Implications 5.1 There are no direct people implications because of this report. If approved, the delivery of the revised Repairs Policy will be supported by an implementation plan that will include staff guidance and training and a revised performance monitoring framework for the responsive repairs service. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications in relation to this report. The revised Repairs Policy will be delivered from within existing budgets. 7. Risk Analysis 7.1 There is no significant identifiable risk associated with the approval and implementation of the revised Repairs Policy 8 Environmental Sustainability 8.1 The delivery of our housing maintenance programme is part of our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 Equalities legislation requires that new or significantly changing policies should be subject to an assessment of their impact on the wellbeing of certain groups of people. As such an Equalities Impact Assessment was conducted as part of the development of the revised Repairs Policy. 9.2 This assessment is attached as Appendix 2 to this report and the key finding is that there is nothing the in policy that would lead to negative impacts for people or communities and that the policy will have an overall positive impact as it aims to improve the level of service provided to all tenants. 9.3 The policy should have an overall positive impact on those with disabilities as it specifically recognises that the service provided can be tailored for disabled people. Page 180
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10. Consultation 10.1 A key element in the development of the revised Repairs Policy was seeking the views of tenants and a full summary of the consultation process is attached as Appendix 3 to this report. 10.2 The aim of the consultation was to get views of our tenants on how important key aspects of the repairs service are to them and to use this feedback to ensure that tenant priorities were front and centre right at the start of the process and fully taken account of as the policy was being reviewed and updated. 10.3 A survey was published on the Council’s website in June 2024 and was promoted via the Tenant Participation Facebook page, the West Dunbartonshire Tenant and Residents Organisation (WDTRO) and individual Tenant and Residents Associations (TRA’s). A text message or email was also sent to those tenants we have these contact details for with a link to complete the survey. Over one thousand responses were received, and this feedback was central to the elements of the policy outlined at 4.3 being fully addressed in the revised policy. 10.4 There was also close engagement with the WDTRO throughout the consultation period. WDTRO members are supportive of the proposed changes being made in relation to target timescales for repairs and also read the draft policy and provided feedback in relation to the wording being clear, easy to understand and tenant friendly. 10.5 The WDTRO were also asked to provide their views on the definition of complex repairs and feedback was that the definition was sensible and that they would be supportive of this definition being adopted and included in future staff guidance as part of the process of implementing the revised policy. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improve local housing and environmentally sustainable infrastructure. Peter Barry Chief Officer, Housing & Employability Date: 6 November 2024 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Page 181
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Stefan Kristmanns, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability, email: stefan.kristamanns@west- dunbarton.gov.uk Appendices: 1. Draft Repairs Policy October 2024 2. Draft Repairs Policy Equalities Impact Assessment 3. Draft Repairs Policy Consultation Summary Background Papers: Wards Affected: All Page 182
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West Dunbartonshire Council Responsive Repairs Policy Draft October 2024 ITEM 13 - APPENDIX 1 Page 183
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2 Contents Section No. Title Page No. 1 Introduction and scope of the policy 3 2 Policy context 3 3 Aims and objectives of the policy 4 4 Repair responsibilities 5 5 Reporting a repair 8 6 Repair categories and target completion timescales 9 7 Carrying out repairs 13 8 Individual circumstances 15 9 Performance monitoring 16 10 Review 16 Page 184
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3 Section 1 Introduction and scope of the policy Introduction West Dunbartonshire Council is committed to delivering a high quality, efficient and effective responsive repairs service to all our tenants, in a manner which delivers high rates of customer satisfaction. Responsive repairs are those that are carried out in response to you notifying us of a problem or defect within your home. This policy sets out the relevant statutory and regulatory context related to the delivery of our responsive repairs service, it provides information around repair responsibilities so you know the type of repairs we’re responsible for and the repairs that you, our tenants, are responsible for and outlines the different repair categories and the level of service you can expect from us as we deliver this service. Scope of the policy The policy outlines the service we provide in relation to responsive repairs and provides information about what cyclical maintenance programmes we have in place. The policy refers to our approach to rechargeable repairs where relevant and this is outlined in more detail in our Rechargeable Repairs Process available on our website. The policy does not cover improvements carried out as part of our capital investment programme or our approach to void repairs (repairs carried out when a property is empty). This policy applies to tenants who have a Scottish Secure Tenancy, a short Scottish Secure Tenancy or occupants who have an occupancy agreement for temporary or supported accommodation with West Dunbartonshire Council. Section 2 Policy context We aim to make sure the service we provide not only meets our legal obligations but reflects best practice where possible. The policy was developed taking tenant views into account and within context of the following statutory and regulatory framework: The Housing (Scotland) Act 1987 which outlines the tolerable standard, which is the minimum standard that applies to all residential dwellings including social rented homes. The Housing (Scotland) Act 2001 which details landlords’ repairing obligations and introduced the Right to Repair Scheme. The Scottish Secure Tenancy Agreement based on the Housing (Scotland) Act 2001, which includes the following key commitment: “During the course of your tenancy, we will carry out repairs or other work necessary to keep the house in a condition which is habitable, wind and watertight and reasonably fit for human habitation. We will carry out all repairs within a reasonable period of becoming aware that the Page 185
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4 repairs need to be done. Once begun, the repairs will be finished as soon as reasonably possible. All repairs will be done to the standard of a competent contractor, using good quality material.” The Housing (Scotland) Act 2006 which introduced a revised tolerable standard. The Scottish Social Housing Charter which sets out the outcomes and standards that all social landlords should be delivering for their tenants and other customers. The outcome most relevant to this policy is: Charter Outcome 5: Repairs, Maintenance and Improvements - social landlords manage their business so that tenants’ homes are well maintained, with repairs and improvements carried out when required, and tenants are given reasonable choices about when work is done. There are also a series of health and safety duties and regulations that are in place to ensure tenants, staff, and contractors are living and working in a safe environment. Section 3 Aim and objectives of the policy Aim of the policy The key aim of this policy is to deliver a high quality, efficient and effective responsive repairs service, which will provide a safe, secure and healthy living environment, in a manner which delivers value for money, high rates of customer satisfaction, maintains properties in a good and safe state of repair and contributes to maximising the quality and long-term life of our housing stock. Objectives of the policy The main objectives of the are: To ensure that our properties are well maintained, with repairs carried out when required, and giving you reasonable choices about when the work is done. To carry out repairs right first time and provide a good value, reliable and customer centered service. To comply with legal responsibilities and implement best practice, ensuring value for money. How we will deliver these objectives We will ensure you are provided with clear information on your repair responsibilities. We will provide an emergency repair service 24 hours a day, 365 days a year. We will provide an accessible service which provides a range of ways that you can easily contact to report a repair. Page 186
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5 We will provide a service which identifies and logs all repair requests efficiently and effectively, minimising the need to carry out pre-inspections. We will carry out repairs by appointment where appropriate and within our published target timescales and complete these with minimum disruption and right first time where possible. We will carry out post inspections of a range of repairs to ensure they are completed to a high standard. We will give you the opportunity to comment on the standard of the service received and use this feedback to continuously improve our service. We will reclaim costs from those who wilfully, or through neglect, cause damage to their home via the implementation of our Rechargeable Repairs Process. Section 4 Repair responsibilities The responsibility for repairing and maintaining homes is shared between the Council as your landlord and you as the tenant. Our responsibilities to you As your landlord, we are responsible for repairing and maintaining the structure of your home and for the repair and maintenance of common areas. This includes the fixtures and fittings which supply gas, electricity, water and drainage (your gas or electricity provider is responsible for the supply and for any repair issues relating to your electricity or gas meter). If you live in a block of flats, we are also responsible for any communal facilities provided. To ensure your home is maintained to a safe standard, we will carry out repairs to: the structure of your home (chimney, roof, walls, drains, floors ceilings and stairs). the external fabric of your home (external doors, windows, gutters, downpipes). the plumbing system within your home (including the water tank, pipe work and stopcocks). the heating within your home (radiators, storage heaters, panel heaters, any pipe work). the water heating system within your home (boiler, immersion heater, any pipe work). kitchen and bathroom fittings (including toilet, bath, basins/sinks, cupboards, worktops, pipe work). electrical wiring and fittings (sockets, light fittings, light switches, mains operated smoke detectors). internal doors, door surrounds and skirting boards. boundary walls, fences, paths, gates, driveways, and any garden structure put in place by the Council. bin areas and clothes poles. Page 187
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6 Common repairs Where there are homeowners in a block, responsibility for repairs and maintenance of common areas is shared between us and the homeowners. This may impact the repairs and planned maintenance carried out to common areas such as roofs, external walls, gutters, fences, paths, and stairs. We will carry out emergency and urgent repairs to common areas which are a risk to health and safety or to prevent further damage and will recharge homeowners for their share of the cost. For other planned repairs or cyclical maintenance programmes, owners need to agree to contribute to the cost of these works to allow them to proceed. We will work to encourage participation to gain agreement to take these works forward, although this can cause delays in work being carried out to Council owned properties. Your responsibilities as a tenant You are responsible for taking reasonable care of your home and you must report to us promptly, any repairs or damage tom your home which are our responsibility. You must also take action to prevent further damage once a fault has been identified. You are also responsible for the internal decoration of your home, for carrying out minor repairs and for the maintenance of any appliances or garden structures you install or accept at the start of your tenancy. Whilst you are not responsible for carrying out repairs which are due to fair wear and tear, your responsibilities do include the following: All internal decoration including the provision and fitting of floor and window coverings. Repairing minor cracks or holes in walls and ceilings that can reasonably be filled before decorating. Taking action to avoid condensation by heating and ventilating your home, not blocking air vents and opening windows. Replacing lost or stolen keys. Repairing any damage caused by you, your family, or any visitors to your home. Reporting any criminal damage or vandalism to the police and obtaining an incident number. Renewing plugs and chains to baths, sinks and basins. Replacing a broken or damaged toilet seat. The fitting of any additional locks. The purchase and installation of any doorbell, door chain or door nameplate. The purchase and installation of consumable items, such as electrical plugs and light bulbs (not communal lighting). Resetting tripped switches or fuses. Attempting to clear any minor plumbing blockages. The maintenance of any heating system that you install (permission would be required). Page 188
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7 The maintenance of any appliances that you install, such as a cooker, hob, or fire. The maintenance of any fittings installed or accepted at the start of your tenancy, such as shelves or built-in wardrobes. The maintenance of television aerials and reception equipment that you install. The maintenance of your garden, including grass, hedges and trees and ensuring that it is kept clear of debris. The maintenance of fences, gates, sheds, and any other garden structure that you install or accepted at the start of your tenancy. Where you ask us to carry out work that is your responsibility, we will recharge you for the cost. This includes helping you to gain access to your home if you have lost your keys or had them stolen and are locked out. You will also be recharged for repairing damage caused by you, your family, or by visitors to your home. Further detail is outlined in our Rechargeable Repairs Process. Alterations, improvements, and adaptations You must ask for written permission from us before you carry out any alterations or improvements to your home, including: the renewal of, or alteration to your kitchen or bathroom. the installation of a shower. the renewal of, or alteration to electrical work. the installation of laminate flooring. the installation of external structures, such as fencing, gates or sheds. We will recharge you the cost of any repairs necessary to make good any unauthorised, unsafe or unsuitable alterations that you carry out. Further detail about gaining permission is provided at Alterations and Improvements. If you, or a member of your family need an adaptation to assist you accessing or getting around your home or with independent living, medical adaptations can be carried out by us. These adaptations could include ramps, showers, handrails, door alterations or path widening. Further detail is provided is provided at Council Housing Adaptations. Allowing access to you home You are responsible for providing access to your home to carry-out repairs and maintenance to your home, including any pre-inspection that may be required. We will give you reasonable notice of our requirement for access (except in the case of an emergency) and aim to carry- out repair work by appointment where possible (see Section 7 “Carrying out repairs”). Allowing access is vitally important when related to your safety. For example, we are required by law to carry out a gas safety check in your home once a year and an Electrical Installation Condition Report in your home every 5 years. You must allow access for this to be carried out, if you do not, we will force access to your home under the terms of your tenancy agreement. In circumstances where this is necessary, we will recharge you for the cost of this. Further detail is provided at Gas Safety. Page 189
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8 You should ensure areas are clear for our operatives to work to avoid any issues which could prevent a repair being carried out. This may include clearing work surfaces, emptying cupboards, taking down curtains, moving furniture away from an area or lifting carpets or laminate flooring. Section 5 Reporting a repair We aim to provide a service that is accessible and convenient for you and have a range of ways to easily contact to report a repair. You should report repairs that are our responsibility as soon as reasonably possible, to prevent further damage and ensure the property does not fall into disrepair. Reporting an Emergency Repair The Council provides an emergency repair service 24 hours a day, 365 days a year for emergency repairs which are necessary due to a threat or danger to health and safety, or there is a risk of serious loss or damage to a property. You cannot report an emergency repair online. Freephone 0800 073 8708 to report an emergency repair during office hours. 8:30am to 4:30pm Monday to Thursday 8:30 to 4:00 Friday Freephone 0800 197 1004 out-with normal working hours. Reporting a Non-emergency Repair Freephone 0800 073 8708 during office hours. Online Repairs Reporting Form Emailing housing.repairs@west-dunbarton.gov.uk Gas Central Heating Repairs For repairs to your gas central heating or hot water you can contact City Technical direct on 0333 202 0708 or 0800 073 0341. Should you have a suspected gas leak call National Grid on 0800 111 999 (calls to 0800 numbers are now free from a mobile phone). Page 190
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9 Section 6 Repair categories and target completion timescales We aim to provide a service which identifies and logs all repair requests efficiently and effectively, minimising the need to carry out pre-inspections. However, to ensure the right operative, with the correct materials is tasked to carry-out a repair, it may be necessary in some instances for a pre-inspection to be carried out. This could be in circumstances where: the person reporting the repair is unable to fully explain the problem. measurements and/or technical specifications are needed to carry out work. the source of the problem needs to be properly identified. specialist materials or equipment may be required. it may not be clear who is responsible for the repair. Repairs reported will be assigned one of the following repair categories with a target timescale for completion, ensuring the most urgent repairs are carried out first. Emergency Repair The repair issue may cause a threat or danger to health and safety or where quick action is required to prevent further loss or damage to a property. Examples of an emergency repair include: a total loss of heating or hot water. unsafe power, electrical socket, or light fitting. serious water/plumbing leaks to prevent further damage. insecure external window, door, or lock. the removal of serious fire risks (clearing/removing objects). the removal of serious environmental risks (such as blockages to bin chutes). make safe any danger due to damage to the structure of a building (e.g. slates, other roofing defects, masonry). security lighting that poses a threat or danger. close lighting that poses a threat or danger. lock change/forced entry if you cannot access your property. faulty door entry system if you cannot access your property. Emergency repairs will be attended to and made safe within 24 hours of being reported. Where possible, we will carry out the full repair, however if this is not possible, we will carry out temporary repairs immediately to make the situation safe, and then return to complete follow up repair work identified. Page 191
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10 All follow-on repairs from emergency repairs will be treated as separate works orders and be recorded as a non-emergency repair. There should be no time lapse between the completion of the emergency work and the raising of any follow-on non-emergency repairs. Urgent Repair These are repairs that are not emergencies but need to be carried out quickly to prevent more damage to a property or undue risk to a tenant. Examples of an urgent repair include: minor plumbing leaks. central heating faults. non-emergency electrical work. extractor fan in kitchen or bathroom not working. faulty door entry systems (where you can still gain entry to your home). reglazing a window. floor in danger of collapse (unknown infestation/rot). renewal of faulty electric shower where this is the only bathing amenity. renewal of storage heater. renewal of immersion heater. renewal of insecure entrance door. insecure manhole. repair slabs/steps presenting a trip hazard. Urgent repairs will be carried out within 5 working days of being reported. Routine Repair These repairs are not emergencies or urgent but are of a routine nature and are not part of an existing cyclical maintenance programme. Routine Repairs could be due to normal wear and tear and would apply where no danger exists. Examples of a routine repair include: all non-urgent internal repairs including plaster work. sealing around windows and doors. replacing ceilings following water ingress. gutter and roof repairs which are not dangerous and where scaffolding is not required. burst underground water main. Routine repairs will be carried out within 20 working days of being reported. Page 192
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11 Planned Repairs These are day-to-day repairs which are general maintenance repairs and are not part of an existing cyclical maintenance programme. Planned repairs may involve working at height (scaffold platforms) and could include repairs that affect more than one property and where it would be more cost effective to respond and deliver on a planned basis rather than carrying out individual routine repairs. Planned repairs are likely to require a pre-inspection to fully determine the scope of work required. Examples of planned repairs include: gutter and roof repairs which are not dangerous and where scaffolding is required. blocked gutters or rainwater pipes where scaffolding is required. gutter cleaning external roughcasting which is not dangerous. dry and wet rot works which is not dangerous. fencing repairs. Whilst the length of time to complete planned repairs will vary, dependent on the volume and type of work, the aim is that these will be carried out within 60 working days of being reported. Cyclical Maintenance In addition to responding to reported repairs, we have a range of cyclical maintenance programmes in place to ensure the safety of tenants and that we meet our statutory and regulatory obligations. These programmes include: an Electrical Installation Condition Report carried out every 5 years. annual gas safety checks including the boiler. annual cleaning and testing of smoke, carbon monoxide and heat detectors. annual sprinkler system maintenance and testing. annual dry riser maintenance and testing. annual cleaning and testing of large capacity cold water cisterns aimed at preventing legionella. annual testing of water pumps in high rise buildings. annual maintenance of air source/other source heat pumps. annual maintenance of domestic ventilation systems. annual communal fan cleaning. 6 monthly lift maintenance. 6 monthly laundry maintenance. Page 193
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12 Right to Repair The Housing (Scotland) Act 2001 introduced the Right to Repair Scheme which gives you the right to have small urgent repairs up to the value of £350 carried out within a given timescale. These repairs are known as 'qualifying' repairs and the type of repairs covered by the scheme and the timescales within which these should be carried out are outlined below: 1 Day Target Blocked Flue to Open fire or Boiler Blocked or leaking foul drains, soil stacks or toilet Blocked sink, bath or drain Total loss of electricity Insecure external window, door or lock Unsafe access path or step Significant leaks or flooding from water or heating pipes, tanks or cisterns Total or partial loss of Gas supply Total or partial loss of heating with no alternative heating Only toilet in the house not flushing Unsafe electrical sockets or lighting socket or fitting Total loss of water supply 3 Day Target Partial loss of water supply Partial loss of electricity Loose or detached banister or handrail Unsafe timber flooring or stair tread 7 Day Target Extractor fan in kitchen or bathroom not working How do I know if I can use the scheme? When you report a repair, we will let you know if it is a “qualifying repair” and covered by the scheme. If we have not started the repair within the timescale shown above, you have the right to approach an alternative contractor nominated by us for the trade needed to do the job for you. If we arrange to carry out the repair within the target date but did not gain access to your home, the Right to Repair scheme does not apply We will not consider claims for jobs not included in this list and you will have to pay for the work yourself if you go ahead and arrange for repairs to be done. If you are not sure whether the repair is covered by the scheme you can telephone 0800 073 8708 or email your enquiry to housing.repairs@west-dunbarton.gov.uk Page 194
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13 What happens next? If we have started but not completed the repair within the maximum time, you will be entitled to £15 compensation. If we have not started the repair, we can arrange for an alternative contractor to carry out the repair. If this happens, you will be entitled to £15 compensation for the inconvenience. This alternative contractor has the same length of time to carry out the repair as we did. If they do not carry out the repair within the time limit set, you will be entitled to another £3 compensation for each working day until the repair has been completed. This £3.00 daily compensation starts when the alternative Contractor has not met the timescale for the repair from the time you contact them. This amount can add up to a maximum compensation payment of £100 for any one repair. If you are in arrears or owe money to the Council, any compensation due will be used to pay these debts with any remainder issued to you. Section 7 Carrying out the repairs Appointments Where appropriate, we will carry out non-emergency repairs by appointment, within our target timescales for the repair category and will aim to carry out the repair right first time where possible. An appointment will be agreed with you, or person reporting the repair on your behalf, and will be either: a morning appointment – operative will arrive between 8.00am and 12 noon or an afternoon appointment - operative will arrive between 12.30pm and 4.00pm. Appointments will also be given for any pre-inspection that is necessary where access to your home is required. Repairs identified at any pre-inspection will be discussed with you and a further appointment agreed for the works required where this is possible. This appointment will be within the target completion timescale from the date the repair was reported. When an appointment is agreed you should: provide an up-to-date contact number or email address to allow us to make contact with you. ensure a responsible adult over the age of 16 will be at the property to allow access at the agreed appointment time. ensure areas are clear for our operatives to work to avoid any issues that would prevent a repair being carried out. This may include clearing work surfaces, emptying cupboards, taking down curtains, moving furniture away from an area or lifting carpets or laminate flooring. If an agreed appointment is no longer suitable, you should contact us as soon as possible and we will re-arrange to a more convenient date and time. Page 195
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14 Right First Time We aim to carry out repairs Right First Time where possible. To meet this definition, a repair must be completed within the target completion timescale and without the need for an operative to be recalled due to a defect with the original repair, within the reporting year. Due to the nature of some repairs, one or more visits may be planned to carry out the works. If the repair is completed within the target timescale and works are discussed with you and delivered as planned, the repair will be considered completed right first time (if there is subsequently no recall due to a defect with the repair carried out). Service commitments When an up-to-date contact number or email address is available, we will keep you updated with the status of a repair from reporting until completion. We will send you a text or email to confirm the agreed repair appointment or pre- inspection appointment. Where possible we will include an estimate of the time it will take to carry out the repair. We will send you a reminder text or email the day before the appointment. We will send you a text or email when the operative is on their way on the day of the appointment. We will also ensure that when attending your home: all members of staff will wear an ID badge and introduce themselves. all members of staff will be smart and appropriately dressed or wear a uniform. all members of staff will be polite and treat you with respect and dignity. operatives carrying our repair works will explain the nature of the work before it commences. all members of staff will follow appropriate health and safety requirements. the quality of repair work is carried out to a high standard. all members of staff will take care to minimise disruption, prevent damage to your home, protect it from dust and paint and remove all work-related rubbish. repairs are carried out Right First Time where possible. This will not always be at the first visit, as some repairs will require more than one planned visit to be completed (e.g. multi- trade jobs). when a repair is complete, we will send you a text or email asking for feedback in terms of satisfaction with the service provided in respect of that repair. We expect you to treat our staff and contractors with respect and dignity when they are in your home. For health and safety reasons, pets and young children should be kept away from the area whilst a repair is being carried out. Anyone present in your home must also ensure they do not smoke or vape whilst operatives are there to work. Not meeting these expectations could result in work not being carried out. Page 196
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15 Missed appointments due to no access It is important you provide us access to your home to carry-out repair work. This helps us deliver an efficient, reliable and customer centered service. If an operative does not obtain a response when they arrive at your home, we will attempt to contact you if a contact number is available. If we do not have up to date contact details and are still unable to gain access, a card will be left where this is possible, asking you to contact us. In these circumstances the repair will be cancelled, and it is your responsibility to contact us to arrange a new appointment. When a repair is cancelled due to no access, a text or email will be sent to you confirming this. Quality Assurance Regular inspections are carried out when works are in progress to ensure staff are following appropriate health and safety requirements, minimising disruption and preventing damage to your home. Post work inspections are carried out on a range of repairs to ensure the work has been carried out to the high standards required. On completion of repair work we will contact you asking for feedback in terms of satisfaction with the service provided and use this feedback to continuously improve the service we provide. For more information you can read our Quality Policy Statement. Whilst we are committed to providing the best quality of service that we can, in circumstances where we have done something wrong, failed to do something that you expected or have not treated you with courtesy, you can use our Complaints Procedure. Section 8 Individual circumstances We aim to deliver the best service possible to all our tenants but realise in certain circumstances the service will need to be tailored to accommodate individuals and their needs. Those who may benefit from their individual circumstances being considered could include but are not limited to: tenants with particular communication needs, for example BSL users or people who are hard of hearing. tenants with a physical impairment (such as a wheelchair or walking frame user). tenants with learning difficulty or disability. tenants with an advanced terminal illness. Page 197
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16 When a repair is reported, let us know if there are relevant circumstances and every attempt will be made to ensure reasonable adjustments can be made. This could include carrying out some repairs more quickly than normal or agreeing specific arrangements for appointments (such as knocking loudly, allowing for extra time for a door to be answered or contacting a third party to facilitate access). Section 9 Performance monitoring We will monitor our performance in relation to delivering the commitments within this policy using a range of key performance indicators. This will include monitoring how well we are meeting the target timescales outlined and the following indicators which are part of the Scottish Social Housing Charter. Average length of time to complete emergency repairs Average length of time to complete non-emergency repairs % of repairs completed Right First Time The number of times we did not meet our statutory obligation to complete a gas safety check within 12 months % of tenants satisfied with the repairs and maintenance service We will share this information with tenants and ensure that we use it to continuously improve service delivery. Section 10 Review We will review this policy every three years or earlier if required, for example to comply with any legislative changes. We will consult tenants and other relevant stakeholders when carrying out a review. Page 198
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This document is also available in other languages, large print and audio format on request. Arabic British Sign Language users can contact us via contactSCOTLAND-BSL, the on-line British Sign Language interpreting service. The Council contact number is 01389 XXXXXX Chinese (Cantonese) Gaelic Tha an sgrìobhainn seo cuideachd ri fhaighinn ann an cànanan eile, ann an clò mòr, agus ann an cruth claisneachd ma thèid iarraidh Hindi Polish Punjabi Ukrainian Цей документ також доступний іншими мовами, великим шрифтом та в аудіоформаті за запитом. Urdu 01389 737527 West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 1QL communications@west-dunbarton.gov.uk Page 199
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Assessment No 1056 Owner skristmanns Resource Regeneration, Environment and Growth Service Housing and Employment FirstName Surname Job Title Head Officer Stefan Kristmanns Housing Development Coordinator Members Peter Barry, Chief Officer Housing and Employability John Kerr, Housing Development and Homelessness Manager Martin Feeney, Building Services Manager Nicola Pettigrew, Housing Operations Manager Alan Young, Housing Asset and Investment Manager Stefan Kristmanns, Housing Development Coordinator James McCarron, Finance Business Partner Craig Wilson, Building Services Maintenance Manager Suzanne Bannister, Team Leader Housing Operations (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Housing Repairs Policy The aim, objective, purpose and intended outcome of policy Aim of the policy The key aim of this policy is to deliver a high quality, efficient and effective responsive repairs service, that will provide a safe, secure and healthy living environment, in a manner which delivers value for money, high rates of customer satisfaction, maintains properties in a good and safe state of repair and contributes to maximising the quality and long-term life of our housing stock. Objectives of the policy The main objectives of the are: •To ensure that our properties are well maintained, with repairs carried out when required, and giving you reasonable choices about when the work is done. •To carry out repairs right first time and provide a good value, reliable and customer centered service. •To comply with legal responsibilities and implement best practice, ensuring value for money. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Housing and Employability Service West Dunbartonshire Tenants and Resident Organisation West Dunbartonshire Equalities Forum Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas ITEM 13 - APPENDIX 2 Page 200
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Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All tenants who receive a housing repairs service from West Dunbartonshire Council as their landlord. Who will be/has been involved in the consultation process? Survey in June 2024 open to all WDC tenants asking how important various aspects of our repairs policy are to them. This consultation was key in shaping the content of the draft policy. Engagement with the West Dunbartonshire Tenants and Residents Organisation (WDTRO) in August/September 2024 outlining content of draft policy, asking for feedback in relation to clarity of the language used and WDTRO members also offered to proof read document. Further consultation September 2024 asking for views/comments on draft policy, the content of which was shaped by tenant feedback received in main consultation exercise. Specific questions asked about how well the policy delivered on tenant priorities outlined. This consultation was highlighted to the West Dunbartonshire Equalities Forum, Tenant and Resident Associations and our Interested Tenants Register. A full consultation summary document will be included in the report to the Housing and Communities Committee in November 2024 seeking approval for the revised policy. Page 201
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age This policy needs to serve the needs of people from across age groups. For older people there are more likely to be cross cutting issues noted under disability accessibility of services. The needs of Children and young people cross cut with UNCRC considerations. The policy should have an overall positive impact and it aims to improve the level of service provided to all tenants. Disability We need to ensure that services are accessible to disabled people. The policy recognises that in certain circumstances the service will need to be tailored to accommodate individuals and their needs. Those who may benefit from their individual circumstances being considered include but are not limited to: • tenants with particular communication needs for example, BSL users, or people who are hard of hearing • tenants with a physical impairment, such as a wheelchair or walking frame user • tenants with a learning difficulty or disability • tenants with an advanced terminal illness When a repair is reported every attempt will be made to ensure reasonable adjustments can be made. This could include carrying out some repairs more quickly than normal or agreeing specific arrangements for appointments (such as knocking loudly, allowing for extra time for a door to be answered or contacting a third party to facilitate access). The policy also contains a commitment that those that need an adaptation to assist accessing or getting around their home or with independent living, medical adaptations can be carried out by us. These adaptations could include ramps, showers, handrails, door alterations or path widening. The policy should have an overall positive impact and it aims to improve the level of service provided to all tenants but specifically recognises that the service provided can be tailored for disabled people. Gender Reassign We need to consider any differential impact No evidence of any differential impact Neutral Marriage & Civil Partnership Under the Equality Act 2010 married people and civil partners should be treated equally. This policy will apply equally to married people and civil partners. Neutral Pregnancy & Maternity Cross cuts with sex Cross cuts with sex Cross cuts with sex, Positive Race It is more likely that some BME people might face languages barriers in accessing services. People from non-white minority ethnic groups are This document is available in other languages. As this policy is implemented the level of service provided will not be impacted by the income of the tenant. The policy should have an overall positive impact and it aims to improve the level of service provided to all tenants. Page 202
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more likely to be in relative poverty after housing costs compared to those from the ‘White - British’ and ‘White - Other’ groups Religion and Belief Muslim adults are more likely to be in poverty compared to adults of Christian and other faiths and those with no religion. Some, but not all, of the higher poverty risk for minority ethnic groups and Muslims can be explained by their lower average age. As this policy is implemented the level of service provided will not be impacted by the income of the tenant. The policy should have an overall positive impact and it aims to improve the level of service provided to all tenants. Sex We need to be aware of how policies may differentially effect men and women in particular circumstances. Women head 90% of single parent families and are more heavily involved in caring for relatives than men. It is important that repair arrangements are adequate for meeting the needs people who may be juggling multiple tasks. Women are more likely to be in relative poverty than men, because for example gender pay gaps, and women making up 90% of single parents Estimates for single fathers are not available due to small sample sizes. Women rely more on public services than men. A clear and sufficiently flexible policy will be especially beneficial for women. Sexual Orientation Relative poverty are rates higher for LGB+ adults compared to heterosexual people. As this policy is implemented the level of service provided will not be impacted by the income of the tenant. The policy should have an overall positive impact and it aims to improve the level of service provided to all tenants. Human Rights The Human Rights Act incorporates the European Convention on Human Rights (ECHR) into UK law. This policy will not impinge human rights and in particular will support: • Article 8 “right to respect for private and family life, home and correspondence”. UNCRC Considerations, in this circumstance 'protection' and 'provision' are relevant. The key aim of this policy is to deliver a high quality, efficient and effective responsive repairs service, that will provide a safe, secure and healthy living environment, in a manner which delivers value for money, high rates of customer satisfaction, maintains properties in a good and safe state of repair. Having a comprehensive and clear written policy in place helps protects people rights, including the rights of children and young people. Page 203
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Health The Council has a focus on Health and Wellbeing in its strategic plan. Having an improved policy with clearer information protects mental and physical health Positive Social & Economic Impact The Council has a focus on reducing poverty and child poverty Being a social renter is a strong proxy measure in terms of relative poverty. An improved policy is beneficial to Council Tenants. Positive, better maintained properties contribute to economic wellbeing and reduce costs to renters Cross Cutting A key cross cutting issue is ensuring that both the policy and the service is easily accessible to all tenants. The WDC BSL action Plan 24-30, commits to increasing ease of access to services for BSL users. We need to have due regard to the Consumer Duty of relevant Strategic Decisions, no additional impact assessment is required as the needs of consumers are covered in this circumstance through the rest of this assessment. The policy codifies and improves our approach to repairs. People and communities can and are effected by how issues and circumstances cross cut. The policy recognises this, in terms of how repairs will be organised to ensure that peoples’ circumstances are taken into account. The policy follows the Communicating Effectively Guidance and in addition the WDTRO played a role in proof reading the policy and providing feedback in terms of the language used. We plan to make a BSL video highlighting the policy. The policy has a key aim of providing a service that is accessible and includes a range of ways to easily contact to report a repair. Note above the range of positive outcomes anticipated. There is nothing the in policy that would lead to negative impacts for people or communities, or tenants. Page 204
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing bases? Q7 What is you recommendation for this policy? Please provide a meaningful summary of how you have reached the recommendation EIA 1056: The Housing repairs policy brings information on the existing approach to repairs and improvements such as shorter waiting time standard for essential repairs. This will have positive impact for all tenants but especially people who may be more vulnerable in some circumstances for example disabled people, older people, women and BME groups. Human Rights e.g. Right to Family Life and Children's rights are also protected by improving the approach to repairs and information on repairs. Care has been taken to ensure the document is as accessible as possible in terms of language use and availability of alternate formats. A program of publicity and information will support these goals. Page 206
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Housing Services Consultation Summary Name of consultation: Review of Housing Repairs Policy Person responsible: Stefan Kristmanns, Housing Development Coordinator Consultation start date: 12 June 2024 Consultation end date: 27 September 2024 Its aims and objectives? The aim of the consultation was to get views from our tenants on how important key aspects of the repairs service are to them. The key objective was to use this feedback to ensure that tenant priorities were front and centre right at the start of the process and fully taken account of as the policy was being reviewed and updated. We also aimed to communicate changes and improvements that were being proposed as a result of this review to the West Dunbartonshire Tenants and Residents Organisation (WDTRO) and to tenants more broadly and get their views and feedback in advance of the draft policy being finalised. Who was invited to get involved? All current WDC tenants were invited to participate and provide their views. Specific engagement with the WDTRO was also part of the consultation process and the views of the West Dunbartonshire Equality Forum were also sought. Methods used to invite and promote tenants to get involved? We developed a short survey made up of 6 questions seeking the views of tenants on how important key aspects of the repairs service are to them. The survey opened and was published on the Council’s website on 12 June 2024. A text message or email was sent to those tenants we had these contact details for with a link to complete the survey. The survey was also promoted via the Tenant Participation Facebook page, the West Dunbartonshire Tenant and Residents Organisation (WDTRO) and individual Tenant and Residents Associations (TRA’s). The consultation was highlighted to the WDTRO at the WDC/WDTRO Liaison meeting in June 2024. Following a revised policy being drafted by Council officers and based on tenant feedback, a briefing note was ITEM 13 - APPENDIX 3 Page 207
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2 provided in advance of the WDC/WDTRO liaison meeting on 22 August 2024. The purpose of this briefing was twofold. Firstly to provide feedback in relation to the consultation exercise, outline how the content of the draft policy had been shaped by tenant feedback and inform the WDTRO of the key changes being proposed in terms of target timescales for certain categories of repairs. Secondly, the key asks of the WDTRO were to comment on the content of the draft policy and the changes being proposed and for the WDTRO members to read over the draft policy to ensure the wording was clear , tenant friendly and provide us with feedback. A follow-up discussion was held with council officers and the WDTRO and their Committee meeting on 12 September 2024. A further survey was also posted on the Council’s website, inviting tenants more broadly to provide their views on the draft policy and the views of the West Dunbartonshire Equality Forum were also sought. Who took part? Just over 1000 individual responses were received, representing around 10% of all council tenants. There was also on-going engagement with the WDTRO throughout the consultation process. What good practice or minimum standards can you evidence as part of your consultation? A key element of good practice was to seek tenant views right at the start of the process and fully take these into account as the policy was being reviewed and updated. A variety of advertising methods were used to highlight and promote the different elements of the consultation which ran from 12 June 2024 to 27 September 2024. Outcome of the consultation? The key feedback from tenants via the consultation is outlined below: How important are the various ways they are available to report a repair? Page 208
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3 90.2% 56.4% 44.7% by phone by email via the online Repairs Reporting Form 100% 80% 60% 40% 20% 0% Feedback showed that being able to report a repair by phone is by far the most important to tenants, with 90.2% of those responding saying this was very or fairly important to them. How important to you is it that there are target timescales to carry out different types of repairs? 84.9% 7.7% 5.4%0.8% 1.2% Very important Fairly important Important Slightly important Feedback showed that 92.6% of the tenants responding said that target timescales for repairs to be completed was very or fairly important to them. Page 209
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4 How important to you is it that a repair is carried out within these target timescales? 85.1% 8.1% 5.3%0.6% 0.8% Very important Fairly important Important Slightly important Feedback showed that 93.2% of the tenants responding said that it was very or fairly important to them that repairs are carried out within agreed target timescales. How important to you is it that a repair appointment is agreed within these target timescales? 85.4% 7.8% 5.4% 0.5% 0.9% Very important Fairly important Important Slightly important Not at all important Feedback showed that 93.2% of the tenants responding said that it was very or fairly important to them that a repair appointment is agreed with them within the target timescales. Page 210
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5 How important to you is it that the repair is carried out at the agreed appointment time? 86.1% 8.3% 4.4%0.5% 0.7% Very important Fairly important Important Slightly important Feedback showed that 94.4% of the tenants responding said that it was very or fairly important to them that a repair is carried out at the agreed appointment time. How important to you is it that the repair is explained when completed. 69.6% 14.3% 12.2% 1.8% 2.1% Very important Fairly important Important Slightly important Feedback showed that 83.9% of the tenants responding said that it was very or fairly important to them that a repair is carried out at the agreed appointment time. Page 211
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6 WDTRO members were supportive of the proposed changes being made in relation to target timescales for repairs, specifically of the proposal to reduce target timescales for Urgent Repairs from 10 days to 5 days. WDTRO members read the draft policy and the feedback received was that the wording was clear, tenant friendly and easy to understand. The WDTRO were also asked to provide their views on the definition of complex repairs. The need for such a definition was identified during the review process. It refers to instances where we recognise it will be challenging to complete a repair within a defined timescale. Whilst this is pre-dominantly an operational issue and not specifically referred to in the Repairs Policy, good practice would be to discuss any such definition with tenants. Feedback from the WDTRO was that the definition was sensible and that they would be supportive of this definition being adopted and for tenants to be advised when any reported repair was being characterized as being complex. This definition will be included in future staff guidance as part of the process of implementing the revise policy. The feedback received via second survey was limited and more mixed. Only 72 responses were received but as the survey was asking for views on the draft policy as opposed to what elements of the service are the most important, participants would have to have read the policy to fully participate. At this stage of the process the views of the West Dunbartonshire Equality Forum were also sought. How did the consultation influence decision making? This consultation feedback was key to informing the review which was undertaken and to the development of a draft Responsive Repairs Policy. The feedback was key to ensuring that the draft policy: Delivers an enhanced level of service tenants can expect around repair appointments and improved communication via text and email. Retains target timescales for all categories of repairs. Provides clearer definitions of our different repairs categories with additional examples, so that they are easier to understand Provides clear information around the type of repairs the Council is responsible for and the repairs that tenants are responsible for. Provides clarity that repair target times begin when a repair is reported. Page 212
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7 Following feedback from the second stages of the survey, some improvements were made to the wording used in the policy document. Tenants will also have an opportunity at the Pre- HACC Forum to add any final comments on the draft Repairs Policy and these will be conveyed to the Committee by the Housing Convener. Are you able to demonstrate this? Yes through the survey results and content of the draft policy. How was feedback about the consultation and final decision given? Feedback was provided to tenants via the summer edition of Housing News. Our thanks was communicated to those that had participated and a commitment given that the feedback provided would be used to help inform the revised policy. Further feedback was provided in the autumn edition of the Housing News which provided detail of the numbers that had participated, broadly outlined the feedback that had been received and how this would shape the revised policy. Following the meeting of the Housing and Community Committee meeting on 20th November 2024 we will highlight the outcome of the consultation and subsequent policy changes to tenants in a Housing News article, update the Council’s website and send tenants and text or emailing with a link to further increase awareness. Was the eight week timescale observed? Yes Was equal opportunities information collected? Yes Did you check with participants that they were happy with the opportunities given to make their views known and that they felt that we listened and acted upon them? This was done directly with the WDTRO who provided positive feedback. This was not done directly with the wider number of tenants that participated but feedback was provided via the Housing News with the message that tenant opinion would shape the content of the revised policy. The fact that the response rate in the consultation was so high, provides credible insight into the views of tenants. What worked well, what didn’t work well – or any other comments you have. The first stage of the consultation worked particularly well with high numbers of tenants participating and providing their views. Using the QL Housing Management System to send emails or texts to tenants we have up to date contact details helped promote the consultation and resulted in a high response rate and also meant that tenants not already involved in participation provided their views. The feedback received Page 213
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8 was key to the development of the draft policy and ensuring that it delivers in terms of tenant priorities. There was less participation at the second stage of the consultation but this was expected to an extent, as it was asking for feedback on the draft policy that had been developed and it was recognized that in order to fully participate and provide feedback at this stage, would require a higher level of time commitment. Page 214
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: Scottish Social Housing Charter Annual Benchmarking and Mid-Year Progress Report 1. Purpose 1.1 The purpose of this report is to provide members with benchmarking information relating to 2023/24 and a mid-year update in terms of how the Council’s Housing and homelessness service is performing against the Scottish Social Housing Charter indicators and meeting the requirements of the Scottish Housing Regulator’s Regulatory Framework. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of this report recognising how the Council performed compared to our peers during 2023/24 and mid-year progress in terms of meeting the outcomes of the Scottish Social Housing Charter. (ii) Notes that following the approval of our Annual Assurance Statement by the Committee on 21 August 2024 that this has now been submitted to the Scottish Housing Regulator as per our regulatory requirement. (iii) Notes that our annual Charter Performance Report for 2023/24 has now been published and a summary will be provided to all tenants with the winter edition of the Housing News; and (iv) Agrees that a full annual progress report on the Scottish Social Housing Charter and Regulatory Framework will be submitted to the August 2025 meeting of the Housing and Communities Committee. 3. Background 3.1 The Scottish Government’s first Scottish Social Housing Charter came into force in April 2012. This was reviewed during 2016 and again in 2021 and the resulting revised Charter was approved by the Scottish Parliament and has effect from 1 November 2022. 3.2 The purpose of the Charter is to help improve the quality and value of the services that social landlords provide by: Stating clearly what tenants and other customers can expect from social landlords and helping them to hold landlords to account. ITEM 14 Page 215
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Focusing the efforts of social landlords on achieving outcomes that matter to their customers, and Providing the basis for the Scottish Housing Regulator to assess and report on how well landlords are performing. 3.3 The Scottish Housing Regulator published a revised Regulatory Framework and associated statutory guidance for social landlords in February 2024 which has effect from 1 April 2024 and the reporting timetable is outlined below: When Who What Throughout year Housing Improvement Board/Tenant Representatives Assess performance against the Charter Outcomes May each year Housing Development Submission of Annual Return on the Charter (ARC) to the Scottish Housing Regulator August each year Scottish Housing Regulator Publish a report about each social landlord with key data from its ARC on their website October each year Convener of Housing and Communities Committee Submission of Annual Assurance Statement (AAS) to the Scottish Housing Regulator October each year Housing Development Publication of annual Charter Performance Report for tenants and other customers by April each year Scottish Housing Regulator Publish an Engagement Plan for each landlord, highlighting areas where they are seeking further assurance, based on performance against Charter Indicators and outcomes and compliance with statutory obligations by April each year Scottish Housing Regulator Publish a report on the analysis of the sectors’ performance in achieving the Charter Outcomes 3.4 On the 6 August 2014, Members of the Housing and Communities Committee agreed that twice yearly reports be provided as follows: August Committee - Scottish Social Housing Charter Annual Update Report, and November Committee - Scottish Social Housing Charter Annual Benchmarking Report and Mid-Year Progress Report – (April-September). 4. Main Issues 4.1 A report to the August 2024 meeting of the Housing and Communities Committee outlined the content of our current Engagement Plan published by the Regulator in April 2024, detailed 2023/24 performance compared to the previous year and against annual targets set and highlighted key areas of concern that would be monitored closely by the Housing Improvement Board, within the context of the Housing Emergency declared by the Council in May 2024. 4.2 This report also sought approval for our Annual Assurance Statement which was approved by the Committee and has subsequently been submitted to the Scottish Housing Regulator within the timescale outlined in the Regulatory Framework. Page 216
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4.3 The key areas of focus in relation to the Scottish Social Housing Charter and Regulatory Framework highlighted in this report are as follows: Annual benchmarking data based on data published by the Scottish Housing Regulator at the end of August 2024; Mid-year progress against key measures of performance in relation to achieving the Charter Outcomes; The production and publication of our annual Charter Performance Report for tenants and other customers; The continued development of effective tenant scrutiny arrangements in conjunction with tenants and other customers. Benchmarking of key performance indicators 4.4 The Scottish Housing Regulator now uses 32 Charter Performance Indicators to monitor the performance of all social landlords against the Charter outcomes and standards. 4.5 Both our Annual Return on the Charter and annual performance information submitted to Scotland’s Housing Network provide opportunities to compare our performance against other landlords and to identify areas for improvement. This process is known as “benchmarking”. 4.6 The Regulator publishes a Landlord Report for every social landlord in Scotland on their website by the end of August each year. This report contains key data from the Annual Return on the Charter (18 key indicators) and compares our performance with a Scottish average figure inclusive of all housing providers. Our most recent Landlord Report is provided as a background paper to this report. 4.7 Key findings from the benchmarking data available are outlined below: Status Key Peer group compared to is all other local authority landlords, as well as Wheatley Homes Glasgow Top quartile 2nd quartile 3rd quartile 4th quartile Homeless People 2021/22 Value 2022/23 Value 2023/24 Value 2021/22 Rank 2022/23 Rank 2023/24 Rank % of applications where household has experienced rough sleeping the night before presentation 2.9% 3.3% 3% Households assessed as homeless per 10,000 of households* 238 235 % of all homeless cases re-assessed within 12 months (repeat homeless) 5.3% 4.4% 4.3% Average time in days from application to assessment 14 13 12 Households in temporary accommodation per 10,000 of households* 68 62 Page 217
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*Denotes new indicator and data not available for 2021/22 Homeless People 2021/22 Value 2022/23 Value 2023/24 Value 2021/22 Rank 2022/23 Rank 2023/24 Rank Average total time (days) spent in temporary accommodation for cases that closed 190 172 177 Average time in days from homeless assessment to case closure 207 189 175 % of homeless households referred to RSLs via section 5 referrals 31% 40% 25% Value for Money 2021/22 Value 2022/23 Value 2023/24 Value 2021/22 Rank 2022/23 Rank 2023/24 Rank Average time to re-let properties 45.8 days 33.6 days 34.99 days Void rent loss expressed as a % of the total amount of rent due 1.29% 1.28% 1.01% Rent collected as a % of total rent due 98.39% 98.50% 99.09% Gross rent arrears as % of total rent due 9.24% 10.00% 9.44% Neighbourhood and Community 2021/22 Value 2022/23 Value 2023/24 Value 2021/22 Rank 2022/23 Rank 2023/24 Rank % of anti-social behaviour cases resolved 98.1% 97.1% 98.1% % housed who maintained their tenancy for at least 12 months 94.6% 94.1% 93.0% The average time to complete applications for medical adaptations 107.8 days 73.0 days 45.4 days Quality of Housing 2021/22 Value 2022/23 Value 2023/24 Value 2021/22 Rank 2022/23 Rank 2023/24 Rank % of properties meeting the Scottish Housing Quality Standard 18.2% 32.2% 51.2% Repairs, Maintenance and Improvements 2021/22 Value 2022/23 Value 2023/24 Value 2021/22 Rank 2022/23 Rank 2023/24 Rank Average length of time taken to complete emergency repairs 5.81 hours 4.5 hours 5.1 hours Average length of time taken to complete non-emergency repairs 10.16 days 9.31 days 10.94 days % of reactive repairs carried out completed right first time 86.5% 85.7% 85.6% How many times in the reporting period did you not complete a gas safety check within 12 months 0 0 0 % of tenants satisfied with the repairs and maintenance service 87.7% 83.7% 94.8% Page 218
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4.8 The tenant satisfaction levels reported for 2023/24 as part of the Scottish Social Housing Charter Return are omitted from the table above as they are the same as those for 2022/23 based on the last comprehensive survey carried out in 2022. At this time, the Council are conducting a new survey. A report will be provided to the Housing and Communities Committee in February 2025, fully outlining the results of this latest survey . 4.9 The table below provides a more local analysis comparing West Dunbartonshire Council’s performance against comparable neighbouring housing organisations (3 neighbouring local authorities Renfrewshire, East Dunbartonshire and Stirling and River Clyde Homes operating in Inverclyde). West Dunbartonshire Council East Dunbartonshire Council Renfrewshire Council Stirling Council River Clyde Homes HOMES AND RENT Total Number of Homes 10,444 3,835 12,305 6,059 6,141 Rent increase 6.7% 4.8% 6.0% 6.0% 6.7% West Dunbartonshire Council East Dunbartonshire Council Renfrewshire Council Stirling Council River Clyde Homes QUALITY AND MAINTENANCE OF HOMES % of homes meeting the SHQS 51.2% 61.6% 68.6% 84.3% 84.2% Average length of time taken to complete emergency repairs 5.1 hours 3.7 hours 5.6 hours 5.8 hours 4.1 hours Average length of time taken to complete non-emergency repairs 10.9 days 13.1 days 7.9 days 6.9 days 22.1 days % of reactive repairs carried out completed right first time 85.6% 81.1% 87.3% 92.5% 87.0% % of tenants who have had repairs carried out on the last 12 months who were satisfied with repairs and maintenance service 94.8% 89.7% 76.7% 84.1% 92.2% NEIGHBOURHOODS % of anti-social behaviour cases resolved 98.1% 100% 99.3% 81.5% 94.9% VALUE FOR MONEY Rent collected as % of total rent due 99.1% 100.7% 100.4% 99.7% 99.8% Void rent loss expressed as a % of the total amount of rent due 1.0% 1.1% 1.5% 1.5% 6.1% Average length of time taken to re-let homes 35.0 days 75.0 days 50.4 days 74.1 days 263.2 days Page 219
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4.10 Performance improvement targets for 2023/24 for all the Charter Indicators have been agreed based on robust benchmarking information and previous performance. These targets challenge the housing service to meet our ambition to be one of Scotland’s top performing landlord organisations. Mid-year progress achieving the Charter Outcomes 4.11 Of the 32 Charter Indicators, 11 are reported on a six-monthly basis to the Housing and Communities Committee, alongside 3 indicators relating to homelessness (which are not part of the Charter return). 4.12 A summary of performance for the period April 2024 – September 2024 for these indicators is outlined in the table below: Status Key Target Met or exceeded Target narrowly missed (within agreed range) Target missed Quality of housing Mid-year Target Mid-year Value Status % of properties meeting the Scottish Housing Quality Standard 62.2% 70.7% Repairs, Maintenance and Improvements Mid-year Target Mid-year Value Status Average length of time taken to complete emergency repairs 4 hours 4.85 hours Average length of time taken to complete non- emergency repairs 10 days 13.08 days % of reactive repairs carried out completed right first time 91% 86.4 % How many times in the reporting period did you not complete a gas safety check within 12 months 0 0 % of tenants satisfied with the repairs and maintenance service 87.5% 88.6 % Estate Management, Anti-Social Behaviour, Neighbour Nuisance and Tenancy Disputes Mid-year Target Mid-year Value Status % of anti-social behaviour cases resolved 93% 93.9% Tenancy Sustainability Mid-year Target Mid-year Value Status % of new tenants who maintained their tenancy for at least 12 months 93.3% 91.3% Homeless People Mid-year Target Mid-year Value Status % of all homeless cases who received a decision within 28-day target 95% 98.8% % of households requiring temporary accommodation, to whom an offer was made 100% 100% Breeches of the Unsuitable Accommodation Order 0 17 Value for Money Mid-year Target Mid-year Value Status Average length of time to re-let homes 30 days 28.2 days Void rent loss expressed as a % of the total amount of rent due 1.0% 0.71 % Gross rent arrears as a % of total rent due 9.3% 9.9% Page 220
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4.13 Of these 14 key indicators, 8 are meeting the targets set, with another 3 narrowly missing this target. Overall, this translates to 79% of these key indicators either meeting or almost achieving target. Production and publication of Annual Charter Performance Report 4.14 The Scottish Housing Regulator requires all social landlords to produce an Annual Charter Performance Report for their tenants and other customers no later than 31 October each year. 4.15 The Regulator states that the report should include: An assessment of performance in delivering the Charter Outcomes. Relevant comparisons with previous years, other landlords and national performance, and, How and when the landlord intends to address areas for improvement. 4.16 In preparation for our first report, a working group of tenants and officers was established and successfully: Agreed how tenants wished to be involved. Agreed which indicators should feature in the report, and Agreed the best style and format to ensure that the report is user friendly and easy to understand. 4.17 Further engagement was conducted with tenant representatives during August and September 2020 to review and update this report, in preparation for the revised Charter coming into effect. This consultation again influenced the style, content, and format the report and the update of the Service Standards that are in place across housing services, and which are reported regularly to tenants and other service users (via website and insert with Housing News). 4.18 Our Annual Charter Performance Report for 2023/24 was published online within the required timescale. The narrative in the report is based on the annual self- assessment exercise of our performance and a summary of the report will be sent to every tenant with the winter edition of the Housing News. The full report will be sent to tenant groups, members of the WDTRO, members of the Scrutiny Panel and the Scottish Housing Regulator. Tenant Scrutiny Arrangements 4.19 The statutory regulatory framework for housing and homelessness services demands that tenants participate in scrutinising landlords’ performance against the Charter and requires that: The form of involvement has been agreed with tenants. Involvement is effective and meaningful and that tenants have a real say in assessment of performance. The approach is publicised to tenants; and Landlords’ can demonstrate the agreed approach was implemented. Page 221
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4.20 Developing effective tenant scrutiny is therefore a challenging process, however following support from the Scottish Government’s “Stepping Up to Scrutiny” training programme in which elected members took part, these requirements were successfully met and in November 2014 the Housing and Communities Committee approved the establishment of our Tenant Scrutiny Panel with clear terms of reference. 4.21 The Scrutiny Panel has subsequently carried out the following scrutiny exercises: 2014/15 looking at our Anti-Social Behaviour Service. 2015/16 looking at our Repairs Service. 2016/17 looking at tenancy sustainment, specifically the new tenant visit process. 2017/18 looking at SHQS compliance, specifically the number and reasons that properties that are held in abeyance. 2018/19 looking at the timescales taken to complete medical adaptations. 2020/21 looking at the complaints process and time taken to respond to complaints, and, 2022/23 looking at new tenant visits. 4.22 All of the recommendations made in the Panel’s first 7 reports were approved by the HIB and progress in terms of implementing these are monitored by the HIB and feedback provided to the Scrutiny Panel. 4.23 The Panel are currently looking at the service received by tenants in terms of reporting and carrying out repairs and are due to submit their latest report to the Housing Improvement Board on 25th November 2024. 4.24 The Scrutiny Panel were successful in being shortlisted for a prestigious Chartered Institute of Housing excellence award in 2021 and though narrowly missing out, this was national acknowledgement of the work that they do to ensure that tenant scrutiny is a valued part of the Councils approach to performance management. 4.25 The West Dunbartonshire Tenants and Residents Organisation (WDTRO) also continue to be heavily involved in the scrutiny of the Housing Service and the continuing work of the Joint Rent Group comprising tenants, Council officers and the Convener of the Housing and Communities Committee, looking at the rent setting process and the guidance in relation to the Housing Revenue Account, remains important in ensuring Housing and Homelessness Services provide best value for current and future tenants. 4.26 In September 2024 the WDTRO were announced as finalists in the Tenants Information Service (TIS) National Excellence Awards for the Tenant Group of the Year category. This recognises a tenant, resident, or community group who have made an outstanding contribution and achieved great practice that others can learn from in the future. The award winners will be announced as part of the TIS National Housing Conference on 7th November 2024. Page 222
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5. People Implications 5.1 There are no people implications because of this report. Delivery on the requirements of the Scottish Social Housing Charter and compliance with the Regulatory Framework is managed from within existing staffing resources. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications in relation to this report. The improvement plan informed by the Charter self-assessment exercise is being delivered from within existing budgets. 7. Risk Analysis 7.1 There is a significant risk that failure to respond appropriately to the requirements of the Scottish Social Housing Charter and the Regulatory Framework would attract an adverse reaction from the Scottish Housing Regulator and may have wider consequences for the Council in the context of Best Value. 7.2 At the time of writing we expect out next Engagement Plan to be published in April 2025. 8 Environmental Sustainability 8.1 The delivery of the council’s housing investment programmes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. The recommendations within this report do not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 The Council has in place a well-established and proactive tenant and resident’s organisational structure. The WDTRO meet with the Council (co-chaired by the Convener of the Housing and Communities Committee) on a bi-monthly basis to discuss all issues relating to the Housing Service. 10.2 There remains a strong appetite among tenants and customers to continue to participate actively to improve housing services in West Dunbartonshire. This is reflected in the successful partnership approach adopted to develop the Charter Performance Report and the on-going activities of the WDTRO, the Joint Rent Group the West Dunbartonshire Scrutiny Panel. Page 223
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10.3 The Council is committed to ensure consultation continues and will support arrangements to increase tenant scrutiny activities and assess our performance in line with the requirements under the Scottish Social Housing Charter and the SHR’s Regulatory Framework. Our approach was commended via an external validation exercise by the Tenant Participation Advisory Service (TPAS) Scotland, who in 2023 again awarded West Dunbartonshire Council, a Gold Accreditation for excellence in tenant participation. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improve local housing and environmentally sustainable infrastructure. Peter Barry Chief Officer, Housing & Employability Date: 4 November 2024 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Stefan Kristmanns, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability, email: stefan.kristamanns@west- dunbarton.gov.uk Appendices: None Background Papers: Annual Charter Performance Report 2023/24 Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update, Report by Chief Officer, Housing and Employability, Housing and Communities Committee, 21 August 2024 West Dunbartonshire Council’s Engagement Plan, Scottish Housing Regulator, 31 March 2024 Engagement plan from 1 April 2024 to 31 March 2025 | Scottish Housing Regulator Scottish Housing Regulator WDC Landlord Report 2023-24, August 2023 West Dunbartonshire Council | Scottish Housing Regulator The Scottish Social Housing Charter: Indicators and Context Information, Scottish Housing Regulator Page 224
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https://www.housingregulator.gov.scot/landlord- performance/national-reports/national-reports-on-the-scottish- social-housing-charter/about-the-scottish-social-housing- charter Wards Affected: All Page 225
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: “Involving You to Improve Housing Services,” West Dunbartonshire Council’s Tenant Participation Strategy 2025- 2028 1. Purpose 1.1 The purpose of this report is to highlight to the Housing and Communities Committee the Council’s statutory obligations in relation to tenant participation and to seek approval for our new Tenant Participation Strategy entitled Involving You to Improve Housing Services which will cover the period 2025-2028. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) note the progress and achievements made in relation to the implementation of the previous Tenant Participation Strategy 2021- 2024; and (ii) approve the draft West Dunbartonshire Tenant Participation Strategy 2025-2028 and associated action plan 3. Background 3.1 The Council has a statutory obligation under the Housing (Scotland) Acts 2001 and 2010, to produce and adequately resource a Tenant Participation Strategy. We also need to be able to evidence our commitment to involving tenants in shaping and improving housing services. 3.2 In addition to being a legislative requirement, involving tenants and other service users in decisions about their homes is now accepted as best practice for all social housing providers and key to improving housing services. The Tenant Participation Strategy supports the Council’s commitment to deliver positive outcomes for our tenants and wider communities. 3.3 Involving You to Improve Housing Services, West Dunbartonshire Council’s Tenant Participation Strategy 2025-2028 replaces our previous strategy covering the period 2021-2024 and builds on the many positive developments of previous strategies successfully implemented since 2001. 3.4 Annual progress reports have been provided to Committee, with progress also reported to the West Dunbartonshire Tenants and Residents Organisation (WDTRO – the umbrella organisation for tenant groups in WD) at bi-monthly Liaison meetings. An annual Tenant Participation ITEM 15 Page 227
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Performance Report is also produced to publicly demonstrate the impact tenant participation can have. 3.5 Some of the key achievements and improvements in tenant participation delivered over the period of our previous strategies include: • Re-awarded a Gold Accreditation for Excellence in Tenant Participation by The Tenant Participation Advisory Service (TPAS) in 2023 (this is the highest accreditation level that can be achieved); • Communication is a key Social Housing Charter indicator for the Housing Regulator, and we have continued to use our quarterly newsletter, ‘Housing News’ as a vehicle for updating and involving our tenants. The WDTRO have a regular column in the newsletter, and it promotes local Tenant & Resident Association activities, consultations, housing developments and events. In line with the Charter, we also use it to share our performance information with tenants. • The Charter gives tenants the right and a range of measures to use, to hold their landlord to account. That is an important part of tenant participation, and it ensures that we can improve services for all tenants. Tenants were involved in the review and design of the Annual Tenant Report that we must produce on our performance against the Charter outcomes; • Bi-monthly WDC/WDTRO Liaison meetings allow Housing Services and the WDTRO to work in partnership and improve Housing Services. The WDTRO can raise concerns with Managers directly and has resulted in improvements that all tenants can benefit from; • Our active Scrutiny Panel play a key role in our performance monitoring framework. The Panel is made up of tenants and factored owners who independently scrutinise performance across the Housing Services and make recommendations on how they could be improved for tenants. The Panel are finalising their 8th scrutiny exercise and have been reviewing the repair journey tenants experience and how that can be improved; • Our Joint Rent Group (JRG) is made up of tenant volunteers, Housing and Finance staff as well as the Housing Convenor to jointly scrutinise the Housing Revenue Account (HRA) and it now fully complies with the Scottish Government’s HRA Guidance. The group continues to meet regularly and have contributed significantly to improving transparency around how the Housing Revenue Account is spent; • The work of the JRG has also helped improve the transparency of our rent setting consultation and helped involve tenants earlier in the consultation discussions; • We have increased tenant involvement in rent setting. Tenant involvement has consistently grown over the years and promoting voting options has helped make tenants aware that they can influence the outcome of this vital decision. In the rent setting consultation for 24/25, 1724 tenants voted Page 228
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for their preferred option which equates to a healthy response rate of 17.3%; • Tenant Participation updates are distributed to Tenants and Residents Associations (TRAs), tenants on the Interested Tenants Register, Sheltered Housing Forum members, Scrutiny Panel members as well as housing staff and elected members to share information and raise awareness of tenant participation activities. 4. Main Issues 4.1 West Dunbartonshire Council can evidence a strong commitment to involving tenants in shaping and improving housing services. However, the Charter indicators that reflect tenant’s wider satisfaction with participation and communication have declined so it is essential to reverse that change and use effective tenant participation as a way of increasing tenant satisfaction. 4.2 Involving You to Improve Housing Services– West Dunbartonshire Council’s Tenant Participation Strategy 2025-2028 (attached as Appendix 1) sets out: • West Dunbartonshire Council’s approach to involving our tenants in the development of Housing Services; • The range of participation opportunities available to suit different circumstances and interests; • The benefits to tenants, Housing Services, and the wider community of effective participation; • The resources available and the support required for effective tenant participation; and • How the Strategy will be delivered, monitored, and reported. 4.3 The aims of the Strategy are to: 1. Improve the culture and practice of involving tenants across housing services; 2. Improve our feedback to tenants so that we can evidence where our tenants and other service users have influenced or shaped housing services; 3. Continue to promote and provide a wide range of options for tenants to get involved with us in a way that suits them; 4. Make sure that tenants are aware of the opportunities available to them to get involved; 5. Continue to encourage involvement of under- represented groups such as young people, homeless people, people with disabilities and minority ethnic groups; 6. Promote the difference tenants can make and the positive benefits of participation to them personally as well to their community; Page 229
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7. Continue to develop tenants’ involvement in monitoring and improving performance through our Scrutiny Panel as well as individual tenants holding us to account; 8. Ensure that the resources we put in place and practices we carry out are adequate to support and develop tenant involvement; and 9. Ensure that we communicate effectively with tenants and provide good quality, accessible information that tenants want. 4.4 The Strategy also addresses the Council’s tenant scrutiny requirements under the Scottish Social Housing Charter, monitored by the Scottish Housing Regulator. In terms of the Scottish Social Housing Charter a separate section outlining how we measure and report performance to tenants and how we use tenant scrutiny activities to inform service development and improve performance is included within the strategy document. 5. People Implications 5.1 There are no people implications from this report. There are two fully dedicated staff members funded from the Housing Revenue Account, focused on the development and delivery of tenant participation. In addition, supporting tenant participation is part of the remit of all officers across housing services. The Strategy will therefore be delivered by input from staff across all of Housing and Homelessness services. 6. Financial and Procurement implications 6.1 Actions required to take the Strategy forward in 2025/28 will be aligned to current budgetary provision. There is a specific tenant participation budget and for 2024/25 has been set at £102k which includes an additional budget specifically to develop digital engagement including through the tenant self- serve portal. 6.2 There are no procurement implications in respect of this report. 7. Risk Analysis 7.1 The Council has a statutory responsibility to develop, publish and implement a Tenant Participation Strategy. Our “Involving You to Improve Housing Services” Strategy reflects the priorities and aspirations of tenants and tenant representatives, therefore there is a risk that if its key aims are not be achieved, then this would produce an adverse reaction from tenants, tenant representatives and from the Scottish Housing Regulator. 7.2 Our Tenant Participation Strategy builds on the achievements made in developing good working relationships with tenants over the years, improving transparency and a joint working approach to involving tenants. The continued delivery of a new Tenant Participation Strategy is therefore essential in demonstrating the Council’s on-going commitment to continuous improvement across Housing Services and putting tenants at the centre of our activities. 8 Environmental Sustainability Page 230
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8.1 The delivery of our housing investment programme is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment 9.1 An Equality, Health and Human Rights Impact Assessment has been carried out on the draft TP Strategy and found no substantive negative impacts. A copy of the assessment is included in appendix 2. 10. Consultation 10.1 The development of the new strategy started with a critical review of what had been achieved from the previous strategy and what needed further development. TPAS reviewed our 2017-2020 TP Strategy as part of their accreditation process and highly commended the style and use of clear language in the Strategy so that has been continued in this Strategy. 10.2 Workshops were carried out with staff and tenants to review how tenant participation was currently working and what needed to change and be improved. 10.3 A public consultation was carried out with a survey to all tenants to gauge awareness of tenant participation, satisfaction with opportunities to get involved, what information tenants use and how they rate it, and awareness of consultations and feedback. 10.4 The consultation highlighted that better communication was a critical element needed to improve tenant participation and several actions are included to improve communication with tenants but also to improve internal communication to help housing staff be able to effectively deliver tenant participation in their daily work. 10.5 Improving the culture and practice of involving tenants across Housing Services also needs to continue to improve to build trust and consistency and ensure a positive experience for tenants. This is one of the key aims of the strategy and several actions are included to increase local engagement, walkabouts and promote the benefits of tenant participation to staff and to tenants. 10.6 The emphasis of tenant participation being about improving performance was also identified in the consultation as needing more promotion, so we have amended the name to ‘Involving You to Improve Housing Services ‘to help emphasise the purpose of the Strategy. 10.7 Actions are also included in the action plan to support existing tenants, tenants’ groups, develop more digital options and increase engagement with under-represented groups so that all tenants can have their say. Page 231
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10.8 A fuller breakdown of the consultation outcomes are included in strategy document attached as appendix 1. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 7 November 2024 Person/s to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Stefan Kristmanns, Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing and Employability, email: stefan.kristamanns@west-dunbarton.gov.uk Jane Mack, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability, email: jane.mack@west- dunbarton.gov.uk Appendices: 1. Draft West Dunbartonshire Council Tenant Participation Strategy 2024-2028 2. Health and Inequalities Impact Assessment Wards Affected: All Page 232
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1 Involving You To Improve Housing Services West Dunbartonshire Council’s Draft Tenant Participation Strategy 2025-28 ITEM 15 - APPENDIX 1 Page 233
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2 This document is also available in other languages, large print and audio format on request. Arabic British Sign Language users can contact us via contactSCOTLAND- BSL, the on-line British Sign Language interpreting service on 01389737198 Chinese (Cantonese) Gaelic Tha an sgrìobhainn seo cuideachd ri fhaighinn ann an cànanan eile, ann an clò mòr, agus ann an cruth claisneachd ma thèid iarraidh Hindi Polish Punjabi Ukrainian Цей документ також доступний іншими мовами, великим шрифтом та в аудіоформаті за запитом. Urdu West Dunbartonshire Council, 16 Church Street, Dumbarton, G82 1QL equalities@west-dunbarton.gov.uk 01389 737198 Page 234
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3 Contents Foreword Councillor Gurpreet Singh Johal, Housing Convener and Frances McGonagle, Chairperson of the WDTRO Section 1 - Introduction – what is tenant participation? Section 2 - Background and key principles Section 3 - How can you get involved in West Dunbartonshire? Section 4 - Benefits of tenant participation – for you, your neighbourhood and for Housing Services Section 5 - Achievements Section 6 - How we developed the Strategy Section 7 - Aims of the Strategy Section 8 - Scottish Social Housing Charter and tenant scrutiny of performance Section 9 - Measuring Tenant Participation Section 10 - Consultation and feedback- seeking your views and influencing decisions Section 11 - Keeping you informed Section 12 - Resourcing and supporting tenant participation activity Section 13 - The Action Plan – what we will do to achieve the aims of this Strategy Appendices Appendix 1 - Who’s who in Housing Services Appendix 2 - List of current Tenants and Residents’ Associations Appendix 3 - Tenant Participation Strategy Consultation Summary Page 235
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4 Foreword Councillor Gurpreet Singh Johal, Convener of the Housing and Communities Committee. Welcome to Involving You to Improve Housing Services, our new Tenant Participation Strategy for the period 2025 to 2028. (to be included) Cllr Gurpreet Johal Convener, Housing and Communities Committee Frances McGonagle, WDTRO Chairperson Tenants have a stronger voice when they work together, and we welcome this Strategy as it sets out how we can continue to develop tenant participation in decision making and improving the housing services we receive. The WDTRO is the umbrella group for all Tenant & Resident Associations and tenants and we work to make our neighbourhoods better places to live. We appreciate that not everyone has the time or interest in getting involved and we work hard to be a representative organisation so that we can do that on peoples’ behalf. We want more tenants to get involved and this Strategy encourages that involvement and sets out the resources and support available for tenants getting involved, which can be very rewarding, either for yourself or in a group. One of the key things for us is that tenants need to be able to make a difference and be listened to. Through the Liaison meetings we have made sure that walkabouts are more effective, repair performance is improved and its good we have the opportunity to raise issues but we want all tenants to see improvements in their areas and know how to raise issues. Every tenant should know who their Housing officer is and they are key people to listen to tenants. The goal for tenant participation is to improve Housing Services so that is our focus. We also want to make sure that our rents are affordable and we get value for our rent money so there is still a long way to go but I’m grateful to all the tenants who do get involved as together we do make a difference. Page 236
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5 [Section One] Introduction – What is tenant participation? Welcome to our Tenant Participation Strategy 2025-28 which was produced in partnership with tenant representatives, tenants, staff and Councillors. This Strategy tells you how we will achieve effective tenant participation in housing services. You can find out about the range of ways you can get involved, how we are going to provide you with information, how we are going to consult with you and use your views and how we are going to work with you so that you can influence what we do and hold us to account. The aim is to improve housing services and tenant satisfaction. What is tenant participation? ‘It’s about tenants and tenants and residents groups taking part in decision making processes and influencing decisions about housing policies, conditions and related services. It is a two-way process, which involves the sharing of information, ideas and power. Its aim is to improve housing conditions and services’. (‘Partners in Participation, A National Strategy for Tenant Participation’ produced by the Scottish Executive in 1999.) This definition is useful because it tells us what tenant participation is, what needs to happen to make it work and what the outcome should be. Tenant representatives agreed that it is a good definition and emphasises the 2-way process - it doesn’t however emphasise the importance of local walkabouts as a way of participating which tenants value and although in a definition all aspects can’t be captured, the importance of walkabouts is emphasised in section 3. Being able to demonstrate outcomes achieved by tenant involvement is one of the best ways of encouraging more people to get involved and the main feedback from tenants is that they want to make a difference so it’s vital that we can make that happen. ‘Involving You’ is the name we have used for this Strategy and that is exactly what we want and need to do. For more information on this Strategy or if you are interested in getting involved, please contact our Tenant Participation Officers, Jane Mack, 0798 354 2993 or jane.mack@west-dunbarton.gov.uk Jennifer McKechnie 0782 366 247 or Jennifer.McKechnie@west-dunbarton.gov.uk Page 237
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6 [Section Two] Background and key principles At West Dunbartonshire we are committed to continually improving and the best way to do that is to listen and involve tenants in decision-making. We have a legal duty to involve tenants and service users, but more importantly we have a long history of active tenant involvement and are committed to ensuring that this continues. The Housing (Scotland) Act 2001 introduced the first legal framework for tenant participation by giving tenants the rights to participate and be consulted. The Act also put new duties on all Local Authorities and Registered Social Landlords (RSLs) in Scotland which all still apply. Your rights: to form independent representative organisations and apply for registration and funding; to access information about housing policies and related services; be consulted on issues that affect your homes; and participate in decisions that affect the services you receive and have enough time to consider draft proposals and put forward views The Council’s duties: to comply with equal opportunity legislation and involve often forgotten groups such as Gypsy Travellers and disabled tenants consult individual tenants as well as tenants and residents groups before making any decision that would change, - how we manage our housing properties - the standard of service we provide - any proposals to sell, transfer or demolish housing stock take on board tenants’ views before decisions are taken develop a Tenant Participation Strategy and put it into practice, ensuring that it complies with equality requirements put the Tenant Participation Strategy into practice and measure performance against the agreed action plan provide resources and support to make sure tenant participation is effective regularly review how well tenant participation is working set up arrangements for registering tenants groups Page 238
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7 We must also ensure we meet the standards set out in the Scottish Social Housing Charter which was introduced by the Housing (Scotland) Act 2010 and last reviewed in 2022. The Charter sets out the standards and outcomes that all tenants can expect from social landlords, in terms of the quality and value for money of the services they receive, the standard of their homes, and opportunities for communication and participation in the decisions that affect them. There are currently 16 outcomes and standards that all landlords need to achieve and publicise their performance against, every year. This means tenants can review their landlords performance and it is a useful tool for helping tenants hold their landlord to account. A full list of the Charter indicators are in Appendix 5. Of the 16 Charter outcomes there are four main ones that are particularly relevant to tenant participation: Outcome 2 – Communication Social landlords manage their businesses so that: Tenants and other customers (i.e. residents) find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services the landlord provides. Outcome 3 – Participation Social landlords manage their businesses so that: Tenants and other customers find it easy to participate in and influence their landlords’ decisions at a level they feel comfortable with. Outcome 14 & 15 - Rents and Service Charges Social landlords set rents and service charges in consultation with their tenants and other customers so that: A balance is struck between level of service provided, the costs of the services, and how far current and prospective tenants and service users can afford them. Tenants get clear information on how rents and other money is spent, including any details of individual items of expenditure above thresholds agreed between landlords and tenants. Equality and Inclusion We are committed to being inclusive, free from discrimination and prejudice and treating everyone equally. We will comply with all Equality and Human Right legislation and fulfil the three key elements of the general equality duty as defined in the Equality Act 2010: We want to get rid of discrimination, harassment and victimisation We want to encourage equal opportunities between people who share a protected characteristic and those who do not We want to encourage good relations between all people. This includes challenging prejudice and building understanding. We will promote inclusive approaches and work in ways that are appropriate to different people and differing needs within our communities. We have also carried out an equality impact assessment on this Strategy to minimise any barriers that Page 239
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8 tenants may experience and identify opportunities for improving our approach that we have built into the Strategy. Our Tenants and Residents Associations also must show their commitment to equal opportunities to meet our registration conditions to become registered tenant organisations. We will continue to use a range of ways to give all tenants the opportunity to get involved and influence decisions about housing services, policies and standards. We will provide information in a range of formats (e.g. large print, BSL video and interpreting) and various languages to suit our tenants and prospective tenants’ needs on request. We also use “WDC Communicating Effectively”, the Council guide to inclusive communication. Public meetings and events will always be held in accessible buildings with hearing Loop system facilities. We will also provide transport or cover transport costs and cover reasonable care costs to support people attending meetings or to get involved. [Section 3] How you can get involved We want to encourage more tenants to get involved in shaping housing services and provide you with as many opportunities as possible to do this so you can pick something that suits your circumstances and interest. We have a long history of active tenant involvement through Tenants and Residents Associations (TRAs). While our Associations have an important part to play and we continue to support them, we recognise that not all tenants want to or have the time to get involved in this way. If you want to find out more about any of these options then please get in touch – phone or text 0798 354 2993 or email tenant.participation@west-dunbarton.gov.uk Walkabouts were identified in our consultation as an important way for tenants to get involved locally. A walkabout is a planned and publicised walk around your neighbourhood, street or block of flats. It is a good way to highlight what could be improved and can be done with housing staff so that issues are recorded and then actioned. The walkabout process has been improved to ensure actions are completed as quickly as possible or updates are given, and progress is now monitored at WDC/WDTRO Liaison meetings to ensure they get done well consistently. They are also a good way to identify proposals for the Tenant Priority Budget. Make a proposal for the Tenant Priority Budget The Tenant Priority Budget is an annual budget that tenants decide how it’s spent. Any tenant can put in a proposal and there are criteria for how it can be used, must benefit tenants. Page 240
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9 be on land owned by the Housing Revenue Account (we can help confirm that) the idea should be something that the Council, as the landlord, would not be responsible to carry out but it improves the area. (ie not repairs that the Council should already be doing). If you have an idea to improve your area, then the Tenant Priority Budget can help bring these ideas to life. Proposals are costed up and at a public meeting, tenants decide if it’s value for money (i.e. consider cost against how many tenants it will benefit) and if it should proceed. Successful proposals are varied from planters in Faifley to planned laundry facilities for multi-storey flats at Littleholm and Kilbowie Court. Read the Housing News We use the Housing News to provide you with information on what is happening in housing services, how to get involved in consultations and report the outcomes of consultations and Council decisions. We also promote community activities and showcase what impacts tenants are having in their area. It also includes regular performance information so all tenants can see how we are performing and question performance levels. It gets posted to all WDC tenants 4 times a year and also available online. We try to make the Housing News as interactive as possible, include a quiz and tenants can write or email Housing News (housing.news@west-dunbarton.gov.uk) if you have a question about Housing Services or if you would like to comment on the Housing News. Completing surveys or questionnaires We use a number of satisfaction surveys for your view about specific areas of housing services, for example you will be sent a survey from Building Services when they complete a repair or a survey from Housing Operations when you move into a new tenancy. These are used to gauge satisfaction and resolve any issues identified. The Council will also carry out a bi-annual tenant satisfaction survey to capture tenants’ views which are used to develop an action plan for improvements. Consultation surveys will also be carried out from time to time and we will promote them through the Housing News, our website and Facebook page https://www.facebook.com/West-Dunbartonshire-Council-Tenant-Participation to make them available to individual tenants as well as TRA members. Most surveys are done online but paper copies of surveys are also available. New tenants Housing Officers advise new tenants on their rights to participate as part of the process of signing a tenancy agreement. They will use this, and the new tenant visit to explain the opportunities available for tenants to get involved in their particular area as well as an individual tenant. Tenant Participation Officers also send out a follow-up post card to encourage new tenants to get involved and provide their contact details. Page 241
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10 Interested Tenant Register Many tenants don’t want to be involved in a group or don’t have a group in their area but still want to get more involved, so we have an ‘Interested Tenant Register’. Tenants on the Register are given the same information shared with our Tenants and Residents Associations and receive direct invites to get involved in consultations and other events. They don’t have to attend regular meetings but can still keep up to date with what’s happening in Housing Services and get involved in topics that they are interested in. Any tenant can join our Interested Tenant Register by contacting the Tenant Participation Officers or through their Housing Officer. Attending conferences and events We host annual tenant events designed to encourage individual tenants to engage with Housing Services and to develop existing groups. These events aim to raise awareness about tenant participation activities, ask for views on different areas of the housing service and provide an opportunity for tenants to get together and share their ideas. Representatives from our registered tenant organisations are invited to be involved in planning these events with us. We also provide funding for tenants to attend conferences and events run by TIS, CIH or any other relevant organisation. Attending focus groups and public meetings From time to time, we will set up focus groups or public meetings to look at a particular part of the housing service, for example if we review our Allocations Policy or the Joint Rent Group which was set up to scrutinise the Housing Revenue Account (HRA). These will be open to all tenants and we will promote them widely. Sheltered Housing Forum Housing Services and the Health and Social Care Partnership (HSCP) have developed a joint approach to supporting the Sheltered Housing Forum. The Forum gives representatives from all nine sheltered complexes an opportunity to get together with Housing and HSCP staff to discuss the Sheltered Housing Service Standards, raise issues directly with staff and monitor developments. The Forum meets every 3 months and each complex takes a turn in hosting the meeting. Tenant Participation staff work with the Care at Home staff to provide minutes, agenda and transport for all Forum members. Scrutiny Panel Our Scrutiny Panel is open to all tenants or owners who receive a factoring service from the Council and they take an independent look at Housing performance. They choose what area they want to scrutinise and once they have reviewed performance and the processes involved, they make recommendations for improvements which Housing Services have committed to implementing. Thus, the Panel can directly influence improvements. Depending on what topic they look at, their work can be quite in-depth but they are supported by tenant participation staff, training, by each other and their work can be very rewarding. Page 242
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11 Tenants and Residents’ Associations Tenants and Residents’ Associations are made up of local tenants and residents who represent their area to bring about improvements in housing and other related services. We recognise the independence of these Associations and the contribution they make in improving services for all tenants and in representing the area they live in. A full list of all Tenants and Residents Associations is in Appendix three. Groups can apply for a Tenant Participation Grant if at least half of the elected committee (50%) are West Dunbartonshire Council tenants. This is because the grants are funded from the Housing Revenue Account (HRA) so needs to benefit tenants. The Tenant Participation Grant can be used to cover all the administration costs of running a TRA e.g. hall hire and printing costs etc. Groups that do not wish to apply for funding can still become a registered tenant organisation (RTO) with West Dunbartonshire Council. Registered Tenant Organisations Tenants and Residents’ Associations that meet the criteria set out by the Scottish Government can register with West Dunbartonshire Council as a registered tenant organisation. Registration is easy and doesn’t require the Associations to do much more than they are already required to do under their constitution. The key difference between an Association and a registered group is that by registering with the Council, Associations have a recognised role in decision-making processes. West Dunbartonshire Tenants and Tenants and Residents Organisation West Dunbartonshire Tenants and Residents Organisation (WDTRO) is an umbrella organisation which acts to co-ordinate the activities of all registered tenant organisations (RTOs). Their aim is to make sure that the RTOs work together to improve housing services and standards and raise issues that affect all tenants. You can contact the WDTRO by email (harrymccormack.wdtro@gmail.com) or by Facebook www.facebook.com/WestDunbartonshireTRO WDC/WDTRO Liaison Meetings The Council and the WDTRO have regular bi-monthly meetings so that tenant representatives, Councillors and senior housing staff can work together to improve the delivery of housing services. This ensures that our tenant representatives have direct access to those with decision making authority. Objectives are agreed and driven jointly by tenants and Council representatives with both being able to put items on the agenda. Minutes of these meetings are distributed to all RTOs and available on the Council’s website. The meetings are chaired alternatively by the Housing Convenor and the WDTRO chairperson, or their deputies, to reflect this key partnership approach. Page 243
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12 Pre-HACC Tenants Forum The Housing and Communities Committee (HACC) sets the policies and strategies for all services provided by Housing Services. It meets every 3 months and decisions are taken by the committee after Councillors consider and discuss reports by the Council’s officers. Prior to each of the quarterly HACC meetings, tenant representatives from tenant groups and individual tenants have an opportunity to meet with the Housing Convener and officers who wrote the reports. The purpose of the meeting is to exchange views on the reports going before the HACC and to allow tenants direct access to the Housing Convener. The Housing Convener then presents these views as part of the Committee’s discussion which forms part of the decision-making process, so this Forum gives real power to tenants to influence the HACC’s decisions. Representing all Tenants We are aware that there are groups of tenants that are often under-represented in tenant participation. For example, young people, travelling people, homeless service users, people with disabilities, black and minority ethnic groups and lesbian, gay, bisexual and transgender groups. We will look to develop different ways to involve tenants so that groups of people are not excluded and our action plans sets out more detail on what we will do to achieve inclusive participation. Local engagement Since 2016 Housing Services have been organised into 3 operational teams to focus housing management resources at a local area level. Housing Officers have a set area to manage and are involved in all aspects of tenancy management. This model allows them to build up relationships with the tenants within their patch. Our consultation has highlighted that more local engagement is needed to increase tenant satisfaction and involvement and several actions are included in our action plan to develop that positively. Complaints and compliments West Dunbartonshire Council is committed to providing the best quality services it can afford and aims to continually improve services. Our complaints procedure lets you tell us what you feel has gone wrong and helps us improve our services for everyone. Our complaints procedure is set out in Appendix Four. It is also good to hear when things work well and any compliments are passed onto the staff involved so they are aware of the difference they are making. Page 244
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13 [Section four] Benefits of tenant participation – for you, your neighbourhood and for Housing Services Ultimately, we want to improve Housing services but there is much to be gained personally and for your neighbourhood from tenant participation. Benefits for you: Tenant Participation has many benefits, both for you as an individual and for tenants in general: Improve the services you and all tenants receive Improve your home and neighbourhood Ensures tenants get good information about the Council’s Housing Services Gives tenants better knowledge and understanding of Housing processes Empowers tenants to influence decision-making on changes to Housing Services Gives tenants the opportunity to scrutinise performance and processes Helps people build confidence Develop new skills and knowledge Add volunteering experience to your CV Reduce social isolation and improve mental health Can give people a purpose and help them make a positive contribution to their community Make new friends and can even be fun! Benefits to Housing Services Improves performance through tenant insight, scrutiny and suggestions Helps ensure Housing Services are responsive to tenants’ needs and aspirations Tenants provide knowledge to officers about how things are working on the ground and helps them understand the problems tenants are facing Builds relationships between tenants and Council officers Can increase tenant satisfaction Tenant volunteers bring with them a lifetime of skills and experience, and can make a positive contribution to the work of the Council Allows for communications, policies and procedures to be considered and reviewed by tenants to ensure they meet tenants’ needs and are effective Page 245
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14 Benefits to the wider community Better neighbourhoods through improved services Offers a stronger voice to the wider community Provide the Council with an insight into how services work in the community Ensures the community is better informed about housing services Makes sure that tenants and other customers’ views are heard Valuing your time Without tenants who volunteer their time to get involved, we can’t have tenant participation and we value the time that tenants give to get involved with us. We hope that any involvement will be personally rewarding but we also provide transport or cover travelling expenses for any tenant attending a meeting arranged by Housing Services and our TP Grants cover out of pocket expenses for tenant and resident group members as well as the running costs of the group. We will provide support and training to help tenants get involved. Volunteering in any tenant participation activity can be a good way to help people get into or back into employment and we will provide references for any tenant who has been actively involved. [Section five] Achievements Since the last TP Strategy was agreed in 2022, we have made some key improvements in tenant participation, for example: TPAS accreditation is a national mark of excellence for participation activities and we were re-awarded a gold accreditation in 2023. We’ve increased tenant involvement in rent setting. Tenant involvement has consistently grown over the years - information provided has been made easier to understand and voting options promoted which has helped make tenants aware that they can influence the outcome of this vital decision. In the rent setting consultation for 24/25, 1724 tenants voted for their preferred option which equates to a healthy response rate of 17.3%. We’ve developed an annual performance report on TP activities to help evidence the positive impact tenant participation can have. The WDC/WDTRO Liaison meetings regularly resolve a range of issues brought up by tenants from improving communications when lifts are out of action to improving the consistency of walkabouts to ensure they were more effective and that updates are regularly provided. The regularity of the Liaison meetings also helps develop positive working partnerships to improve effectiveness. Our Joint Rent Group, made up of tenant volunteers, Housing and Finance staff as well as the Housing Convenor, jointly scrutinises the Housing Revenue Account (HRA) and the Council is now fully compliant with HRA Guidance. Their Page 246
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15 work has also helped increase transparency around the HRA, monitor how rent money is spent and help ensure tenants get value for money. The Tenant Priority Budget is an effective participatory budget that gives tenants the opportunity to decide how this annual budget is spent. Any tenant can make a proposal and tenants publicly decide which proposals are value for money and should go ahead. The Budget is promoted in the Housing News and gives tenants a great opportunity to see improvements happen in their neighbourhood. Our quarterly newsletter called ‘Housing News’ is an important way to communicate with all WDC tenants. In the tenant satisfaction survey carried out in October 2022, 85% said they read the Housing News to keep up to date. As well as housing updates, we include community news and the WDTRO have a regular column to help give a tenants’ point of view. We have developed clear, understandable performance information which we regularly include along with Housing News to increase tenant awareness around Housing Services’ performance and to help tenants scrutinise our performance. Our Scrutiny Panel independently scrutinise performance across the Housing Services and focus on areas that are most important to tenants or where improvements are most needed. For each of their scrutiny exercises, they make recommendations and then monitor action plans to ensure they are happy that their recommendations are implemented. All Scrutiny Panel recommendations have been implemented to date. TP Updates are distributed to Tenants and Residents Associations (TRAs), tenants on the Interested Tenants Register, Sheltered Housing Forum members, Scrutiny Panel members as well as housing staff and elected members to share information and raise awareness about tenant participation activities. We continue to support local TRAs and helped establish new TRAs where there was demand. We continually review the content of our TP webpages and update with meeting notes from the Joint Rent Group, WDC/WDTRO Liaison meetings, Sheltered Housing Forum and Pre-HACC Forum so that all tenants can get access to this information. Our number of followers on Facebook continue to increase and we post regularly with community information as well as housing and TP information. [Section Six] How we developed the Strategy This Strategy builds on previous TP Strategies and action plans. It has been developed in line with current housing legislation, the National Standards for Community Engagement and in consultation with staff, tenants and tenant groups. The following key stages formed our review process: We reviewed the previous Tenant Participation Strategy, what had been achieved, and what areas were still relevant and needed further development Page 247
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16 We reviewed other landlords’ strategies to learn from their objectives and achievements TPAS reviewed our 2017-2020 TP Strategy as part of our Accreditation and highly commended the style and use of clear language in the Strategy so that has been continued into this Strategy. In May and June 2024, we carried out workshops with staff and then tenants to review how TP was currently working and what needed to change and be improved. From 1 August to 24 September, we carried out a public consultation with a survey to all tenants to gauge awareness of tenant participation, satisfaction with opportunities to get involved, what information tenants use and how they rate it and awareness of consultations and feedback. A summary of the consultation and consultation results are included in Appendix 6. [Section seven] Aims of the strategy Our main aim is to improve Housing Services by working in partnership with tenants to develop and influence how these services are provided. We have amended the name of the strategy to ‘Involving You to improve Housing Services’ to help reinforce this key aim of tenant participation. Our aims reflect important legislative and regulatory requirements but also reflect the views of tenants collected during our consultation and the aims are listed in the order of importance that tenants gave them. We will: make sure that the resources and practices we put in place are sufficient to support and develop tenant involvement continue to promote a wide range of options for tenants to get involved in. This will include more interactive online networks and virtual meetings to help people be involved from home. Make sure tenants are aware of the opportunities and their rights to get involved. improve our feedback to tenants so that we can evidence where tenants and other service users have influenced or shaped housing services promote the difference tenants can make and the positive benefits of participation to them personally as well to their community continue to encourage involvement of under-represented groups such as young people, homeless people, people with disabilities and minority ethnic groups improve the culture and practice of involving tenants across housing services make sure that we communicate effectively with tenants and provide good quality, accessible information that tenants want Page 248
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17 continue to develop tenants’ involvement in monitoring and improving performance through our Scrutiny Panel as well as individual tenants holding us to account Our Action Plan in Section 13 sets out more detail of how we will meet these aims. [Section eight] Scottish Social Housing Charter and tenant scrutiny of performance The Scottish Social Housing Charter came into effect on 1st April 2012. Tenants across Scotland were involved in its creation and in its review every 5 years to ensure it is still focuses on performance that tenants are most interested in. The Charter aims to improve the quality and value of services provided by social landlords and sets out 16 outcomes and standards that all social landlords should aim to achieve. You can see the full list of Charter Outcomes in Appendix five. The Scottish Housing Regulator is an independent body responsible for monitoring, reporting and assessing how well social landlords, like West Dunbartonshire Council, are achieving the Charter’s outcomes and standards. Each year the Council must gather evidence to demonstrate to the Regulator and to tenants and service users how it is meeting the outcomes of the Charter. Tenants can also use the Regulator‘s website to compare how well the Council is performing against other social landlords. This helps tenants understand if their landlord is performing well or not. https://www.scottishhousingregulator.gov.uk/ How we monitor performance We monitor performance to make sure we are improving the services we provide and to identify where we can make improvements, for example we measure how long it takes to allocate a house when a tenant leaves and the number of repairs done right first time. We have a performance monitoring framework which makes sure that all the necessary performance information is being recorded and that authorised officers are monitoring and accountable for that performance. How tenants are involved in monitoring performance We have developed clear, understandable performance information which we include with each edition of the Housing News to increase tenant awareness around Housing Services’ performance and to help tenants scrutinise our performance. Tenants can raise any questions on the performance information and contact details are given on the reports. There is also a performance section on the Council’s website which all tenants can look at. How tenants are involved in Scrutiny Involving tenants in scrutinising our performance is essential for improvements to be made and to ensure we focus on tenants’ priorities. Tenant scrutiny is the name given to the activities that offer tenants an opportunity to get involved in assessing our performance. Page 249
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18 WD Scrutiny Panel Our Scrutiny Panel was set up in 2014. The Panel is open to all tenants or owners who receive a factoring service from the Council and training and out of pocket expenses are provided. The Panel developed their own terms of agreement and aims and are independent from the Council although supported by the Housing Development team to access information and assist with their meetings. A training tool called ‘Stepping up for Scrutiny’ was developed nationally and is used to introduce volunteers to scrutiny. On-going training and support is also available for Panel members as their involvement in tenant scrutiny activity develops. The Scrutiny Panel form part of the Council’s formal performance monitoring framework and there is a commitment to action all reasonable recommendations from the Panel’s scrutiny exercises. The Panel’s reports and recommendations are reported through the Housing News and made public on the TP webpages.– https://www.west -dunbarton.gov.uk/housing/council-housing/tenant-participation/west-dunbartonshire- scrutiny-panel/ They have carried out 7 scrutiny exercises so far: New tenant visit 2023 WDC Complaints Handling 2021 Medical adaptation process 2020 Scottish Social Housing Quality Standard (SHQS) Compliance 2019 New tenant visit process 2017 ‘Right First time’ repairs 2016 Anti-social behaviour complaint process 2015 The Panel monitor the implementation of their recommendations so they are assured that they are put in place. It is the Panel who decide what performance area they want to look at and focus on ensuring processes are improved from the tenants point of view. If you’d like to join the Scrutiny Panel or find out more, please contact them as they welcome new members. Email scrutinypanel2014@gmail.com or give the TP team a call or text on 0798 354 2993. How performance is reported to tenants In addition to submitting annual performance information to the Regulator, the Council is also required to produce a Tenants Report to show progress in meeting the Charter outcomes. Tenants played a key role in creating the look and content of our report to ensure that the performance information included is what they are interested in. Each year the report is reviewed involving tenants to ensure it continues to reflect tenant’s priorities. The tenants report also gives us an opportunity to encourage tenants to get involved in performance monitoring and ask questions about performance. We also have a regular performance insert that gets delivered to all tenants along with the Housing News and contact details are included to encourage contact. Page 250
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19 [Section nine] Measuring Tenant Participation We have created a range of actions to ensure that the aims of ‘Involving You to Improve Housing Services’ can be put into practice and tenant impact can be measured. Being able to demonstrate outcomes achieved by tenant involvement is one of the best ways of encouraging more people to get involved and to ensure that we are continually improving housing services. We will continue to provide regular progress reports to the WDTRO via the Liaison meetings as well as the Sheltered Housing Forum, through the Housing News and our TP webpages. We will also produce an annual tenant participation performance report and share it widely to help emphasise the outcomes achieved. Of the 16 Charter outcomes there are four main ones that are particularly relevant to tenant participation: Outcome 2 – Communication Social landlords manage their businesses so that: Tenants and other customers (i.e. residents) find it easy to communicate with their landlord and get the information they need about their landlord, how and why it makes decisions and the services the landlord provides. Outcome 3 – Participation Social landlords manage their businesses so that: Tenants and other customers find it easy to participate in and influence their landlords’ decisions at a level they feel comfortable with. Outcome 14 & 15 - Rents and Service Charges Social landlords set rents and service charges in consultation with their tenants and other customers so that: A balance is struck between level of service provided, the costs of the services, and how far current and prospective tenants and service users can afford them. Tenants get clear information on how rents and other money is spent, including any details of individual items of expenditure above thresholds agreed between landlords and tenants. We will report how well we are achieving these outcomes as well as measuring what we spend the TP Budget on, what we produce as a result and the outcomes for tenants. This will be reported to both the WDTRO and to the Housing and Communities Committee on an annual basis in the format of an annual committee report. Page 251
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20 [Section ten] Consultation and feedback- seeking your views and influencing decisions Consultation must be meaningful and the outcome of consultations must direct changes in policy or service delivery as a result. This distinguishes consultation from asking your views. We will always follow good practice and a consultation toolkit for staff has been developed to ensure all consultations conducted are meaningful and effectively deliver change. We will bring tenants and tenant organisations into the consultation process from the start We will use a number of approaches to consulting, for example, the Housing News, leaflets / posters, public meetings, open days, focus groups, surveys and through our website and social media to collect views from as wide a range of tenants possible The method of consultation will depend on the scale and significance of the issue or topic We will give detailed information on any proposals we are consulting on, including: - how the proposal will affect tenants, - how and within what timescales tenants can make their views known to us, - how and when the final decision will be taken, - the contact officer dealing with the consultation and, - information on how and where to complain. Where possible, individual tenants and tenant organisations will be given a minimum of 8 weeks to respond to any consultation If we want to do this in less than eight weeks, Council officers must seek permission from the Housing Development and Homelessness Manager. If permission is granted, we will explain why the consultation must be carried out within a shorter timescale. We will consult you on: 1. Annual Rent levels 2. Any changes to housing policies or housing services e.g. Allocation policy, relet standard for empty properties, repairs and maintenance services and standards. Feedback We use the views of tenants and service users to shape and improve the housing services you receive. It is important that we provide feedback so that you know we have listened to and acted on your feedback. Providing feedback is also important as it encourages others to get involved. Page 252
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21 [Section eleven] Keeping you informed We know how important it is that we provide you with good quality, up to date information which is accessible to everyone and free of jargon. Some of the methods we use include: Letters, phone, text and email surveys and questionnaires briefing notes and TP Updates face to face meetings home visits where a need is identified updates to Tenants and Residents Associations and registered tenant organisations through our Interested Tenants Register focus groups public meetings tenant handbook tenant events or other public events Housing News notice boards in our multi-storey blocks or tenement flats Council website https://www.west-dunbarton.gov.uk/housing/council- housing/tenant-participation/ and Social media https://www.facebook.com/WestDunbartonshireCouncilTenantParticipation We produce 4 editions of our tenant newsletter ‘Housing News’ each year and send it to all our Council tenants and those staying in temporary accommodation. Electronic copies are also sent to all housing staff and local Councillors and an accessible version is available on our webpage. We encourage tenants groups as well as staff to use Housing News as a way of communicating with all our tenants. To ensure we are as inclusive as possible, we provide all written information in a clear, accessible and easy to understand format, using plain language and where necessary in community languages. This includes making information available on request in other formats such as Braille, large print and audio format. Page 253
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22 Tenants Handbook Our tenant handbook provides essential information for tenants. An electronic version is available on the Council’s website and tenants can request a paper copy from their Housing Officer. We regularly review the handbook with the help of tenants to make sure that it is in a style and format which is useful, clear and easy to use. https://www.west-dunbarton.gov.uk/housing/council-housing/tenancy-and- allocations/tenant-handbook/ The Sheltered Housing Tenant Handbook Tenants in Sheltered Housing accommodation have a specific tenant handbook which set out their tenancy rights and responsibilities as well as support arrangements. The Sheltered Housing Forum members helped produce their tenant handbook and will be involved in its review. https://www.west- dunbarton.gov.uk/media/4318309/sheltered-housing-booklet.pdf Tenants and Residents Associations Handbook A Basic Guide designed to support new and existing TRAs has been developed to cover all aspects of running and managing a group. It also includes how to register with the Council as a registered tenant organisation. The TRA Handbook is available on our TP webpages along with useful forms to help TRAs be independent while still having the support of TP staff when needed. http://www.west-dunbarton.gov.uk/media/4307905/basic-guide-website- version.pdf TP Updates Tenant Participation Officers produce a quarterly TP Update for TRA members, and tenants in our Scrutiny Panel, Sheltered Housing Forum or on the Interested Tenants Register. The updates are also shared with staff and Councillors to help keep people informed on TP activities and developments. Digital Communication The Council invested in an Integrated Housing Management System (IHMS) in 2019 to help develop how we provide services to tenants. The Tenant Portal side of the system gives tenants greater access to check on their rent account, report repairs and monitor the progress of repairs. The system also provides options to send text reminders to tenants about appointments, consultations or to carry out short surveys. The reminders about consultations have already proven useful and helped increase response rates. There is more scope to develop this system further and could help improve communication with tenants so a specific action is included in the action plan to prioritise this. The Tenant Participation section on the Council’s website is kept up to date with information and minutes from meetings so they are available to any tenant at a time that suits them and to encourage involvement. https://www.west- dunbarton.gov.uk/housing/council-housing/tenant-participation/ The Council also has a Facebook page and X account which tenants can use to obtain information and provide comment. There is also a TP Facebook page which we use to promote consultations and share information about local events and group activities. Facebook Page 254
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23 [Section twelve] How we will resource and support tenant participation activity To make the process of involving tenants as effective as possible, we provide a range of resources which both individual tenants and TRAs can access. Housing Staff All housing staff are responsible for encouraging and supporting tenants to get involved. This can include practical support such as providing information about Council services, attendance at meetings, providing training or information sessions and delivering consultation events. Tenants should be advised of the opportunities to get involved when they sign up for a WDC tenancy but also at other times during their tenancy as people’s circumstances and interests change. Tenant Participation Officers Within the Housing Development Team there is a Senior Housing Development Officer (Tenant Participation) and a Housing Development Officer (Tenant Participation) who are responsible for supporting and developing tenant participation activity across West Dunbartonshire. The Senior Housing Development Officer is specifically responsible for developing, implementing and reporting on the aims of this Strategy. They also support the WDTRO, Scrutiny Panel, Joint Rent Group and Sheltered Housing Forum. The Housing Development Officer is responsible for promoting the Tenant Priority Budget, developing new ways to get involved, supporting existing TRA’s and help create and support new groups where there is a demand. They both also provide encouragement, training and support to individual tenants and tenants on our Interested Tenant Register to participate and develop. Funding Tenants and Residents Associations TRAs play a vital part in making sure our services reflect the needs of local communities. We are committed to providing support and resources to make sure Associations can function effectively and be representative. Start-up grants are available for new Associations and annual grants are available to existing Associations to cover their administration and running costs – e.g.to pay for photocopying, room hire for meetings or travelling expenses. One-off expenses to provide equipment to groups, such as laptops, printers are also made available to groups which are well established. Public Liability Insurance is also paid for each TRA. There are currently 5 Associations who have a community flat to base their activities from. The rent, insurance and utility charges are met by TP Grants given to groups. Their use of premises varies, but is primarily used as office and meeting space, Housing Officer and local Councillor Surgeries and can be used to provide meeting space for other community activities. We encourage these TRA’s to maximise the use of their community flat so that it is a valuable community asset e.g. Page 255
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24 Westbridgend TRA host a clothing bank in theirs and Tullichewan TRA host a regular Knit and Natter group and art classes. Information, training and support All TRAs are offered support and training from the Housing Development Team. Tenant Participation Officers usually attend meetings to support the committee until they are happy to proceed on their own. Formal training covering all aspects of running and managing an Association and guidance to become registered tenant organisations is offered. Our Associations will also be offered help to carry out action planning to assist them to achieve their goals and demonstrate their achievements. Tenant Participation training is also made available to all housing staff to ensure that we can put our tenant participation strategy into practice effectively. An ilearn course called ‘What is Tenant Participation?’ is available and should be part of all new staff’s induction training as well as a regular refresher for existing staff. Information sessions are arranged as and when required in response to developments, in support of consultation events or to discuss housing topics requested by TRAs. The Housing News is distributed to all tenants and TRAs four times a year and used as our main way of sharing information with all tenants. We also use regular TP Updates and briefing notes to share good practice and information. Training and encouragement are made available to all tenants to help them get involved. As an additional incentive to encourage more involvement, we also provide references for anyone who has volunteered to help them get into or back into, employment. Financial support is available to ensure that no one is out of pocket by getting involved and we can cover travelling expenses and reasonable care costs. We can arrange taxis to assist people getting to and from meetings. Conferences and events Tenants who are represented by a Tenants and Residents Association or who are on the Council’s list of interested tenants can attend annual conferences and events carried out by the Council, the Chartered Institute of Housing, the Tenants Information Service or the Tenant Participation Advisory Service. Costs for attending, transport and any other expenses are met through the tenant participation budget. Including everyone Our resources and support services are there for everyone to get involved. We use the principles set out in the National Standards for Community Engagement to ensure that where possible there are no practical barriers to any tenant being fully involved. This includes: suitable transport to attend meetings general assistance access to premises Page 256
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25 communication aids (such as loop systems, advocacy and interpreting services) opportunities to meet at a time and a place that suits Access to other sources of information, support and advice Scottish Government Social Housing Team Contact: 0300 244 4000 or email: ceu@gov.scot Tenants Information Service (TIS) - www.tis.org.uk Contact: 0141 248 1242 or email info@tis.org.uk Tenant Participation Advisory Service Scotland (TPAS Scotland) -TPAS - Your Friendly Engagement Experts (tpasscotland.org.uk) Contact: 0141 552 3633 or email enquiries@tpasscotland.org.uk www.tpasscotland.org.uk Equality Advisory and Support Service Contact: 0808 800 0082 or via FREEPOST EASS HELPLINE FPN6521 www.equalityadvisoryservice.com The Tenant Participation Budget All direct funding to support tenant participation activity comes from the rent and benefits tenants pay into the Housing Revenue Account. Therefore, we need to ensure that we spend our Budget effectively and for the benefit of tenants. In 2023/24 we spent £82,158.44 on tenant participation activities. Our Budget enables us to financially support 12 TRAs, the WDTRO, Sheltered Housing Forum, Pre-HACC Forum and Scrutiny Panel to help them function effectively and as independently as possible. The cost of producing the Housing News also comes out of our Tenant Participation Budget and this takes up most of our communication costs. We also have 5 TRAs who have community flats that they operate from and the running costs for these are included in the costs for supporting TRA’s, along with annual and top up grants to cover their running costs. Public liability insurance is also paid for each active TRA. Transport costs to and from meetings are also covered to ensure no-one is put off attending meetings by costs and that no tenant volunteer is out of pocket. Our postage costs are from providing pre-paid postage envelopes to encourage people to return surveys, vote in the rent setting consultation, return tenant priority budget proposal forms etc. if not doing so on-line. It also includes posting out meeting information so people have paper copies of information to be discussed. We report each year how the Tenant Participation Budget is spent in our annual TP performance report and make the details publicly available. The chart below splits up how the 23/24 Budget was spent. Page 257
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27 The action plan [Section thirteen] This action plan sets out how we will meet the aims of this Strategy. What we will do How we will do it When we will do it Who is responsible 1. We will improve the culture and practice of tenant participation across housing services Ensure all new staff complete the TP ilearn course as well as existing staff completing course every 3 years Promote the benefits of involving tenants to staff and it’s direct link to improving housing services and tenant satisfaction produce quarterly TP updates for elected members, housing and related services staff to raise awareness of TP activities Improve inter team communication and provide TP updates for all housing and homelessness services. record outcomes from involving tenants and publicise them through the Housing News and other TP On-going August 2025 quarterly March 2025 ongoing annually November 2025 Service Managers TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) and Service Managers Page 259
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28 What we will do How we will do it When we will do it Who is responsible communication channels publish an Involving You annual report Develop better links between Housing Officers and local TRA’s and help develop positive relationships with TRA members. Promote to staff that walkabouts are a good way to identify issues and build relationships with tenants. November 2025 2. We will improve feedback to tenants so that we can demonstrate where our tenants and other service users have influenced or shaped the housing services Review the Consultation Toolkit with staff to ensure it is effective and easy to use outcomes from consultations will be communicated to participants and will be publicised via the Housing News, webpages and social media to ensure that tenants can see where they are November 2025 on-going on-going Housing Development Housing Development TP Team (Housing Development) TP Team (Housing Development) Page 260
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29 What we will do How we will do it When we will do it Who is responsible making a difference. support TRAs to demonstrate their achievements locally Promote the benefits of having a TRA and include practical examples. publish annual tenant involvement outcomes as part of TP performance report demonstrate the outcome(s) of tenant involvement in tenant scrutiny activities support tenants and TRA representatives to review papers going to the HAC Committee and encourage them to participate in the Pre-HACC Forum November 2025 annually on-going quarterly TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) 3. We will promote and provide a wide range of options for promote the range of options and support in place to encourage on-going June 2025 TP Team (Housing Development) Page 261
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30 What we will do How we will do it When we will do it Who is responsible tenants to get involved with us. tenants to get involved explore easy read option to produce a leaflet version of the TP Strategy 2025-2028 to make the TP Strategy more accessible and user-friendly Encourage more individual tenants to become involved in tenant participation . support TRAs to produce flyers, posters and create social media or websites promoting the work that they do and how to get involved continue to deliver an annual tenant conference or event explore new methods to provide information and obtain tenants’ views (e.g. social media, Tenant Portal) on-going on-going annual November 2025 ongoing ongoing TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development) Housing Ops Building Services Page 262
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31 What we will do How we will do it When we will do it Who is responsible continue use of virtual meetings as option for people with limited time as well as for those with mobility issues as an attractive option to get involved from the comfort of own home. promote walkabouts to encourage tenants to get involved in their own neighbourhood. 4. We will encourage involvement of under- represented groups such as young people, homeless people, people with disabilities and minority ethnic groups. explore opportunities to develop Mightynetworks, a digital platform, as a more interactive and accessible option to increase tenant participation from young people Continue links with local youth groups like YSORTIT, Youth Council to raise awareness of participation opportunities and tenant rights explore opportunities to November 2025 ongoing November 2025 TP Team (Housing Development) TP Team (Housing Development) TP Team (Housing Development / Homelessness Team TP Team (Housing Development) Page 263
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32 What we will do How we will do it When we will do it Who is responsible develop a forum for people in or previously lived in temporary/supp orted accommodation Continue to support tenants at Dennystoun Forge to work with Housing Services and focus on their priorities. Continue membership of West Dunbartonshire Equality Forum and promote tenant participation to wider groups develop links with other agencies and projects that work with tenants who have disabilities and identify ways to improve involvement in TP Monthly quarterly ongoing TP Team (Housing Development) TP Team (Housing Development) 5. Ensure tenants are aware of the options available to them to shape housing produce and promote an annual consultation calendar so tenants know in advance opportunities they have to annually TP Team (Housing Development) Page 264
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33 What we will do How we will do it When we will do it Who is responsible service plans and budgets influence housing services and policies. carry out an annual consultation on rent setting and provide clear information for tenants to be able to make informed choices Continue to facilitate the Joint Rent Group to scrutinise the Housing Revenue Account to increase transparency and value for money. Support the Joint Rent Group to develop tenant involvement in the HRA budget decision making process Ensure new tenants are told at sign ups and new tenant visits about their rights to get involved and the opportunities available. Explore new opportunities to promote the annually on-going ongoing March 2025 ongoing Chief Officer, Housing and Employability/Housing Development TP Team (Housing Development)/Tenant representatives TP Team (Housing Development)/Finance/Tenant representatives Housing Operations Manager TP Team (Housing Development) Page 265
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34 What we will do How we will do it When we will do it Who is responsible range of options available to tenants to get involved. 6. Assess our performance in line with the Scottish Social Housing Charter and involve tenants in our annual Tenant Report. agree with tenants what Charter indicators they want included in the Tenant Report. review the best style to use to ensure the report is accessible and easy to understand Assist WD Scrutiny Panel to review and scrutinise performance data support scrutiny activity by offering formal training for staff and tenants taking part recruit new members onto the WD Scrutiny Panel June 2025 June 2025 on-going on-going on-going Housing Development Housing Development Housing Development TP Team (Housing Development) TP Team (Housing Development) 7. Ensure that the resources we put in place and practices we carry out are Assess training requirements of TRA members and create training plans for each group Annually ongoing TP Team (Housing Development) Page 266
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35 What we will do How we will do it When we will do it Who is responsible adequate to support and develop tenant participation activity Monitor TP Budget spending Housing Development Co- ordinator 8. We will ensure we communicate effectively with tenants and provide good quality, accessible information that tenants want review and improve the content on the TP web pages and use of social media. Ensure all Housing web pages remain up to date with relevant information Create a webpage to promote walkabouts and share updates on action plans continue to produce quarterly editions of the Housing News to keep all tenants up to date with housing investment, service developments, outcomes from consultations and local tenant activities. Share digital skills and access, to assist housing teams annually quarterly March 2025 quarterly ongoing June 2025 TP Team (Housing Development) All Housing Service Managers TP Team (Housing Development) TP Team (Housing Development) Housing Development TP Team (Housing Development) Page 267
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36 What we will do How we will do it When we will do it Who is responsible produce and promote improved information for tenants assess interest in creating an editorial group with tenants to develop content of the Housing News Ensure TP information is circulated directly to relevant staff November 2025 TP Team (Housing Development) Page 268
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37 Appendix One - Who’s Who in Housing Services Chief Officer Housing and Employability Peter Barry Housing Development and Homelessness Manager John Kerr Homelessness Co-ordinator Joanne Sutherland Housing Development Co-ordinator Stefan Kristmanns IHMS Project Co-ordinator Graham Watters Housing Development Co-ordinator Claire McKay Housing Operations Manager Nicola Pettigrew Area Co-ordinator Suzanne Marshall Area Co-ordinator Scott McLelland Area Co-ordinator David Lynch Area Co-ordinator Kevin McCrossan Page 269
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38 Appendix Two List of current registered tenant organisations (RTOs) and tenants and residents associations and federations Contact details are available on Council website or by contacting TP team Registered Tenant Organisations Central Alexandria Tenants and Residents Association Central Radnor Park Tenants and Residents Association Dalmuir Multi-Storey Flats Tenants and Residents Association Haldane Littleholm Tenants and Residents Association Old Whitecrook Tenants and Residents Association North & South Drumry Tenants and Residents Association Risk Street Tenants and Residents Association Tullichewan Tenants and Residents Association Westbridgend Tenants and Residents Association Willox Park Tenants Association Federation WDTRO- West Dunbartonshire Tenants and Residents Organisation (representing all groups across West Dunbartonshire) Contact details of all Tenants and Residents Associations can be obtained from the Tenant Participation Team by calling 07823 664247 or by email to tenant.participation@west-dunbarton.gov.uk Page 270
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39 Appendix Three Housing Services - Consultation Recording Sheet Housing Service …Housing Development Person responsible: Jane Mack, Snr Housing Development Officer (Tenant Participation) Consultation Start date:……28/5/24…….End Date……24/9/24…………………... 1. Title of consultation / participation exercise Review of Tenant Participation Strategy. 2. Aims and objectives Review current Strategy and develop a new strategy and action plan for 2025-28. 3. Invited to get involved: (e.g. all tenants, tenant from the interested tenants register, RTOs, staff) All tenants and members of the WDTRO, Tenant & Residents Associations, Scrutiny Panel, Sheltered Housing Forum, Interested Tenant Register, housing staff and TPAS. 4. Methods used to promote/invite stakeholders to get involved? (e.g. letters, posters, website) The Council’s website was used to advertise the consultation as well as social media, text and emails. The online survey was directly promoted to all TRA members, tenants on our Interested Tenant Register, through the WDTRO and TP Facebook page. We also sent text and emails to all tenants that we had contact details of through QL to promote the survey. Paper copies of the survey were made available, and tenants given a name and contact number to make this as easy as possible. 5. Who took part (Actual number of individuals and or number of tenant organisations represented) 5 members of staff took part in the workshop on 28/5/24 to give their views and those of their colleagues. 14 tenants attended the workshop on 1/6/24. 411 tenants responded to the tenant survey and 35 staff members responded to the staff survey. 6. Method(s) used to obtain views? (e.g. focus/working group, newsletter, survey) Staff and tenant workshops were used to get initial views on how TP was currently working and to identify key priorities. Page 271
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40 Why ? 2 surveys were used to collect further views and comments. Separate surveys were used for staff and tenants so that more specific questions could be used in each survey. These methods were chosen to gather a range of views and to develop effective actions to be included in the new Strategy. 7. What good practice or minimum standards can you evidence as part of your consultation? The tenant workshop took place at our annual tenant event which is well publicised and takes place in an accessible building. The survey was also well publicised and paper copies of the survey and free post envelopes were available and a contact name and number provided so they could be easily obtained. 8. Outcome of consultation? The views and comments collected have been included in the new Strategy and action plan. Staff identified that remote working has resulted in less collaboration within teams and between teams and so we need to do more to counter that. Information about issues that are raised at Liaison meetings don’t always get fed down to front-line staff and this was also reflected in the staff survey, where 40% of staff respondents didn’t think they received enough information about tenant participation activities. Actions have been included to improve communication and make sure that the information that is already shared, gets circulated to the right staff. When asked if the culture and practice of involving tenants across Housing Services had improved compared to 3 years ago, most staff said it was about the same (43%), 24% said it was better and 14% said it had got worse. Staff also identified that we need to do more to focus staff on their accountability to tenants so that all staff can play their role in tenant participation. This is key to the strategy being effective and linked to ensuring that there is a strong tenant participation culture throughout Housing services and there are a number of actions to tackle this in the action plan. The emphasis of tenant participation being about improving performance was also identified as needing more promotion through the workshop and also in the staff survey and is one of the key aims that unite tenants and staff so the name of the Strategy has been amended to recognise this, been put as the main aim of the Strategy and emphasised throughout the document. The tenants workshop identified that tenants get involved for a range of reasons so having a range of participation Page 272
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41 options was really important and also needs to be flexible as people’s circumstances can change. Actions are included in the action plan to support existing tenants and tenants groups and develop more digital options and increase engagement with under-represented groups so that all tenants can have their say. Tenants said they also wanted more face-to-face contact with housing staff and more commitment from officers so actions to improve the culture within Housing services and improving communication are included to address these issues. From the tenant survey in terms of awareness of tenant participation, the majority of respondents were aware of TRAs and getting involved through completing satisfaction surveys but less so of the rest of the range of options, so actions included to increase awareness and more promotion of the range of options available. Positive suggestions made include having an online forum and making it easier for people with disabilities to get involved so they have been included in action plan. The majority of respondents were satisfied with the opportunities to get involved. If dissatisfied, respondents were given opportunity to say what they thought needed to change and many comments made were negative about the Council in general and needing to improve service delivery, particularly repairs. Comments also referred to needing to listen to tenants more and this is key if tenants don’t think we do. Many comments were also about not knowing about the options mentioned so need to improve how we get information out to tenants and in a range of ways. Actions also been included to increase local engagement to help turnaround dissatisfaction. When asked what sources of information they used, the majority said it was the Housing News (71%) and did rate the content as good or very good. The website was also another important source. Other sources of information were rated indifferently so improving communication identified as a key priority in the action plan. Only 48% of respondents were aware of consultations and feedback provided so again improving communication is needed. 9. How did the consultation influence decision making? The views and comments collected have been used to create the new strategy and the action plan being put forward for committee approval. Tenants will also have an opportunity at the Pre- HACC Forum to add any final comments on the draft Strategy and they will be conveyed to the committee by the Housing Convenor. Page 273
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42 10. Are you able to demonstrate this? Yes - through the survey results, workshop notes and references in the TP Strategy and action plan. 11. How was feedback about the consultation and final decision given? An article will be included in the winter edition of the Housing News to feedback to all tenants on the consultation and the new strategy developed. We will also promote the new Strategy through our TP channels and update the Council’s website with a summary of the consultation and the new Strategy. 12. Was the eight week timescale observed? Yes If no please say why? 13. Was equal opportunities information collected? Yes 14. Did you check with participants that they were happy with the opportunities given to make their views known and that they felt that they were listened to and acted upon? The outcomes of the workshops and the survey were discussed with the WDTRO and their chairperson wrote an introduction in the Strategy document supporting it. The survey is anonymous to encourage people to participate and give their views but downside is that then can’t directly contact them to check their experience but no complaints about the consultation have been received. 15. What worked well, what didn’t work well – or any other comments. Using QL to send emails and text to those tenants we have up to date contact details helped promote the consultation and resulted in an increased response rate which is very welcome. It also meant we have been able to reach out further to tenants not already involved in participation and their views were really important in identifying that communication, local engagement and improving service delivery were key priorities. Page 274
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Assessment No 1084 Owner JMACK Resource Regeneration, Environment and Growth Service Housing and Employment FirstName Surname Job Title Head Officer Jane Mack Snr Housing Development Officer (Tenant Participation) Members Stefan Kristmanns, Housing Development Co-Ordinator (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Involving You - Tenant Participation Strategy 2025-28 The aim, objective, purpose and intended out come of policy The Strategy sets out the Council's commitment to developing effective consultation and participation to improve and develop its housing services. It sets out how the Council will provide information, consult with tenants, future tenants and other service users, use their views and work with tenants so that they can influence and hold the Council to account. An action plan to support the Strategy is included along with information on how the Strategy will be monitored and reviewed. The Strategy includes a commitment to equal opportunities and to comply with all Equality and Human Right legislation. With regard to tenant consultation and participation, we promote inclusive approaches and work in ways that are appropriate to different people and differing needs within our communities to minimise any barriers that tenants may experience and empower all tenants to have their say. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. All tenants and members of the following group - the West Dunbartonshire Tenants & Residents Organisations, Tenant & Residents Associations, Scrutiny Panel, Sheltered Housing Forum and Interested Tenant Register, as well as housing staff and TPAS. Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) No Who will be affected by this policy? All current WDC tenants, future tenants (e.g. homeless clients, housing waiting list applicants) and residents in areas where there is an active Tenant & Resident Association (TRA). Who will be/has been involved in the consultation process? All tenants and members of the WDTRO, Tenant & Residents Associations, Scrutiny Panel, Sheltered Housing Forum, Interested Tenant Register, housing staff and TPAS. ITEM 15 - APPENDIX 2 Page 275
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age To make sure all ages are represented in tenant participation activities The Council has an Equality Outcome on increasing participation of younger people. Actions included to help encourage younger people to get involved by improving digital options. Transport, use of accessible buildings for meetings, LOOP facilities, crèche are provided to help all tenants get involved. Positive and will reduce any barriers due to age preventing someone getting involved. Disability Council services need to be accessible to disabled people including in terms of information and communication. To make sure disabled tenants are represented in tenant participation activities The Council has an Equality Outcome on increasing participation of disabled people. We provide a range of options to get involved to suit different individual needs and circumstances. Transport provision, use of accessible buildings for meetings, LOOP facilities are all provided to help tenants get involved. Actions are also included to link in with local disability groups to raise awareness of tenant rights to participate and development of digital options to assist involvement from home. Approximately 50% of those of responded to the online survey identified as disabled. Positive and will reduce any barriers due to disability preventing someone getting involved. Gender Reassign To make sure all tenants are represented in tenant participation activities. We provide a range of participation options and promote inclusive participation. Positive and will increase representation in participation. Marriage & Civil Partnership To make sure all tenants are represented in tenant participation activities. We provide a range of participation options and promote inclusive participation. Positive and will increase representation in participation. Pregnancy & Maternity To make sure all tenants are represented in tenant participation activities. We provide crèche facilities at public events. Timing of meeting are set to avoid school pick-up and drop off times as well as avoiding school holidays. Positive and will reduce any barriers due to child care preventing someone getting involved. Race To enable access to housing information and tenant participation activities particularly where English is not the first language The Council has an equality outcome on ‘better meet the accommodation needs of Gypsy/Travellers’ The Council has an Equality Outcome on increasing participation of BME people. We ensure that relevant information about translation is on all public documents and consultation information to suit tenants . Use of interpreters provided when necessary for public meetings. TRAs can also use translation services when required. Positive and will reduce any barriers due to race preventing someone getting involved. Page 276
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Religion and Belief As individuals of some beliefs/faiths require to worship on particular days they may not be able to attend meetings/appointments. We ensure that due consideration is given to those with religious requirements when arranging meetings and offer dietary options. Positive and will reduce any barriers due to religion or belief preventing someone getting involved. Sex To make sure all tenants are represented in tenant participation activities. Women are more likely to have care responsibilities for children and others than men. We provide a range of participation options and promote inclusive participation. Options to dip in and out are available and development of digital options will also give more flexibility to fit in with any care responsibilities. Positive and will increase representation in participation. Sexual Orientation To make sure all tenants are represented in tenant participation activities. Provide a range of participation options and promote inclusive participation. Positive and will increase representation in participation. Human Rights The Human Rights Act recognises the right to have people's housing needs met. Housing is particularly relevant in terms of Article 8 private and family life and home. The UNCRC is relevant in terms of participation for 16 and 17 year old tenants. Provide a range of participation options and promote tenant rights. Positive and will increase representation in participation. Health To make sure all tenants are represented in tenant participation activities. The Strategy promotes the positive impact on personal health and wellbeing that can be gained from participation. Options to dip in and out are available to accommodate ill health and development of digital options will also give more flexibility to fit in with any health issues. Positive and will reduce any barriers due to health preventing someone getting involved. Social & Economic Impact To make sure all tenants are represented in tenant participation activities. The Strategy is designed to be inclusive and promotes the personal as well as community benefits of volunteering and getting involved. Positive and social and economic impact will be increased by tenant empowerment. Cross Cutting The TP Strategy applies to all tenants so may cross cut all the associated needs of the EIA. The Strategy is designed to be inclusive and to increase all tenant participation in decision making. Positive and will increase representation in decision-making. Page 277
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. No negative impacts identified. Will the impact of the policy be monitored and reported on an ongoing bases? Yes the Strategy will be subject to continuous review through regular monitoring of the action plan on Pentana as well as being reported bi-monthly at the WDC/WDTRO Liaison meetings and an annual update presented to Housing & Communities Committee. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1084: The updated Tenant Participation Strategy aim is to develop and improve tenant participation and ensure that participation is meaningful and inclusive for all tenants. This will particularly benefit some protected groups, for example women, disabled people, younger people and people from minority ethnic groups, with a range of participation activities provided to meet a range of needs and circumstances. The Strategy also focuses on ensuring good clear communication practices and empowering all tenants to challenge and be involved in improving services for all tenants. There will be an overall benefit to all tenants, future tenants and residents of West Dunbartonshire and the implementation of the TP Strategy will continue to support all of the Council’s key strategic priorities. Page 279
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ITEM 16 WEST DUNBARTONSHIRE COUNCIL Report by the Chief officer Housing and Employability Housing and Communities Committee: 20 November 2024 Subject: Building Services Update 1. Purpose 1.1 The Purpose of this report is to advise Committee of changes to Building Services establishment and delivery model and seek approval to continue with procurement and tender processes. 2. Recommendations 2.1 It is recommended that Members: i. note the contents of this report. ii. approve the procurement processes to tender the requirements listed within the table in section 4.6 of this report; and iii. delegate authority to the Chief Officer of Regulatory and Regeneration to award contracts to successful bidders 3. Background 3.1 Changes to the structure and delivery model of Building Services have been implemented over the last two years and we are now in a position to implement further improvements. 3.2 A report was presented to the Strategic Review and Renewal Group on 17 October 2024 seeking approval to implement the phase 3 of the Review of Building Services. This included the externalisation of the reroofing programme and the resizing of the painter establishment resource both of which were approved. 3.3 Good progress continues to be made in contracting to ensure full compliance with Council Standing Orders, Council Financial Regulations and all Procurement Regulation. 4. Main Issues 4.1 Over the last two years, significant and unprecedented pressure on the HRA budget has emerged, and HRA costs in both revenue and capital budgets must be reviewed for Best Value. Page 281
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4.2 Building Services has delivered the Council’s capital funded reroofing programme for over 15 years. Despite improvements in efficiencies and productivity, continuing to deliver the programme in-house is not economically viable when compared to costs of external contractors, which are substantially cheaper. 4.3 Very few tenants only blocks requiring new roofs remain and owners in mixed tenure blocks seek the cheapest option possible. Obtaining owner buy-in is proving difficult given these cost issues, which in turn delays improvements in living conditions for our tenants in these blocks. 4.4 Officers are progressing with arrangements to externalise the Housing Capital funded reroofing programme. 4.5 Changes in the way empty homes are repaired to the Council’s relet standard have also resulted in a significant reduction in the amount of painter work which is carried out in void properties. This has resulted in having more painters than there is work for, and consequently there is a requirement to reduce the size of the painter establishment by 6. 4.6 For Supply and Delivery of Building Materials, the following contracts will be required to deliver a comprehensive repairs and maintenance service for a period of up to four years from the date of let. They will be of sufficient size, scope and duration to cover the estimated volume of work for the period in question and will be awarded to suitably qualified and competent suppliers and contractors. A review of the historic spend on the previous versions of these contracts and estimated volumes of known and expected works has taken place, costs identified are expected to have increased over the intervening period and projected costs are set out in the table below Requirement Total Estimated Annual Value Funded By HRA Revenue / Capital and CRA Priority Supply and delivery of Building materials and building sundries including: • Timber • Paint • Plumbing and heating Materials • Electrical Materials • Trade Materials • Building and roofing • Ironmongery • Tools £4.5m Revenue / Capital High Page 282
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4.7 All procurement activity carried out by the Council in excess of £50,000 is subject to a contract strategy. The strategy for the contracts as listed in the table at 4.2 will include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. 4.8 This procurement exercise will be conducted in accordance with the Corporate Procurement Unit in close consultation with Building Services officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulations. 4.9 The route to market will be to conduct a number of tenders calling off from the Scotland Excel Construction Materials (1422) The use of an e- Auction maximises commercial advantages and increases the opportunities for savings. The use of E-Auctions will provide transparency to all parties and allows the suppliers multiple opportunities to bid. 5. People Implications 5.1 18 craft team members work on the reroofing programme and at this stage we are estimating a transfer of 10 with the remainder accommodated within other workstreams in the service. 5.2 As noted in 4.5, we are estimating a reduction of 6 posts from the painter establishment of 20. 5.2 The Transfer of Undertakings (Protection of Employment) Regulations 2006 (TUPE) implications are applicable in terms of the externalisation of the Councils’ capital funded reroofing programme. 5.3 Further communication and consultation will be carried out with Building Services workforce and Trade Unions. 5.4 Progressing these changes to Building Services establishment and delivery models and procurement processes will require significant Officer time resource from Building Services, Consultancy Services, Housing Operations, Legal and Corporate Procurement teams. 6. Financial Implications 6.1 It is too early to provide exact financial information as a result of changes to the structure and delivery model of Building Services at this stage. However, these will result in lower staff costs, lower reroofing programme costs and less housing capital expenditure resulting in marginally lower interest payments in future. 6.2 Costs of the support contracts will be funded by both Capital and Revenue budgets through the Housing Revenue Account, Central Page 283
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Repairs Account and Housing Maintenance Trading Account. 6.2 Costs of contracts listed under 4.6 are included within existing budgets. 7. Risk Analysis 7.1 There are significant financial, operational and reputational risks facing Housing and Building Services, and to the HRA in the coming period if changes to Building Services establishment and delivery model are not implemented. 7.2 These changes will form part of actions in addressing the financial challenges in the HRA budget in future years. 7.3 On-going investment, in-line with business plans, will allow the Council to meet its landlord duties, health and safety obligations and quality standards, whilst providing appropriate asset management. 7.2 Procurement related risks and mitigation/management measures will be identified as part of the development of tendering strategies for the individual requirements. 8. Equalities Impact Assessment (EIA) 8.1 An Equalities Impact Assessment or screening as appropriate will be carried out. 9. Strategic Assessment 9.1 This report forms part of the financial governance of the HRA and contributes to the Council’s Strategic Priorities and in particular towards: i. improving local housing and environmentally sustainable infrastructure; and ii. improving the wellbeing of communities. 10. Consultation 10.1 Finance and Legal and Chiel Legal Officer have been consulted regarding the changes to Building Services establishment and delivery model and the setup of the contracts referred to in this report. 10.2 The Corporate Procurement team have been consulted in the P Bdevelopment of this report. They will provide assistance and professional guidance with the administration or exercises. Chief Officer Housing & Employability Date: 30 October 2024 Page 284
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Persons to Contact: Martin Feeney – Building Services Manager, Cochno Street, Clydebank, Telephone: 01389 738200, e-mail: mfeeney@west-dunbarton.gov.uk Appendices: Nil Background Papers: Nil Wards Affected: All Page 285
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 August 24 (Period 05) 1. Purpose 1.1 The purpose of this report is to advise members of the 2024/2025 HRA revenue budget position on 31 August 2024 and the forecast HRA reserves position as of 31 March 2025. 2. Recommendations 2.1 Members are asked to: i. note the HRA revenue account is currently forecasting an adverse variance of £2.174m. If required, the adverse variance will be offset by using HRA reserves of £0.968m and a General Fund reserve contribution of £1.205m. ii. note that the HRA will be expected to develop a repayment plan to reimburse the General Fund for any contribution that the General Fund makes towards a HRA deficit and note that the HRA will also need to develop a plan to replenish HRA reserves to the HRA prudential target. iii. note that work will continue to identify efficiencies across all areas of the HRA revenue account budget to minimise the adverse variance including reviewing loan charges as highlighted in 4.5 of this report. iv. note that there is limited scope to further reduce spend in 2024/2025 beyond the significant actions set out in this report. 3. Background Revenue 3.1 The Council approved a £53.218m HRA revenue budget for 2024/2025 on the 6th of March 2024 4. Main Issues 4.1 This report advises members of the key issues that are contributing to the Housing Revenue Account (HRA) currently forecasting a deficit of £1.205m in 2024/2025 after applying all available HRA reserves. Members have previously been advised that the Housing (Scotland) Act 1987 specifies that if an HRA deficit arises in any one year, the local authority must make a General Fund contribution to make good the deficit. In this event, the HRA ITEM 17 Page 287
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would then be expected to repay that General Fund contribution from any future HRA surpluses. Council was advised on the 30 October that the Housing Senior Management Team are continuing to identify efficiencies across all areas of the HRA revenue account budget to minimise the in-year deficit and that an update on progress in this matter will be reported to Council in December when the BCRs for period 7 are reported. Budgetary Control BCR05 4.2 The budgetary position for HRA revenue account is provided in Appendix 1 with information on projected variances valued at more than £0.050m being provided at Appendix 2. Adverse Variances Loan Charges - £3.949m Adverse Variance 4.3 The main pressure on the HRA revenue account is elevated borrowing costs leading to higher interest and expense payments on new borrowing and debt refinancing. When the Council went to rent consultation in the last quarter of 2023 and drafted the 2024/2025 HRA budget, a HRA loan charge budget of £22.092m was set with the assumption that council borrowing costs would fall during 2024/2025. Unfortunately, local authority borrowing costs have remained at elevated levels during the first 6 months of this financial year, with the current expectation that they will remain elevated during the remainder of this year. HRA outstanding debt on 31 March 2024 was £301m, with the HRA debt expected to increase to £356m on 31 March 2025. Interest and expense payments are forecast to be £3.531m more than the 2024/2025 budget. 4.4 A further pressure on the HRA loan charge budget is higher than planned debt repayments. The HRA repays capital borrowing over the expected economic life of the asset invested in. (E.g. heating systems – 20 years, new build properties – 60 years). The HRA debt repayment period has decreased (leading to higher annual debt repayment) as the Council has recently reprofiled capital expenditure on housing stock to improve the condition of the asset to allow a quicker turnaround of void properties – more information is provided at paragraph 4.13. Debt repayments are forecast to be £0.418m more than the 2024/2025 budget. 4.5 Officers continue to review the Council’s HRA loan charge accounting arrangements to explore options to improve loan charges and to reprofile expenditure in the short term to alleviate some of the financial pressures on the HRA account. Void Loss (Council Tax / Lost Rents) - £0.173m Adverse Variance 4.6 Council tax payments for longer term void houses are forecast to exceed budget. The main factor behind HRA properties incurring a council tax liability are delays resolving issues with debt on meters and with meter reconnections. The poor performance of the utility companies is adversely impacting on the length of time properties are void and leading to more empty properties incurring a council tax liability. Officers continue to work with utility companies Page 288
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to drive sustainable improvement in this challenging area and to minimise the number of longer-term voids and the attendant council tax liability. Council tax payments are forecast to be £0.099m more than budget. 4.7 Regarding void losses, there has been considerable progress in reducing void levels and there is a consistent decrease in the number of vacant properties through 24/25. This reduction is being achieved whilst the HRA reduces the cost to bring a void property back to the Councils' relet standard, including a reduced reliance on overtime working and the support of sub-contractors. However, void time and void loss continue to be impacted by meter challenges with energy suppliers resulting in time delays in returning several of our void properties to the letting pool. Reducing the void loss remains an operational priority area and the Council’s Void Working Group and Building Services Improvement Plan will drive ongoing improvement in this key area. Void losses are forecast to be £0.074m more than budget. Other Expenditure - £0.180m Adverse Variance 4.8 The key adverse variance is a forecast rent abatement overspend of £0.100m. Demand is exceeding the new reduced abatement budget. There has been considerable progress in reducing this area of spend with the 2024/2025 rent abatement spend forecast to be more than £250,000 less than the 2023/2024 spend. Officer will continue to tightly control this budget to minimise spend. 4.9 A further variance is a forecast spend of £0.063m to Womens Aid. The HRA budget for payments to Womens Aid was removed during the setting of the 2024/2025 HRA Budget, however through discussions with the Womens Aid organisations it was agreed to retain an element of that spend for a proportion of the 2024/25 year. Favourable Variances 4.10 The HRA cost pressures detailed present unprecedented financial challenges for the council’s Housing Revenue Account. Officers have reviewed the HRA spend to explore any efficiencies and to identify the scope to reduce spend. Two key areas have been identified that are forecast to deliver an offsetting budget underspend of £2.193m Employee Costs - £0.378m Favourable Variance 4.11 The HRA employee cost budget is £7.661m. The spend against this budget is influenced by staff turnover, staff overtime spend and the success in recruiting to posts as they become vacant. Management is targeting additional staffing efficiencies to deliver a significant underspend against budget in 2024/2025, including tighter controls on staff recruitment and overtime together with a review of the HRA staff recharge to the HRA capital account and the General Fund account. Page 289
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Repair & Maintenance – £1.815m Favourable Variance 4.12 The HRA repair and maintenance budget is £15.208m. This budget primarily funds reactive repairs, void repairs, planned maintenance, compliance works, and environmental works. 4.13 The repairs spend was reviewed and a potential £1.7m saving was identified against the 2024/2025 repair and maintenance budget through revenue spend that qualifies for capitalisation. A review of specific workstreams assessed that some works extend the lifespan of assets, specifically work conducted in void properties to bring properties back to relet standard are significant and include component renewals. Furthermore, the completion of an Electrical Installation Condition Report (EICR) is complementary to the environmental sensor installation programme. 4.14 Discussion is ongoing with Greenspace colleagues to deliver a minimum £0.1m saving by revising work specifications and streamlining processes. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified between now and the end of the financial year. This can affect all service areas. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9. Consultation 9.1 All services involved in delivering the HRA revenue budget have been consulted during the compilation of this report. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Page 290
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Laurence Slavin Chief Officer – Resources Date: 20 November 24 ___________________________________________________________________ Person to Contact: Jim McCarron - Business Unit Finance Partner Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Background Papers: None Wards Affected: All Page 291
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2024/25 PERIOD END DATE Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 Annual RAG Status £000 £000 £000 £000 % Employee Costs 7,661 3,108 7,283 (378) -5% Property Costs 2,600 1,083 2,600 0 0% Transport Costs 148 66 158 10 0% Supplies, Services And Admin 406 171 411 5 1% Support Services 2,788 1,160 2,785 (3) 0% Other Expenditure 330 267 560 230 70% Repairs & Maintenance 15,208 5,261 13,393 (1,815) -12% Bad Debt Provision 876 366 879 3 0% Void Loss (Council Tax / Lost Rents) 1,109 576 1,282 173 16% Loan Charges 22,092 10,850 26,041 3,949 18% Total Expenditure 53,218 22,908 55,392 2,174 4% House Rents (51,049) (21,270) (51,049) 0 0% Lockup Rents (215) (90) (215) 0 0% Factoring/Insurance Charges (1,555) (648) (1,555) 0 0% Other rents (130) (54) (130) 0 0% Interest on Revenue Balance (146) (61) (146) 0 0% Miscellaneous income (123) (51) (123) 0 0% Transfer from Reserves 0 0 0 0 0% Total Income (53,218) (22,174) (53,218) 0 0% Net Expenditure 0 734 2,174 2,174 31 August 2024 Subjective Summary Forecast Variance 2024/25 ITEM 17 - APPENDIX 1 Page 292
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2023 PERIOD 5 Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Employee Costs 7,661 7,283 (378) -5% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Other Expenditure 330 560 230 70% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Repairs & Maintenance 15,208 13,393 (1,815) -12% Main Issues Mitigating Action Anticipated Outcome Variance Analysis Subjective Analysis Forecast Variance 2024/25 RAG Status Officers have reviewed the repairs spend and identified a potential saving against the 2024/2025 repair and maintenance budget by transferring spend charged to revenue to the capital programme. A review of specific workstreams identified revenue funded works that extend the lifespan of the assets. Specifically work carried out in void properties to bring these back to relet standard are significant and include component renewals. Furthermore, the completion of an Electrical Installation Condition Report (EICR) is complementary to the environmental sensor installation programme. Subjective Description Responsive and planned repair and maintenance services to houses and lockups and income recovered from tenant rechargeable and owner occupier repairs. Variance Narrative A high volume of repair orders and ongoing inflationary pressures are driving up costs, with the most significant pressures across responsive repair and void repair budgets. A year end underspend A rent abatement overspend of £100k is forecast because demand is exceeding the new reduced abatement budget. It is worth noting that the 2024/2025 rent abatement spend is forecast to be circa £250,000 less than the 2023/2024 spend. A year end overspend. Forecast Variance 2024/25 Subjective Description Rent abatements, support for young tenants, legal and banking expenses, and other sundry costs. Variance Narrative Subjective Analysis RAG Status Housing Operations and Building Service will continue to place the strictest controls over the abatement process to minimise this spend. Variance Analysis Variance Analysis Forecast Variance 2024/25 Subjective Description Subjective Analysis RAG Status Cost of employees charged directly to the HRA. Variance Narrative An employee cost underspend is anticipated as management target staffing efficiencies, including tighter controls on staff recruitment and overtime. None required. A year end underspend. ITEM 17 - APPENDIX 2 Page 293
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2023 PERIOD 5 Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 1,109 1,282 173 16% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Loan Charges 22,092 26,041 3,949 18% Main Issues Mitigating Action Anticipated Outcome Variance Analysis Subjective Analysis Forecast Variance 2024/25 RAG Status The Council will continue to actively manage its external / internal borrowing to ensure that it minimises borrowing costs. Subjective Description Loans Fund repayments and the payment of interest and expenses on outstanding HRA debt. Local authority borrowing costs for medium / long term Public Works Loan Board (PWLB) debt and short term debt have remained high. The higher interest rates are driving up HRA debt financing costs. The HRA budget assumed that borrowing rates would reduce in 2024/2025. Whilst Interest rates were originally expected to fall over the course of this year, we now expect rates to remain high for the remainder of ths financial year. A year end overspend. Variance Analysis Forecast Variance 2024/25 Variance Narrative Subjective Analysis RAG Status Variance Narrative Council tax payments for longer term void houses are forecast to exceed budget. There is limited progress being made with utility companies as council staff try and resolve debt on meters and meter reconnections. The poor performance of the utility companies adversely impacts on the length of time properties are void and leads to more empty properties incurring a council tax liability. Housing staff will continue to engage with utility companies to highlight meter issues that are preventing properties being available for let. Housing and Building Services staff will continue to prioritise the repair and subsequent allocation of longer term void properties. A year end overspend. Subjective Description Lost rental income for void houses and lockups and the cost of council tax on long term void properties Page 294
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2024/25 as at Period 5 (31 August 2024) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 August 2024 (Period 5) of General Fund Revenue services under the remit of the Housing and Communities Committee. 2. Recommendations 2.1.1 Members are asked to: i) note the contents of this report which shows the revenue budget forecast to underspend against budget by £0.029m (0.9 %) at the year-end. ii) note the progress on efficiencies incorporated into budgets for 2024/25. 3. Background 3.1 Revenue Budget Members agreed the revenue estimates for 2024/25 at the meeting of West Dunbartonshire Council on 01 March 2024, A total net budget of £3.772m was approved for services under the remit for Housing and Communities services. The budget has been reduced to reflect the decrease in Strathclyde pension fund contributions. This budget has been vired to a central reserve to be used to balance the budget over the next four years as agreed at the Council meeting on 6 March 2024. Budget adjustments are shown below: - Service £m Agreed budget 6 March 2024 3.772 Additional Funding: Additional Rapid Rehousing Transition Programme funding Homeless 0.010 Base Budget Adjustment: Remove excess superannuation budget All (0.469) Revised budget as at Period 3 3.313 ITEM 18 Page 295
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4. Main Issues Revenue Budget 4.2 Appendix 1 shows the probable outturn for the services at £3.645m. As the revised annual budget is £3.313m there is a projected overspend on budget of £0.332m. £0.361m of the overspend relates to approved additional spend financed by specific reserves. The underlying variance is therefore a positive variance of £0.029m. Details of the reserves applied in 2024/25 are below. Reserve Service £m Cost Of Living: - Additional investment to the energy fund to cover winter. W4U 0.125 Transitional Funding Support to Y-Sort-It over 4 years. £39,000 per year for 4 years. W4U 0.039 Cost of Living 3: Additional Support for Apprenticeships. £50,000 per year for 4 years. W4U 0.050 Total Cost of Living Reserve Used 0.214 Earmarked reserves: - CCTV Network Upgrade ASB 0.021 Modern Apprentice 23/24 underspend W4U 0.126 Total Earmarked Reserves used 0.147 Total Reserves Used 0.361 Appendix 2 provides a detailed analysis by service area. Appendix 3 provides commentary of projected net annual variances greater than £0.050m. Appendix 4 shows progress on the delivering 2024/2025 saving options. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. Page 296
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6.2 Agreed efficiencies for 2024/2025 are monitored with current indications being that £0.202m of the savings budgeted of £0.222m will be achieved (see Appendix 4). As noted in 4.2 above, the smoothing fund will be used to offset this £0.020m shortfall. 7. Risk Analysis 7.1 The present variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March and which could affect the year end results for both the revenue and capital budgets. 7.2 Assumptions around service demand and timing of nationally agreed changes through the phasing out of lockdown change regularly and therefore there is a significant risk that the projected year end budgetary position will change from that reported. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9. Consultation 9.1 All services involved in delivering the budgets have been consulted in the compilation of this report 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer, Resources Date: 20 November 2024 ___________________________________________________________________ Person to Contact: Jim McCarron - Business Unit Finance Partner, 16 Church Street, Dumbarton, G82 1QL, Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Page 297
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Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2 - Detailed Budgetary Position (Revenue) Appendix 3 - Variance Analysis (Revenue) Appendix 4 - Monitoring of Efficiencies/Savings Options (Revenue) Background Papers: None Wards Affected: All Page 298
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 August 2024 Actual Outturn 2023/24 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 £000 % £000 £000 2,583 1,954 1,281 2,294 340 17% 340 0 0 Shared Prosperity Fund 0 411 0 0 0% 0 0 951 942 455 894 (48) -5% 0 (48) 828 620 455 639 19 3% 0 19 15 15 6 15 0 0% 0 0 0 Private Sector Housing Grant 41 17 41 0 0% 0 0 291 330 122 351 21 6% 21 0 (569) (589) (285) (589) 0 0% 0 0 4,099 3,313 2,462 3,645 332 10.02% 361 (29) Service / Subjective Summary Annual Variance 2024/25 Communities Homeless Persons Private Sector Housing Anti Social Behaviour Housing Maintenance Trading A/c Total Net Expenditure Working 4 U ITEM 18 - APPENDIX 1 Page 299
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 August 2024 PERIOD 5 Actual Outturn 2023/24 Service Summary Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status £000 £000 £000 £000 £000 % 20,172 Employee 18,870 7,292 18,209 (661) 3% 2,496 Property 2,668 450 2,657 (11) -75% 1,320 Transport and Plant 1,221 502 1,217 (3) 33% 6,335 Supplies, Services and Admin 5,929 2,500 6,000 71 17% 3,437 Payments to Other Bodies 3,009 1,111 3,178 169 16% 998 Other 884 454 1,009 125 0% 34,759 Gross Expenditure 32,580 12,310 32,270 (310) -1% (30,660) Income (29,268) (10,259) (28,625) 643 -53% 4,099 Net Expenditure 3,313 2,051 3,645 334 10% £000 £000 £000 £000 £000 % 2,718 Employee 2,460 956 2,469 9 0% 0 Property 0 0 0 0 0% 15 Transport and Plant 18 3 13 (5) -28% 79 Supplies, Services and Admin 96 5 100 4 4% 1,898 Payments to Other Bodies 1,484 586 1,691 207 14% 29 Other 0 86 125 125 0% 4,739 Gross Expenditure 4,058 1,636 4,398 340 8% (2,156) Income (2,104) (355) (2,104) 0 0% 2,583 Net Expenditure 1,954 1,281 2,294 340 17% £000 £000 £000 £000 £000 % 638 Employee 691 225 669 (22) -3% 3 Property 0 0 0 0 0% 1 Transport and Plant 0 1 2 2 0% 21 Supplies, Services and Admin 0 6 6 6 0% 342 Payments to Other Bodies 2,233 179 2,246 13 1% 0 Other 0 0 0 0 0% 1,005 Gross Expenditure 2,924 411 2,923 (1) 0% (1,005) Income (2,924) 0 (2,923) 1 0% - Net Expenditure - 411 - 0 0% £000 £000 £000 £000 £000 % 888 Employee 655 290 670 15 2% 0 Property 17 0 0 (17) -98% 7 Transport and Plant 5 2 7 3 65% 98 Supplies, Services and Admin 103 38 81 (22) -21% 166 Payments to Other Bodies 233 139 237 4 2% 0 Other 0 0 0 0 0% 1,160 Gross Expenditure 1,012 470 995 (17) -2% (209) Income (71) (15) (101) (30) -43% 951 Net Expenditure 942 455 894 (48) -5% £000 £000 £000 £000 £000 % 2,887 Employee 2,793 1,065 2,811 18 1% 2,181 Property 2,165 330 2,150 (15) -1% 25 Transport and Plant 25 8 24 (1) -4% 146 Supplies, Services and Admin 76 55 101 25 33% 1,010 Payments to Other Bodies 958 249 910 (48) -5% 0 Other 0 0 0 0 0% 6,249 Gross Expenditure 6,017 1,707 5,996 (21) 0% (5,421) Income (5,397) (1,252) (5,357) 40 1% 828 Net Expenditure 620 455 639 19 3% Shared Prosperity Fund Communities Homeless Persons Annual Variance 2024/25 All Services Working 4 U ITEM 18 - APPENDIX 2 Page 300
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2023/24 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 August 2024 PERIOD 5 Actual Outturn 2023/24 Service Summary Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Annual Variance 2024/25 £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 0 0% 1 Supplies, Services and Admin 0 0 0 0 0% 14 Payments to Other Bodies 15 6 15 0 0% 0 Other 0 0 0 0 0% 15 Gross Expenditure 15 6 15 0 0% 0 Income 0 0 0 0 0% 15 Net Expenditure 15 6 15 0 0% £000 £000 £000 £000 £000 % 44 Employee 41 17 41 0 0% 121 Property 241 20 241 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 (1) (1) (1) 0% 247 Payments to Other Bodies 205 81 205 0 0% 0 Other 0 0 0 0 0% 412 Gross Expenditure 487 117 486 (1) 0% (412) Income (446) (100) (445) 1 0% 0 Net Expenditure 41 17 41 0 0% £000 £000 £000 £000 £000 % 278 Employee 279 109 293 14 5% 78 Property 86 34 107 21 24% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 1 1 0% 102 Payments to Other Bodies 114 50 120 6 5% 0 Other 0 0 0 0 0% 458 Gross Expenditure 479 193 521 42 9% (167) Income (149) (71) (170) (21) -14% 291 Net Expenditure 330 122 351 21 6% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 13,357 Employee 12,642 4,855 11,925 (717) -6% 116 Property 159 66 159 0 0% 1,273 Transport and Plant 1,173 489 1,173 0 0% 6,011 Supplies, Services and Admin 5,654 2,403 5,718 64 1% 0 Payments to Other Bodies 0 0 0 0 0% 969 Other 884 368 884 0 0% 21,726 Gross Expenditure 20,512 8,181 19,859 (653) -3% (22,295) Income (21,101) (8,466) (20,448) 653 3% (569) Net Expenditure (589) (285) (589) 0 0% Housing Maintenance Trading A/c Private Sector Housing Grant Anti Social Behaviour Private Sector Housing Page 301
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Working 4 U 1,954 2,294 340 17% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Communities 942 894 (48) -5% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading A/c (589) (589) 0 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service provides support to communities There have been delays in achieving the communities restructure savings though projected recharges to PEF are greater than budgeted Progression with restructure favourable variance This is the provision of Working 4u service None Required Net expenditure will be in line with budget. 31 August 2024 The adverse variances on payments to other bodies/ other expenditure reflects spend that that will met by use of earmarked balances Budget Details Variance Analysis Variance The service will achieve its budgeted surplus None available Employee costs showing a positive variance due to vacant posts within the service. The forecast overspend in supplies and services reflects building material inflationary pressures. Income recovery is slightly less then budget due to the service undertaking less work than originally anticipated. This service delivers maintenance and investment services to the council's housing stock ITEM 18 - APPENDIX 3 Page 302
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 - BCR05 Efficiency Detail Reference Budgeted Amount £'000 Projection of Total Saved £'000 Projection of Total Not Saved £'000 Comment 1 Reduces the budget that funds furniture for temporary accommodation from £1,065 per property to £1,000 per property HE07 16 16 0 2 Reduce funding provided to YSortIt by 25% HE02 29 29 0 3 Reduce funding provided to LCCR by £40k HE06 40 40 0 4 Review the Communities team reducing the delivery of community based services CCF26 87 67 20 Delay in implementation, in year shortfall will be covered by the smoothing fund. Full year savings expected in future years. 5 Removal of GF Contribution to Housing Asset & Investment Team HE05 50 50 0 222 202 20 STATUS: COMPLETE ITEM 18 - APPENDIX 4 Page 303
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Housing and Communities Committee: 20 November 2024 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 31 August 24 (Period 5) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 31 August 2024. 2. Recommendations 2.1 Members are asked to: i) Note the current position of the 2024/2025 HRA capital budget and the HRA capital plan. ii) Note that in year financial performance is monitored against a 2024/2025 capital expenditure budget of £73.664m and a 2024/2025 capital income budget of £10.003m, a one-year borrowing requirement of £63.661m. iii) Note that project life performance is monitored against a five-year project life expenditure budget of £319.738m and a project life income budget of £54.577m, a five-year borrowing requirement of £265.161m. iv) Note that there are six projects reporting off track with an anticipated over / under spend against their 2024/2025 budgets, with a forecast net overspend of £0.334m in 2024/2025. v) Note that all projects are currently on track to achieve their planned completion dates and to deliver within their respective five-year project life budgets. 3. Background 3.1 On 6 March 2024 the Council approved the updated Housing Revenue Account Capital Plan for 2024/2025 to 2028/2029. 3.2 Since then budget adjustments have taken place to bring forward in year project under/over spends during 2023/2024, to reflect up to date information on progress delivering the plan and any need for budget acceleration and budget deceleration from / to future years, and to update the expenditure and income budgets for Affordable Housing Supply projects to reflect the 2023/2024 outturn and to reflect that the most recent cost and income forecasts The budget adjustments result in revised capital budgets as set out in Exhibit 1. ITEM 19 Page 305
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Exhibit 1: Revised HRA Capital Budget 2024/2025 – 20278/2029 2024/25 BCR05 (£m) Project Life BCR05 (£m) Project Life March 24 (£m) Other Capital Expenditure 7.165 27.129 27.180 Major Component Replacement 19.795 92.604 92.604 Void Capital 4.902 19.212 20.712 Structural & Environmental 2.767 14.175 14.175 Support Costs 2.761 14.367 14.367 Affordable Housing Supply Programme 36.274 152.251 149.053 Total Expenditure 73.664 319.738 318.091 Total Income 10.003 54.577 47.029 Prudential Borrowing 63.661 265.161 271.062 4. Main Issues 4.1 Progress against the 2024/25 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR05 Appendix 2 – HRA Capital Detail BCR05 4.2 The HRA capital summary report at Appendix 1 reports that planned expenditure and planned income are both in line with the overall project budgets. Appendix 1 reports that there are twenty-nine capital projects where expenditure / income budget is tracked over the multi-year life of the project and twenty-eight projects classified as rolling programme projects, which is programmes of work where an annual budget is set each year that takes account of demand, cost, and affordability. 4.3 Appendix 2 shows all projects with approved in year and project life budgets as well as forecast expenditure / income. The appendix highlights a 2024/2025 expenditure budget of £73.664m and a forecast spend of £73.998m, a net overspend of £0.334m (0.005% of the planned 2024/2025 spend) The 2024/2025 capital income budget is £10.003m, with a forecast income of £10.003m. 4,4 Commentary on the 2024/2025 expenditure variances are set out in Exhibit 2 below. Exhibit 2: Project Over / Underspends 2024/2025 Project 2024/2025 BCR05 Forecast (£m) 2024/2025 BCR05 Budget (£m) 2024/2025 Variance (£m) Commentary Special Need Adaptations 0.552 0.655 -0.103 • Reduced throughput of capital adaptations this year • Inhouse adaptations team is fully up to date with its order books. • Improved performance with average time of 46 days. • Underspend will be available for reprofiling in future years. Page 306
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Project 2024/2025 BCR05 Forecast (£m) 2024/2025 BCR05 Budget (£m) 2024/2025 Variance (£m) Commentary Capitalised Minor Works 3.964 3.000 0.964 • Transfer of Electrical Installation Condition Works `spend to minor works budget. • Overspend will be re-profiled over future years. • Officers are increasingly directing minor works requests to the relevant planned capital programme. Environmental Sensors 1.365 2.000 -0.635 • Excellent progress with this programme with an anticipated 2,000 sensors due to be installed this year. • Underspend reflects the mobilization period and challenges in getting access to properties. • Underspend will be available for reprofiling in future years. Roofing Works 2.033 2,500 -0.467 • Underspend reflects the changing mix of the capital programme with an increased number of mixed tenure blocks that require owner consent before work can start. This necessary process delay project start • Underspend will be available for reprofiling in future years. Void House Works 5.733 4.902 0.831 • Transfer of increased void spend to HRA capital account following a review. • Void delivery costs, including overtime on voids and contractor spend, have reduced as void number have reduced. • Overspend will be re-profiled over future years. Environmental Works 0.910 1.068 -0.158 • Reduced throughput of environmental works this year because operatives have also worked across other HRA service areas. • Underspend will be available for reprofiling in future years. Contingency - 0.100 -0.100 • Contingency released to offset cost pressures across the HRA capital account. 0.334 4.5 Budget assumptions are required to forecast costs / income, especially where projects span multi-year and project finances have yet to be finalised. It is therefore likely that the projected year end budgetary position will change during the year. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. Page 307
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7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are several variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) Because of current market conditions, inflation is at an all-time high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital budgets have been consulted during the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ________________ Laurence Slavin Chief Officer – Resources Date: 20 November 2024 Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR05 Appendix 2- HRA Capital Details BCR05 Background Papers: Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget, and Rent Levels for 2024/25 - Council 6 March 2024. Wards Affected All Wards Page 308
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Period 5 - 31 August 2024 HRA Capital Summary HRA Capital Expenditure Project Life Budget Project Life Forecast Spend Project Life Variance Rolling Programmes Projects Projects On Track / Complete Projects Off Track £000 £000 £000 Other Capital Expenditure 27,129 27,129 - 5 3 3 - Major Component Replacement 92,604 92,604 - 10 1 1 - Void Capital 19,212 19,212 - 1 - - - Structural & Environmental 14,175 14,175 - 3 1 1 - Support Costs 14,367 14,367 - 1 - - - Affordable Housing Supply Programme 152,253 152,253 - 5 12 12 - Total Expenditure 319,740 319,740 - 25 17 17 - Total Income (54,576) (54,576) - 3 12 12 - Total 265,164 265,164 - 28 29 29 - ITEM 19 - APPENDIX 1 Page 309
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Period 5 _ 31 August 2024 HRA Capital Detail Project Category Planned End Date Revised End Date Project Life Budget Expenditure to 31 /3/24 Expenditure to Date Projected Future Spend Project Life Forecast Spend Project Variance Approved Budget 2024/25 Expenditure to Date 2024/25 Projected Spend 2024/25 In Year Variance 2024/25 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 OCE1 Special Needs Adaptations Rolling 31/03/2025 3,408 - 249 3,159 3,408 - 655 249 552 (103) OCE2 Capitalised Minor Works Rolling 31/03/2025 10,945 - 1,113 9,832 10,945 - 3,000 1,113 3,964 964 OCE3 Better Homes Priority Budget Rolling 31/03/2025 1,680 - 196 1,484 1,680 - 705 196 705 - OCE4 Environmental Sensors Programme Project 31/03/2029 10,000 103 645 9,355 10,000 - 2,000 542 1,365 (635) OCE5 Housing CCTV Installation Programme Project 31/03/2025 750 - - 750 750 - 750 - 750 - OCE6 QL Development Rolling 31/03/2025 109 - 9 100 109 - 21 9 21 - OCE7 Gypsy Travellers Site Rolling 31/03/2025 141 - - 141 141 - 34 - 34 - OCE8 Airport Noise Project 31/03/2026 96 - - 96 96 - - - - - Other Capital Expenditure 27,129 103 2,212 24,917 27,129 - 7,165 2,109 7,391 226 MCR1 Targeted SHQS /EESSH compliance works Rolling 31/03/2025 32,632 - 2,173 30,459 32,632 - 6,537 2,173 6,537 - MCR2 External Component Renewal - Roofs Rolling 31/03/2025 13,010 - 691 12,319 13,010 - 2,500 691 2,033 (467) MCR3 Doors/Windows Component Renewals Rolling 31/03/2025 14,599 - 1,888 12,711 14,599 - 5,011 1,888 5,011 - MCR4 District Heating Project 31/03/2030 6,400 - - 6,400 6,400 - - - - - MCR5 External Stores / Garages / Bin Stores Rolling 31/03/2025 245 - - 245 245 - 47 - 47 - MCR6 Secure entry component renewals Rolling 31/03/2025 245 - 7 238 245 - 47 7 47 - MCR7 Statutory / Regulatory Compliance Works Rolling 31/03/2025 976 - - 976 976 - 294 - 294 - MCR8 Heating Improvement Works Rolling 31/03/2025 8,800 - 693 8,107 8,800 - 1,900 693 1,901 1 MCR9 Energy Improvements / Energy Efficiency Works Rolling 31/03/2025 295 - - 295 295 - 57 - 57 - MCR10 Kitchen Upgrade Rolling 31/03/2025 12,102 - 1,291 10,811 12,102 - 2,652 1,291 2,652 - MCR11 Bathroom & Shower Replacement Rolling 31/03/2025 3,300 - 320 2,980 3,300 - 750 320 750 - Major Component Replacement 92,604 - 7,063 85,541 92,604 - 19,795 7,063 19,329 (466) VOC1 Void House Strategy Programme Rolling 31/03/2025 19,212 - 2,325 16,887 19,212 - 4,902 2,325 5,734 832 Void Capital 19,212 - 2,325 16,887 19,212 - 4,902 2,325 5,734 832 STE1 Defective structures/component renewals Rolling 31/03/2025 2,210 - 306 1,904 2,210 - 712 306 712 - STE2 Environmental Renewal - Paths & Environment Rolling 31/03/2025 5,559 - 296 5,263 5,559 - 1,068 296 910 (158) STE3 Asbestos Management Works Rolling 31/03/2025 1,235 - 23 1,212 1,235 - 237 23 237 - STE4 Multi Storey Flat Strategy Project 31/03/2029 5,171 65 70 5,101 5,171 - 750 5 750 - Structural & Environmental 14,175 65 695 13,480 14,175 - 2,767 630 2,609 (158) SUP1 Salaries / Central Support / Overhead Rolling 31/03/2025 14,367 - 1,150 13,217 14,367 - 2,761 1,150 2,761 - Support Costs 14,367 - 1,150 13,217 14,367 - 2,761 1,150 2,761 - AHP1 Buy Backs Rolling 31/03/2025 20,522 - 1,315 19,207 20,522 - 4,670 1,315 4,670 - AHP2 Demolition Programme Rolling 31/03/2025 485 - 164 321 485 - 485 164 485 - AHP3 Contingency Rolling 31/03/2025 520 - - 520 520 - 100 - - (100) AHP4 Clydebank East Project 15/04/2025 32,894 22,334 27,852 5,042 32,894 - 9,700 5,518 9,700 - AHP5 Pappert Project 22/05/2025 10,517 601 2,838 7,679 10,517 - 9,653 2,237 9,653 - AHP6 Mount Pleasant Project 31/03/2025 6,005 555 1,712 4,293 6,005 - 4,396 1,157 4,396 - AHP7 7-9 Gilmour Avenue Project 10/10/2024 574 40 85 489 574 - 534 45 534 - AHP8 Willox Park Phase1 Project 01/10/2025 5,143 401 418 4,725 5,143 - 2,500 17 2,500 - AHP9 Bank Street Project 01/01/2026 7,549 231 278 7,271 7,549 - 518 47 518 - AHP10 Bonhill Gap Sites Project 01/03/2026 11,537 99 203 11,334 11,537 - 514 104 514 - AHP11 Clydebank Health Centre Project 30/09/2026 10,595 705 773 9,822 10,595 - 390 68 390 - AHP12 Silverton Project 01/12/2026 2,537 33 35 2,502 2,537 - 429 2 429 - AHP13 Queen Mary Avenue Project 01/12/2026 4,556 32 36 4,520 4,556 - 120 4 120 - AHP14 Queens Quay Site C Project 01/04/2029 8,231 31 31 8,200 8,231 - 1,000 - 1,000 - AHP15 Dennystoun Forge – New Build Project 01/04/2026 4,000 - 30 3,970 4,000 - 250 30 250 - AHP16 Future New Build & Related Regeneration Projects Rolling 31/03/2025 24,515 - - 24,515 24,515 - 515 - 515 - AHP17 Fees, Staffing Costs, contingency Rolling 31/03/2025 2,073 - 125 1,948 2,073 - 500 125 500 - Affordable Housing Supply Programme 152,253 25,062 35,895 116,358 152,253 - 36,274 10,833 36,174 (100) Total Expenditure 319,740 25,230 49,340 270,400 319,740 - 73,664 24,110 73,998 334 Full Project Life In Year ITEM 19 - APPENDIX 2 Page 310
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Period 5 _ 31 August 2024 Appendix 2 HRA Capital Detail Full Project Life In Year Project Category Planned End Date Revised End Date Project Life Budget Income to 31 /3/24 Income to Date Projected Future Income Project Life Forecast Income Project Variance Approved Budget 2024/25 Income to Date 2024/25 Projected Income 2024/25 In Year Variance 2024/25 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CAPI1 Scottish Govt Buyback Grant Rolling 31/03/2025 (9,451) - (748) (8,703) (9,451) - (2,858) (748) (2,858) - CAPI2 Clydebank East Project 15/04/2025 (12,605) (12,605) (12,605) - (12,605) - - - - - CAPi3 Pappert Site Project 22/05/2025 (3,725) (172) (672) (3,053) (3,725) - (3,303) (500) (3,303) - CAPI4 Mount Pleasant Project 31/03/2025 (1,838) (467) (467) (1,371) (1,838) - (1,371) - (1,371) - CAPI5 7-9 Gilmour Avenue Project 10/10/2024 (195) - - (195) (195) - (195) - (195) - CAPI6 Willox Park Phase1 Project 01/10/2025 (1,489) (414) (489) (1,000) (1,489) - (1,075) (75) (1,075) - CAPI7 Bank Street Project 01/01/2026 (2,108) (258) (258) (1,850) (2,108) - - - - - CAPI8 Bonhill Gap Sites Project 01/03/2026 (4,789) (188) (188) (4,601) (4,789) - - - - - CAPI9 Clydebank Health Centre Project 30/09/2026 (3,785) (585) (585) (3,200) (3,785) - (200) - (200) - CAPI10 Silverton Project 01/12/2026 (1,000) - - (1,000) (1,000) - - - - - CAPI11 Queen Mary Avenue Project 01/12/2026 (1,600) (140) (140) (1,460) (1,600) - - - - - CAPI12 Queens Quay Site C Project 01/04/2029 (3,086) (2,086) (2,086) (1,000) (3,086) - (1,000) - (1,000) - CAPI13 Dennystoun Forge – New Build Project 01/04/2026 (2,000) - - (2,000) (2,000) - - - - - CAPI14 Future new build sites & related regeneration projects Rolling 31/03/2025 (6,900) - - (6,900) (6,900) - 0 - 0 - CAPI15 HRA Loan Repayments Rolling 31/03/2025 (5) - - (5) (5) - (1) - (1) - Total Income (54,576) (16,915) (18,238) (36,338) (54,576) - (10,003) (1,323) (10,003) - Prudential Borrowing Requirement 265,164 8,315 31,102 234,062 265,164 - 63,661 22,787 63,995 334 Full Project Life In Year Page 311