Document Pack - HAC Committee - 26 February 2025
West Dunbartonshire Council · 26 February 2025
Back to Housing & Communities Committee — 26 February 2025 and its agenda
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Agenda Housing and Communities Committee Date: Wednesday, 26 February 2025 ___________________________________________________________________ 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 William 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: 13 February 2025 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, 26 FEBRUARY 2025 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 - 14 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 20 November 2024. 7 SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT 15 - 25 Submit report by the Divisional Commander, Police Scotland providing Members with an update Quarter 4 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 TENANT PARTICIPATION SURVEY 2024 37 - 44 Submit report by the Chief Officer - Housing and Employability providing the results of a comprehensive Tenant Satisfaction Survey that has been carried out, which will be reported to the Scottish Housing Regulator as part of our 2024/25 Scottish Social Housing Charter requirements. 9 HOUSING EMERGENCY ACTION PLAN 45 - 79 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. 10 “MORE THAN A ROOF,” WEST DUNBARTONSHIRE 81 - 142 COUNCIL HOUSING SOLUTIONS STRATEGY, 2025-2028 Submit report by the Chief Officer - Housing and Employability seeking Member approval of the new housing solutions strategy “More than a Roof” 2025 – 2028. This new strategy will succeed West Dunbartonshire’s Rapid Rehousing Transition Plan (RRTP) strategy “Home at the Heart” as the key strategic response to homelessness and housing access in West Dunbartonshire. 11 MORE HOMES WEST DUNBARTONSHIRE – WEST 143 - 153 DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME Submit report 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. 12/ Page 4
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12 HOUSING REVENUE ACCOUNT (HRA) CAPITAL 155 -166 BUDGETARY CONTROL REPORT TO 31 OCTOBER 2024 (PERIOD 7) Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 31 October 2024 (Period 7). 13 HOUSING REVENUE ACCOUNT (HRA) BUDGETARY 167 - 177 CONTROL REPORT TO 31 OCTOBER 2024 (PERIOD 7) Submit report by the Chief Officer – Resources advising of the 2024/2025 HRA revenue budget position on 31 October 2024 and the forecast position of the HRA reserves as of 31 March 2025. 14 GENERAL FUND HOUSING AND COMMUNITIES 179 - 189 FINANCIAL REPORT 2024/25 AS AT PERIOD 7 (31 OCTOBER 2024) Submit report by the Chief Officer – Resources providing an update on the financial performance to 31 October 2024 (Period 7) of General Fund Revenue services under the remit of the Housing and Communities Committee. ______________________________________________________________ Page 5
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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, 20 November 2024 at 10.02 a.m. Present: Provost Karen Murray Conaghan and Councillors Ian Dickson, Gurpreet Singh Johal, David McBride, Lauren Oxley, Chris Pollock, 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; Laurence Slavin – Chief Officer, Resources; Michelle Lynn, Asset Manager; Michael McDougall, Manager of Legal Services; and Nicola Moorcroft and Lynn Straker, Committee Officers. Also attending: Divisional Commander Gary L’Anson and Chief Inspector Kirsteen McLatchie, Police Scotland; Area Commander Joe McKay and Station Commander Rob Tayor, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apologies: Apologies for absence were intimated on behalf of Councillors John Millar and Lawrence O’Neill. Councillor Gurpreet Singh Johal in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor Gurpreet Singh Johal, 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. VALEDICTORY CHIEF INSPECTOR KIRSTEEN MCLATCHIE - POLICE SCOTLAND Councillor Singh Johal advised that this was the last meeting Chief Inspector Kirsteen McLatchie, Police Scotland would be attending. On behalf of all Members of the Committee, he thanked Chief Inspector McLatchie for all her work for West Dunbartonshire and wished her well in her future role. In response, Chief Inspector McLatchie noted thanks to all and advised that Chief Inspector Simon Shanks will be her replacement within West Dunbartonshire going forward. MINUTES OF PREVIOUS MEETING The Minutes of the Meeting of the Housing and Communities Committee held on 21 August 2024 were submitted and approved as a correct record subject to all references to Chief Superintendent being amended to Chief Inspector. 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 Inspector, 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 Area Commander and the Station 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. Page 8
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HOUSING AND EMPLOYABILITY DELIVERY PLAN 2024/25 MID-YEAR PROGRESS REPORT A report was submitted by Chief Officer – Housing and Employability providing an update on progress of the Housing and Employability Delivery Plan 2024/25. After discussion and having heard the Chief Officer – Housing and Employability in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved. ‘MORE HOMES WEST DUNBARTONSHIRE’ – STRATEGIC HOUSING INVESTMENT PLAN (SHIP) 2025/26 – 2029/30 A report was submitted 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. 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) the draft SHIP 2025/26 - 2029/30 as appended to the 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); (2) to 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 (3) to delegate authority to the Chief Officer – Housing and Employability to implement the Strategic Housing Investment Plan in partnership with relevant stakeholders. ‘MORE HOMES WEST DUNBARTONSHIRE’ – WEST DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted 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. 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 9
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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; (2) to approve the updated estimated costs for O’Hare (Bonhill Gap site) development noted in paragraph 4.4 of the report and to 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; (3) to 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 paragraphs 4.5 to 4.8 of the report; and (4) to note the increased Affordable Housing Supply grant benchmark levels, following a review undertaken by the Scottish Government, highlighted at paragraph 4.9 of the report. WEST DUNBARTONSHIRE – EMPTY HOMES STRATEGY 2024-2029 A report was submitted by the Chief Officer – Housing and Employability seeking approval of the new Empty Homes Strategy 2024 -2029. 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 approve the revised Empty Homes Strategy 2024-2029; (2) to approve the target to return 125 homes back into use over the period of the strategy; and (3) to note the feedback from the Scottish Housing Minister as follows: ‘80% of the £40 million will be allocated to the five local authorities with sustained temporary accommodation pressures in both 2024-25 and 2025-26, to properly test the departure from the usual practice of distributing funding across all 32 authorities. However, there will be the opportunity to reconsider the allocation to the other 27 local authorities for 2025-26, which will be led by the SDG and that the Committee write to COSLA Leaders, COSLA Housing Spokesperson and request that when considering the 2025/26 allocation of the £40m that 80% goes to the 27 local authorities and that 20% goes to the five Local Authorities that had received the higher allocation last year. Page 10
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HOUSING EMERGENCY ACTION PLAN A report was submitted 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. 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 progress to date and the implementation of the key actions of the Housing Emergency Declaration Action Plan as summarised in paragraphs 4.1 – 4.6 of the report and in the action plan update within Appendix 1 of the report; and (2) to 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 meetings of the Housing and Communities Committee regarding the Housing Emergency declaration. HOUSING REPAIRS POLICY A report was submitted 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. After discussion and having heard the Chief Officer – Housing and Employability and the Building Services Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the revised Repairs Policy attached as Appendix 1 to the report; and (2) to invite the Chief Officer – Housing and Employability to take appropriate actions to ensure the policy is implemented immediately. SCOTTISH SOCIAL HOUSING CHARTER ANNUAL BENCHMARKING AND MID-YEAR PROGRESS REPORT A report was submitted 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. After discussion and having heard the Chief Officer – Housing and Employability and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- Page 11
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(1) to note the content of this report recognising how the Council performed compared to peers during 2023/24 and mid-year progress in terms of meeting the outcomes of the Scottish Social Housing Charter; (2) to note that following the approval of the Annual Assurance Statement by the Committee on 21 August 2024 that, this has now been submitted to the Scottish Housing Regulator as per regulatory requirements; (3) to note that the annual Charter Performance Report for 2023/24 has now been published and a summary would be provided to all tenants with the winter edition of the Housing News; and (4) 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. ‘INVOLVING YOU TO IMPROVE HOUSING SERVICES’ - WEST DUNBARTONSHIRE COUNCIL’S TENANT PARTICIPATION STRATEGY 2025-2028 A report was submitted 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. After discussion and having heard the Chief Officer – Housing and Employability in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the progress and achievements made in relation to the implementation of the previous Tenant Participation Strategy 2021- 2024; and (2) to approve the draft West Dunbartonshire Tenant Participation Strategy 2025- 2028 and associated action plan. HOUSING AND COMMUNITIES BUILDING SERVICES UPDATE A report was submitted 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. After discussion and having heard the Chief Officer – Housing and Employability and the Building Services Manager in further explanation and in answer to Members’ questions, 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 4.6 of the report; and Page 12
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(3) to delegate authority to the Chief Officer – Regulatory and Regeneration to award contracts to successful bidders HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 31 AUGUST 24 (PERIOD 5) A report was submitted 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. After discussion and having heard the Chief Officer – Housing and Employability in further explanation, the Committee agreed:- (1) to note the HRA revenue account currently forecasts an adverse variance of £2.174m. If required, the adverse variance would be offset by using HRA reserves of £0.968m and a General Fund reserve contribution of £1.205m; (2) to 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 need to develop a plan to replenish HRA reserves to the HRA prudential target; (3) to 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 paragraph 4.5 of the report; and (4) to note that there is limited scope to further reduce spend in 2024/2025 beyond the significant actions set out in the report. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2024/25 AS AT 31 AUGUST 2024 (PERIOD 5) A report was submitted 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. 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 showing the revenue budget forecast to underspend against budget by £0.029m (0.9 %) at the year-end; and (2) to note the progress on efficiencies incorporated into budgets for 2024/25. Page 13
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HOUSING AND COMMUNITIES CAPITAL MONITORING REPORT TO 31 AUGUST 24 (PERIOD 5) A report was submitted by the Chief Officer – Resources providing an update on the HRA capital programme to 31 August 2024. 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 2024/2025 HRA capital budget and the HRA capital plan; (2) to 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; (3) to 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; (4) to note that there were six projects reporting off-track, with an anticipated over/under spend against 2024/2025 budgets, with a forecast net overspend of £0.334m in 2024/2025; and (5) to note that all projects are currently on-track to achieve the planned completion dates and to deliver within the respective five-year project life budgets. The meeting closed at 11.52 a.m. Page 14
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April 24 to December 24 Total Crime 28 Crimes Incidents 20,258 Recorded Dishonesty Crimes 1380 Domestic Abuse Inc 1066 +1.1% -4.9% +10.5% +5.2% +25% -28.6%* Road Deaths & Serious Injuries 20 -10.7%* Sexual Crime 175 -1143*PYTD +8*PYTD, +84*5YR AVG -71*PYTD, +199*5YR AVG +101*PYTD, +79*5YR AVG +53*PYTD, +164*5YR AVG +35*PYTD, +24*5YR AVG -8*on PYTD -328*PYTD Violent Crime 1075 Missing People 261 Counter Terrorism +24*PYTD +10.1%* -33*PYTD, -35*5YR AVG Common Assault 726 -26.2% Housebreaking 93 Disorder Complaints 2,731 The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average +0.4% -5.3% Item 7a Page 15
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OFFICIAL 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 to 3 of 2024/25, with available figures being shown from 1st April 2024 through to 31st December 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 OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of December 2024, acquisitive crimes have reduced by 4.9% from 1451 to 1380 crimes compared to the same period last year. Increases in both shoplifting and mainly online social engineering fraud crime has been offset by continued reductions in theft by housebreaking at residential properties and also common thefts. Public Protection Group 2 sexual crimes have seen an increase of 25% with 175 crimes recorded compared to 140 at the end of December last year. This is largely due to a rise in number of rape crimes and sexual assaults recorded rising from 27 to 45 and 50 to 57 crimes respectively. These increases are due to an increase in non- recent reporting with just over half of all crimes being non-recent in nature. Increases in such offences are always concerning but with over 50% of reports relating to historical incidents, it evidences an increased confidence in Police Scotland to make such reports after sometimes considerable passages of time. Road Safety & Road Crime The number of fatal road traffic collisions within West Dunbartonshire remains unchanged at the end of Qtr. 3, with only 1 collision recorded in the current period. Road traffic collisions involving serious injuries have reduced from 27 to 19, and collisions involving slight injuries have also decreased from 23 to 18. Serious Organised Crime At the end of December 2024, drugs supply crimes show a substantial increase of 24.56% from 57 to 71 crimes while possession charges continue to see a reduction from 437 to 354. Across Argyll & West Dunbartonshire 16 persons linked to serious and organised crime (SAOC) have been arrested and £2,595,658 seized under the Proceeds of Crime Act 2002 (POCA). Violence & ASB At the end of December 2024, Group 1 crimes of violence have increased slightly with 1075 crimes compared to 1022 the previous year to date, while anti-social behaviour (ASB) related crimes have also risen from 871 to 999 due to increases in breach of the peace/threatening abusive behaviour (+49) and consuming alcohol within a public place (where appropriate bye laws exist (+54). 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 Page 17
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OFFICIAL OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 7728 7756 Total number of incidents 21,401 20,258 DEMAND ANALYSIS - * PYTD - PREVIOUS YEAR TO DATE CYTD - CURRENT YEAR TO DATE * * * * The total volume of crimes and offences recorded within West Dunbartonshire has seen a marginal increase when compared to the previous year while the current figure is also slightly above the previous 5-year average (+5.4%). Crimes of violence (+5.2%), sexual crimes (+25%) and anti-social offences (+14.7%) continue to see an upward trend compared to the previous year. Crimes of violence and sexual crime are both 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 marginally by 1.1% with the current figure (1154) also 5% below the previous 5-year average (1214). Both acquisitive crime and crimes relating to damage and reckless behaviour have also seen a reduction on last year from 1451 to 1380 (-71) and 731 to 696 (-35) crimes respectively. Page 18
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OFFICIAL OFFICIAL ACQUISITIVE CRIME Shoplifting crimes continue to see an increase compared to the previous year from 534 to 600 and remains above the previous 5-year average. Year to date, 51 more shoplifting crimes have been detected. This is in line with the national picture across the rest of the Force. At the end of December 2024, thefts of motor vehicles have increased by 20.9% from 47 to 56 crimes, while the current figure is also 21.7% above the previous 5-year average (46). Approximately 32% of crimes related to taking/driving a vehicle without consent of the owner, while a further 12 crimes involved thefts of motorcycles. The detection rate has increased from 46.5% to 50%. There continues to be an increase in fraud crimes at the end of Qtr. 3 from 152 to 188 crimes, which is above the 5-year average of 147. The increase is largely due to a rise in social engineering frauds (+9), bank account takeovers (+7) and frauds involving stolen credit/debit cards (+4). The detection rate for fraud crime is currently at 12.2%, which is a decrease from 23.7% PYTD. Many perpetrators of fraud offences generally are based out with the UK. Common thefts have seen a 12.1% reduction compared to the PYTD down from 380 to 334 crimes remaining fractionally above the 5-year average of 329. The detection rate has remained fairly consistent at 23.7% compared to 26.8% the previous year. The reduction by 4.9% from 1451 to 1380 crimes compared to the same period last year is an encouraging statistic when compared to the overall increase at the end of Q2 when measured against the previous year Q2 figure. We have increased proactive patrols of hotspots while working with other Policing Divisions and National Specialist Departments to detect and disrupt individuals and serious and organised crime groups involved in the theft of motor vehicles. We have established a short-life working group led by the CID involving the National Crime Unit to drill down into the fraud stats to better understand the potential areas where improvement can be made, ideally reducing fraud occurring however when it does, increasing the detection rate. Another very significant habitual shoplifter was remanded for a period of imprisonment during Q3. Our continued activity around diversion via the arrest referral scheme and other partnership work with the ADP & Partners continues to seek redirection from criminality for both adult & youth repeat offenders. Page 19
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OFFICIAL OFFICIAL The volume of non-recent sexual crimes being reported remains high, some of this is a result of increased engagement with victims and growing confidence in the officers in these specialist roles. We are further developing the work of The Safeguarding Team, mentioned in the Q2 summary, by establishing strong working links between these Officers and the Preventions Team who are trained in various crime prevention techniques and resolves. We are developing a menu of preventative measures available including alarms, surveys, home security measures and also the offer of referral to addiction services as appropriate. We are looking to break the cycle of violence that has become normalised behaviour. Although an increase is never welcomed, the volume of domestic incidents had risen 15% at the end of Q2 against the PYTD and has now decreased to 10.5% measured against the PYTD. Missing persons figures have risen which relates directly to a specific group of youths repeatedly going missing. We have held professional multi-agency meeting with our SW colleagues to bring this figure down while continuing to support and protect the youths involved. At the end of December 2024, Group 2 crimes have increased by 25% (+35) compared to the same period last year. The increase is largely due to a rise in rape offences from 27 to 45 crimes, while sexual assaults have also risen slightly from 50 to 57 (+7) year on year. Approximately 83% of rape crimes occurred in a private place and 83% were committed by persons known to the victim. Similarly, around 62% of sexual assaults also occurred in a private place with 66% committed by persons known to the victim. Approximately 58% of rape crimes during this reporting period relate to non-recent reports, which is an increase from 41% PYTD. The detection rate for rape crime is currently at 46.7%, while the detection rate for sexual assaults has decreased from 60% to 40.4% year on year. Detection rates are impacted by the volume of non-recent reports. Crimes relating to indecent images/communications have seen marginal change compared to last year with the majority of crimes being committed by strangers via online platforms. The number of domestic abuse incidents has increased by 10.5% compared to PYTD from 965 to 1066, while the number of crimes recorded have also risen from 568 to 791 crimes as at the end of Qtr. 3. There has also been a 1.9% increase in the crime/incident conversion rate from 48.7% to 50.6%. A total of 261 missing person reports have been recorded by the end of December 2024, which is an increase of 10.1% from 237 last year. PUBLIC PROTECTION Page 20
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OFFICIAL OFFICIAL At the end of Qtr. 3, the number of fatal road collisions in West Dunbartonshire, is unchanged from the position in the same period last year (n=1). Both serious and slight injuries have reduced 18.99% from 27 to 19 (-8) and 21.74% from 23 to 18 (-5) respectively. Offences relating to motor vehicles have also seen a reduction of 3.9% from 2153 to 2070 (-83), largely due to a decrease in speeding offences (-102) and unlawful use of motor vehicle offences such as using a motor vehicle without a test certificate and insurance offences (-125). Crimes such as drink/drug driving offences (+49) and vehicle defect offences (+94) have both seen an increase compared to PYTD. Road Traffic Casualties 2023/24 2024/25 Number of persons killed on our roads 1 1 Number of persons seriously injured 27 19 Number of persons slightly injured 23 18 Number of children seriously injured 0 0 Inspector Fiona Davidson took up post as Road Policing Inspector for the area at the start of Q3, Fiona has previously held a number of posts across L Division and is very aware of the important role this specialist department has in keeping people safe on our roads. The volume of high visibility traffic patrols continues to influence driver behaviour which is evidenced in the decrease in speeding offences while showing an increase in detections for both drink/drug driving and vehicle defects. Targeted, intelligence led policing is removing these drivers from the roads rendering them safer for the vast majority of drivers operating within the law. Pro-active social media messaging and a visible policing patrol matrix has assisted the crash statistics to remain well below the PYTD through the more challenging weather at the year end. The Partnership Approach to Road Safety Group, chaired by Police Scotland, is now reviewing all fatal crash locations in partnership with the Local Authority and Roads Authority to ascertain what, if any, improvements can be introduced to improve the safety of the road network and best prevent further accidents at the same location. The established partnership with The Institute of Advanced Motorists (IAM) and SFRS is proving both popular and beneficial providing training resources by way of educational films, access to resources and the opportunity to attend advanced driver training. ROAD SAFETY AND ROAD CRIME Page 21
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OFFICIAL OFFICIAL Across Argyll & West Dunbartonshire, 16 persons linked to serious and organised crime have been arrested and £2,595,658 has been seized under POCA since 1st April 2024. At the end of December 2024, drug supply charges have increased from 57 to 71 crimes and is also slightly above the previous 5-year average (63.6). Drug possession charges have seen a reduction of 19% from 437 to 354. Our Serious & Organised Crime Team continue to target those groups and individuals involved in the supply of controlled drugs into the communities. Their work, which is often protracted requiring weeks or months of work, is having the desired outcome. At the end of Q2 the detections for drug supply offences sat at 9.3% above the PYTD, that figure is now 24.56% above the PYTD. In addition to this substantial rise, further persons linked to serious and organised crime (SAOC) have been arrested and now a total of £2,595,658 has been seized under the Proceeds of Crime Act 2002 (POCA). We have engaged the services of the Lived Experience Speakers from the National Violence Reduction Unit who have delivered inputs to the pupils at The Vale of Leven Academy and are now also scheduled to do likewise at Our Lady & St Patricks. The feedback from pupils and staff has been very encouraging, the inputs are covering gang culture, drugs, misogynistic attitudes and also the importance of having a personal exit strategy to remove yourself from potentially harmful situations. We are sitting on the Drug Death Review group to better understand how, where and when police and / or partners can positively impact on a person’s lifestyle and signpost that individual to the most appropriate service to provide assistance, guidance and support to break their dependency on illegal drugs. We are now referring people who find themselves in police custody due to addiction issues to support services for both alcohol and drug dependency in an attempt to remove them from the criminal justice process. SERIOUS & ORGANISED CRIME Page 22
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OFFICIAL OFFICIAL VIOLENCE & ANTI-SOCIAL BEHAVIOUR The Area Commander is continually looking at analytical products to best deploy resources to be at the right place at the right time to address violence and ASB. The rise in levels of violence being at 5.2% at the conclusion of this reporting period is a substantial drop from the 10.3% rise against PYTD at the end of Q2. Although a rise, the curve is flattening, and continued efforts are expected to cause this increase on the PYTD to narrow or actually reduce. Our previously discussed scrutiny around robberies, has almost removed the increase against the PYTD figure completely, we are now a single crime above the PYTD figure at the end of Q3. That compares to a 40% rise at the end of Q2 on the PYTD. The importance of our continued work around the referral of people in police custody to addictions and support services for alcohol and drugs is further evidenced by the fact that nearly 50% of persons involved in serious assault crimes were under the influence. Levels of violence in West Dunbartonshire have increased by 5.2% from 1022 to 1075 (+53) crimes. Just over half of all crimes took place in a private place. Furthermore, 38% of public space crimes were committed by persons known to the victim. Robberies have increased marginally from 27 to 28 crimes, 18 occurred in a public place (12 on a public street and 6 at commercial premises). The remaining 10 crimes occurred within residential premises. Fifteen robberies were committed by persons known to the victim and 13 were committed by strangers. The detection rate for robbery has increased from 48.1% to 64.3%, which equates to an additional 5 crimes being detected year on year. Serious assaults have also seen a slight increase from 54 to 59 crimes with crimes being largely spilt 60/40 in terms of public/private space and 65% were committed by persons known to the victim (4 were domestic related). Nearly half of all crimes were committed with the victim and/or offender being under the influence of alcohol/drugs or both and 53% of crimes involved the use of a weapon. The detection rate has reduced marginally from 75.9% to 72.9%. Page 23
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OFFICIAL OFFICIAL Common assaults have increased marginally by 1.1% from 718 to 726 and are currently above the 5-year average (642), while common assaults on police and emergency workers have also risen marginally by 3.6% compared to PYTD. Around 56% of common assaults occurred in private space settings and in 44% of public space crimes, offenders were known to victims. The detection rate for common assaults overall has remained fairly consistent from 56.4% to 57.3%. Across the recording period the number of ASB related calls to Police Scotland has reduced by approx. 10.1% compared to last year. Anti-Social related offences (Group 6) have increased by 14.7% with 999 crimes recorded compared to 871 PYTD, however the current figure remains 7.7% below the previous 5-year average (1082.4). VIOLENCE & ANTI-SOCIAL BEHAVIOUR We are providing support and identifying any additional training needs for our officers that are victims of violence. Being a Police Officer is demanding and can be dangerous, but we continue to strive to reduce physical assaults on officers and staff, it is not acceptable to assault any emergency worker. The further reduction in ASB calls in this reporting period is particularly pleasing considering it includes Bonfire Night and both the Christmas and New Year periods when licensed premises are busier and social gatherings peak. The build up to 5th November and the following days are historically busy for us and SFRS. Great credit is due to the work of ourselves and partners in SFRS and West Dunbartonshire Council in the partnership approach to the Bonfire period this year. Substantial early partnership engagement ensured a relatively peaceful period with minor ASB issues arising across the authority. West Dunbartonshire ASB Team worked tirelessly to remove materials from various areas assisted by police. The date itself saw a very effective and efficient multi- agency operational order being utilised with a rapid response to issues as they arose minimising any negative impact on the community. Page 24
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OFFICIAL OFFICIAL PUBLIC CONFIDENCE: COMPLAINTS & USER SATISFACTION Overall satisfaction with Police Scotland User Satisfaction results show that locally, public confidence levels remain high within Argyll and West Dunbartonshire with overall satisfaction levels at 70.1%, which remains in line with the position in 2022/23. During November 2024, Police Scotland were in the top five for highest volume of 999 calls received in the UK with 86.10% of calls answered within 10 secs. Police Scotland achieved an average speed of answer of 9.51 seconds, within the target answering time of 10 seconds. Again, during December 2024, Police Scotland were again in the top five for highest volume of 999 calls received with 88% of calls answered within 10 secs. Police Scotland achieved an average speed of answer of 8.72 seconds, which was within the target answering time of 10 seconds. Chief Inspector Simon Shanks took over as Area Commander from Kirsten McLatchie during this reporting period with the responsibility for all local policing activity in West Dunbartonshire. Police Scotland produced the results of the National Staff Survey to The Divisional Senior Leadership team who are currently working on an action plan to consider any changes to working practices to address any issues raised in the survey to improve employee satisfaction. User Satisfaction results show that locally, public confidence levels remain high within Argyll and West Dunbartonshire with overall satisfaction levels at 70%, which remains in line with the position in 2022/23. Total of 428 responses 70% Satisfied/Very Satisfied Page 25
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West Dunbartonshire Performance Report Q3 - 1st October 2024 - 31st December 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 Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 2Page 28
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6 2 0 12 0 1 5 1 0 29 3 14 10 1 1 14 3 4 3 0 1 12 0 3 9 2 2 12 0 1 0 0 2 8 1 8 33 6 6 87 7 31 -3% 200% 100% 78% -42% -26% 8% 100% -24% 10% 14% -31% 6% 86% 21% 31% 23% 7% Year on Year Change 3 Year Average Change 5 Year Average Change Clydebank Central Clydebank Waterfront Dumbarton Kilpatrick Leven Lomond Total Incidents Local Fire and Rescue Service Plan Priorities Accidental Dwelling Fires Accidental Dwelling Fire Casualties Non- Domestic Fire Safety Unwanted Fire Alarm Signals Unintentional Injury and Harm Deliberate Fire Setting 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 Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 3Page 29
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West Dunbartonshire Activity Summary 2020/21 2021/22 2022/23 2023/24 2024/25 161 110 80 99 140 56 80 95 71 69 192 207 208 115 112 409 397 383 285 321Total 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 31% 20% 49% 44% 21% 35% All Fires All Special Services All False Alarms Incidents by Classification Annual Average 5 Year Average 19.00% 12.46% 12.15% 11.21% 9.66% 7.17% 6.85% 3.12% 2.80% 2.18% 1.87% 1.87% 1.56% 1.25% 0.93% Refuse Fire False Alarm (Good Intent) False Alarm (Dwelling) Dwelling Fire False Alarm (UFAS) Outdoor Fire Special Service - Effecting entry/exit Special Service - Assist other… Vehicle Fire Other Building Fire Special Service - No action (not… Special Service - Flooding Special Service - Hazardous… Special Service - Lift Release Special Service - Removal of… 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 140 fires primary & secondary special services69 false alarms 112 -3% totalnumber of incidents 321 13% 41% fire & non-fire casualties 12 0% economiccost of ufas incidents £61,070 Activityby Time of Day -3% (41) (-2) (-3) (36) (0) 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 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 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 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 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 Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 4Page 30
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-3% 8% 6% Main Source of Ignition Year on Year 3 Year Average* 5 Year Average* Domestic Safety - Accidental Dwelling Fires Domesti Detection Present 84.8% 67.9% Detection Actuated Calls Made via Linked Alarms 90.9% 19 6 4 2 2 Cooking applianceElectricity Supply Other/Other Domestic Appliance/ Heating Equipment Not known Smoking Related/ Matches/ Candles 24 27 18 34 33 2020/21 2021/22 2022/23 2023/24 2024/25 42.4% 12.1% 36.4% 78.8% No FirefightingAction Direct Firefighting Heat/SmokeDamage Only Nofire Damage Alcohol/Drug Impairment 18.2% Distraction 27.3% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 18.2% Clydebank Waterfront 15.2% 30.3% Dumbarton Kilpatrick Leven Lomond 9.1% 27.3% 0.0% 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) (6) (5) (10) (3) (9) (0) (14) (4) (12) (26) (9) (6) (28) (19) (30) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 5Page 31
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200% 100% 86% Year on Year 3 Year Average* 5 Year Average* Domestic Safety - Accidental Dwelling Fire Casualties Overcome by gas, smoke or toxic fumes; 50.0% 16.7% 16.7% 0.0% 0.0% Other Burns - slight 0 0 0 3 00 0 2 1 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 50% Female 50% 2 1 3 2 6 2020/21 2021/22 2022/23 2023/24 2024/25 Clydebank Central 33.3% Clydebank Waterfront 16.7% 16.7% Dumbarton Kilpatrick Leven Lomond 0.0% 33.3% 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) (2) (1) (1) (0) (2) (0) (1) (5) (0) (0) 50.0% Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 6Page 32
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100% -24% 21% Year on Year 3 Year Average* 5 Year Average* Unintentional Injury or Harm Not known Head injury Collapse Cuts/Lacerati ons Other medical condition 33.3% 16.7% 16.7% 16.7% 16.7% 0.0% 0 0 0 2 00 0 1 3 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 33% Female 67% Clydebank Central Clydebank Waterfront 0.0% 16.7% Dumbarton Kilpatrick Leven Lomond 16.7% 33.3% 33.3% 0.0% Road Traffic Collision Water Rescue Assisting Other Agencies 16.7% 0.0% 83.3% 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 16.7% 0.0% 16.7% Fatality 66.7% 7 11 7 3 6 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) (0) (0) (1) (1) (2) (2) ()(1) (4) (1) (1) (0) (5) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 7Page 33
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78% 10% 31% Year on Year 3 Year Average* 5 Year Average* Deliberate Fire Setting Clydebank Central Clydebank Waterfront 33.3% 16.1% Dumbarton Kilpatrick Leven Lomond 13.8% 13.8% 9.2% 13.8% 117 70 45 49 87 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 17.1% 11.4% 13.3% 10.2% 11.5% 82.9% 88.6% 86.7% 89.8% 88.5% 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Primary Secondary 3 0 7 0 Other Buildings Dwellings Vehicles Other Primary 55 22 Refuse Other Secondary 409 397 383 285 321 97 62 39 44 77 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) (12) (29) (14) (12) (12) (8) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 8Page 34
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-42% 14% 23% Year on Year 3 Year Average* 5 Year Average* Non Domestic Fire Safety 9 4 6 12 7 2020/21 2021/22 2022/23 2023/24 2024/25 Clydebank Central Clydebank Waterfront 42.9% 42.9% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 14.3% 0.0% 71% 0% 29% Accidental Deliberate Not Known 57.1% 0.0% 28.6% 71.4% No FirefightingAction Direct Firefighting Heat/SmokeDamage No FireDamage 2 1 1 1 1 1 Hospitals and medical care, Hospital Retail, Large supermarket Retail, Department Store Food and Drink, Pub/wine bar/bar Retail, Shopping Centre Food and Drink, Takeaway, fast food 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 (0) (3) (3) (0) (0) (1) (4) (0) (2) (5) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 9Page 35
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-26% -31% 7% Year on Year 3 Year Average* 5 Year Average* Unwanted Fire Alarm Signals 113 123 136 42 31 2020/21 2021/22 2022/23 2023/24 2024/25 Clydebank Clydebank Waterfront 45.2% 12.9% Dumbarton Kilpatrick Leven Lomond 9.7% 3.2% 25.8% 3.2% 12 11 3 3 2 Residential Home, Nursing/Care/ Other Residential, Sheltered Housing - not self contained/… Hospitals and medical care, Hospital Other Residential, Hotel/motel Warehouses and bulk storage, Warehouse/ Industrial Manufacturing, Engineering Public admin, security and safety/ Entertainment and culture, Community centre/Village or Parish Hall 10% UFAS Percentage Against all Incidents UFAS Percentage Against all False Alarms 28% Human Influenceand Alarm Activations 35.5% 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 (1) (14) (4) (3) (1) (8) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 10Page 36
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Housing and Employability Housing and Communities Committee - 26 February 2025 ___________________________________________________________________ Subject: Tenant Satisfaction Survey 2024 1. Purpose 1.1 This purpose of this report is to provide members of the Housing and Communities Committee with the results of a comprehensive Tenant Satisfaction Survey that has been carried out, which will be reported to the Scottish Housing Regulator as part of our 2024/25 Scottish Social Housing Charter requirements. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the contents of this report and recognise the significant increase in the level of Tenant Satisfaction across all areas of the housing and homelessness services from the previous survey carried out in 2022; (ii) Acknowledge the efforts of staff across housing and homelessness services and tenant representatives in achieving such positive tenant satisfaction results; (iii) Note that this satisfaction data will be reported to the Scottish Housing Regulator (SHR) as part of our Annual Return on the Charter (ARC); (iv) Note and invite the Chief Officer, Housing and Employability to ensure the tenants spending priorities sourced through the survey feedback noted at 4.28 of this report is reflected in the delivery of investment priorities over the next 3-year period; (v) Agree that these key findings are shared with the West Dunbartonshire Tenants and Residents Organisation (WDTRO), Scrutiny Panel and tenants more widely via the spring edition of Housing News; and (vi) Note that all service areas across housing will be tasked to use the full survey report as part of our wider assessment of performance which will inform actions that form part of our broader Charter Improvement Plan. 3. Background 3.1 The Scottish Social Housing Charter (SSHC) requires all social landlords to have robust and up to date customer satisfaction information and to report this annually to the Scottish Housing Regulator via the Annual Return on the Charter. Item 8 Page 37
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3.2 In order to meet this obligation, it was agreed by the Housing, Environment and Economic Development Committee in November 2013 that a comprehensive tenant satisfaction survey be carried out on an annual basis for the duration of the first 4 full years of the Charter, when it would then be reviewed by the Scottish Housing Regulator and Scottish Government. Following this review, it was subsequently agreed in partnership with tenants and residents’ organisations that a comprehensive tenant satisfaction survey would be carried out every second year. 4. Main Issues 4.1 The main aim of the Tenant Satisfaction Survey was to seek tenant views in relation to the housing landlord services provided by the Council to identify areas where the service can be improved. 4.2 The survey was designed to meet the guidance provided by the Scottish Housing Regulator regarding assessing tenant satisfaction. As such, the survey was designed to ensure that: The questions asked covered the key tenant satisfaction Charter Indicators in the way which is prescribed. The sample was designed to meet the guidance provided by the Scottish Housing Regulator which states that as a minimum, data accurate to +/-5% should be achieved and the sample should be designed to be representative of the organisation’s tenant population. 4.3 The IPSOS MORI guidance prepared on behalf of the Regulator debates the use of a range of different methodologies for carrying out large scale tenant satisfaction surveys, including postal, online, telephone and face to face survey methods. 4.4 Given the requirements and the desire to obtain detail around reasons for any reported dissatisfaction with services, it was decided that the tenant survey was carried out utilising an interviewer led face to face interview methodology. The main benefits of this were: Utilising an interviewer led methodology allows us to maximise the response rate; This methodology is an inclusive methodology and allows interviewers to ensure that, for example, elderly or those with a disability or literacy problems can be included in the process; and This methodology facilitates a high quality of survey output as it allows the interviewer to build up a rapport with the participant ensuring that survey questions can be explained thoroughly and that the questionnaire is answered in full. 4.5 A total of 500 interviews were carried out between 9 September and 21 October 2024, providing data accurate to +/-3.4%. Analysis of the participant profile 3.3 Page 38
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shows that the survey sample is broadly representative of our tenant base by geographic location, property size and property type. There was therefore no requirement for the survey data to be weighted and the data should be considered the most robust available in relation to outlining tenant views. 4.6 The table below shows the results for the six Charter Indicators that this survey is used as the source for and outlines our performance trend since 2019, highlights the change in satisfaction levels since the last survey carried out in 2022 and compares our results with the 2023/24 Scottish average figure for local authorities for these key measurements: West Dunbartonshire Council Tenant Satisfaction Survey 2024 Indicator 2019 2022 2024 Change 2023/24 LA average ARC 1: % of tenants satisfied with the overall service provided by their landlord 78.5% 61.3% 87.0% +25.7% 79.5% ARC 2: % of tenants who feel their landlord is good at keeping them informed about services and decisions 85.7% 75.8% 86.8% +11.0% 82.9% ARC 5: % of tenants satisfied with opportunities to participate in their landlord’s decision making 83.9% 69.2% 87.2% +18.0% 80.9% ARC 7: % of existing tenants satisfied with the quality of their home 76.6% 62.7% 87.8% +25.1% 79.1% ARC 13: % of tenants satisfied with the management of the neighbourhood they live in 78.5% 62.7% 86.0% +23.3% 78.9% ARC 25: % of tenants who feel that the rent for their property represents good value for money 76.8% 60.5% 85.6% +25.1% 79.1% Overall Satisfaction 4.7 The survey opened by asking respondents how satisfied or dissatisfied they were with the overall service provided by West Dunbartonshire Council as their landlord. A significant majority of tenants (87%) are satisfied with the housing service overall, the Scottish local authority average for this measure is 79.5%. Only 4% are dissatisfied, down from 28% who reported being dissatisfied in 2022. 4.8 Analysis of the responses for overall tenant satisfaction by housing type illustrates some degree of variation, e.g. 92.3% satisfied for tenants living in semi-detached (houses and bungalows) to 85.1% satisfaction for those living in multi-storey flats. 4.9 There is some degree of variation in satisfaction with the overall service provided by geographic location, with the highest satisfaction being reported by residents in Alexandria (90.5% satisfied), followed by Dumbarton (86.2% satisfied) and Clydebank (85.4% satisfied). Tenant Participation and Engagement 4.10 In 2024, 86.8% of tenants said their landlord was good at keeping them informed about services and decisions, the Scottish local authority Page 39
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average for this measure is 82.9%. Only 3.4% said that the Council was poor on this measure, down from 24% in 2022. 4.11 Most tenants (87.2%) are satisfied with the opportunities to participate in decision making, The Scottish local authority average for this measure is 80.9%. Only 1.4% are dissatisfied (11.4% of tenants are neutral on this question answering ‘neither-nor’). 4.12 Around three in four tenants (74.6%) said they were not interested in becoming involved in the decision making of their landlord, whilst 8.6% said they were already involved. As to the other barriers to getting involved, work commitments (7.1% of all responses), childcare commitments (4.5%) and tenants’ health/disability (4.3%) are the three main reasons given by tenants for not wishing to get involved in the housing service’s decision making. Housing Quality 4.13 Most tenants (87.2%) are satisfied with housing quality, the Scottish local authority average for this measure is 80.9%. Only 2.4% of tenants reported being dissatisfied, down from 27% in 2022. 4.14 There is some degree of variation in satisfaction with housing quality by property type with the highest satisfaction found amongst tenants living in semi-detached properties (97.5%) and terraced houses (91.7%), and lower satisfaction rates reported by those living in multi-storey flats (87.8%) and those living in tenements (83.3%). 4.15 Most tenants (91.8%) are satisfied that the Council provides them with a home that is safe and secure, with a lower majority of 62.8% stating that they find it easy or fairly easy to afford to heat their home, with 8.2% saying this is difficult. 4.16 One of ten tenants (10.0%) report being aware of damp and mould in their property, 88.6% are not aware and 1.4% don’t know. Of those tenants who are aware of damp and mould, most (76%) have reported this issue to the Council whereas 24% have not. Amongst those tenants that have reported damp and mould, 57.9% are waiting on the Council to address the issue whilst 42.1% say that the damp and mould problem has returned. 4.17 Tenants are who are aware of damp and mould are less likely to be satisfied with the quality of their home (68.0% satisfied) when compared to tenants who are not aware of this type of problem (90% satisfied). Neighbourhood management 4.18 Almost nine in ten tenants (86%) are satisfied with neighbourhood management, the Scottish local authority average for this measure is 78.9%. Only 2.4% of tenants reported being dissatisfied, down from 27% in 2022. Page 40
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4.19 Satisfaction with neighbourhood management varies by area with 94.0% of tenants living in Dumbarton satisfied, whilst the figure for Alexandria is 88.3% and for Clydebank is 81.0%. Value for Money 4.20 Almost nine in ten tenants (85.6%) feel that the rent for their property represents good value for money, the Scottish local authority average for this measure is 79.1%. Only 2.6% say that the rent that they pay is poor value for money, down from 15% in 2022 (11.8% answered ‘neither good nor poor’ value). 4.21 In relation to property type, tenants living in semi-detached homes (97.4%) and 4-in-a-block properties (86.6%) are the most likely to say their rent represents good value for money, with those the least likely to say so being tenants living in multi-storey flats (82.4%) and those living in tenements (78.8%). 4.22 Rent value for money by tenant profile shows that amongst the most positive tenants on this measure are retired tenants (95.1% say rent is good value), single person households (87.8%) and homes that do not include children (86.9%). Amongst the least positive tenants are those with children in home (82.8% say rent is good value), tenants who are aged 16 to 34 (82.4%) and those classed as other not working (75.5%). 4.23 Tenants who said that rent was poor value for money (2.6%) or neither good nor poor value (11.8%) were asked to say how value for money could be improved and the results of this enquiry show that internal (e.g. Kitchens/bathrooms) property improvements (28.0% of all comments) and external (e.g.; windows/roofs) upgrades (21.3%) are the two main value for money improvements. A lower proportion (19%) stated that reducing the annual rent increase would be their preference. 4.24 Tenant perceptions of rent affordability (based on the responses of those who pay full or part rent) shows that on average, most tenants (66.2%) said that rent was very or fairly easy to afford. Repairs service 4.25 The satisfaction data relating to repairs for our ARC submission is sourced via the existing exit surveys (as per the technical guidance). However, we also use the opportunity in this representative survey to ask tenants about their satisfaction with the repairs service and the results are outlined below: West Dunbartonshire Council Tenant Satisfaction Survey 2024 Indicator 2019 2022 2024 Change 2023/24 LA average % of tenants satisfied with the repairs and maintenance service 74.6% 67.7% 90.2% +22.5% 86.7% Data from service exit surveys and not the comprehensive Tenant Satisfaction Survey is used to report performance for ARC Indicator 12 Page 41
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4.26 For tenants whose homes have been repaired in the last year, 90.2% are satisfied with the last repair whilst 4.9% are dissatisfied. In 2022, 67.7% of tenants were satisfied with their last property repair, whilst the Scottish average figure for local authorities is 86.7% satisfied. This increase in the level of satisfaction with the repairs service is broadly reflected in the existing exit surveys carried out in real time. 4.27 The comprehensive survey provided the opportunity to ask tenants about their satisfaction with different elements of the repairs service. Again, feedback is positive, with all elements of the service having a satisfaction level of over 85% (the highest being 91.5% of tenants saying that are satisfied that they can report a repair easily, whilst the lowest is 86.6% of tenants saying they are satisfied with the time between a repair and the repair being completed). Spending priorities 4.28 The survey highlighted the fact that cost pressures exist and asked tenants to outline what their most important spending priorities for the future were within this context. Feedback from this question overwhelmingly shows that the two top spending priorities for tenants are: A responsive and high-quality repair service; and Building new Council homes. There is low support from tenants for priority spending in areas such as: Environmental improvement works (bin areas/paths); Garden tidy schemes; and Open space maintenance Summary and Improvement actions 4.29 Tenant satisfaction with the Council’s housing service has improved substantially since the last survey carried out in 2022, with all the ARC indicators reporting significantly higher satisfaction levels and all now higher than the LA average reported in 2023/24. 4.30 The design of the survey meant that any tenants who expressed dissatisfaction were asked to expand about the reasons for this. Tenants who were dissatisfied with the service overall or who answered ‘neither satisfied nor dissatisfied’ were asked what improvements were needed to provide a better housing service. The three main improvements requested by this minority of tenants (12.4%) are to: Upgrade the inside of the home (30.8% of tenant comments). Upgrade the outside of the home (19.2% of tenant comments). Improve the repair service (13.5% of tenant comments). Page 42
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4.31 All service areas across housing will be tasked to use the full survey report as part of our wider assessment of performance which will inform actions that form part of our broader Charter Improvement Plan. 5. People Implications 5.1 Developing appropriate service responses to inform our broader Charter Improvement Plan will be managed from within existing staffing resources. 6. Financial and Procurement Implications 6.1 There are no financial and procurement implications. Any improvement actions will be resourced within existing resource allocation and budget. 7. Risk Analysis 7.1 There is a risk that failure to have a comprehensive approach toward Customer Satisfaction and toward benchmarking as part of our wider response to the Scottish Social Housing Charter, would attract an adverse reaction from the Scottish Housing Regulator. 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 The proposals 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 findings from the tenant satisfaction survey will be presented to tenant representatives and to tenants and staff more broadly. 11. Strategic Assessment 11.1 The proposals contained in this report directly address all the Council’s strategic priorities. The investment in, and provision of attractive affordable housing will also indirectly support the objective of economic growth and employability through supporting employment and improving place attractiveness. Page 43
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Peter Barry Chief Officer Housing and Employability Date: 31 January 2025 __________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness, 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: WDC Tenant Satisfaction Survey report 2024 Wards Affected: All Page 44
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Housing and Employability Housing and Communities Committee - 26 February 2025 ___________________________________________________________________ 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 Declaration 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 Chief Officer, Housing and Employability will provide a verbal summary of the Housing Summit held on the 10th February and future actions, and (iii) Note 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 the 1st May 2024 Housing and Communities Committee unanimously agreed to declare a Housing Emergency in West Dunbartonshire. The reasons behind the motion being raised was due to the extreme pressures facing housing and homelessness service in meeting statutory duties. 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, Progress in reducing the number of empty homes (council voids); and The construction of new council homes at the following development sites Clydebank East, Mount Pleasant, Pappert and Gilmour Avenue. Item 9 Page 45
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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. Over five thousand households 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 sixty-eight 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 Scottish Government’s Affordable Housing Supply Programme funding of around 24% in 2024/25, 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 eight local authorities have followed suit and made a housing emergency declaration (South Lanarkshire, West Lothian, Angus, Scottish Borders, Dumfries and Galloway, Aberdeen, East Renfrewshire and East Lothian). Therefore 13 of 32 Scottish local authorities have declared housing emergencies, including four of the six housing stock transfer authorities who do not fulfil a landlord role. 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, and Theme 4 - Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets. 4.2 There have been five Project Board meetings in total since the declaration. The project board agreed further progress will be made via existing governance arrangements and reported to the Housing Emergency Project Board. To date there has been progress on all the 61 actions, with nearly half either being fully completed or at least 50% complete. Page 46
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4.3 To assist with further progress a Housing Summit was held on 10th February 2025 gathering over eighty key stakeholders with an aim to work on solutions to help end the emergency but also improve housing options long term within West Dunbartonshire Council. The Housing Summit aimed to extend the range of agencies with an active focus on the housing emergency, including homelessness prevention and increasing the supply of new homes. The Chief Officer, Housing and Employability will provide a verbal summary of the event and actions which will be taken forward as a result of the summit. 4.4 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 4.5 The Housing and Communities Committee Convenor wrote to the Housing Minister requesting the reinstatement of the funding cut to the Affordable Housing Supply Programme funding. While we await the full details of the Scottish Government Budget the draft announcements seem to indicate that this request will be met, and additional funding will be available to the delivery of new homes through the Affordable Housing Supply Programme. The Council will receive notification of their Resource Planning Allocation in March 2025. The Council supported by tenant prioritisation has continued to deliver much needed new homes and is currently on site in a number of development sites across the local authority area (Clydebank East, Gilmour Avenue, Pappert and Mount Pleasant), the delivery of these new homes is supported by The Council’s buyback scheme targeting addressing housing need in West Dunbartonshire. Make Best Use of Existing Stock 4.6 There has been positive progress around void performance within the Council’s housing stock and in partnership with others we are working to reduce the delays caused with energy supply issues in Council void homes. A review has begun of all Council leased properties to ensure best use of stock. Further work has taken place around maximising use of Homeswapper to meet housing needs. The new repairs policy has now been agreed and to be rolled out from 1st April 2025. Enhancing Housing Access and the prevention of homelessness 4.7 In partnership with the Violence Against Women Partnership a refreshed approach has been delivered to assist with preventing negative housing situations including a refreshed housing pathway for WDC tenants who flee domestic violence. Progress made around a public awareness campaign on homelessness and significant progress has been made around actions to reduce children in temporary accommodation. Strengthen the Financial viability and capacity of the Housing Revenue Account (HRA) and associated Housing and Homelessness budgets Page 47
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4.8 A number of actions are being taken forward through the Housing Emergency Project Board and the HRA Value for Money group which now meets on a weekly basis to help strengthen the financial health of the Housing Revenue Account. Council Officers are also part of a national conversation with the Scottish Government, COSLA (Convention of Scottish Local Authorities) and ALACHO (Association of Chief Housing Officers) to investigate the possibility of HRA debt relief to enable local authorities to build or acquire more social rented homes. 4.9 We continue to monitor the key performance indicators developed to help monitor the progress made through the action plan which will signify an end to the current emergency declaration. Progress against these will be reported to the May meeting of the Housing and Communities Committee 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. 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. Page 48
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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. • Our Communities - Resilient and Thriving • Our Environment - A Greener Future • Our Economy - Strong and Flourishing • Our Council - Inclusive & Adaptable Peter Barry Chief Officer, Housing and Employability Date: 13th February 2025 ___________________________________________________________________ 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 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, February (available 3rd February 2025) Page 49
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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 Housing Emergency Action, Equalities Impact Assessment Screening, June 2024 Wards Affected: All Page 50
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Housing Emergency Declaration action plan Generated on: 03 February 2025 Icon Name 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. Action 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 Acquisition funding and the new temp accommodation funding and concerns over the formula used to distribute 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 Yes Continue to lobby SG for increase in AHSP funding in partnership with COSLA/SOLACE/ALA CHO 31-Mar- 2025 West Dunbartonshire Council was allocated an additional £800k to spend in 2024/25 through the Affordable Housing Supply Programme in recognition of our ability to deliver, the additional funding is from the existing funding within the AHSP. Discussions took place on 29/1 with a view to diverting more money into West Dunbartonshire before the end of the year. In terms of 2025/26 we await the budget announcements, but we expect an increase in our RPA for 25/26 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 9 - Appendix 1 Page 51
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To 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 Deliver new Strategic Housing Investment Plan 31-Oct- 2024 SHIP approved at Housing and Communities Committee of 20th November Jamie Dockery Deliver the Council's approved new build programme for 24/25 helping meet the identified housing need. 01-Mar- 2025 Willox Park now on site as of 25th November 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 Develop and acquire More Homes Project Board approval for proposal to ensure the acceleration and prioritisation of new home delivery. 31-Dec- 2024 Yes 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. Examine ways to accelerate new build delivery considering housing emergency declaration 31-Dec- 2024 While the initial action is complete, ongoing progress in this will be reported and monitored within the governance of the More Homes Board. There does continue to be internal challenges in the delivery of new housing. Develop revised Strategic Local Programme in partnership with Scottish Government Yes Programme in place and shadow programme identified and will be confirmed within forthcoming SHIP John Kerr Page 52
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To 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 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 Participate in Housing Investment task force discussions 25-Sep- 2024 Yes Announcement 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 16-Feb- 2025 No Discussions ongoing in partnership with Scottish Futures Trust, we await further clarification from the Scottish Government in terms of the announced MMR fund within the Programme for Government. Page 53
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Explore innovative housing investment and partnership models to maximise housing investment approaches 31-Mar- 2025 Proposal paper to More Homes Project Board in December to define policy 28-Feb- 2025 No This action has slipped from January, and we await announcements from the Scottish Government re budget commitments and the allocation of funding . John Kerr 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 28-Feb- 2025 Action being progressed through national dialogue Peter Barry; Alan Douglas; Michael Mulgrew Detail development priorities within SHIP 31-Oct- 2024 Yes Prioritisation exercise carried out as part of SHIP process Review HRA resource allocation across the Council to help facilitate/deliver new build programme 28-Mar- 2025 Action now delayed until March 2025 as the new service design for Housing Development was not supported by the SRRG Housing Develop service design to be completed 28-Mar- 2025 No Service Redesign approved by SRRG now working to implement 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 Yes Explore an approach to develop modular and other forms of innovative housing by working in partnership with other housing providers 28-Feb- 2025 For noting - Scotland's leading modular home deliverer has gone into administration Review Gilmour development 28-Feb- 2025 No John Kerr Examine the capacity of the HRA to deliver agreed housing ambitions 31-Mar- 2025 Action being progressed and will meet target Peter Barry Page 54
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To 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 (now Housing Summitt). 28-Feb- 2025 No This will be explored through the WD Housing Summit taking place on 10/2 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 Review Affordable Housing Design Standard 31-Mar- 2025 Full review to be undertaken in early 2025, but the design standard was examined as part of the SHIP development process and it was found not to be limiting in terms of new build ambitions, many developing associations citing it as a benefit in the design process and providing clear guidance. John Kerr 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 announcements John Kerr Icon Name 2 - Make Best Use of Existing Stock Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Continue to Improve our approach to 31-Dec- 2024 Although the action has been completed work Martin Feeney Page 55
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned 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. continues on the Void Improvement Action Plan working alongside Housing Operations to improve performance across the Council. Building Services continue to set targets to improve productivity and reduce the average cost to bring a property back to the Councils' relet standard. At end of quarter 3 to end of December Building Services had received 665 and returned 706 ready for let properties. The average time to bring back to relet standard in quarter 3 was 13 days (target 12 days) compared with 27 days in 2023/2024 (discounted days). Actual days in quarter 3 was 55 days compared to 79 days in quarter 2. Up to the 27/01/2025 major and extensive voids have been reduced by 15. The average cost to bring a property back to the Councils' relet standard has reduced in 2024/2025 compared to 2023/2024. Less void properties have been subcontracted and a significant reduction in void overtime costs has Page 56
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To been achieved. Costs may increase in quarter 4 as efforts to achieve the target of 150 by year end continue. 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. Page 57
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Continue to implement improvement actions in the void management improvement plan including increasing productivity and reducing the average cost to bring an empty home back to the Councils' relet standard. 29-Nov- 2024 Yes Sub action complete. Actions in the void management improvement plan and building services action plan 2024/2025 action are progressing well. Increased productivity in void operations and reduction in the average cost to bring a void back to the Councils' relet standard are evident and further improvement are progressing and being monitored. 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 target date with 3 of the 4 sub actions completed. Actions in the void management improvement plan and building services action plan 2024/2025 are progressing well. Increased productivity in void operations and reduction in the average cost to bring a void back to the Councils' relet standard are evident and further improvement are progressing and being monitored. The reduction in costs is in addition to reduced costs for decorations which is no longer routinely completed. Due to increased void properties year to date compared to 2023/2024 the use of sub- contractors will increase December - March. 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 Yes Decision taken to not introduce a moratorium at this time. Martin Feeney Complete review of referral/communication processes between void team and Helptomove 30-Sep- 2024 Yes Review of existing referral process completed Page 58
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Engage with Consumer Scotland to discuss problems encountered 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 help the move to identify move ins with no end date meter readings to enable more accurate 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 liaison void meetings 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 liaison meetings, this now includes HB, WDC Support Worker and void maintenance officers Meetings focus on operational 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. Page 59
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Develop escalation process with helpthemove on more problematic meter problems 31-Oct- 2024 Yes Helpthemove have identified senior officer in Scottish Power to assist, OVO/SSE covered under Helpthemove contract. Key contacts in Help the Move identified to support escalation of complex meter related problems established 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 Seek HACC approval of new strategy - aim to bring 25 properties per year back into use 30-Nov- 2024 Yes Consultation ended 30/9/24 Draft strategy being updated for HACC in November 2024 approval granted 20/11 Accelerate the reduction of private sector empty homes by delivering a new Long Term Empty Homes Strategy 31-Mar- 2025 A significant milestone was achieved which seen the approval of the new Empty Homes Strategy by committee on the 20th November Review numbers of empty homes brough back into use at end of current financial year 31-Mar- 2025 No 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. Page 60
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To HRA Value for Money Group to develop revised Repairs Policy which will meets tenant priorities 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. Deliver with tenant representatives a new repairs policy 30-Nov- 2024 Seek approval for revised Repairs Policy from Housing and Communities Committee November 2024. 20-Nov- 2024 Yes On track - report prepared and will be considered by Committee 20 Nov 2024. approval given. Stefan Kristmanns Ensure new repairs policy achieves key objectives 30-Nov- 2024 New repairs policy was approved by the HACC Committee in November 2024. The policy will achieve objectives to improve the reactive repair service, making this more efficient whilst meeting tenants’ expectations. Work is progressing to get the new policy live by 1 April 2025. 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 Homeless services. ongoing allocations discussion to complete new media/drive for downsizing etc 16-Feb- 2025 No have a new report to better understand who we want to target - but need to have awareness current targets Page 61
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Review and promote Allocations Policy flexibilities and enhanced Transfer Incentive Scheme linked to the review of the Housing Allocations approach 31-Mar- 2025 Review current transfer incentive scheme 28-Feb- 2025 No linked to mutual exchange and other pieces of work follow up meeting 20/12, additional meeting 17/01 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 process 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 Clydebank East development, this model/approach will be used for all future new build sites 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 Page 62
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Actively introduce a pre letting process initially linked to the transfer led allocation process for new build social housing 11-May- 2025 Review house assessment form to ensure capturing relevant information via HO mobile app 30-Apr- 2025 No Mobile app working group established, initial area of NTV in place with other service areas to follow. PTV developed and being tested before further rollout, house assessment will be next function to be reviewed/developed. Target timeline requires to be extended to reflect status of development stage to 30/4/25 Nicola Pettigrew Project board to agree options for HACC following all feasibility studies and financial reviews Linked to action H/RRTP/19- 24/064 16-Feb- 2025 No new staff member in place now so a focus on this project going forward HACC approval on options 30-Nov- 2025 No Deliver the recommendations from the Supported Housing Review 31-Mar- 2026 Action on track and deliverables programmed from November 2024 Carry out procurement exercise to meet new needs and options agreed 30-Jan- 2026 No Claire McKay Establish project plan and resource requirement 30-Nov- 2024 Yes Resource allocation agreed in November Better Homes Board, Senior Housing Development Officer will project manage assessment, but it requires full buy in from all service areas. Initial Report findings to be presented and recommendations agreed at Better Homes Project Board 17-Feb- 2025 No Page 63
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Stock assessment to be undertaken against key technical and operational indicators to assess performance 23-Feb- 2025 No Finding to inform refreshed Housing Asset Management Strategy which will be presented to February committee 28-Feb- 2025 No 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 Implementation Plan including the focused regeneration initiatives to be led by Housing Development Co-ordinator (Better Homes) 28-Feb- 2025 No Jackie McRory 1000 Homes 31-Oct- 2024 Yes 1000 now completeContinue 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 Environmental sensors now installed at over 1100 homes 2000 homes 31-Mar- 2025 No Emily Dorrian Initial Proposal developed 18-Oct- 2024 Yes The initial introduction of 2 new compliance roles to be managed within the housing service and dedicated to HRA properties (phase 1) 28-Feb- 2025 No Two statutory compliance roles are anticipated to be approved at the SRRG on 3/12 Implementation of Phase 1 31-Mar- 2025 No Page 64
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Deliver new proactive approach to ensure our housing stock continues to meet all statutory compliance requirements 31-Mar- 2025 Proposal developed and shared within senior housing team/Better Homes Board Review of planned approach with tenant representatives and paper to be submitted to More Homes Board in Mach regarding a potential Phase 2 to ensure compliance requirements are met 31-Mar- 2025 No John Kerr Obtain baseline data to support VFM in promoting mutual exchange options with applicants 30-Sep- 2024 Yes Completed Review functionality and best practice with Home Swapper 30-Sep- 2024 Yes Completed Introduce quarterly marketing information via social media, tenants’ news to maximise awareness 28-Feb- 2025 No Downsizing information included in Tenants News, flagged to TP team to include in future editions. Similar info being finalised for social media release to raise awareness Add opt our option to housing application form 31-Mar- 2025 No Online application form in progress to be implemented, include option as part of revised form development work in progress and testing underway, will require soft launch once testing complete Complete marketing awareness campaign to increase use of home swapper 31-Mar- 2025 Yes Completed - text/social media information, increase in sign up by 39%. Page 65
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Prepare paper to outline required additional resource needing to support increased capacity of home swapper 31-Mar- 2025 No To be progressed via home swapper working group 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 Home swapper working group to scope out feasibility Nicola Pettigrew Gather all information on all leases for an overview 30-Nov- 2024 Yes Action on track, some information outstanding but plan to convene a meeting in early December to satisfy all information is in place before undertaking a sprint review to allow a discussion at the January Housing Improvement Board 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 Review all leases and decide whether best use of housing stock 31-Mar- 2025 No John Kerr 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 Maximise the use of existing housing systems to support effective stock management 31-Mar- 2025 action being taken forward as part of IHMS Improvement Plan, IHMS team working with a nominated Senior Housing Development Officer to ensure the system meets wider housing service needs before Graham Watters Page 66
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To involving key managers Icon Name 3: Enhancing housing access & prevention of homelessness Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Develop and implement transfer led approach to new build housing allocations 31-Aug- 2024 Action has been achieved but will be monitored and a report will follow 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. Committee Approval in place and ensure ongoing tenant support 30-Aug- 2024 Yes Completed John Kerr Set up meeting with all seniors management from both HSCP and Housing/Homeless to take forward discussions 29-Nov- 2024 Yes meeting confirmed for 7th Feb Strengthen strategic leadership approach with HSCP regarding housing emergency 14-Feb- 2025 Follow up actions from joint meeting 14-Feb- 2025 No Peter Barry; Margaret-Jane Cardno set up new meeting of the housing bill group now Bill is through stage 1 30-Oct- 2024 Yes set up 13/11 Discuss options for task force - link to timeline for the bill 29-Nov- 2024 Yes Establish a Task Force approach to engage public bodies to promote prevention measures linked to the Housing (Scotland) Bill 31-Mar- 2025 Task force established and expectation is Stage 2 of the BILL will make its way through Parliament in early 2025. Develop West Dunbartonshire approach 31-Mar- 2025 No The approach will be inclusive of a housing emergency implementation plan John Kerr Page 67
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Finalise draft of strategy following consultation (Aug until Dec) 31-Dec- 2024 Yes draft to be published on the website by 16/12 - consultation open until 20/12 Seek HACC approval of new strategy 28-Feb- 2025 No Develop a new refreshed strategic approach to the prevention of homelessness through the delivery of a Housing Solutions Strategy 01-Apr- 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 Yes 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 deliver action H/HEDAP/2024/038 31-Dec- 2024 Yes to be signed off agreed by HIB on 27/01 Claire McKay Job evaluation 21-Feb- 2025 No Still awaiting outcome of JE: Job reads received for 4 posts, grading for these posts still outstanding. still awaiting job reads and grading for 3 additional posts. Direct Matches & Matching Pools and Expressions of Interest 31-Mar- 2025 No Await outcome of JE before this can be completed Full implement the introduction of the Housing Solutions Service following on from the Homelessness Service redesign 30-Apr- 2025 Service Rebranding Action List No To be completed on restructure Joanne Sutherland Agree in principle online form and tweak to ensure all aspects covered 30-Sep- 2024 Yes meeting 26/09 - all partners agreed to form following last amendments and will look for formal agreement from management committees Page 68
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To RSL to seek Committee approval on form before being finalised 30-Nov- 2024 Yes agreement given at meeting 05/12 but further discussions on legal contract and data protection Agree data sharing agreement and Information to be used on the website for all involved and link 28-Feb- 2025 No at the meeting on 5/12 a legal agreement along with a data sharing - unable to meet WDC legal until the new year - until this is agreed no launch date can be agreed. 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 30-Apr- 2025 Agree Launch online form 31-Mar- 2025 No Claire McKay this is linked to Action 48 being achieved first 31-Oct- 2024 Yes Delivery of stock sheet training and Team Leader Support/shadowing in interviews. 28-Feb- 2025 No Delayed due to staff absences but planned in early February. Development and trial of Housing Solutions paperwork and personal housing plan. 28-Feb- 2025 No Paperwork finalised and partially rolled out for use across all staff. Slight problem with the recording on AVD still to be resolved. Completion to module 6 housing options toolkit for all casework staff 31-Mar- 2025 No Review process once new structure in place 30-Apr- 2025 No This includes task groups to identify training gaps/ workshops on DV, young people etc. Introduce a comprehensive housing options interviews at application stage to manage demand and options 30-Apr- 2025 Housing Options Survey and presentation to all casework staff Yes Joanne Sutherland Page 69
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Decision paper for Housing Improvement 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-Dec- 2024 Yes agreed to rollout from 1st feb paper going to HIB to 27/01 HIB to update, quarterly monitoring update guidance and relevant policies on agreed remit 31-Dec- 2024 Yes Allocation panel remit updated and agreed by co-ordinators, to be circulated along with updated guidance to all staff before the rollout on 1st feb 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 Yes finalised guidance circulated to all staff for the rollout from 1st feb Claire McKay Review current open Homeless cases with children 06-Dec- 2024 Yes to identify those in temporary accommodation, those on offer and still waiting. identify actions for those who are no on offer 92 on the list - reviewing list and will finish on 16/12 Page 70
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Joint meeting between Homelessness and Housing operations focusing cases who do not have an offer 20-Dec- 2024 Yes initial meeting held on 02/12 - reviewing data, agreed for a follow up meeting on 16/12 to agree any actions reviewed all cases and taken various actions; • extra discussions with households to try expanding areas • look to match those RFL - issues is majority 3 apt and are largest blocker is 5apt plus • prioritise households who have children in temp with them and not access • add access, bed sizes to the allocations policy review • flag sizes/areas to the buyback officer following on identify any new processes to be implemented and rolled out to help continually reduce times children spend in temporary accommodation 31-Jan- 2025 Yes flag sizes and areas in most demand to RSL added access and bedroom sizes to the policy review agree priority to non- access households Deliver a refreshed process which will ensure that time in minimised for children in all forms of temporary accommodation 31-Mar- 2025 Using additional Temporary accommodation funds to focus on acquisitions for those households in temp with children waiting on offers 28-Feb- 2025 No Claire McKay Page 71
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Carry out recent research around stigma and homeless with view to creating further actions to take forward 20-Dec- 2024 Yes Consulted wider work around the stigma of homelessness and how to reduce. Including 'Responsibly Communicating Homelessness' - published as a result of the HARSAG recommendation around reducing the stigma of households experiencing homelessness, which is designed to ensure that appropriate language is used by professionals when supporting such groups, the use of images within publications don’t reflect typical stereotypes and overall shifting the view of homelessness to a modern and evidence- based direction. As well as Crisis research around public attitudes to homelessness and the importance of sharing examples of lived experience to give a wider understanding of the issue, allowing for the systematic causes and consequences of homelessness to be emphasised to allow for systematic solutions. Further actions to be created based on above research. Design and deliver a dynamic public awareness campaign focused on the realities of homelessness and housing need 31-Mar- 2025 Donna Kirkwood Page 72
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Liaise with WDC comms team on appropriate campaign actions 31-Jan- 2025 Yes Meeting took place end of January to discuss best way to progress in terms of additional milestones and timeline to be complete. Review WDC homeless webpage content to ensure appropriate language/images used around homelessness. 03-Feb- 2025 Yes Webpages are updated regularly, ensuring homelessness advice is up to date and communicated effectively and appropriately. Identify positive case studies detailing household circumstances and support provided by WDC to resolve homelessness to highlight help available and realities of homelessness. 12-Feb- 2025 No 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 review. No A moving feast; as cases are closed or pathways are escalated when temporary accommodation is required, demand for 1 bed or larger family households. Significant number are DV cases which may be resolved under prevention/allocations panel going forward. Joanne Sutherland Linked to action 48 being achieved first 31-Oct- 2024 Yes Page 73
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Introduce a consistent assessment of housing and support needs regardless of if a tenant or presenting as homeless 31-Mar- 2025 review support process once new housing solutions services are rolled out 31-Mar- 2025 No Claire McKay; Joanne Sutherland Develop and implement a new approach to resettlement and humanitarian schemes 31-Mar- 2025 Claire McKay Minimise and eradicate the use of unsuitable accommodation for homeless households 31-Mar- 2025 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 Deliver the outcomes of the Rapid Rehousing Transition Plan 30-Apr- 2025 Objective 4 - housing first 01-Apr- 2025 No Claire McKay Linked to Action 48 being achieved first 31-Oct- 2024 Yes Explore expanding a homelessness prevention approach and better managed demand for temporary accommodation 30-Apr- 2025 review in line with decrease of pathway 1 and increased need to for temp 07-Feb- 2025 No Joanne Sutherland Action 48 needs achieved first 31-Oct- 2024 Yes Page 74
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Introduce a "Mediation First" approach to housing applications for 16–19-year-olds (as a homelessness prevention approach) 30-Apr- 2025 Restructure - once in place and introduction of youth specialist team put process in place 31-Mar- 2025 No Joanne Sutherland actions 37, 42, 46 and 47 can then follow on from this action if achieved 31-Oct- 2024 Yes Paper on the possible vision to be taken to Access to Housing Group in December (Now Feb 2025) 17-Feb- 2025 No Agree principles relating to new on door housing access system aligned to the new Housing Solutions service 28-Feb- 2025 No Implement a ‘One Door’ preventative housing access system under one service to prepare for new prevention duties. 31-Mar- 2025 Proposal being developed and will be introduced for discussion at the next Board Develop implementation plan 28-Mar- 2025 No John Kerr Upscale the Housing First programme through collaborative commissioning 31-Mar- 2025 review current provision 28-Feb- 2025 No Claire McKay Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire 31-Mar- 2025 Claire McKay Icon Name 4: Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Building services action plan created 31-Oct- 2024 Yes internal pan created Page 75
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Complete the review of Building Services Repairs and Maintenance service costs to deliver immediate efficiencies to the HRA 31-Mar- 2025 Building Services - Service Costs Recovery and Management of the HRA Maintenance and Repairs Budgets 2024/2025 is progressing well with all high priority actions 90% or more complete at 23/01/2025. These action include improving service efficiency, effective financial management and improve people management practice within the service. Deliver action plan - include service efficiencies 31-Mar- 2025 No Martin Feeney Explore innovative housing investment and partnership models to maximise housing investment approaches 28-Feb- 2025 Working Group established, revised housing investment approaches are also included in the work of the Housing Investment Task Force led by the Scottish Government John Kerr Carry out review of HRA contributions to other non-housing Council service areas 30-Jun- 2025 Peter Barry Examine the capacity of the HRA and the Council's General Fund to deliver agreed housing ambitions 14-Mar- 2025 Peter Barry; Laurence Slavin Develop a 3-year rental strategy in partnership with tenants to ensure tenant priorities and 28-Feb- 2025 Stefan Kristmanns Page 76
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To strategic housing ambitions can be delivered Review Building Services structures and external contractors to ensure best value 31-Mar- 2025 Peter Barry 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 Claire McKay Review homelessness services funding with aim of being able to reduce level of temporary accommodation and free up staff resource 31-Mar- 2025 Peter Barry; Laurence Slavin Develop a refreshed funding delivery model for the delivery of new housing in light of increased borrowing levels exploring increased grant benchmark levels 31-Mar- 2025 Work ongoing in terms of this action to ensure we can continue to deliver the required new housing at sustainable scale John Kerr Directly lobby the Scottish Government to ensure the cost of achieving net zero in 31-Mar- 2025 Claire McKay Page 77
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Action Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To social housing is met with national funding to ensure rental income can be utilised for improving current and developing new social housing. Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed PI Status Alert Warning OK Unknown Data Only Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Risk Status Alert High Risk Page 78
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Warning OK Unknown Page 79
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Housing and Employability Housing and Communities Committee - 26 February 2025 ___________________________________________________________________ Subject: “More than a Roof,” West Dunbartonshire Council Housing Solutions Strategy, 2025 – 2028. 1. Purpose 1.1 The purpose of this report is to seek member approval of the new housing solutions strategy “More than a Roof” 2025 – 2028. This new strategy will succeed West Dunbartonshire’s Rapid Rehousing Transition Plan (RRTP) strategy “Home at the Heart” as the key strategic response to homelessness and housing access in West Dunbartonshire. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the contents of the report and approve the new West Dunbartonshire Council Housing Solutions Strategy ‘More Than a Roof’ as attached as Appendix 1 of this report. (ii) Note the detailed consultative process carried out in developing the strategy inclusive of direct engagement with individuals with liver experience of homelessness and housing crisis summarised in Appendix 2 of this report. (iii) Invite the Chief Officer, Housing and Employability to fully implement the Housing Solutions Strategy within the referenced time, (iv) Invite the Chief Officer, Housing and Employability to direct the Rapid Rehousing Transition Plan funding award from the Scottish Government to the delivery of the new strategy’s key objectives; (v) Note that an annual update and progress report will be provided to the Housing and Communities Committee at the first Housing Committee of each calendar year; 3. Background Our current strategy “Home at the Heart”, which was our RRTP has ended. This ran from 2019 and was extended by a year due to Scottish Government funding also being extended. There has been no further ask from the Scottish Government to renew our RRTP. Therefore, we have taken the decision to produce a new homeless strategy which will be referred to as our Housing Solutions Strategy in line with Council’s new 3.1 3.2 Item 10 Page 81
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service delivery model. It will be a three-year strategy; 2025 – 2028 so the timing is aligned to West Dunbartonshire’s Local Housing Strategy. 3.3 Extensive consultation was carried out with service users, staff, and other stakeholders to agree the key objectives to be deliver through the strategy. A full summary of the consultation results is in Appendix 2 of this report. 3.4 “More than a Roof” aims to build on the achievements of “Home at the Heart”, our Rapid Rehousing Transition Plan. It has been developed within the backdrop of a Housing Emergency Declaration both locally and nationally, where demand for social housing is higher than ever, and supply cannot meet demand. At the time of writing, 13 Local Authorities have declared housing emergencies, alongside a national declaration by the Scottish Government on 15th May 2024. West Dunbartonshire Council was the fifth local authority to declare a housing emergency on 1st May 2024. 3.5 It worth noting that the Housing (Scotland) Bill 2024 will be enacted during the time of this strategy. Part 5 of the bill will have a significant impact in terms of statutory duties around the prevention of homelessness and the development of the strategy was cognisant of this and includes objectives and actions that have taken account of the proposed legislative changes. 3.6 An update report will be provided to the first Housing and Communities Committee every year, detailing achievements each year and highlight any changes required. 4. Main Issues 4.1 Following consultation the key themes and asks were clear and have beeni ncorporated as the key objectives for “More than a roof”. The full strategy is in Appendix 1. The four strategic objectives are; 1. Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions, 2. Where homelessness does occur households are rehoused quickly, 3. Review and ensure there are a wide range of support services available to prevent and end homelessness, and 4. Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. 4.2 Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions. This objective builds on our successful performance to date and ensures the service will be well placed for the pending legislative changes from the Housing (Scotland) Bill 2024. It incorporates what our consultation told us that there is still more that can be done to help prevent homelessness including exploring more alternative housing options. From the consultation on the draft strategy this was the joint top objective people wanted delivered. Page 82
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The table below details the number of cases that approached West Dunbartonshire Council (WDC) housing options services and their outcomes for 2023/24; Outcomes 2023/24 2023/24 Number % LA tenancy 36 9% Private rented - assured tenancy 18 5% Hostel - local authority 0 0% Moved-in with friends/ relatives 8 2% Other (known) 5 1% Not known 2 1% RSL (Housing Association) tenancy 14 4% Private rented - short, assured tenancy 4 1% Residential care / nursing home 0 0% Home Ownership - Low-Cost Home Ownership 0 0% Home Ownership - Bought own home via other means 1 0% Sheltered Accommodation 1 0% Shared Property - LA 0 0% Shared Property – RSL (Housing Association) 0 0% Shared Property - Private Rented Sector 0 0% Lodger 0 0% Prison 0 0% Hospital 0 0% Lost contact with applicant 24 6% Remained in current accommodation 179 46% Made homelessness application to local authority 94 24% All 386 100% Despite the successes of the service, we continue to have a considerable demand for homeless services. The table below shows the number of households who presented as homeless to WDC in 2023/24; Assessments 2023/24 value Number of assessments 1104 Assessed as homeless 1010 Assessed as homeless, unintentional (duty to house) 1000 Households assessed as homeless - Rate per 10,000 households 235 Some of the key actions within this objective expected to be delivered during the time of the strategy are; Page 83
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Introduce a Housing Solutions Charter for provision of information and advice, Rolling out a common housing application form for social housing providers in West Dunbartonshire, In line with the Housing Act liaising with relevant public bodies and landlords to help them understand their responsibilities to ‘ask and act’ and explore actions to prevent homeless, Exploring the option of creating a “one door” approach for all housing information and advice which is consistent and robust, and which captures new demand created from the Housing Act, 4.3 Where homelessness does occur households are rehoused quickly. This objective was also a key objective in our RRTP which was to reduce the time households experiencing homelessness spend in temporary accommodation. This continues to be key focus for the Scottish Government and the Scottish Housing Regulator. During this strategy, the aim will be to reduce the average time spent in temporary accommodation to 13 weeks. The table below shows the achievement of “Home at the Heart” to reduce the average times. 2019/20 2020/21 2021/22 2022/23 2023/24 Avg time 15 wks 19 wks 16.5 wks 17.5 wks 17.5 wks The size of properties households require continue to impact progress around times in relation to numbers requiring one-bedroom properties and larger families’ homes with four bedrooms or more, and this is factored within the Council’s Strategic Housing Investment Plan. Some actions we have agreed which will help deliver this objective, include; Regularly improving our online stock information and further promote so residents have a better understanding of what our stock is like and what becomes available to make informed decisions, To increase our housing supply through our new build and acquisition programmes focusing on medical needs and larger family homes to meet need our own stock is unable to address, and Continue to lobby the Scottish Government for increase affordable housing funding. 4.4 Review and ensure there are a wide range of support services available to prevent and end homelessness. A key theme from our consultation and one of the asks from service users was more support and not all in the current format that its currently offered. Support can have positive impacts on tenancy sustainment and therefore help reduce homelessness as a result. Page 84
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From the consultation on the draft strategy this was the joint top objective people wanted delivered. We currently provide housing support for those who require whilst homeless to comply with our Housing Support duty as part of Housing (Scotland) Act 2010. We also have residential supported housing and a housing first support service, although the latter service is still temporary as future mainstream funding is uncertain. Of those households who presented as homeless in 2023/24, 21% was assessed as having a support need. The table below shows of those how many support need categories they had; 2023/24 No support needs 651 1 support need identified 260 2 support needs identified 129 3+ support need identified 64 All 1104 Key actions agreed to achieve this objective include; Reviewing the casework support assessment ensuring that it captures all support needs of households to prevent and end homelessness, Exploring options to fund and provide more informal and practical type support for groups that would not fall into prescribed housing support, The creation of a youth specialist housing support team as part of the Housing Solutions service redesign, Reviewing and creating protocols to ensure positive partnership working between the housing solutions service and all HSCP partners, 4.5 Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. The initial consultation stated that 90% of services users said that their needs were met with the temporary accommodation they were provided with and 78% were happy with the location. This still allows for further improvement to explore and provide different options of temporary accommodation and there was a strong emphasise again on partnership working. Table below details current dispersed temporary accommodation; Area/No. of rooms 1 2 3 4 Grand Total ALEXANDRIA 12 40 16 68 CLYDEBANK 35 76 21 132 Page 85
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DUMBARTON 15 24 7 2 48 Grand Total 62 140 44 2 248 The table below details our residential supported accommodation (temporary); Supported accommodation project Ashton View Blue Triangle Alexandria Blue Triangle Bonhill Blue Triangle Clydebank Number of places 20 10 8 13 This objective will look to explore additional options of interim accommodation and review all partnership working. Actions agreed which will help achieve the objective are; Creating a stock profile for dispersed temporary accommodation and review against temporary accommodation standards, Explore support and accommodation options for young people 16-21yrs, Implementing the recommendations of the Supported Housing Review including smaller and self-contained accommodation options. The Scottish Government for the 6 years of Rapid Rehousing Transition Plan has provided all local authorities with additional financial support. They have confirmed that through the budget processes for 2025/26 a minimum £8 million Rapid Rehousing Transition Funding will be available to all Scottish Local authorities. We are currently awaiting confirmation of WDC allocation of this funding, but we would estimate it to be around £250k. The funding will be used in 2025/26 to support the objectives of the new Housing Solutions Strategy, and the Council will be required to provide the Scottish Government with an annual report detailing the use of the funding and its impact in preventing homelessness and minimising the use of temporary accommodation. 5. People Implications 5.1 There are no additional people implications with regards the implementation of the new Housing Solutions Strategy, however it is aligned to the services design within the Housing Development and Homelessness Team. 6. Financial and Procurement Implications As indicated in 4.6 the Scottish Government will be distributing another £8million for a final year to local authorities to assist with rapid rehousing. The key aim of the funds is preventing homelessness and reducing the use of temporary accommodation. The amount allocation to West Dunbartonshire is estimated to be in the region of £250k and will be used to meet the objectives of the Housing Solutions Strategy as the successor strategic approach to the West Dunbartonshire Rapid Rehousing Transition Plan. One of the key aims is the delivery of the recommendations of the supported h ousing review which has the potential to require a procurement exercise for the future provision of temporary accommodation. The outcome of this review 4.6 6.1 6.2 Page 86
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and any potential procurement exercise will be submitted to a future meeting of the Housing and Communities Committee in late 2025. 7. Risk Analysis 7.1 There are financial and regulatory risks associated with not being able to fully deliver our “More than a Roof” along with reputational risks. The implementation of the strategy mitigates these risks through the delivery of the action plan which addresses such risks. If the Council were unable to deliver the strategic objectives it would have the potential to increase homeless demand and requirement for temporary accommodation which have a detrimental financial impact on the Council’s budgets. 7.3 As with all Scottish local authorities, West Dunbartonshire Council currently has regulatory engagement with the Scottish Housing Regulator regarding the provision of homeless services. Failing to deliver this plan could lead to increased engagement from low to high. 8 Environmental Sustainability The Council’s use of temporary accommodation is consistent with the delivery of our housing maintenance programme and is part of our current and future approach to strategic housing asset management which 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 There are no negative equalities impacts due to the introduction of a new Housing Solutions Strategy, however preventing and responding to homelessness has a significant positive impact on individuals and communities. There are potential positive impacts for some groups as noted in the EIA conducted during the producing of this strategy in November 2024, EIA 1148. The EIA can be found as Appendix 3 of this report. 10. Consultation 10.1 This strategy was written in partnership with all key stakeholders including staff and service users with lived experience of homelessness. Local authorities have a statutory duty to involve, consult and engage with stakeholders relevant to their policies and strategies. Part of the process of producing the initial draft of this strategy involved a wide consultation process, to gather views and experiences of our service and identity areas we need to focus on. 10.2 Service user focus groups were held, online surveys for service users, staff an dstakeholders were created, public consultation events and staff meetings and focus group with our Housing Solutions Partnership. The feedback from this first round of consultation lead to the four objectives of the strategy. 7.2 Page 87
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10.3 Further consultation was then carried out on the draft through the housing solutions partnership meeting, West Dunbartonshire Tenants, and Residents Organisation (WDTRO) and a public online survey to ensure we have captured the most meaningful strategic objectives. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. • Our Communities - Resilient and Thriving • Our Environment - A Greener Future • Our Economy - Strong and Flourishing • Our Council - Inclusive & Adaptable Peter Barry Chief Officer, Housing and Employability Date: 12th February 2025 ___________________________________________________________________ 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 Claire McKay, Housing Development Coordinator, Housing Development and Homelessness Team, Housing and Employability: email claire.mckay@west- dunbarton.gov.uk Appendices: Appendix 1 – Housing Solutions Strategy, “More than a Roof” Appendix 2 – Summary of Consultation Appendix 3 – Equalities Impact Assessment Background Papers: Ending Homelessness Together – High Level Action Plan; Scottish Government/COSLA https://www.gov.scot/binaries/content/documents/govscot/ publications/publication/2018/11/ending-homelessness- together-high-level-action-plan/documents/00543359- pdf/00543359-pdf/govscot%3Adocument Letter from Paul McLennan, MSP, Minister for Housing on Distribution of Funding for Rapid Rehousing Transition Plans for 2024/25; 5 March 2024; “Home at the Heart” West Dunbartonshire Council’s RRTP Strategy 2019 - 2025. West Dunbartonshire Council’s Local Housing Strategy 2022-2027; Wards Affected: All Page 88
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1 More than a Roof West Dunbartonshire Council’s Housing Solutions Strategy 2025 - 2028 Item 10 Appendix 1 Page 89
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2 CONTENTS Executive summary..........................................................................................3 1. Introduction and Background 5 2. Key Objectives …………………………………………………. 6 3. Baseline of Temporary Accommodation ...................................................17 4. Housing Solutions Action Plan...................................................................19 Appendix 1- Homeless Legislation................................................................21 Appendix 2- Homelessness Context in West Dunbartonshire........................25 Appendix 3 – Housing Context in West Dunbartonshire................................28 Appendix 4 – Consultation Summary ............................................................32 Appendix 5 – Equalities..................................................................................35 Page 90
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3 More than a Roof – Executive Summary Housing Solutions Strategy West Dunbartonshire Council Housing Solutions Strategy 2025 – 2028 “More than a Roof” is West Dunbartonshire Council’s 6th Homeless Strategy with a strong focus on finding housing solutions for those households in need. This strategy covers the period from 2025 to 2028, which means it is aligned with our current Local Housing Strategy which also runs until 2028. “More than a Roof” aims to build on the achievements of “Home at the Heart”, our Rapid Rehousing Transition Plan. It has been developed within the backdrop of a Housing Emergency both locally and nationally, where demand is higher than ever, and supply is reducing. At the time of writing, 13 Local Authorities have declared housing emergencies, alongside a national declaration by the Scottish Government on 15th May 2024. The wider context includes recent legislative changes such as the introduction of the Homeless Person’s (Unsuitable Accommodation) (Scotland) Amendment Order 2020, the commencement of the Local Connection and Intentionality provisions in the Homelessness etc. (Scotland) Act 2003 and the on-going work of the Scottish Government’s Homelessness Prevention and Strategy Group which is taking forward actions identified by the Local Government and Communities Committee and the Homelessness and Rough Sleeping Action Group (HARSAG) to improve the experience of anyone already experiencing homelessness and prevent homelessness altogether. It is however, in advance of the Housing (Scotland) Bill 2024 being enacted which will see a significant change and improvement to tenants’ rights but reinforcing prevention as an action for landlords and other public bodies to take action to help prevent or end homelessness. The strategy was produced in partnership with key stakeholders, which importantly included in-depth consultation with households experiencing homelessness and staff working in the service and takes accounts of these opinions around how we can end homelessness in West Dunbartonshire. Following this process, four Key Objectives for West Dunbartonshire Council were clear, and they are: 1. Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions, 2. Where homelessness does occur households are rehoused quickly, 3. Review and ensure there are a wide range of support services available to prevent and end homelessness, and 4. Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. In order to achieve these objectives over the three-year period some of the actions which will be taken include: Page 91
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4 Introducing a Housing Solutions Charter for provision of information and advice, Rolling out a common housing application form for social housing providers in West Dunbartonshire, In line with the Housing Act liaising with relevant public bodies and landlords to help them understand their responsibilities to ‘ask and act’ and explore actions to prevent homeless, Exploring the option of creating a “one door” approach for all housing information and advice which is consistent and robust, and which captures new demand created from the Housing Act, Regularly improving our online stock information and further promote so residents have a better understanding of what our stock is like and what becomes available to make informed decisions, To increase our supply through our acquisition programme focusing on medical needs and larger family homes to meet need our own stock is unable to address, Reviewing the casework support assessment ensuring that it captures all support needs of households to prevent and end homelessness, Exploring options to fund and provide more informal and practical type support for particular groups that would not fall into prescribed housing support, The creation of a youth specialist housing support team as part of the service restructure, Reviewing and creating protocols to ensure positive partnership working between the housing solutions service and all HSCP partners, Creating a stock profile for dispersed temporary accommodation and review against temporary accommodation standards, Explore support and accommodation options for young people 16-21yrs, Implementing the recommendations of the Supported Housing Review including smaller and self-contained accommodation options. Page 92
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5 Introduction More than a Roof This builds on our previous strategy “Home at the Heart” – our first rapid rehousing transition plan, but our 5th homeless strategy, the key objectives of which were; Deliver a Whole Systems approach to the prevention of homelessness; Enable service users with low or no support needs to access settled housing quickly; To develop interim housing options which enable independent living and housing sustainment; and Implement a Housing First model which enables the most excluded service users to achieve housing sustainment. Background Scotland’s Homeless legislation is one of the strongest in the world yet ending homelessness has not been achieved. However, external factors including a world pandemic and then a subsequent cost of living crisis and the impacts that has had on both supply and demand for housing has meant Scotland is facing a Housing Emergency, with the Scottish Government declaring a Housing Emergency on 15th May 2024. For full details of Scotland’s Homeless Strategic and Temporary Accommodation legislation please see Appendix 1. For further details on West Dunbartonshire Councils homeless context please see Appendix 2. West Dunbartonshire Council continues to experience high levels of deprivation. It has seen a slight improvement around unemployment levels reducing to 3.4% in 2023 compared to the national average of 3.5%. Owner occupier continues to be the largest housing tenure at 55% with social housing making up 24.5% of housing stock. For further detail please see Appendix 3 for more context on West Dunbartonshire Council. Consultation Local authorities have a statutory duty to involve, consult and engage with as wide a range of their residents as possible. There has been a wide consultation process as part of the formulation of this strategy, this has included: Service user focus group to help inform the survey which then went to all service users, staff and other stakeholders, Hosted community events for further consultation, Hosted a stakeholder event through our Housing Solutions Partnership forum, Attended staff meetings We thank all those involved in giving comment and time to contribute to this strategy. Full details of the consultation can be found in Appendix 4. Page 93
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6 Key Objectives This strategy builds on the achievements of our previous strategy “Home at the Heart” and takes account of the current context and pressures of housing emergency declarations both locally and nationally along with low supply, high demand and affordability. It has been developed with key stakeholders, including households experiencing homelessness through a consultation process and represents key asks from all those involved which could help end homelessness in West Dunbartonshire. The four key objectives for the strategy were clear and are as follows; 1. Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions, 2. Where homelessness does occur households are rehoused quickly, 3. Review and ensure there are a wide range of support services available to prevent and end homelessness, and 4. Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation when required. Page 94
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7 Objective one – Homelessness is prevented by providing good quality advice and information to enabled informed decisions on personal housing solutions A key aim will be ensuring residents of West Dunbartonshire are provided with good quality advice and information that allows them to make informed decisions on their personal housing solutions. Thus, strengthening a more preventative approach than crisis as homelessness can only truly end with a robust prevention approach. Housing options have been part of the Scottish Housing system since 2010 and have been key to improving outcomes and lives. Housing Options and Advice focuses on people's personal circumstances, helping them explore all options, including council housing, housing association homes and private rented accommodation. It can also provide support for underlying issues that can underpin housing problems such as debt, family breakup and mental health problems. This means that, rather than just making a homeless application officers can work with other services to help people before they reach crisis point. However, there is still more that can be done but wider than homeless services. Prevention is going to have a bigger role in Scotland’s housing sector with new duties as part of the Housing Bill (Scotland) 2024 which has been published and will be enacted during the time of this strategy. A significant part of the Bill, Part 5 will introduce an ‘ask and act’ duty on social landlords and bodies, such as health boards and the police, to ask about a person’s housing situation and act to avoid them becoming homeless wherever possible. It also reforms provision for people threatened with homelessness up to six months ahead and includes provisions for tenants experiencing domestic abuse. Prevention and housing options is ensuring households have the right information to make informed choices and we offer daily housing options interview to enable this. Table 1 – Outcomes for all closed Prevention cases in 2023/24 Outcomes 2023/24 2023/242 Number % LA tenancy 36 9% Private rented - assured tenancy 18 5% Hostel - local authority 0 0% Moved-in with friends/ relatives 8 2% Other (known) 5 1% Not known 2 1% RSL (Housing Association) tenancy 14 4% Private rented - short assured tenancy 4 1% Residential care / nursing home 0 0% Home Ownership - Low-Cost Home Ownership 0 0% Home Ownership - Bought own home via other means 1 0% Sheltered Accommodation 1 0% Page 95
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8 Shared Property - LA 0 0% Shared Property – RSL (Housing Association) 0 0% Shared Property - Private Rented Sector 0 0% Lodger 0 0% Prison 0 0% Hospital 0 0% Lost contact with applicant 24 6% Remained in current accommodation 179 46% Made homelessness application to local authority 94 24% All 386 100% We have also created clear housing pathways for specific groups which increases people being housed before a crisis need of becoming homeless. They include; Prison resettlement pathway Hospital Discharge No Homes for Domestic Abuse Armed Forces ACTIONS Key actions to help achieve Objective one: Restructure of the homeless service to a housing solution focus which will review our delivery of housing options interviews and personal housing solutions plans, Introduce a Housing Solutions Charter for provision of information and advice, Roll out a common housing application form for social housing providers in West Dunbartonshire to make it easier to apply for housing, Regularly updating the information about our stock and availability so that our residents have realistic information of West Dunbartonshire housing stock options available to them to enable them to make informed housing solution decisions, Ask the Housing Solution Partnership to explore housing options and what it means in West Dunbartonshire to further strengthen the advice and information available to residents, In line with the Housing Act liaise with public bodies and landlords to help them understand their responsibilities to ‘ask and act’ and explore actions to prevent homelessness, Reviewing protocols and processes with partner agencies with the aim of delivering positive outcomes for residents. This will include updating partner contribution statements, Explore the option of creating a “one door” approach for all housing information and advice which is consistent and robust and captures new demand created from the Housing Act, Gain accreditation for information and advice. Page 96
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9 Objective Two - Where homelessness does occur households are rehoused quickly. Where homelessness hasn’t been prevented, ensuring households spend as little time in temporary accommodation as possible and are rehoused permanently as quickly as possible where they have no to low needs. This continues on from the progress made from 2019 to 2025 where times were reduced from 23 weeks to 17 weeks for those households with no to low support needs. The target time for this strategy will be 13 weeks for this group of households with no to low support needs. The last strategy, “Home at the Heart” had seen the demand numbers reduce until other external impacts have seen demand increase again and is one of the contributing factors for West Dunbartonshire Council declaring a Housing Emergency on 1st May 2024. Table 2 – Shows the numbers of households who presented as homeless and the decisions in 2023/24, Assessments 2023/24 value Number of assessments 1104 Assessed as homeless 1,010 Assessed as homeless, unintentional (duty to house) 1000 Households assessed as homeless - Rate per 10,000 households 235 Table 3 Shows the reduction in times achieved for those who had no to low needs and were rapid rehousing during “Home at the Heart”; 2019/20 2020/21 2021/22 2022/23 2023/24 Avg time 15 wks 19 wks 16.5 wks 17.5 wks 17.5 wks Of those households experiencing homelessness currently approaching West Dunbartonshire for assistance around 64% have no to low support needs. This is the group that can be rapidly rehoused, but all households should be rehoused as quickly as possible. However, supply, type and need can also impact this. Page 97
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10 Table 4 – Shows the outcomes for all cases closed in 2023/24 for households experiencing homelessness; Housing Outcomes for Closed Homeless Presentations 2023/2024 Scottish Secure Tenancy 793 Private Rented Tenancy 19 Hostel 0 Bed & Breakfast 0 Returned to previous/ friends/ vol org. 150 Women’s Refuge 1 Residential care/nursing home/shared supported 0 Other - Known 78 Other - Not Known 19 No duty owed to applicant 96 Contact lost before duty discharge 68 All 1224 ACTIONS Key actions to help achieve objective two: Regularly improving our online stock information and further promote so residents have a better understanding of what our stock is like and what becomes available to make informed decisions, To increase our supply through our acquisition programme focusing on medical needs and larger family homes to meet need our own stock is unable to address, Continue to lobby for increased affordable housing supply funding from the Scottish Government to enable our programme to meet unmet need, Explore further promotion of the service Homeswapper to increase mutual exchanges to meet other housing needs. Page 98
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11 Objective Three – Review and ensure there are a wide range of support services available to prevent and end homelessness. A key theme from our consultation and one of the asks from service users was more support and not all in the current format that it is currently offered. West Dunbartonshire Council homeless services have an in-house housing support team along with a housing first support team. This is to meet the needs of those households who experience homelessness in West Dunbartonshire. The housing support team currently provide support while a household is homeless and in temporary accommodation and up to 12 months after they are rehoused. The recommendations that came from the review of West Dunbartonshire Council residential supported accommodation are already taking shape from the last strategy but will be complete during the time of this strategy. The consultation also highlighted that the needs of households experiencing homelessness since the last strategy have changed therefore an action of exploring alternative support options has been included. Support Data Tables Table 5 shows that under our duty to assess support of our homeless presentations, how many have support needs; 2023/2024 All assessed as unintentionally homeless/ threatened with homelessness 1119 Assessed under the Housing Support Regulations as % of all assessed unintentionally 21% Support Provided under the Housing Support Regulations as % of all assessed unintentionally 19% Table 6 shows of those with support needs how many categories of support they had: 2023/24 No support needs 651 1 support need identified 260 2 support needs identified 129 3+ support need identified 64 All 1104 Page 99
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12 Table 7 shows the categories of support: 2023/2024 Mental health problem 237 Learning disability 38 Physical disability 44 Medical condition 157 Drug or alcohol dependency 116 Basic housing management / independent living skills 130 From our data along with consultation feedback there are particular groups and types of support which will have a focus. Young people Youth homelessness in West Dunbartonshire continues to be one of the highest in Scotland. We have reduced numbers presenting as homeless with a change to our allocation policy which gives priority to those young people at risk of homelessness. However, it still remains an area of concern within West Dunbartonshire. There is no longer a youth specific residential supported accommodation in West Dunbartonshire. Recognising that although this group have similar needs to all households experiencing homelessness, they also have needs unique to them. Part of this objective will be exploring alternative support provision for young people which can help prevent homelessness from occurring or if it does then help rehousing and sustained resettlement. Informal Support and Long-term support Support can make the difference of a household sustaining their tenancy or not. As part of homeless service duties as a local authority support needs must be assessed for those presenting as homeless. This was in acknowledgment that access to accommodation alone will not be sufficient to meet the needs of some of those that are homeless or threatened with homelessness. This support is provided whilst they wait for a permanent offer of housing and for a period of resettlement once rehoused. What has been highlighted from consultation is that for some people they need more practical support and not necessarily at the resettlement part of their tenancy but during their tenancy. Whist others may require ongoing support to ensure they can sustain their tenancy but low level. These options either do not exist or are very limited, demonstrating there is an unmet need. We will work in partnership with other stakeholders to explore how this need can be met. Other stakeholders will include other social landlords, HSCP colleagues in health, addictions, social work, criminal and community justice along with those in the third sector. Page 100
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13 ACTIONS Key actions to be taken forward to help achieve objective three: Review the casework support assessment ensuring that it captures all support needs of households to prevent and end homelessness, Explore options to fund and provide more informal and practical types of support for particular groups that would not fall into prescribed housing support, Make service users and other stakeholders aware of all support options available, Creation of a youth specialist housing support team as part of the service restructure, Explore establishing and funding a housing first and other accommodation options for young people, Review funding options to expand the existing Housing First Service, including opportunities to prevent homelessness, Review and create protocols to ensure positive partnership working between the housing solutions service and all HSCP partners1, Explore options in partnership with other key stakeholders for providing long term housing support for tenants to sustain their tenancy and avoid homelessness. 1 HSCP Partner include; addictions services, mental health services, social work, criminal justice, community justice. Page 101
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14 Objective Four - Working with partners to provide Interim options for temporary accommodation and ensuring best quality temporary accommodation is provided Partnership working is key within this objective. Partners will include colleagues across the council within housing operations, HSCP: addictions, mental health, social work and criminal justice along with other social landlords and those in the third sector. West Dunbartonshire Council pride ourselves on having a portfolio of temporary accommodation in the community and have a very limited use of unsuitable accommodation such as Bed & Breakfast. However, the continued pressures of demand at the same time as a reduction in supply of permanent housing have put pressures on our temporary supply meaning in the last two years we have seen increased use of unsuitable accommodation. This is one of the contributing factors of why West Dunbartonshire Council declared a Housing Emergency. Recognising the needs and wants of our community are changing means a review of the options that West Dunbartonshire Council offer as interim housing options during an individual’s journey needs to be undertaken. West Dunbartonshire Council currently uses 248 units of existing Council housing stock to accommodate homeless households. This stock is dispersed and spread throughout the council area. Table 8: Shows the numbers of temporary accommodation stock by area and size. Area/No. of rooms 1 2 3 4 Grand Total ALEXANDRIA 12 40 16 68 CLYDEBANK 35 76 21 132 DUMBARTON 15 24 7 2 48 Grand Total 62 140 44 2 248 There are several residential supported accommodation projects within West Dunbartonshire Council area. There are four supported accommodation projects in West Dunbartonshire that provide direct access to people who are homeless. One of these projects which is council owned and managed at Ashton View. Then there are three projects across West Dunbartonshire that are managed by Blue Triangle Housing Association. Table 9: Residential supported accommodation projects in West Dunbartonshire. Supported accommodation project Ashton View Blue Triangle Alexandria Blue Triangle Bonhill Blue Triangle Clydebank Number of places 20 10 8 13 Number of residents at year end 2023/24 14 10 8 11 Page 102
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15 Consultation on Temporary Accommodation Service users, as part of their survey consultation were asked for feedback on the temporary accommodation provided to them. Some of the feedback received showed that; The type of accommodation of those who had stayed or were staying in temporary accommodation were: 66% flat in the community 28% Residential supported 6% other 88% of those who stayed in temporary accommodation were satisfied with the accommodation, 78% were happy with the location of the temporary accommodation, and 90% felt the accommodation met their needs. The feedback indicates reviewing our temporary accommodation profile on a regular basis should continue with a view of reviewing the location. Conversions Conversions are a great tool to offer where budgets allow. It is where a household has their Short Scottish Secure Tenancy converted into a Scottish Secure Tenancy. This is an option where the households’ needs are being met in the dispersed temporary accommodation and they wish to remain there. This isn’t an option for all, but we will continue to have it as an option to offer to suitable households. Young People As West Dunbartonshire Council continue to see high presentations from young people and as part of the consultation a young persons supported accommodation was raised as an ask, this objective will include exploring alternative support and accommodation options that meets the needs of young people. Residential Supported Housing Accommodation The action to review our current provision of residential supported accommodation was carried out in the last strategy and work had begun taking forward the key recommendations and will be complete during the time of this strategy. It will see smaller and self-contained units being provided as supported accommodation. Rapid access A key recommendation from the review of residential supported accommodation was a creation of a rapid access accommodation for a small number of households where their needs cannot be met through residential supported accommodation or through housing first support service. The reason being their needs are greater than what housing services can offer, or they do not or are unable to engage with services/supports. Page 103
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16 ACTIONS Key actions to achieve objective four: Create a stock profile for dispersed temporary accommodation and review against temporary accommodation standards, Continue to offer a conversion programme within available budget, Explore support and accommodation options for young people aged 16-21 years, Implement recommendations of the residential supported housing review including smaller and self-contained accommodation options, and Explore the delivery of rapid access accommodation in partnership with HSCP colleagues. Page 104
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17 Baseline position of Temporary Accommodation supply and use in West Dunbartonshire Temporary accommodation The provision and use of temporary accommodation over the past 4 years has been affected by the Covid-19 pandemic. The overall length of time spent in temporary accommodation has decreased and is now lower than what it was in 2019/20 – pre pandemic. However, the demand for temporary flats (LA dwellings) is still high. Letting activity has yet to return to pre-pandemic levels and the number of households in temporary accommodation remains high. Table 10 shows type of temporary accommodation and average times. Type of temporary accommodation 2021/22 Ave days 2022/23 Ave days 2023/24 Ave days LA ordinary dwelling 126.5 135.5 149.7 Housing Association/RSL dwelling 226.5 338.5 760 Hostel - local authority owned 70.6 37 34.2 Hostel – RSL 431.8 662.8 0 Hostel – other 91.5 110.2 116.1 Bed and breakfast 2.6 4.2 6.3 Women’s refuge 320 139 67.3 Private sector lease 0 0 0 Other placed by authority 541.8 0 0 Total (ALL) 119.4 100.8 97.7 West Dunbartonshire Council currently uses 248 units of existing Council housing stock to accommodate homeless households as detailed in Table 8 on Page 20. This stock is dispersed and spread around the council area. There are four residential supported accommodation projects in West Dunbartonshire that provide direct access to people who are homeless. One is council owned and managed, and three projects are managed by Blue Triangle Housing Association. The details of each of these projects are in the table below. Table 11: Residential supported accommodation projects in West Dunbartonshire. Supported accommodation project Ashton View Blue Triangle Alexandria Blue Triangle Bonhill Blue Triangle Clydebank Number of places 20 10 8 13 Number of residents at year end - 2023/24 14 10 8 11 Number that place was offered and taken up 81 (91.0%) 19 (82.6%) 41 (74.5%) 34 (91.9%) Occupancy rate - 2023/24-year end 75% 90% 72% 93% Page 105
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18 Temporary Accommodation Modelling West Dunbartonshire Council carries out a temporary accommodation modelling exercise twice a year which provides an in-depth understanding of the support needs of homeless households and the temporary accommodation options that are required. The model allows us to meet the demands of the service, by providing the right type of temporary accommodation. The model outputs tell us what type of accommodation is required by area and size. The latest modelling exercise used homeless cases in 2023/24. This model focused on dispersed temporary accommodation. A residential supported accommodation review is being undertaken to establish the need and demand for this option. The outputs showed that while presentations have decreased by 10% between 2022/23 and 2023/24 dispersed stock levels have decreased by 12%. This means there is a shortfall between the current supply and what is required. This shortfall is across all areas – Clydebank, Dumbarton and Alexandria which would be associated with increased use of unsuitable accommodation. In addition, in each area there are not enough one-bedroom properties, too many two- and three-bedroom properties and a small shortfall of four and five bed properties. However, this is in line with West Dunbartonshire Council housing supply. It should also be noted that increasing dispersed temporary accommodation means reducing the availability of supply for permanent housing therefore all impacts have to be assessed and managed. Page 106
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19 More than a Roof Action Plan 2025 – 2028 Objective One 1. Restructure of the homeless service to a housing solution focus which will review our delivery of housing options interviews and personal housing solutions plans, 2. Introduce a Housing Solutions Charter for provision of information and advice, 3. Roll out a common housing application form for social housing providers in West Dunbartonshire to make it easier to apply for housing, 4. Regularly updating the information about our stock and availability so that our residents have realistic information of West Dunbartonshire housing stock options available to them to enable them to make informed housing solution decisions, 5. Ask the Housing Solution Partnership to explore housing options and what it means in West Dunbartonshire to further strengthen the advice and information available to residents, 6. In line with the Housing Act liaise with public bodies and landlords to help them understand their responsibilities to ‘ask and act’ and explore actions to prevent homeless, 7. Reviewing protocols and processes with partner agencies with the aim of delivering positive outcomes for residents. This will include updating partner contribution statements, 8. Explore the option of creating a “one door” approach for all housing information and advice which is consistent and robust and captures new demand created from the Housing Act, and 9. Gain Accreditation for information and advice. Objective Two 1. Regularly improving our online stock information and further promote so residents have a better understanding of what our stock is like and what becomes available to make informed decisions, 2. To increase our supply through our acquisition programme focusing on medical needs and larger family homes to meet need our own stock is unable to address, 3. Continue to lobby for increased affordable housing supply funding from the Scottish Government to enable our programme to meet unmet need, and 4. Explore further promotion of the service Homeswapper to increase mutual exchanges to meet other housing needs. Page 107
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20 Objective Three 1. Review the casework support assessment ensuring that it captures all support needs of households to prevent and end homelessness, 2. Explore options to fund and provide more informal and practical type support for particular groups that would not fall into prescribed housing support, 3. Make service users and other stakeholders aware of all support options available, 4. Creation of a youth specialist housing support team as part of the service restructure, 5. Explore establishing and funding a housing first and other accommodation options for young people, 6. Review funding options to expand the existing Housing First Service, including opportunities to prevent homelessness, 7. Review and create protocols to ensure positive partnership working between the housing solutions service and all HSCP partners2, 8. Explore options in partnership with other key stakeholders for providing long term housing support for tenants to sustain their tenancy and avoid homelessness. Objective Four 1. Create a stock profile for dispersed temporary accommodation and review against temporary accommodation standards, 2. Continue to offer a conversion programme within available budget, 3. Explore support and accommodation options for young people aged 16-21 years, 4. Implement recommendations of the residential supported housing review including smaller and self-contained accommodation options, and 5. Explore the delivery of rapid access accommodation in partnership with HSCP colleagues. 2 HSCP Partner include; addictions services, mental health services, social work, criminal justice, community justice. Page 108
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21 Appendix 1- Homelessness Legislation Strategic Policy Framework The 1977 Act, now consolidated into Part II of the Housing (Scotland) Act 1987, placed the responsibility for meeting homeless persons’ needs on local authority housing departments subject to national guidance. This Housing (Scotland) Act 2001 brought about a series of changes that included: Local authorities had to assess homelessness within their area and to submit strategies and approaches for its prevention and mitigation of homelessness; Local authorities had a duty to ensure advice and information is available in their area and free of charge; Rights of individual homeless people strengthened with the right to temporary accommodation even if in non-priority need; and Registered Social Landlords were given a duty to comply with requests from local authorities to accommodate unintentionally homeless households in priority need within six weeks. The Homelessness (Scotland) Act 2003 brought about fundamental changes to homelessness in Scotland. One of these changes was the ambitious target of abolition of priority need by 2012. This meant that anyone who is unintentionally homeless will be given the right to temporary accommodation and a statutory duty to have permanent accommodation found by the local authority. In December 2005, the then Scottish Executive issued a Ministerial Statement on how the Act was to be implemented. The main requirements of the Act were: Priority need assessment is to be abolished by 2012; and The requirement of landlords and creditors to notify the relevant local authority when they raise repossession proceedings. The Housing (Scotland) Act 2010 placed a duty on local authorities to assess the housing support needs of homeless or threatened with homeless households, where they believe that households are in need of a prescribed housing support service. It also states that local authorities must ensure that this support is provided. This duty was enacted on 1st June 2013. In 2012 priority need was abolished within Scotland. West Dunbartonshire Council was one of the first councils within the country to meet this target. The Scottish Governments approach to homelessness has now taken the approach of homelessness prevention and housing options. In April 2014 the Scottish Government launched Prevent 1. Prevent 1 is a measurement tool developed to monitor and evaluate activity around housing options and homelessness prevention work undertaken by local authorities. The data capture and reporting statutory and local authorities return in quarterly to the Scottish Government in the same way HL1 is returned. HL1 is our data return to the Scottish Government for every household who presents as homeless to West Dunbartonshire council which is then used as a measuring tool. The Programme for Government published on 5 September 2017 addressed issues surrounding homelessness and rough sleeping and plans to tackle them. Following these Page 109
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22 renewed commitments the Homelessness & Rough Sleeping Action Group (HARSAG) was established. The group set out a series of recommendations. In 2018 the Scottish Government and COSLA published the Ending Homelessness Together Action Plan which set out the shared direction towards ending homelessness. This action plan was informed by recommendations received from the HARSAG. HARSAG was reconvened in response to the pandemic. The HARSAG II recommendations included four areas with 105 recommendations. It recognised that ending homelessness requires more than providing housing. It focused on joint working, support plans, connections with the community, personal health and wellbeing and a sense of purpose. Following recommendations made by (HARSAG) and the Ending Homelessness Together Action Plan, and consultations with local authorities, the Scottish Government commenced the Local Connection and Intentionality provisions from the Homelessness etc. (Scotland) Act 2003. 1. In November 2019 the legal duty for local authorities to investigate intentionality became a discretionary power. 2. In November 2022 anyone who does not have a local connection to the council they present as homeless too will no longer be referred to the local authority they have a connection to. Instead, the local authority they presented to will have a duty to accommodate the household and find permanent/settled accommodation. The Homeless Persons (Suspension of Referrals between Local Authorities) (Scotland) Order 2022 was laid in Parliament on 20 September Temporary Accommodation Legislation As a local authority West Dunbartonshire Council has a duty to provide temporary accommodation in terms of the Housing (Scotland) Act 1987 as amended by the Housing (Scotland) Act 2001 and Homelessness etc. (Scotland) Act 2003. This is a duty to temporarily accommodate anyone who is believed to be homeless until an assessment decision has been made and beyond if assessed as homeless. In order to ensure households, especially those with children, were being placed in appropriate temporary accommodation the Government introduced the Unsuitable Accommodation Order in 2004. This Order required local authorities to ensure households with children and pregnant women are not placed in unsuitable accommodation unless exceptional circumstances apply, The Homeless Persons (Unsuitable Accommodation) (Scotland) Order 2014 reduced the days in unsuitable accommodation from 14 to 7. The Homeless Persons (Unsuitable Accommodation) (Scotland) Amendment Order 2020 extended the order to all homeless households. The Scottish Housing Charter The Housing (Scotland) Act 2010 included the requirement for a Scottish Social Housing Charter. Our approach to tackling homelessness is linked to 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 Charter does not replace the legal duties that apply to social landlords, but: “describes the standards and outcomes that tenants and other customers should expect social landlords to achieve.” Page 110
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23 The first Charter came into effect on 1 April 2012 and was reviewed during 2016 and 2021. The resulting revised Charter came into effect from 1 November 2022 and continues to apply until the Parliament approves a further revised Charter. The Council must report on these outcomes annually to the Scottish Housing Regulator and makes this information available to the public each year in October The following Charter Outcomes relate directly to this strategy: Outcome 12 – Homeless people Local councils perform their duties on homelessness so that: people who are homeless or at risk of homelessness get prompt and easy access to help, advice and information; are provided with suitable, good-quality temporary or emergency accommodation when this is needed; and are offered continuing support to help them get and keep the home they are entitled to This outcome describes what councils should achieve by meeting their statutory duties to homeless people. The following Outcomes are also relevant: Outcomes 7, 8, 9 – Housing Options Social landlords work together to ensure that: people looking for housing get information that helps them make informed choices and decisions about the range of housing options available to them; and tenants and people on housing lists can review their housing options. Social landlords have a role to prevent homelessness and should ensure that: people at risk of losing their homes get advice and information on preventing homelessness. These outcomes cover landlords’ duties to provide information to people looking for housing and advice for those at risk of becoming homeless. These duties include helping tenants and people on housing lists to review their options to move within the social housing sector or to another sector. Wider Strategic Policy Framework Homelessness is a complex issue and is rarely solved by housing alone. The council as a whole and all the statutory and voluntary partners must work together to prevent and reduce homelessness. With this in mind the homelessness and temporary accommodation strategy does not stand alone but is set within and contributes to the Council’s wider strategic framework. West Dunbartonshire Council’s Strategic Plan 2022 - 2027 is the road map for the Council for the next five years. It sets out the vision for the area led by priorities identified in partnership with the people who live, work and trade here. The following are the key strategic priorities for the future: Our Communities - Resilient and Thriving; Page 111
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24 Our Environment - A Greener Future; Our Economy – Strong and Flourishing; and Our Council – Inclusive and Adaptable. Your West Dunbartonshire, Your Place Local Outcome Improvement Plan sets out the Community Planning West Dunbartonshire (CPWD) long term vision for 2017 - 2027. The plan builds on the Single Outcome Agreements that have gone before it and reaffirms the partnership’s shared vision of a West Dunbartonshire that’s ‘A great place to live, work and visit’. The Community Plan has several links to the Housing Solutions Strategy. This includes the following outcomes; Enhanced quality and availability of affordable housing options Housing options are responsive to changing needs over time West Dunbartonshire Health and Social Care Partnership Strategic Delivery Plan 2023–2026: Improving Lives Together sets out the Health Social Care Partnership (HSCP) four strategic outcomes: 1. caring communities, 2. safe and thriving 3. communities, equal communities and 4. healthy communities. These outcomes build on the previous strategic plan, learning and the data from comprehensive strategic needs assessment The Local Housing Strategy 2022-2027 (LHS) sets out how West Dunbartonshire Council and its partners plan to address the housing, and housing related opportunities and challenges, over the next five year. The 5 key themes of the strategy and their main components are: 1. Housing Need and Demand; 2. Promoting Quality Homes; 3. Homelessness and Housing Options; 4. Place and Community; 5. Supported, Specialist and Particular Needs Housing. Page 112
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25 Appendix 2 – Homelessness Context Homelessness context in West Dunbartonshire The objectives in our previous strategies have resulted in incidences of homelessness in West Dunbartonshire reducing significantly in recent years. Homelessness in West Dunbartonshire Homelessness Strategy 2008/13 2008/09 2012/13 Reduction Homeless applications 2140 1364 36% Homelessness Strategy 2013/16 2013/14 2015/16 Reduction Homeless applications 1368 1124 18% Homelessness Strategy 2017/20 2017/18 2019/20 Reduction Homeless applications 1048 1022 2.6% Current homelessness position There was little difference in the number of homeless applications between 2021/22 and 2022/23 however, there has been a decrease of 10% in 2023/24. However, the numbers assessed with a duty to house continue to increase, meaning an increase in demand for all forms of temporary accommodation and for settled accommodation. Homeless applications and assessments2021/22 2022/23 2023/24 Homeless applications 1205 1217 1095 Total assessments 1199 1216 1104 Assessed with a duty to house 1019 1045 1008 % with duty to house 84.99% 85.94% 90.67% At the 31 March 2024, West Dunbartonshire had 423 open homeless cases having been assessed with a duty to rehouse. The reason for homeless applications shows that consistently the core drivers of homelessness in West Dunbartonshire are households being asked to leave their current accommodation and disputes within a household (both violent and non-violent), accounting for just over 70% of all applications. 2021/22 2022/23 2023/24Reason for homeless application No. % No. % No. % Termination of tenancy/ mortgage due to rent arrears/ default on payments 6 0.50% 23 1.90% 16 1.46% Other action by landlord resulting in the termination of the tenancy 58 4.80% 62 5.20% 31 2.83% Applicant terminated secure accommodation 24 2.00% 13 1.10% 20 1.83% 2021/22 2022/23 2023/24Reason for homeless application No. % No. No. % Page 113
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26 Loss of service/tied accommodation 2 0.20% 4 0.30% 3 0.27% Discharge from prison/hospital/ care/other institution 45 3.70% 48 4.00% 51 4.66% Emergency (fire, flood, storm, closing order from Environmental Health etc.) 16 1.30% 13 1.10% 8 0.73% Forced division and sale of matrimonial home 5 0.40% 9 0.70% 13 1.19% Other reason for loss of accommodation 31 2.60% 28 2.30% 22 2.01% Dispute within household: violent or abusive 242 20.10% 209 17.40% 187 17.08% Dispute within household/ relationship breakdown: non- violent 227 18.90% 225 18.70% 229 20.91% Fleeing non-domestic violence 50 4.20% 38 3.20% 36 3.29% Harassment 26 2.20% 19 1.60% 38 3.47% Overcrowding 14 1.20% 9 0.70% 2 0.18% Asked to leave 377 31.30% 412 34.30% 367 33.52% Other reason for leaving accommodation/household 80 6.70% 90 7.50% 72 6.58% All 1203 100% 1202 100.00% 1095 100.00% West Dunbartonshire Council continues to perform very well in relation to the benchmark set by the Code of Guidance on Homelessness and is largely meeting its requirements to assess homeless applications within 28 days. In 2021/2022, 5 applications were assessed outwith this timescale. However, in 2022/2023, 11 applications were assessed outwith the 28 days. Whilst this is an increase, 99% of applications were still assessed within the 28 days. In 2023/2024 this decreased to 6 applications. Length of time to assess application 2021/2022 2022/2023 2023/2024 Same day 80 6.70% 82 6.84% 114 10.33 % 1-6 days 286 23.90% 301 25.10 % 287 26.00 % 7-13 days 222 18.60% 256 21.35 % 276 25.00 % 14-28 days 603 50.40% 549 45.79 % 421 38.13 % 28-55 days 4 0.30% 10 0.83% 5 0.45% 56+ days 1 0.10% 1 0.08% 1 0.09% All applications 1196 100% 1199 100% 1104 100% The number of homeless households who reported rough sleeping at time of presentation over the past 3 years is outlined in the table below. It shows a drop in people who have Page 114
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27 slept rough in the 3-month preceding application with those who slept rough the night before presenting as homeless also showing a decrease from 2022/23 to 2023/24. Households reporting rough sleeping at presentation 2021/22 2022/23 2023/24 Slept rough during the 3 months preceding application 79 74 62 Slept rough on the night preceding application 37 38 31 As part of our homelessness assessment, further questions are asked to better understand the reasons for instances of rough sleeping that are reported. An annual analysis of any households reporting rough sleeping prior to presentation is carried out. Findings from this exercise show that the vast majority state that they have spent part of an evening rough sleeping in emergency circumstances prior to presenting as homeless and no extended periods of rough sleeping have been identified. This continues to be monitored as part of our wider Performance Management Framework. The average case duration to discharge of duty reduced in 2023/24 and is now lower than what it was pre pandemic in 2019/20. Average case duration to discharge of duty2021/22 2022/23 2023/24 Average time to discharge duty 31.3 28.8 26.8 Outcomes The outcomes of all homeless applications closed during the past three years are outlined in the table below: Outcomes 2020/21 2021/22 2022/23 Scottish Secure Tenancy 750 737 793 Private Rented Tenancy 19 7 19 Hostel 1 1 0 Bed & Breakfast 0 0 0 Returned to previous/ friends/ vol org. 129 121 150 Women’s Refuge 2 3 1 Residential care/nursing home/shared supported 0 0 0 Other - Known 65 56 78 Other - Not Known 12 27 19 No duty owed to applicant 174 165 96 Contact lost before duty discharge 43 45 68 All 1195 1162 1224 A higher proportion of all cases being closed are being housed in settled accommodation. In the last 3 years there has been an improvement in the rate of tenancy sustainment for homeless households within West Dunbartonshire. However, in 2022/23 this has decreased slightly and has remained at a similar level for 2023/24. Tenancy sustainment (homeless lets) 2020/21 2021/22 2022/23 2023/24 West Dunbartonshire Council 91.6% 94.6% 92.8% 92% Page 115
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28 Appendix 3 - Housing Market Housing market in West Dunbartonshire West Dunbartonshire is situated west of Glasgow, north of the River Clyde and is one of the smallest Scottish councils in terms of area (31st out of 32) and population (25th)3. Across the three main areas of Clydebank, Dumbarton and the Vale of Leven there is great diversity, ranging from the densely populated urban centre of Clydebank to the more rural setting of the Loch Lomond and Trossachs National Park. The area faces a number of challenges including a reducing population, high levels of economic deprivation and relatively poor health outcomes. Life expectancy in West Dunbartonshire is alarmingly low, with women living an average of 78.4 years and men 73.4 years, both of which are the second lowest in Scotland.4 This reflects the wider issues of deprivation and health inequality in the region. Some parts of West Dunbartonshire are prosperous, but significant inequalities exist between communities. Forty-eight of the 121 data zones (population units) across West Dunbartonshire are among the 20% most deprived data zones in Scotland.5 West Dunbartonshire continues to see an increase in its share of the most deprived areas in Scotland, from 35 to 38 since 2016. In December 2023, unemployment in West Dunbartonshire was 3.4%, compared to the Scottish average of 3.5%.6 This marks an improvement from previous years as now below the national average. On 30 June 2022, the population of West Dunbartonshire was 88,270. This is a decrease of 0.3% from 88,560 in 2021. The majority of the population falls within the 45 to 64 years age bracket, with a working-age population of 25,517 in 2022. The older population (75 and over) comprised the smallest group, with 7,604 individuals.7 According to Audit Scotland8, by 2039 the population of West Dunbartonshire is projected to decrease by 6.7% whereas the population of Scotland overall is projected to increase by 7.5%. Furthermore, in West Dunbartonshire by 2039: • the number of people aged 75 and over is projected to increase by 71% (to approximately 12,000) – increasing the demand for health and social care services for older people as well as the type and design of properties required to house them; • the number of people of working age is projected to fall by 20% (to 46,500) – and a lack of local workforce could potentially make the area less attractive to some businesses; • the number of children and young people aged 0-15 years is forecast to fall by 12.1% (to 13,700) – affecting services such as schooling and education; and the number of single person households is also expected to increase by 23% over the period 2012 to 20379 3 Best Value Assurance Report West Dunbartonshire Council, Audit Scotland, June 2018 4 National Records of Scotland, West Dunbartonshire Council Area Profile 5 SIMD 2020 council area profile and analysis: West Dunbartonshire, Scottish Government, January 2020 6 Employment, unemployment and economic activity in West Dunbartonshire, Office for National Statistics, May 2024 7 National Records of Scotland, West Dunbartonshire Council Area Profile 8 Best Value Assurance Report West Dunbartonshire Council, Audit Scotland, June 2018 Page 116
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29 The estimated number of dwellings within West Dunbartonshire is 43,364.9 Over half of the stock is owner occupied and over a third is social housing. The share of private rented properties within West Dunbartonshire is considerably less than the Scottish average of 13%. The breakdown of its stock by tenure is outlined in Table 1 below: 10 Table 1 – Housing Tenure in West Dunbartonshire Tenure Total Number % Council Housing 10,624 24.5% Registered Social Landlords 5,507 12.7% Private Rented Sector 2,862 6.6% Owner Occupation 24,067 55.5% Rent Free 304 0.7% Total 43,364 100% There is a total of 16,131 social rented properties in West Dunbartonshire, this is a combination of Council owned properties and those of Registered Social Landlords. The number of households living in the social rented sector in West Dunbartonshire is significantly higher than in Scotland as a whole, where 23% of households live in the social rented sector.11 As is the trend across Scotland, social rented properties remain in high demand in West Dunbartonshire and as such there is an ambitious Strategic Housing Investment Plan to increase the number of affordable homes in the area. In addition, the share of private rented tenancies in West Dunbartonshire has fluctuated significantly over the past decade reflecting the relatively small nature of the sector and its ability to expand and contract based upon changing economic conditions. In 2016, 13% of properties in West Dunbartonshire where private rented, in comparison to 6.6% in 2023. 12 This decline can be linked to contemporary developments such as Covid-19 and the cost-of-living crisis and the affordability of the private rented sector. Table 2 below highlights the average Private Rented Sector rents for West Dunbartonshire in 2024 and shows there is a clear misalignment between private sector rents and the Local Housing Allowance in West Dunbartonshire. The table also shows that the gap between private sector and the local housing allowance rents in West Dunbartonshire increases along with the property size. Table 2 – Private Rented Sector Rents Property Size 1 bed 2 bed 3 bed 4 bed 1 bed shared PRS – Average Monthly Rent £534 £726 £895 £1220 £521 9 https://www.west-dunbarton.gov.uk/media/zkxpxcbt/wdc-in-numbers-2023-v9.pdf 10 https://www.west-dunbarton.gov.uk/media/zkxpxcbt/wdc-in-numbers-2023-v9.pdf 11 Local Housing Strategy 2022-2027, West Dunbartonshire Council 12 Scottish Household Survey (SHS) Housing Data Tables 2022, December 2023 Page 117
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30 Monthly Local Housing Allowance13 £473.72 £593.36 £673.14 £947.40 £349.05 Monthly Difference £60.28 £132.64 £221.86 £272.60 £171.95 In Scotland, the number of lone adult households is projected to increase by 35% over the 25-year period between 2012 and 2037. In West Dunbartonshire, the number of lone adult households is projected to increase by only 23% in the same period. The number of larger households in West Dunbartonshire is projected to fall, with the number of households of 2 or more adults with children decreasing by 34% over the 25-year period. The average household size is projected to decrease from 2.13 in 2012 to 1.93 in 2037.14 The Council plays a leading role in the West Dunbartonshire Community Planning Partnership, known as Community Planning West Dunbartonshire (CPWD). The partnership includes representatives from the Council, health board, police and fire services and local charities and voluntary organisations. The Community Empowerment (Scotland) Act 2015 requires community partnerships to produce a Local Outcomes Improvement Plan (LOIP) for its area. CPWD’s LOIP for 2017-2027 was approved in October 2017. Aligned to this is the Council’s Local Housing Strategy, which sets out the vision for Housing across West Dunbartonshire for the period 2022/27 and reinforces the following 5 key objectives: Ensuring people have access to affordable housing, which is in the right location and is suitable for their needs; Ensuring that all residents live in good quality housing regardless of tenures; Ensuring that homelessness is minimised through prevention and early intervention measures; Providing good quality neighbourhoods and housing services where all people feel safe and secure; and Ensuring people with particular needs have access to suitable housing with any necessary support, to optimise their independence and well-being. Housing Supply Target and Investment West Dunbartonshire Council have set the following Housing Supply Targets: Table 3 – Housing Supply Targets 2024-2029 total Per annum Private 750 150 SR/BMR 400 80 Total 1,150 230 Source: Schedule 7 SDP 13 https://www.west-dunbarton.gov.uk/benefits-and-grants/housing-benefit/local-housing-allowance/local- housing-allowance-rates/ 14 Local Housing Strategy 2017-2022, West Dunbartonshire Council Page 118
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31 Over the 5-year period leading to 2029/30, there are 762 projected completions of affordable new supply housing to be developed by social rented landlords within the area. This includes the provision of 25 shared ownership properties. Therefore, the number of social rented dwellings within West Dunbartonshire is set to increase by around 5% which will impact positively on access to housing for homeless households due to our commitment of ensuring our lettings target for homelessness also applies to new supply. The demographic profile in West Dunbartonshire also presents challenges in that it is predicted to both age and decline faster than the Scottish average. The household composition is continuously changing, demand for larger family homes has been growing since the Covid-19 pandemic, alongside the increase of single person households on our housing waiting list. This, therefore, impacts on the design and type of properties required in West Dunbartonshire, which will also be influenced by the Scottish Government’s aim to supply 110,000 affordable homes, welfare reform and contemporary developments such as Covid and the cost-of-living crisis affecting people’s affordability of housing and thus creating pressure on landlords to supply both affordable and desirable housing. Page 119
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32 Appendix 4 - Consultation Local authorities have a statutory duty to involve, consult and engage with stakeholders relevant to their policies and strategies. Part of the process of drafting this strategy involved a wide consultation process, to gather views and experiences of our service and identity areas we need to focus on. This included the following: Hosting a focus group at Ashton View to talk to current residents about their experiences; Attending various team meetings to discuss the strategy and the consultation process. We attended the following team meetings: o Homeless Caseworker and Housing Options o Housing Services o Supported Accommodation o Housing First o Resettlement o Homeless Accommodation; An online survey for staff in all of the teams listed above; A survey for people currently experiencing homelessness and those who have had experience of homelessness in the last two years. This survey was online and was distributed to all staff and partners via email and service users via text message, as well as being advertised on social media and the council website. Paper copies were also made available; Consulting with partners and stakeholders via an online survey, including: o Addictions o Mental Health o Adult Social Care o Criminal/Community Justice o Housing Associations o NHS o Third Sector Support o Throughcare o WDC Housing Operations o Woman’s Aid; Public consultation events were hosted, one in Dumbarton and one in Clydebank. The events were for anyone but people with lived experience of homelessness were encouraged to attend. The strategy was discussed, and paper copies of the survey were distributed; Further stakeholder consultation via our quarterly Housing Solutions Partnership meeting and WDTRO. The main areas of focus within the consultation were: Homelessness Prevention Housing Options Housing Support Temporary/Supported Accommodation Information and Advice. Page 120
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33 Key themes identified from consultation: Service users The majority of service users said there was nothing that could have been done to prevent their homelessness. Most were happy with the location of their temporary accommodation and felt it met their needs. Most service users felt they are/were listened to by staff; however, some reported a feeling of being unheard and a lack of choice in where they live. More than half felt they were provided with good quality information that met their needs; however, some reported a lack of communication with staff and feeling of not being informed enough about their case. That there was enough support from West Dunbartonshire Council was a reoccurring theme throughout, with service users reporting that more help was required to settle into their new tenancy in relation to benefits, employment, mental health and addiction. The most said things service users said they needed to end their homelessness were: o More available housing options o More/continuous support (financial, employment, mental health and addiction) o To be heard o To feel safe o Understanding staff. Staff & Stakeholders Both groups largely agreed that West Dunbartonshire Council do enough to prevent homelessness, however stated that more resources and greater partnership working were required to improve service. All stakeholders believe their service has a role to play in preventing homelessness in West Dunbartonshire. There was a shared consensus that there aren’t enough housing options available in West Dunbartonshire, due to a lack of affordable housing, issues with Private Rented Sector affordability and accessibility, and lack of financial support. Both reported a lack of available housing support options in West Dunbartonshire Council, highlighting gaps in support for those with low support needs/at risk of homelessness, as well as those with more complex needs. The lack of temporary accommodation options available in West Dunbartonshire Council was reinforced throughout the process, with both staff and stakeholders reporting that more specific accommodation was required to meet client need i.e. young people and those with more complex needs. There was agreement that the needs of households experiencing homelessness have changed in the last 5 years in terms of growing support needs, lack of suitable accommodation and external pressures. There was a shared consensus that West Dunbartonshire Council /everyone should be doing more to help households experiencing homelessness to be rehoused quicker through improved collaborative working and communication, in terms of ensuring households are tenancy ready before moving on from temporary Page 121
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34 accommodation and greater housing options – including building more houses and bringing existing stock up to standard. Most staff said they were confident in providing good quality information and advice to households, highlighting the importance of managing expectations and regular training to ensure they are up to date with legislative changes. The top priorities that stakeholders would like to see in the new strategy were: o More new housing supply o More support (especially for young people) o More funding o Better communication among partners o Multi agency working o ‘Scaling up’ of Housing First. Outcomes of consultation The above information was taken into consideration in the development of the new strategy and either included within the main document or the action plan. It is evident from the consultation process that there is a strong need for a greater collaborative approach in the prevention of homelessness. There is also a need for increased and alternative housing support options to meet growing support needs. Such themes, alongside the need for more available housing options and temporary accommodation that meets identified need have informed the objectives and actions of the new strategy. Consultation on the published draft Further consultation was carried out once a draft was produced which service users, staff and stakeholders all fed back on. Strong support for the objectives of the strategy was received. Feedback on actions was more mixed but where responses indicated more was required, they referred to actions which were in the plan including strong partnership working and specific youth support and accommodation. The service we provide is person centre, therefore all needs of everyone are taken into account when providing information and support. Page 122
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35 Appendix 5 – Equalities The Council is committed to fulfilling the three key elements of the general equality duty as defined in the Equality Act 2010: Eliminating discrimination, harassment and victimisation, Advancing equality of opportunity between people who share a protected characteristic and those who do not, Fostering good relations between people who share a protected characteristic and those who do not. This includes challenging prejudice and building understanding. Protected characteristics: age disability gender reassignment, pregnancy and maternity race, this includes ethnicity, colour and national origin religion or belief sex sexual orientation marriage/civil partnership (for which only the first duty is applies) Everyone has 'protected characteristics', but it is the treatment individuals and groups receive, the level of autonomy they have, and the positive or negative outcomes for them, that are its focus. Therefore, the Council will: Remove or minimise disadvantages experienced by people due to their protected characteristics, Meet the needs of people from protected groups where these are different from the needs of other people, Encourage people with protected characteristics to participate in public life or in other activities where their participation is disproportionately low. While it is a legal requirement, these steps contribute to fairer, more efficient and more effective services. Therefore, the Council will: take effective action on equality make the right decisions, first time around develop better policies and practices, based on evidence be transparent, accessible and accountable deliver improved outcomes for all. To ensure our processes comply equality data is asked when applications are made to homeless services to understand the needs of our residents. This ensure there are no unintentional or negative impacts of our strategies to any particular group. Below details data we hold on for any household experiencing homelessness who provided the data; Presentations by year and age Age/Year 2021/2022 2022/2023 2023/2024 16 - 17 37 3% 37 3% 21 2% 18 - 25 306 25% 318 26% 265 24% 26 - 59 796 66% 800 66% 741 68% 60+ 66 5% 62 5% 68 6% All 1205 100% 1217 100% 1095 100% Page 123
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36 . WDC HL1 SG returns. Presentations by year and ethnicity. Ethnicity/ Year 2021/2022 2022/2023 2023/2024 White Scottish 1119 93% 1124 92% 993 91% Other British 33 3% 20 2% 39 4% Irish 5 0% 2 0% 0 0% Other white ethnic group 10 1% 16 1% 10 1% African, African Scottish or African British 6 0% 3 0% 8 1% Caribbean, Caribbean Scottish or Caribbean British 1 0% 0 0% 0 0% Other Caribbean or Black 1 0% 0 0% 1 0% Indian, Indian Scottish or Indian British 1 0% 1 0% 2 0% Pakistani, Pakistani Scottish or Pakistani British 2 0% 1 0% 4 0% Bangladeshi, Bangladeshi Scottish or Bangladeshi British 0 0% 1 0% 0 0% Chinese, Chinese Scottish or Chinese British 0 0% 0 0% 0 0% Other Asian, Asian Scottish or Asian British 5 0% 7 1% 7 1% Mixed or multiple ethnic group 0 0% 2 0% 2 0% Other ethnic group 12 1% 12 1% 15 1% Not Known 1 0% 2 0% 2 0% Refused 0 0% 0 0% 0 0% Gypsy/ Traveller 1 0% 2 0% 0 0% Polish 6 0% 9 1% 4 0% Other African 0 0% 0 0% 0 0% Black, Black Scottish or Black British 1 0% 0 0% 0 0% Arab, Arab Scottish or Arab British 1 0% 1 0% 0 0% White English 0 0% 13 1% 7 1% White Roma 0 0% 1 0% 1 0% All 1205 100% 1217 100% 1095 100% WDC HL1 SG returns. Presentations by year and gender. 2021/2022 2022/2023 2023/2024 Male 621 52% 654 54% 598 55% Female 584 48% 563 46% 497 45% All 1205 100% 1217 100% 1095 100% WDC HL1 SG returns. Presentations by year, household type and gender Household Type Sex 2023/2024 Single Person Male 527 67% Female 259 33% All 786 100% Single Parent Male 30 14% Female 178 86% All 208 100% Couple Male 24 45% Female 29 55% All 53 100% Page 124
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37 Couple with Children Male 15 42% Female 21 58% All 36 100% Other Male 1 14% Female 6 86% All 7 100% Other with Children Male 1 20% Female 4 80% All 5 100% . WDC HL1 SG returns. Our support data from 2023/24 indicates that there are higher numbers of female led households that require low support and if accommodation is required it is temporary furnished flats. Where higher support is required tend to be male led households where supported or hostel type accommodation is required. 17% (188) of households who presented stated their reason for homelessness was domestic abuse which is a decrease in number from 209 (17%) in 2022/23. Of the 17% of households 86% were female. 16% were ages 16 to 24 which is lower than the previous year. In addition to this of all those who stated this reason, 40% were female single parents, 38% were single females and 11% were single males. This is similar to last year. This document is also available in other languages, large print and audio format on request. Arabic Page 125
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38 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 126
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1 Appendix 2 Housing Solutions Strategy Consultation Summary Person responsible: Claire Mckay Consultation Start date - August 2024 Consultation End Date - 20/01/25 1. Title of consultation / participation exercise “More than a Roof” West Dunbartonshire Council Housing Solutions Strategy 2025 - 2028 2. Aims and objectives More than a Roof” is West Dunbartonshire Council’s 6th Homeless Strategy with a strong focus on finding housing solutions for those households in need. This strategy covers the period from 2025 to 2028, which means it is aligned with our current Local Housing Strategy which also runs until 2028. Four objectives; 1. Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions, 2. Where homelessness does occur households are rehoused quickly, 3. Review and ensure there are a wide range of support services available to prevent and end homelessness, and 4. Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. 3. Invited to get involved: (e.g. all tenants, tenant from the interested tenants register, RTOs, staff) Lives experience – current and previous households who have experienced homelessness Homeless service staff Keys stakeholders – HSCP, Housing, Housing Solutions Partnership Public WDTRO and other tenants 4. Methods used to promote/invite stakeholders to get involved? (e.g. Service user focus groups in person Online surveys – circulated on social media, sent via text message and emails to staff and stakeholders Item 10 Appendix 2 Page 127
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2 letters, posters, website) Public consultation events Team meetings Once it was in draft followed up at strategic meetings, service user meetings, WDTRO meeting and a new online survey which was circulated on social media and emails. 5. Who took part (Actual number of individuals and or number of tenant organisations represented) 5 service users at initial focus group to create the survey. 5 services with around 100 staff Strategic groups with around 30 members WDTRO with 8 tenant representatives 113 responses to first consultation survey 41 responses to the draft consultation survey 6. Method(s) used to obtain views? (e.g. focus/working group, newsletter, survey) Why? Focus groups Online survey Public events Meetings internal and strategic newsletter 7. What good practice or minimum standards can you evidence as part of your consultation? Ensuring variety of methods Consultation at the beginning of the process before a draft was written to ensure wants/needs captured first. Further consultation once a draft was produced 8. Outcome of consultation? The service user focus group lead to the creation of the online survey for the three groups; 1. Service users 2. Staff 3. Stakeholders This consultation show that key asks more support options including the type offered. There was a strong ask around more partnership working particular for those household who have multiple support needs. One of the big asks was more housing and more information. The asks from the consultation then led to the key objectives being agreed for the draft. From the further consultation once a draft was publish showed that Stakeholders were very supportive of the Page 128
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3 support element in the draft of the strategy and partnership working. The WDTRO were supportive of it all. The online survey showed the strongest support for objective one and three – prevention and support. Where those who felt the actions weren’t enough many mentioned actions which are already in the plan including a youth supported options and more partnership working. However, it did highlight that BME group gypsy/travellers were not specifically mentioned. However, we have a strong empathises on person centred approach therefore we ensure the information and outcome is specific to them. We a positive ongoing engagement with West Dunbartonshire travelling community which showed extremely high satisfaction levels. 9. How did the consultation influence decision make? It made the objectives clear as the same message was repeated from different groups. Helped shape specific actions of things not previously considered. Helped informed EIA and additional information. 10. Are you able to demonstrate this? YES 11. How was feedback about the consultation and final decision given? Returned to speak to service users from the focus group, and texted information, used housing newsletter and will promote via social media. 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? yes x Page 129
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4 What worked well, what didn’t work well – or any other comments you have. Comments: Need to be careful over the wording of the questions to ensure they are clear. Think a full strategy document is hard to ensure they are fully read providing summaries can miss useful information. Starting consultation at the beginning worked so well as the objectives were very clear plus also lead to considering actions not thought of. Ensuring multiple ways to participate helped gather a lot of feedback but would consider if there are other ways that would improve more face-to-face feedback Summary of the first consultation Service users The majority of service users said there was nothing that could have been done to prevent their homelessness. Most were happy with the location of their temporary accommodation and felt it met their needs. Most service users felt they are/were listened to by staff; however, some reported a lack of empathy, feeling unheard and a lack of choice in where they live. More than half felt they were provided with good quality information that met their needs; however, some reported a lack of communication with staff and feeling uniformed about their case. The lack of support from homeless services was a reoccurring theme throughout, with service users reporting that more help was required to settle into their new tenancy in relation to benefits, employment, mental health and addiction. The top three things that service users need to end homelessness: o More available housing options o More/continuous support (financial, employment, mental health and addiction) o To be heard o To feel safe o Understanding staff. Staff & Stakeholders Both largely agreed that WDC do enough to prevent homelessness, however stated that more resources and greater partnership working were required to improve service. All stakeholders believe their service has a role to play in preventing homelessness in WD. There was a shared consensus that there aren’t enough housing options available in WD, due to a lack of affordable housing, issues with PRS affordability and accessibility, and lack of financial support. Both reported a lack of available housing support options in WDC, highlighting gaps in support for those with low support needs/at risk of homelessness, as well as those with more complex needs. Page 130
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5 The lack of temporary accommodation options available in WDC was reinforced throughout the process, with both staff and stakeholders reporting that more specific accommodation was required to meet client need i.e. young people and those with more complex needs. There was agreement that the needs of households experiencing homelessness have changed in the last 5 years in terms of growing support needs, lack of suitable accommodation and external pressures. There was a shared consensus that WDC/everyone should be doing more to help households experiencing homelessness to be rehoused quicker through improved collaborative working and communication, in terms of ensuring households are tenancy ready before moving on from temporary accommodation and greater housing options – including building more houses and bringing existing stock up to standard. Most staff said they were confident in providing good quality information and advice to households, highlighting the importance of managing expectations and regular training to ensure they are up to date with legislative changes. The three priorities that stakeholders would like to see in the new strategy: o More new housing supply o More support (especially for young people) o More funding o Better communication among partners o Multi agency working o ‘Scaling up’ of Housing First. Summary of Second Consultation Alignment with Strategy objectives 61% of respondents agreed with Objective 1: Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions. 61% of respondents agreed with Objective 2: Where homelessness does occur, households are rehoused quickly. 78% of respondents agreed with Objective 3: Review and ensure there are a wide range of support services available to prevent and end homelessness; 71% of respondents agreed with Objective 4: Working with partners to provide interim options for temporary accommodation and providing best quality temporary accommodation when required. Page 131
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Assessment No 1222 Owner cmckay Resource Regeneration, Environment and Growth Service Housing and Employment FirstName Surname Job Title Head Officer Claire Mckay Housing Development Co- ordinator Members Donna Kirkwood-Senior Housing Development Officer Jennifer MacMahon - Senior Housing Development Officer Anna Stanislavchuk - Housing Development Officer (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Housing Solutions Strategy The aim, objective, purpose and intended out come of policy It sets out the Council aims to tackle homelessness over the next three years with a key aim being to reduce homelessness in West Dunbartonshire. It also recognises that when it happens we provide good quality service to those who need and are clear what to expect. The four objectives of the strategy are; 1. Homelessness is prevented by providing good quality advice and information to enabled informed decisions on personal housing solutions, 2. Where homelessness does occur households are rehoused quickly, 3. Review and ensure there are a wide range of support services available to prevent and end homelessness, and 4. Working with partners to provide Interim options for temporary accommodation and best quality temporary accommodation where required. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Households expericing homelessness Staff of all WDC homeless services Stakeholders - other social landlords, housing operations colleagues - Health and social care partners, third sector Blue Triangle, other addiction and mental health services Surveys for the three groups created, along with community events and service user forcus groups. Attended team meetings and Stakeholders feedback via our Housing Solutions Partnership meetings. 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 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 Item 10 Appendix 3 Page 133
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Who will be affected by this policy? Any resident in West Dunbartonshire Council who requires housing advice and those who require assistance from our homeless service (housing solutions). Who will be/has been involved in the consultation process? -Service users current and previous -Homeless Service Staff o Addictions o Mental Health o Adult Social Care o Criminal/Community Justice o Housing Associations o NHS o Third Sector Support o Throughcare o WDC Housing Operations o Woman’s Aid; Page 134
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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 we have an ageing population in WDC but that's not reflected in our homeless presentations. We have one of the highest youth homelessness rates in the country. The UN Convention on the Rights of the Child (UNCRC), is now incorporated in Scottish Law. It is good practice to consider the impact council policies have on children and young people. Homeless applications age 16- 25 & % of all presentations: 2017/18 - 290 (28%) 2018/19 - 279 (27%) 2019/20 - 305 (30%) 2020/21 - 335 (32%) 2021/22 - 343 ( 28%) 2022/23 - 355 (29%) 2023/24 - 286 (26%) Below shows the ages of those who completed the consultation. 16-24 6 13% 25-34 12 26% 35-_44 11 24% 45-54 6 13% 55+ 11 24% (blank) 0% Grand Total 46 100% of those service users who completed the consultation survey. As our strategy recognises this group needs more tailored options it has a positive impact but not at the expense of other ages. Disability The Council has a duty to make its services accessible to disabled people. We routinely ask for medical needs/disability as part of the homeless assessment as we operate a person centred approach this ensures an offers of assitance of housing meets their needs. Of the closed homeless assessments for 2023/24 5% said they had a disability. Our strategy is person centred therefore our strategy has a positive impact as it also includes areas such as a hospital discharge protocol which could impact those with a disability in a ppositive way. Page 135
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Gender Reassign One in four trans people (25 per cent) have experienced homelessness at some point in their lives. (Stonewall Research) Our updated equalities data questions have been rolled out to tenants and housing applicants. Across all WDC tenants, new tenants and all WDC housing applicants - 0.07% answered yes, 17% answered no and 4% preferred not to say. High % (80) still not answering at all so plan to monitor numbers and look to increase numbers where we can record an answer. All staff in homeless services completed LGBTQ+ awareness training on delivering services. We are also carrying out a consultation with this specific group with a view f creating a housing options pathway tailor to this groups need. Positive Marriage & Civil Partnership Strategy takes recognition of those in relationships, not and any relationship breakdowns The group with our largest presentations is from single people with 72% of applications being from a single household. One of are biggest reasons for why households have presented as homeless is relationship breakdown with 21% in 2023/24 presented as a result of a relationship breakdown. We also have a bespoke housing options pathway for those fleeing domestic violence which aim is to reduce the trauma experienced. Positive Pregnancy & Maternity Cross cuts with sex, with additional considerations Unsuitable accommodation has always covered women who were pregnant. However, there is a focus from the scottish government to reduce the numbers of children in temporary accommodation. Positive as its not at the expense of another group Page 136
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Race BME groups being more likely to be victims of racial discrimination. Services need to be accessible to users of other languages. 2023/24 stats show 87% of those who answered the question are White Scottish but also shows 1% Polish, 0.7% other Asian and 1% other ethnic not on the list. Due to wider asylum dispersal decisions there is a bigger various in the race of those presenting. However, we delivered a person centred service and therefore acknowledge different needs a requirements. We use language line as standard to ensure no language barriers and also ensure all our information is available in different languages. From our last round of consultation feedback received highlighting a concern that Gypsy/Travellers groups and accommodation were not specifically mentioned. However, as stated we provide a person centre approach therefore if we had someone from the travelling community present and did not want traditional accommodation his would be taken account of. Along side this the permanent travelling site is full and as we have a strong working relationship with the travelling community further discussions are taking place about additional sites however, this would not sit within this strategy. Our satisfaction from this community in general are exceptional high compared to our peers. positive Religion and Belief Race and religion are not identical but these can cross cut in cases of discrimination or harassment. Race and religion are not identical but these can cross cut in cases of discrimination or harassment. The overarching theme throughout our strategy is that the service we provide is person centred therefore all personal information and circumstances are taken into account. As Equality data is not compulsory we have a lower response with 51% do not respond to this. positive Page 137
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Sex Male and females have potential different experiences of homelessness. We collate gender details routinely as part of our assessments. We have also completed a gendered analysis as part of our RRTP, which has been updated for 24/25. Of those who presented in 2023/24, 45% were female (either single person or head of household). Which is a 1% decrease from 22/23. For those who presented as a result of domestic abuse 86% were female. An increase of 2%. In general more women have had a Prevent 1 case opened over the years than men. In 19/20, women accounted for 53% of the 243 Prevent 1 approaches. In 20/21, this was 59% of 375 approaches. 21/22 increased again to 61% of 647 cases . 22/23 was 61% of 447 cases and 23/24, 58% of 380. We have strong policies and process around domestic abuse approaches. ALthough this is gender neutral, women are still the highest proportion of those who report domestic violence. We also have strong working relationships with Violence Against Women Partnership. Additional domestic abuse rights for women are to be introduced within the new Housing Bill. We will therefore review our domestic abuse protocol in line with the new legislation. Of those who replied to online consultation; Female_ 25 54% Male_ 19 41% Non_Binary_ 1 2% Prefer_not_to_say_ 1 2% (blank) 0% Grand Total 46 100% positive Page 138
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Sexual Orientation Research by University of Surrey noted; Nearly 50% of LGBTQ+ people living in social housing accommodation do not feel a sense of belonging in their local community and over a quarter report feeling lonely in the area they live. Young LGBTQ+ are at risk of homelessness but there is often a undisclosed reason for being homeless. We have updated our equalities data to better capture those who use our service to better inform our policies. To help reduce any barriers, all front facing homeless service staff complete LQBTQ+ external training. We will also have surveyed LGBTQ+ community to highlight any barries they face accessing housing. This information will then be used to created a person centre housing pathway to help reduce barrier and provide a positive outcome. positive Human Rights Article 8, (private life etc) of the EHCR is especially relevant in this area. UNCRC considerations should be made, in this context Provision and Protection are most significant Housing is a basic human right, the aim of strategy to provide permanent housing as quickly as possible and in the right place is ensuring this right is met as soon as possible. Human rights considerations for individuals, families and Children and young people cross cut within the scope of this policy. positive Health The links between health and housing are endless. Homelessness/poor housing have a significant impact on health and lack of it negatively impacts individuals and families. Housing people as quickly as possible into settled accommodation will also have a positive impact. The strategy looks to stengthen partnership working with colleagues in health and social care with updated hospital discharge, addictions and mental health protocols which will also help with improved health. The strategy also covers support where health is a key area for all support services. positive. Page 139
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Social & Economic Impact WDC has some of the most deprived areas according to SIMD. Those on a lower income have reduced housing options and can live in poorer housing. Affordability is key within housing the strategy and in particular prevention actions include addressing affordability incuding a prevention fund to stop court action for social tenants. The service provides a whole system approach allowing more housing options to be affordable with our "Help to Rent" scheme to access private rented accommodation, along with fully utilising DHP to cover rent shortfalls or issues with under 35 LHA rates. temporray accommodation standards help ensure porerty same as mainstream which helps things like fuel costs as all meet SHQS positive Cross Cutting This strategy cuts across age, disability, health and social and economic impacts. This EIA also highlights that more information is required around sexual orientation, gender reassignment, race and religion. Many of the protocols and actions are cross cutting against many characteristics. Communication with services users should be informed by the Councils 'Communicating Effectively' guidance positive. Page 140
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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? The policy will be monitor annually and update a EIA as a minimum or as any further individual policies are created or amended. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1148: Having fully considered all characteristics, there are no negative impacts to any groups, only positive to young people, single households, pregnant women, religious, Gypsy/Travellers acknowledging different needs for different groups and not a one size fits all. Page 142
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 26 February 2025 __________________________________________________________________ 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; and (ii) Notes the remedial actions being undertaken by Council Officers in response to Connect Modular entering into administration as the Gilmour Avenue housing development contractor 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 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) Item 11 Page 143
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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 which will fully complete in April 2025: 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 46 Ongoing Buyback Acquisitions 158 Ongoing Totals 700 3.4 The Strategic Housing Investment Plan (SHIP) 2025-2030, 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 2024. The SHIP outline plans to contribute to meet the Council Administration’s aim of delivering 2500 new affordable and social rented homes over the 10-year period 2022-2032. 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 The Council’s More Homes West Dunbartonshire approach is an ambitious plan that aims to continue the positive momentum of the delivery of much Page 144
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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 Council’s More Homes West Dunbartonshire approach has evidenced strong support from council tenants and was recently highlighted as one of the two key future spending priority areas for tenants through the comprehensive tenant satisfaction survey undertaken in late 2024. 4.5 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 handovers of the 3-, 4- and 5-bedroom houses have now been completed (46 units). The handover of the flatted accommodation will begin at the end of February. Practical completion and handover of all 88 new homes is currently estimated for the 11th April 2025. All homes 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. Page 145
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The development at Clydebank East sees 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 development element of this development commenced in early March 2025, 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 is currently meeting all delivery targets and will be completed 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 Flat 1bed/2person Net Zero 4 Flat 2bed/4person Net Zero 8 Willox Park, Doveholm, Dumbarton Page 146
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The development of seventeen new homes for the elderly at a former care home site will comprise of the housing mix below. 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. We are currently working with the existing tenants to ensure they have an up- to-date housing application live to make sure the process of moving into the new facility is as easy and streamlined as possible. Bonhill Gap Site Strategy House Size Sustainability Standard Number of New Homes 1bed wheelchair Net Zero 4 1 bed general needs Net Zero 16 2 bed wheelchair Net Zero 3 3 bed general needs Net Zero 3 4 bed general needs Net Zero 2 5 bed general needs Net Zero 4 7 bed general needs Net Zero 2 Planning has been submitted for all sites with approval granted for Campbell St and forthcoming for Braehead and O’Hare development sites. A contractor has been appointed to deliver the Campbell St and Braehead development sites. The tender cost was returned over £2m below the estimated cost of the job illustrating a competitive tender result. As illustrated in the table above the developments feature large family homes. The tender for O’Hare is due back 14th February 2025. Bank Street, Alexandria The development will consist of twenty-two sheltered/amenity housing units in partnership with the HSCP. Planning has been submitted. Page 147
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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 was expected at the end of November. However there has been a delay in planning consent. The contract for this project has been awarded. This tender return has returned a competitive price around £2m below the estimated delivery costs. Similar to Willox Park, tenants at Gray Street have been consulted throughout the design process and will be assisted to make the transition as smooth as possible. Clydebank Health Centre Demolitions of the former health centre building was completed in late 2024. Having received the feasibility report for the site, the Council plans to develop 20+ units of sheltered housing to reprovision existing sheltered housing currently provided at Young Street, therefore strategically improving the provision of sheltered accommodation within Clydebank. We also aim to build around 10-15 units of mostly family housing. The Council 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. They have begun the pre-application for Planning process along with relevant consultation exercises. Gilmour Avenue, Hardgate As part of the wider development of our Clydebank Gap Site strategy, the Council 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 had a completion date of 14/2/25. However, on the 3rd January 2025, Connect Modular, the main contractor unfortunately entered administration. The Council is now working towards the appointment of a new contractor with minimal delay to completion Page 148
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and are aiming to complete the homes this financial year. The homes have been delivered on site and are over 80% completed. The Council has secured the site and taken over the site security contract. 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 in 2026/27. 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) House Type Sustainability Standard Number of New Homes 1 bed/2 person Cottage Flat Net Zero 10 2 bed/3 person WCH Cottage Flat Net Zero 1 3 bed/4 person Cottage Flat Net Zero 1 3 bedroom terraced house Net Zero 3 4 bedroom semi-detached Net Zero 2 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. A main contractor has been appointed for the delivery of the proposed 17 new homes. The Council has started the pre-application planning process and are hopeful to submit for planning at the end of February. Community consultation has been scheduled prior to the Planning submission. Silverton Regeneration The demolition for the 2 identified sites in Smollett Road and Dumbuie Avenue has now been completed. We are currently engaging with our colleagues in consultancy services around the design for the housing on the site. Queens Quay, Site C, Clydebank Page 149
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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 28 Total Purchase Value £2,635,000 The twenty-eight acquisitions include fourteen larger family properties comprising of three bedrooms or more. The strategic approach to acquire homes that are aligned to housing need and the increased home valuations in West Dunbartonshire have required that we amend our target for 2024/25 from sixty acquisitions to forty through the buyback scheme. However, additional buyback acquisitions will be delivered through the National Acquisition Scheme, Ukrainian Long Term Resettlement Fund and local housing association schemes which will ensure the Strategic Housing Investment Plan target of sixty acquisitions is achieved. 4.6 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 5.1 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 Page 150
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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. 6.3 The Council has to date delivered 542 new homes for social rent, these additional homes bring council tax revenue of around £670k per year to West Dunbartonshire Council. Procurement 6.4 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 capital spend detailed in this report to suppliers providing the most economically advantageous offer to the Council. 6.5 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 Page 151
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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 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: 13 February 2025 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 152
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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 153
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Housing & Communities Committee – 26 February 2025 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 31 October 24 (Period 7) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 31 October 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 eighteen projects reporting off track with an anticipated over / under spend against their 2024/2025 budgets, with a forecast net underspend of £2.918m 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 12 Page 155
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Exhibit 1: Revised HRA Capital Budget 2024/2025 – 20278/2029 2024/25 BCR07 (£m) Project Life BCR07 (£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 BCR07 Appendix 2 – HRA Capital Detail BCR07 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-eight capital projects where expenditure / income budget is tracked over the multi-year life of the project and twenty-nine projects classified as rolling programme projects / contingency / fees, that 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 £70.486m, an underspend of £3.178m (4.3% of the 2024/2025 budget) The 2024/2025 capital income budget is £10.003m, with a forecast income of £9.743m. Page 156
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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 BCR07 Forecast (£m) 2024/2025 BCR07 Budget (£m) 2024/2025 Variance (£m) Commentary 1 Special Need Adaptations 0.506 0.655 (0.149) • 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. 2 Capitalised Minor Works 4.116 3.000 1.116 • 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. 3 Environmental Sensors 1.620 2.000 (0.380) • Excellent progress with this programme with an anticipated 2,000 sensors due to be installed this year. • Underspend reflects the mobilization Page 157
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Project 2024/2025 BCR07 Forecast (£m) 2024/2025 BCR07 Budget (£m) 2024/2025 Variance (£m) Commentary period and challenges in getting access to properties. • Underspend will be available for reprofiling in future years. 4 Roofing Works 2.201 2.500 (0.299) • 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. 5 Void House Works 5.438 4.902 0.536 • 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. 6 Environmental Works 0.992 1.068 (0.076) • Reduced throughput of environmental works this year because operatives have also worked across other HRA service areas. Page 158
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Project 2024/2025 BCR07 Forecast (£m) 2024/2025 BCR07 Budget (£m) 2024/2025 Variance (£m) Commentary • Underspend will be available for reprofiling in future years. 7 Contingency 0.000 0.100 (0.100) • Contingency released to offset cost pressures across the HRA capital account. 8 Clydebank East 9.896 9.700 0.196 • Good progress with development and is ahead of previous projection • 32 homes handed over to date 9 Pappert Expenditure 7.446 9.653 (2.207) • Development now on site and cash flow accurately based on agreed programme of works and this is reflected in the projection • No impact on overall project budget or timescales and development on track Pappert Income (2.803) (3.303) 0.500 • Affordable Housing Supply Programme grant funding reprofiled 10 Queen Mary Avenue 0.010 0.120 (0.110) • Affordable Housing Supply Programme grant funding reprofiled Page 159
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Project 2024/2025 BCR07 Forecast (£m) 2024/2025 BCR07 Budget (£m) 2024/2025 Variance (£m) Commentary 11 Queens Quay Site C Expenditure 0.000 1.000 (1.000) • Underspend reflects delays progressing this project within a financial viability assessment Queens Quay Site C Income 0.000 (1.000) 1.000 • The acquisition grant funding because of the project not been taken forward 12 Dennystoun Forge 0.060 0.250 -0.190 • Revised projection based on development project plan 13 Future New Build & Related Regeneration Projects / Professional Fees 0.500 1.015 -0.515 • Ongoing review of the programme allowed non committed funds to be released to offset cost pressures across the HRA capital account. Future New Build & Related Regeneration Projects Income (0.200) 0.000 (0.200) • Ongoing review of the programme allowed non committed funds to be released to offset cost pressures across the HRA capital account. 14 Buyback Grant Income (2.417) (2.858) 0.441 • Revised projection based on the distribution of Scottish Government acquisition funding 15 7 – 9 Gilmour Avenue Income (0.215) (0.195) (0.020) • Revised projection based on the application of the Strategic Local Programme Page 160
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Project 2024/2025 BCR07 Forecast (£m) 2024/2025 BCR07 Budget (£m) 2024/2025 Variance (£m) Commentary 16 Bank Street Income (0.518) 0.000 (0.518) • Revised projection based on the application of the Strategic Local Programme 17 Bonhill Gap Sites Income (0.514) 0.000 (0.514) • Revised projection based on the application of the Strategic Local Programme 18 Silverton Income (0.429) 0.000 (0.429) • Revised projection based on the application of the Strategic Local Programme (2.918) 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. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. Page 161
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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: 26 February 2025 Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR07 Appendix 2- HRA Capital Details BCR07 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 162
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Period 7 - 31 October 24 Item 12 Appendix 1 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 2 1 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 7 5 Total Expenditure 319,740 319,740 - 25 17 11 6 Total Income (54,576) (54,576) - 3 12 6 6 Total 265,164 265,164 - Page 163
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All Approved HRA Capital Projects at Period 7 _ 31 October 24 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 - 316 3,092 3,408 - 655 316 506 (149) OCE2 Capitalised Minor Works Rolling 31/03/2025 10,945 - 1,868 9,077 10,945 - 3,000 1,868 4,116 1,116 OCE3 Better Homes Priority Budget Rolling 31/03/2025 1,680 - 726 954 1,680 - 705 726 705 - OCE4 Environmental Sensors Programme Project 31/03/2029 10,000 103 949 9,051 10,000 - 2,000 846 1,620 (380) 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 3,868 23,261 27,129 - 7,165 3,765 7,752 587 MCR1 Targeted SHQS /EESSH compliance works Rolling 31/03/2025 32,632 - 3,357 29,275 32,632 - 6,537 3,357 6,537 - MCR2 External Component Renewal - Roofs Rolling 31/03/2025 13,010 - 1,027 11,983 13,010 - 2,500 1,027 2,201 (299) MCR3 Doors/Windows Component Renewals Rolling 31/03/2025 14,599 - 3,014 11,585 14,599 - 5,011 3,014 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 - 3 973 976 - 294 3 294 - MCR8 Heating Improvement Works Rolling 31/03/2025 8,800 - 1,168 7,632 8,800 - 1,900 1,168 1,900 - MCR9 Energy Improvements / Energy Efficiency Works Rolling 31/03/2025 295 - - 295 295 - 57 - 57 - MCR10 Kitchen Upgrade Rolling 31/03/2025 12,102 - 1,954 10,148 12,102 - 2,652 1,954 2,652 - MCR11 Bathroom & Shower Replacement Rolling 31/03/2025 3,300 - 494 2,806 3,300 - 750 494 750 - Major Component Replacement 92,604 - 11,024 81,580 92,604 - 19,795 11,024 19,496 299- VOC1 Void House Strategy Programme Rolling 31/03/2025 19,212 - 3,440 15,772 19,212 - 4,902 3,440 5,438 536 Void Capital 19,212 - 3,440 15,772 19,212 - 4,902 3,440 5,438 536 STE1 Defective structures/component renewals Rolling 31/03/2025 2,210 - 415 1,795 2,210 - 712 415 712 - STE2 Environmental Renewal - Paths & Environment Rolling 31/03/2025 5,559 - 311 5,248 5,559 - 1,068 311 992 (76) STE3 Asbestos Management Works Rolling 31/03/2025 1,235 - 47 1,188 1,235 - 237 47 237 - STE4 Multi Storey Flat Strategy Project 31/03/2029 5,171 65 70 5,101 5,171 - 750 5 750 - Structural & Environmental 14,175 65 843 13,332 14,175 - 2,767 778 2,691 (76) SUP1 Salaries / Central Support / Overhead Rolling 31/03/2025 14,367 - 1,611 12,756 14,367 - 2,761 1,611 2,761 - Support Costs 14,367 - 1,611 12,756 14,367 - 2,761 1,611 2,761 - AHP1 Buy Backs Rolling 31/03/2025 20,522 - 1,988 18,534 20,522 - 4,670 1,988 4,670 - AHP2 Demolition Programme Rolling 31/03/2025 485 - 215 270 485 - 485 215 485 - AHP3 Contingency Rolling 31/03/2025 520 - - 520 520 - 100 - - (100) AHP4 Clydebank East Project 15/04/2025 32,894 22,334 30,722 2,172 32,894 - 9,700 8,388 9,896 196 AHP5 Pappert Project 22/05/2025 10,517 601 4,051 6,466 10,517 - 9,653 3,450 7,446 (2,207) AHP6 Mount Pleasant Project 31/03/2025 6,005 555 2,560 3,445 6,005 - 4,396 2,005 4,396 - AHP7 7-9 Gilmour Avenue Project 10/10/2024 574 40 281 293 574 - 534 241 534 - AHP8 Willox Park Phase1 Project 01/10/2025 5,143 401 491 4,652 5,143 - 2,500 90 2,500 - AHP9 Bank Street Project 01/01/2026 7,549 231 287 7,262 7,549 - 518 56 518 - AHP10 Bonhill Gap Sites Project 01/03/2026 11,537 99 220 11,317 11,537 - 514 121 514 - AHP11 Clydebank Health Centre Project 30/09/2026 10,595 705 895 9,700 10,595 - 390 190 390 - 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 37 4,519 4,556 - 120 5 10 (110) 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 - 58 3,942 4,000 - 250 58 60 (190) AHP16 Future New Build & Related Regeneration Projects Rolling 31/03/2025 24,515 - - 24,515 24,515 - 515 - 300 (215) AHP17 Fees, Staffing Costs, contingency Rolling 31/03/2025 2,073 - 30 2,043 2,073 - 500 30 200 (300) Affordable Housing Supply Programme 152,253 25,062 41,901 110,352 152,253 - 36,274 16,839 32,348 (3,926) Total Expenditure 319,740 25,230 62,687 257,053 319,740 - 73,664 37,457 70,486 (3,178) Full Project Life In Year Item 12 Appendix 2 Page 165
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All Approved HRA Capital Projects at Period 7 _ 31 October 24 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) (2,417) 441 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) (2,975) (750) (3,725) - (3,303) (2,803) (2,803) 500 CAPI4 Mount Pleasant Project 31/03/2025 (1,838) (467) (1,837) (1) (1,838) - (1,371) (1,370) (1,371) - CAPI5 7-9 Gilmour Avenue Project 10/10/2024 (195) - - (195) (195) - (195) - (215) (20) 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) - - - (518) (518) CAPI8 Bonhill Gap Sites Project 01/03/2026 (4,789) (188) (377) (4,412) (4,789) - - (189) (514) (514) 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) - - - (429) (429) 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 - (200) (200) CAPI15 HRA Loan Repayments Rolling 31/03/2025 (5) - 1- (4) (5) - (1) (1) (1) - Total Income (54,576) (16,915) (22,101) (32,475) (54,576) - (10,003) (5,186) (9,743) 260 Prudential Borrowing Requirement 265,164 8,315 40,586 224,578 265,164 - 63,661 32,271 60,743 (2,918) Full Project Life In Year Page 166
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Housing and Communities Committee – 26 February 2025 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 October 24 (Period 07) 1. Purpose 1.1 The purpose of this report is to advise Committee of the 2024/2025 HRA revenue budget position on 31 October 2024 and the forecast position of the HRA reserves as of 31 March 2025. 2. Recommendations 2.1 Members are asked to: i. note the HRA revenue account is forecasting an adverse variance of £1.317m. If required, the adverse variance will be offset by using HRA reserves of £0.968m and a General Fund reserve contribution of £0.349m. ii. note the HRA would be expected to develop a repayment plan to replenish the HRA reserves to meet the prudential target and reimburse the General Fund for any contribution made towards the HRA deficit. iii. note that work will continue to identify efficiencies across all areas of the HRA revenue account budget to minimise the adverse variance. 3. Background Revenue 3.1 The Council approved a £53.218m HRA revenue budget for 2024/2025 on the 6 of March 2024 4. Main Issues Revenue 4.1 This report advises committee of the key issues contributing to the Housing Revenue Account (HRA) forecasting a 2024/25 deficit of £1.317m, with the deficit reducing to £0.349m through using all existing HRA reserves. This leaves the HRA in a vulnerable financial position with no capacity to absorb any unforeseen future costs unless the reserves are rebuilt. 4.2 The Housing (Scotland) Act 1987 specifies that if a 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 would be expected to repay that contribution from any future HRA surpluses. Item 13 Page 167
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4.3 On 25 October 2023, a Financial Update report taken to full Council advised that, after discussions between the Council and the West Dunbartonshire Tenants and Residents Organisation (WDTRO), a commitment was made to the WDTRO that the Housing Maintenance Trading Organisation (HMTO) surplus, used to support the General Services budget, would be phased out over a three-year basis at a projected £0.290m per annum. The HMTO is currently forecast to return a £0.594m surplus to the General Fund in 2024/25. 2025/26 is the final year of the three-year phasing out period. This strategy was formally agreed as part of agreeing the Council general services budget in March 2024 which incorporated the general services cost pressure reported in October 2023. 4.4 This arrangement was implemented at a time when the financial health of the HRA was robust with sufficient reserves to absorb unforeseen costs at a reasonable scale. As referenced at paragraph 4.1 this is no longer the case due to the scale of the unforeseen financial challenges the HRA is facing. The provision of a surplus to the General Fund whilst the HRA is in deficit will exacerbate the financial pressure on the HRA and make it more challenging to rebuild the HRA reserves to comply with the agreed prudential target of 2% of expenditure (which equates to £1.162m based on the draft estimates for the 2025/26 budget). 4.5 The Housing Senior Management Team are working to identify efficiencies across all areas of the HRA revenue account budget to minimise the in-year deficit. The team have identified a range of measures that reduce the in-year HRA deficit by £0.857m, as detailed in Exhibit 1 and paragraph 4.6. Exhibit 1 – Movement in HRA Forecast BCR05 to BCR07 Subjective Summary Forecast BCR07 2024/25 Forecast BCR05 2024/25 Movement RAG Status £000 £000 £000 Employee Costs 7,377 7,283 94 ¤ Property Costs 2,600 2,600 0 ¢ Transport Costs 158 158 0 ¢ Supplies & Services 439 411 28 ¤ Support Services 2,633 2,785 (152) £ Other Expenditure 626 560 66 ¤ Repairs & Maintenance 12,564 13,393 (829) £ Bad Debt Provision 1,002 879 123 ¤ Void Loss / Council Tax 1,095 1,282 (187) £ Loan Charges 26,041 26,041 0 ¢ Total Expenditure 54,535 55,392 (857) £ Total Income (53,218) (53,218) 0 ¢ Net Expenditure 1,317 2,174 (857) £ Page 168
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4.6 The key contributing factors (favourable and adverse) to the forecast HRA expenditure reduction are detailed in Exhibit 2. Exhibit 2 – Key Factors to Expenditure Reduction Subjective Summary Movement Key Factors £000 Employee Costs 94 Officers had targeted a £200k saving through controls over overtime and recruitment. The expected saving is forecast to be closer to £100k. Supplies, Services and Admin 28 Additional ICT software costs to the HRA for services to improve service automation and modernisation. These costs were not included in the previous forecast. Support Services (152) Saving identified following a review of HRA Central Support Services recharges. The forecast recharge has been reduced to take account of reduced employer pension contributions. Other Expenditure 66 Additional rent abatement cost and ongoing support to Women’s Aid organisations in respect of tenancy sustainment. Repairs & Maintenance (829) Additional savings identified include: o £450,000 reduction on repair spend through the identification of additional works that qualifies for capitalisation. o £50,000 reduction in Grounds Maintenance spend through agreed revised work specifications. o £130,000 reduction in planned maintenance spend through revised work specifications. o £200,000 of rechargeable repair income forecast through strict application of policy of recharging tenants where works are caused by tenant abuse or neglect. Bad Debt Provision 123 Additional provision for the non-collection of HRA debt. HRA debt has been increasing due to strict application of the rechargeable repairs policy. These types of debt are difficult to recover and so it is prudent to make an increase in the provision for the non-recovery of a proportion of this debt. Page 169
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Subjective Summary Movement Key Factors £000 Void Loss (Council Tax / Lost Rents) (187) Officers identified additional properties that qualify for Council Tax exemption and will receive 100% relief. There is also a £30,000 reduction in the forecast void rental income loss. Total (857) HRA Variance Report on Variances > £50,000 Adverse Variances Loan Charges - £3.949m Adverse (BCR05 - £3.949m Adverse) 4.7 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 elevated and exceed the rates used when setting the HRA budget. 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. 4.8 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 4.14. Debt repayments are forecast to be £0.418m more than the 2024/2025 budget. Other Expenditure - £0.296m Adverse (BCR05 - £0.230m Adverse) 4.9 The key adverse variance is a forecast rent abatement overspend of £0.200m. 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 £0.150m less than the 2023/2024 spend. 4.10 A further variance is a forecast spend of £0.084m to Women’s Aid. The HRA budget 2024/2025 removed payments to Women’s Aid, however through discussions with the Women’s Aid organisations officers have agreed to retain the spend in 2024/25. Page 170
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Favourable Variances 4.11 The HRA cost pressures detailed present unprecedented financial challenges for the Housing Revenue Account. As reported at 4.5 above, officers have been reviewing HRA spend on an ongoing basis and have identified further net revenue savings of £0.857m that add to previously reported favourable variances against the 2024/2025 HRA budget. Employee Costs - £0.284m Favourable (BCR05 - £0.378m Favourable) 4.12 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 continues to target 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. Support Services - £0.152m Favourable (BCR05 - £0.003m Favourable Variance) 4.13 The HRA central support charge budget is £2.788m. A review of the HRA central support recharge identified a saving of £0.150m because the previous HRA forecast had not taken account of reduced employer pension contribution costs. Repair & Maintenance – £2.644m Favourable (BCR05 - £1.816m Favourable Variance) 4.14 The HRA repair and maintenance budget is £15.208m. This budget primarily funds reactive repairs, void repairs, planned maintenance, compliance works, and environmental works. 4.15 Officers continuously review spend to identify larger value works that qualify for capitalisation (for works which extend the lifespan of assets). A review of work conducted in void properties to bring properties back to relet standard assessed that a considerable proportion of works extend the lifespan of assets and should be appropriately charged to the HRA capital account. Furthermore, the completion of an Electrical Installation Condition Report (EICR) is complementary to the environmental sensor installation programme and is also being financed through the capital account. 4.16 There have been discussions with Greenspace colleagues and the Greenspace service will deliver a £0.150m saving by revising work specifications and streamlining processes. 5. People Implications 5.1 There are no people implications. Page 171
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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. Laurence Slavin Chief Officer – Resources Date: 26 February 2025 ___________________________________________________________________ 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 172
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WEST DUNBARTONSHIRE COUNCIL Item 13 Appendix 1 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 4,320 7,377 (284) -4% Property Costs 2,600 1,517 2,600 0 0% Transport Costs 148 92 158 10 0% Supplies, Services And Admin 406 256 439 33 8% Support Services 2,788 1,536 2,633 (155) -6% Other Expenditure 330 367 626 296 90% Repairs & Maintenance 15,208 6,937 12,564 (2,644) -17% Bad Debt Provision 876 585 1,002 126 14% Void Loss (Council Tax / Lost Rents) 1,109 823 1,095 (14) -1% Loan Charges 22,092 15,191 26,041 3,949 18% Total Expenditure 53,218 31,624 54,535 1,317 2% House Rents (51,049) (29,779) (51,049) 0 0% Lockup Rents (215) (125) (215) 0 0% Factoring/Insurance Charges (1,555) (907) (1,555) 0 0% Other rents (130) (76) (130) 0 0% Interest on Revenue Balance (146) (85) (146) 0 0% Miscellaneous income (123) (72) (123) 0 0% Transfer from Reserves 0 0 0 0 0% Total Income (53,218) (31,044) (53,218) 0 0% Net Expenditure 0 580 1,317 1,317 31 October 2024 Subjective Summary Forecast Variance 2024/25 Page 173
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2024 PERIOD 7 Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Employee Costs 7,661 7,377 (284) -4% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Support Services 2,788 2,633 (155) -6% Main Issues An underspend is anticipated because the budgeted recharge of £2.788m was overstated because it not account for reduced employer pension contributions across services. Mitigating Action Anticipated Outcome 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. Variance Analysis Subjective Analysis None required. A year end underspend. Forecast Variance 2024/25 RAG Status Subjective Description Recharge of Central Supports costs ( e.g. Finance, Legal, HR. ICT ) to the HRA Variance Narrative Item 13 Appendix 2 Page 175
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2024 PERIOD 7 Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Other Expenditure 330 626 296 90% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Repairs & Maintenance 15,208 12,564 (2,644) -17% Main Issues Mitigating Action Anticipated Outcome Variance Analysis A rent abatement overspend of £200k 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 £150,000 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. 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 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. Variance Analysis Subjective Analysis Forecast Variance 2024/25 RAG Status Page 176
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2024 PERIOD 7 Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Bad Debt Provision 876 1,002 126 14% 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 A year end overspend. Variance Analysis Forecast Variance 2024/25 Variance Narrative Subjective Analysis RAG Status Variance Analysis Subjective Analysis Forecast Variance 2024/25 RAG Status The Council will continue to actively manage its external / internal borrowing to ensure that borrowing costs are minimised 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 for 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 the Bank of England base rates reduced by 0.25% in early November, 2024/2025 borrowing rates will be higher than budgeted. Variance Narrative The Council needs to make prudent provision for the non collection of HRA debt. HRA debt has been increasing as officers more stringently apply the rechargeable repairs policy for repairs caused by tenant neglect / abuse. These debts are difficult to collect because tenants often have multiple other debts with the Council and others. Housing and Corporate Debt Recovery staff continue to work closely to maximise contact with customers in arrears and to put in place reasonable affordable repayment plans that take account of customers personal circumstances. A year end overspend. Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs, factoring repairs. Page 177
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee - 26 February 2025 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2024/25 as at Period 7 (31 October 2024) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 October 2024 (Period 7) of General Fund Revenue services under the remit of the Housing and Communities Committee. 2. Recommendations 2.1 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 £3.813m 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 3.813 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 6 3.354 Item 14 Page 179
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4 Main Issues Revenue Budget 4.1 Appendix 1 shows the probable outturn for the services at £3.606m. As the revised annual budget is £3.354m there is a projected overspend on budget of £0.306m. £0.423m of the overspend relates to approved additional spend financed by specific reserves. The underlying variance is therefore a positive variance of £0.117m. 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 0.149 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 0.238 Earmarked reserves: - CCTV Network Upgrade ASB 0.021 Modern Apprentice 23/24 underspend W4U 0.126 Delay in Communities restructure Communities 0.038 Total Earmarked Reserves used 0.185 Total Reserves Used 0.423 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. Page 180
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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. 6.2 Agreed efficiencies for 2024/2025 are monitored with current indications being that £0.184m of the budgeted savings of £0.222m will be achieved (see Appendix 4). As noted in 4.2 above, the smoothing fund will be used to offset this £0.038m 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. Page 181
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Laurence Slavin Chief Officer, Resources Date: 26 February 2025 ___________________________________________________________________ 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 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 182
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WEST DUNBARTONSHIRE COUNCIL Item 14 Appendix 1 REVENUE BUDGETARY CONTROL 2024/25 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 October 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 1,966 1,606 2,308 342 17% 364 (22) 0 Shared Prosperity Fund (0) 662 0 0 0% 0 0 951 950 591 901 (49) -5% 38 (87) 828 639 1,024 633 (6) -1% 0 (6) 15 15 9 15 0 0% 0 0 0 Private Sector Housing Grant 41 22 40 (1) -2% 0 (1) 291 332 188 357 25 8% 21 4 (569) (589) (497) (594) (5) -1% 0 (5) 4,099 3,354 3,606 3,660 306 9% 423 (117) Private Sector Housing Anti Social Behaviour & CCTV Housing Maintenance Trading A/c Total Net Expenditure Working 4 U Service / Subjective Summary Annual Variance 2024/25 Communities Homeless Persons Page 183
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 October 2024 PERIOD 7 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 18,914 10,277 18,129 (785) 3% 2,496 Property 2,668 1,342 2,694 26 -65% 1,320 Transport and Plant 1,221 699 1,207 (14) 22% 6,335 Supplies, Services and Admin 5,925 3,470 5,970 45 25% 3,437 Payments to Other Bodies 3,009 1,633 3,250 241 19% 998 Other 884 706 1,108 224 9% 34,759 Gross Expenditure 32,621 18,126 32,358 (262) -1% (30,660) Income (29,267) (15,183) (28,698) 56957% -91% 4,099 Net Expenditure 3,353 2,944 3,660 308 9% £000 £000 £000 £000 £000 % 2,718 Employee 2,476 1,337 2,495 19 1% 0 Property 0 0 0 0 0% 15 Transport and Plant 18 5 13 (5) -27% 79 Supplies, Services and Admin 92 8 92 0 0% 1,898 Payments to Other Bodies 1,484 903 1,813 329 22% 29 Other 0 144 144 144 0% 4,739 Gross Expenditure 4,069 2,397 4,557 488 12% (2,156) Income (2,104) (791) (2,249) (145) -7% 2,583 Net Expenditure 1,966 1,606 2,308 343 17% £000 £000 £000 £000 £000 % 638 Employee 691 320 669 (22) -3% 3 Property 0 0 0 0 0% 1 Transport and Plant 0 1 2 2 0% 22 Supplies, Services and Admin 0 9 6 6 0% 342 Payments to Other Bodies 2,233 333 2,244 10 0% 0 Other 0 0 0 0 0% 1,006 Gross Expenditure 2,925 663 2,921 (4) 0% (1,006) Income (2,925) (1) (2,921) 4 0% - Net Expenditure 0- 662 - 0 0% £000 £000 £000 £000 £000 % 888 Employee 663 424 675 13 2% 0 Property 17 0 0 (17) -98% 7 Transport and Plant 5 3 7 3 65% 98 Supplies, Services and Admin 103 51 105 2 2% 166 Payments to Other Bodies 233 139 237 4 2% 0 Other 0 0 0 0 0% 1,160 Gross Expenditure 1,020 617 1,025 5 0% (209) Income (71) (26) (124) (53) -76% 951 Net Expenditure 950 591 901 (49) -5% £000 £000 £000 £000 £000 % 2,887 Employee 2,812 1,512 2,831 19 1% 2,181 Property 2,165 1,153 2,174 9 0% 25 Transport and Plant 25 11 21 (4) -16% 146 Supplies, Services and Admin 76 67 93 17 22% 1,010 Payments to Other Bodies 958 392 859 (99) -10% 0 Other 0 0 0 0 0% 6,249 Gross Expenditure 6,036 3,135 5,978 (58) -1% (5,421) Income (5,397) (2,111) (5,345) 52 1% 828 Net Expenditure 639 1,024 633 (6) -1% All Services Working 4 U Annual Variance 2024/25 Shared Prosperity Fund Communities Homeless Persons Item 14 Appendix 2 Page 185
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 October 2024 PERIOD 7 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 9 15 0 0% 0 Other 0 0 0 0 0% 15 Gross Expenditure 15 9 15 0 0% 0 Income 0 0 0 0 0% 15 Net Expenditure 15 9 15 0 0% £000 £000 £000 £000 £000 % 44 Employee 41 24 41 0 0% 121 Property 241 25 241 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 (2) (2) (2) 0% 247 Payments to Other Bodies 205 120 206 1 0% 0 Other 0 0 0 0 0% 412 Gross Expenditure 487 167 486 (1) 0% (412) Income (446) (145) (446) 0 0% 0 Net Expenditure 41 22 40 (1) -2% £000 £000 £000 £000 £000 % 278 Employee 281 153 298 17 6% 78 Property 86 63 107 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 70 120 6 5% 0 Other 0 0 0 0 0% 458 Gross Expenditure 481 286 526 45 9% (167) Income (149) (98) (169) (20) -13% 291 Net Expenditure 332 188 357 25 8% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 13,357 Employee 12,642 6,828 11,789 (853) -7% 116 Property 159 101 172 13 8% 1,273 Transport and Plant 1,173 679 1,165 (8) -1% 6,011 Supplies, Services and Admin 5,654 3,345 5,681 27 0% 0 Payments to Other Bodies 0 0 0 0 0% 969 Other 884 562 964 80 9% 21,726 Gross Expenditure 20,512 11,515 19,771 (741) -4% (22,295) Income (21,101) (12,012) (20,365) 736 3% (569) Net Expenditure (589) (497) (594) (5) 1% Private Sector Housing Housing Maintenance Trading A/c Private Sector Housing Grant Anti Social Behaviour & CCTV Page 186
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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 1,966 2,308 342 0.174 Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Communities 950 901 (49) -5% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading A/c (589) (594) (5) 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 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 Budget Details Variance Analysis Variance This is the provision of Working 4u service. None Required. Net expenditure will be in line with budget. 31 October 2024 The adverse variances on payments to other bodies/ other expenditure reflects spend that will met by use of earmarked balances. This service provides support to communities Although there have been delays in achieving the communities restructure savings (£38k - to be covered from the smoothing fund) this has been more than offset by higher than budgeted projected salary recharges to PEF . After use of the smoothing fund the resulting projected favourable variance becomes £87k favourable. Progression with restructure Favourable variance Item 14 Appendix 3 Page 187
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 - BCR07 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 49 38 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 0 222 184 38 STATUS: COMPLETE Item 14 Appendix 4 Page 189
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