Document Pack (Bookmarked) Housing and Communities Committee 07 05 25
West Dunbartonshire Council · 7 May 2025
Back to Housing & Communities Committee — 7 May 2025 and its agenda
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Agenda Housing and Communities Committee Date: Wednesday, 7 May 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: 23 April 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, 7 MAY 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 5 - 10 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 26 February 2025. 7 SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT Submit report by the Divisional Commander, Police Scotland providing Members with an update Quarter 4 on local policing in West Dunbartonshire. 11 - 21 7 (b)/ Page 3
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(b) FIRE AND RESCUE SCRUTINY REPORT To Follow Submit report by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. 8 HOUSING AND EMPLOYABILITY DELIVERY PLAN 2024/25 - YEAR-END PROGRESS AND HOUSING AND EMPLOYABILITY DELIVERY PLAN 2025/26 23 - 67 Submit report by the Chief Officer - Housing and Employability setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26. 9 HOUSING EMERGENCY ACTION PLAN To Follow Submit report by the Chief Officer - Housing and Employability providing an update on the Housing Emergency Action Plan (HEDAP) which was formulated to address the emergency following the Council’s housing emergency declaration on 1st May 2024. 10 MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL’S AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME 69 - 78 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. 11 BUILDING SERVICES PROCUREMENT PROVISION 79 - 82 Submit report by the Chief Officer - Housing and Employability advising of updated tender requirements information for Building Services. ______________________________________________________________ Page 4
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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, 26 February 2025 at 10.04 a.m. Present: Provost Karen Murray Conaghan and Councillors Ian Dickson, Gurpreet Singh Johal, David McBride, John Millar, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Hazel Sorrell and Sophie Traynor. Attending: Peter Barry - Chief Officer, Housing and Employability; John Kerr, Housing Development and Homelessness Manager; Nicola Pettigrew, Housing Operations Manager; Claire McKay, Housing Development Coordinator; Mikayla Deeley, Senior Housing Development Officer; Michael McDougall, Manager of Legal Services; Nicola Moorcroft and Lynn Straker, Committee Officers. Also attending: Divisional Commander Gary I’Anson and Chief Inspector Simon Shanks, Police Scotland; Group Commander Barrie McCutcheon, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. 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 5
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OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of the Meeting of the Housing and Communities Committee held on 20 November 2024 were submitted and approved as a correct record. SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT A report was submitted by the Divisional Commander, Police Scotland providing an update for reporting period April to December 2024 on local policing in West Dunbartonshire. After discussion and having heard Divisional Commander I’Anson and Chief Inspector Shanks in further explanation and in answer to Members’ questions, the Committee agreed to note the update provided. (b) FIRE AND RESCUE SCRUTINY REPORT A report was submitted by the Local Senior Officer, Scottish Fire and Rescue Service providing performance data for Quarter 3 (2024/25) measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. After discussion and having heard Group Commander McCutcheon in further explanation and in answer to Members’ questions, the Committee agreed to note the update provided. TENANT PARTICIPATION SURVEY 2024 A report was submitted by the Chief Officer - Housing and Employability providing the results of a comprehensive Tenant Satisfaction Survey which had been carried out, and will be reported to the Scottish Housing Regulator as part of the 2024/25 Scottish Social Housing Charter requirements. 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 contents of the report and recognise the significant increase in levels of tenant satisfaction across all areas of Housing and Homelessness Services, from the previous survey carried out in 2022; Page 6
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(2) to acknowledge the efforts of staff across Housing and Homelessness Services and tenant representatives, in achieving such positive tenant satisfaction results; (3) to note that the satisfaction data would be reported to the Scottish Housing Regulator (SHR) as part of our Annual Return on the Charter (ARC); (4) to note and invite the Chief Officer - Housing and Employability to ensure the tenants spending priorities, sourced through the survey feedback, noted at paragraph 4.28 of the report, is reflected in the delivery of investment priorities over the next 3-year period; (5) that the 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 (6) to 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 would inform actions that form part of our broader Charter Improvement Plan. 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, the Housing Development and Homelessness Manager and the Housing Operations Manager, 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; (2) to note the Chief Officer - Housing and Employability would provide a verbal summary of the Housing Summit held 10 February 2025 and future actions; and (3) to note the Chief Officer - Housing and Employability would continue to bring an update report to future Housing and Communities Committee meetings, regarding the Housing Emergency declaration. Page 7
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“MORE THAN A ROOF” - WEST DUNBARTONSHIRE COUNCIL HOUSING SOLUTIONS STRATEGY 2025-2028 A report was submitted by the Chief Officer - Housing and Employability seeking 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. After discussion and having heard the Chief Officer - Housing and Employability and the Housing Development Coordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of the report and approve the new West Dunbartonshire Council Housing Solutions Strategy ‘More Than a Roof’ in Appendix 1 of the report; (2) to note the detailed consultative process carried out in developing the strategy, inclusive of direct engagement with individuals with lived experience of homelessness and housing crisis summarised in Appendix 2 of the report; (3) to invite the Chief Officer - Housing and Employability to fully implement the Housing Solutions Strategy within the referenced time; (4) to 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; and (5) to note that an annual update and progress report would be provided to the Housing and Communities Committee at the first Housing Committee of each calendar year. MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted by the Chief Officer - Housing and Employability providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new homes building programme. After discussion and having heard the Chief Officer - Housing and Employability, the Housing Development and Homelessness Manager and the Senior Housing Development Officer 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 first handover of new homes at the Zero Carbon Clydebank East Development, which represents the 500th new build the Council developed under the current More Homes programme; and Page 8
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(2) to note the remedial actions undertaken by Council Officers in response to Connect Modular, entering into administration as the Gilmour Avenue Housing Development contractor. HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 OCTOBER 2024 (PERIOD 7) A report was submitted by Chief Officer - Resources providing an update on the HRA capital programme to 31 October 2024 (Period 7). 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 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 the 2024/2025 capital expenditure budget of £73.664m and the 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 are eighteen projects reporting off-track with an anticipated over/under spend against the 2024/2025 budgets, with a forecast net underspend of £2.918m in 2024/2025; and (5) to note that all projects were currently on-track to achieve planned completion dates and to deliver within their respective five-year project life budgets. HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 31 OCTOBER 2024 (PERIOD 7) A report was submitted 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. 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 HRA revenue account forecasts an adverse variance of £1.317m. If required, the adverse variance would be offset by using HRA reserves of £0.968m and a General Fund reserve contribution of £0.349m; Page 9
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(2) to note that 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; and (3) to note that work would continue to identify efficiencies across all areas of the HRA revenue account budget to minimise the adverse variance. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2024/25 AS AT PERIOD 7 (31 OCTOBER 2024) A report was submitted 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. After discussion and having heard the Chief Officer - Housing and Employability, 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. The meeting closed at 11.48 a.m. Page 10
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April 24 to March 25 Total Crime 131 Crimes Incidents 26,388 Dishonesty Crimes 1780 Domestic Abuse Inc 1448 +4.9% -6% +12.7% +7.3% +19.8% -32.4%* Road Deaths & Serious Injuries 23 -11.8%* Sexual Crime 266 -1314*PYTD +45*PYTD, +129*5YR AVG -113*PYTD, +229*5YR AVG +163*PYTD, +150*5YR AVG +98*PYTD, +241*5YR AVG +44*PYTD, +43*5YR AVG -11*on PYTD -469*PYTD Violent Crime 1435 Missing People 333 Counter Terrorism +26*PYTD +8.5%* -47*PYTD, -50*5YR AVG Common Assault 971 -28.7% Housebreaking 117 Disorder Complaints 3496 The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average +1.3% -4.7% ITEM 7a Page 11
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OFFICIAL SECTION PAGE NUMBER Introduction 2 Executive Summary 3 Demand Analysis 4 Acquisitive Crime 5 Public Protection 6 Road Safety 7 Serious Organized Crime 8 Violence 9 Antisocial Behaviour 10 Public Confidence - Complaints & Allegations 11 Introduction I am pleased to present this performance summary report to the West Dunbartonshire Housing Committee for its information and consideration. The Reporting Period for this report is cumulative for Quarters 1 to 4 of 2024/25, with available figures being shown from 1st April 2024 through to 31st March 2025. 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 12
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OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of Qtr. 4, acquisitive crimes have reduced by 6% from 1893 to 1780 crimes compared to the same period last year. Increases in both shoplifting and 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 19.8% with 266 crimes recorded compared to 222 at the end of 2023/24. This is largely due to a rise in number of rape crimes and sexual assaults recorded rising from 46 to 65 and 77 to 94 crimes respectively. Just over half of all crimes were 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 has seen a marginal reduction at the end of Qtr. 4 (-1), with only 1 collision recorded in the current period. Road traffic collisions involving serious injuries have reduced from 32 to 22, and collisions involving slight injuries have also decreased from 30 to 29. Serious Organised Crime At the end of Qtr. 4, drugs supply crimes show an increase of 5.3% from 76 to 80 crimes while possession charges continue to see a reduction from 567 to 462. Across Argyll & West Dunbartonshire 18 persons linked to serious and organised crime (SAOC) have been arrested and £3,496,132 (as at Feb 25) seized under the Proceeds of Crime Act 2002 (POCA). Violence & ASB At the end of Qtr. 4, Group 1 crimes of violence have increased by 7.3% with 1337 crimes compared to 1435 the previous year to date, while anti-social behaviour (ASB) related crimes have also risen from 879 to 1062 due to increases in breach of the peace/threatening abusive behaviour (+136) and consuming alcohol within a public place (where appropriate bye laws exist) (+36). 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 13
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OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 9768 9899 Total number of incidents 27,702 26,388 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 slight increase when compared to the previous year while the current figure is also slightly above the previous 5-year average (+2.9%). Crimes of violence (+7.3%), sexual crimes (+19.8%) and anti- social offences (+20.8%) continue to see an upward trend compared to the previous year. Crimes of violence and sexual crime both remain above the previous 5-year average which is in line with the post-covid trajectory. Crimes against society such as drug and weapons offences have reduced by 4% with the year- end figure (1480) also 5.6% below the previous 5-year average (1567). Both acquisitive crime and crimes relating to damage and reckless behaviour have also seen a reduction on last year from 1893 to 1780 (-113) and 907 to 871 (-36) crimes respectively. Page 14
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OFFICIAL ACQUISITIVE CRIME Shoplifting crimes continue to see an increase compared to the previous year from 736 to 790 and remains above the previous 5-year average. Year to date, 54 more shoplifting crimes have been detected. This is in line with the national picture across the rest of the Force. At the end of Qtr. 4, thefts of motor vehicles have increased by 16% from 56 to 65 crimes, while the current figure is also 16% above the previous 5-year average (56). Approximately 29% of crimes related to taking/driving a vehicle without consent of the owner, while a further 14 crimes involved thefts of motorcycles. The detection rate has remained fairly consistent from 49% to 48.3%. There continues to be an increase in fraud crimes at the end of Qtr. 4 from 199 to 254 crimes, which is above the 5-year average of 199. The increase is largely due to a rise in frauds involving stolen credit/debit cards (+22), social engineering frauds (+12) and bank account takeovers (+11). The detection rate for fraud crime is currently at 12.6%, which is a decrease from 25% PYTD. Many perpetrators of fraud offences generally are based out with the UK. Common thefts have seen an 11% reduction compared to the PYTD down from 480 to 427 crimes and remain in line with the 5-year average of 429. The detection rate has reduced slightly from 28.3% to 24% year on year. The overall reduction in acquisitive crime by 6% from 1893 to 1780 crimes compared to the same period last year is encouraging and higher than the 4.9% reduction at the end of Q3. We continue to target those involved in shoplifting offences, many of whom are linked to organised travelling crime groups. We have successfully identified a number of such travelling criminals via our partnership with Retailers Against Crime (RAC) who assist with the identification of these individuals. Our pro-active work to protect the public from fraud continues. We are delivering inputs to groups and utilising our social media presence to maximum effect. Our relationship with our colleagues in Trading Standards is strong and we are installing call-blockers to landlines when appropriate which is a device to add a level of protection against the automated type of fraudulent call. We, as part of the Alcohol & Drug Partnership (ADP), have engaged with the Fife ADP to gauge their success in reducing addiction driven criminality and re-offending through a funded in situ arrest referral scheme to then make a decision on a similar funded service within Clydebank Custody Suite. Page 15
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OFFICIAL Our PPU has realigned staff to create a single Domestic Abuse & Rape Investigation Unit (DARIU) to better triage risk and prioritise enquiries which can be allocated to an increased number of officers working across enquiries within the same unit. Given the volume of historical offences reported, the increase in rape detections is especially notable. This level of work is bringing matters to a speedier conclusion for victims and allowing for safety measures such a bail conditions to be put in place to protect these individuals from further harm. The creation of this unit will also increase our capability to target perpetrators of domestic violence which continues to be an issue across West Dunbartonshire. We are working daily to break this cycle including work within the schools’ delivering inputs on consent, misogynistic behaviours among young males and working with partners at The Rosey Project who are delivering online sexual violence presentations. We have engaged with GP surgeries in the area providing advice and guidance on the Herbert Protocol which is a pre-prepared information pack for those living with dementia who are at a higher risk of going missing. We have asked the pack to be provided or discussed with families at diagnosis. The information can be provided immediately to police should the person go missing. At the end of Qtr. 4 2025, Group 2 crimes have increased by 19.8% (+44) compared to the same period last year. The increase is largely due to a rise in rape offences from 46 to 65 crimes, while sexual assaults have also risen from 77 to 94 (+17) year on year. Approximately 85% of rape crimes occurred in a private place and 80% were committed by persons known to the victim. Similarly, around 68% of sexual assaults also occurred in a private place with 74% committed by persons known to the victim. Approximately 55% of rape crimes during this reporting period relate to non-recent reports, which is consistent with the position during the previous YTD. The detection rate for rape crime is currently at 54.8%, while the detection rate for sexual assaults has decreased from 58% to 40.4% year on year. Detection rates are impacted by the volume of non-recent reports. Crimes relating to indecent images/communications have also seen a marginal increase compared to last year from 71 to 75 crimes with the majority being committed by strangers via online platforms. The number of domestic abuse incidents has increased by 12.7% compared to PYTD from 1285 to 1448, while the number of crimes recorded have also risen from 805 to 1049 as at the end of Qtr. 4. The crime/incident conversion rate has remained fairly consistent from 51% to 49.7%. A total of 333 missing person reports have been recorded by the end of Qtr. 4, which is an increase of 8.5% from 307 last year. PUBLIC PROTECTION Page 16
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OFFICIAL At the end of Qtr. 4, the number of fatal road collisions in West Dunbartonshire, has seen a marginal reduction from the position in the same period last year (-1). Both serious and slight injuries have also reduced by 31.3% from 32 to 22 (-10) and 3.3% from 30 to 29 (-1) respectively. Offences relating to motor vehicles have also seen a slight reduction of 1.1% from 2736 to 2707 (- 29). Unlawful use of motor vehicle offences such as using a motor vehicle without a test certificate and insurance offences have seen the highest reduction (-119) followed by neglect of traffic directions (-38) while crimes relating to drink/drug driving (+48), careless driving (+19) and vehicle defect offences (+96) have all seen a notable increase compared to the previous YTD. Road Traffic Casualties 2023/24 2024/25 Number of persons killed on our roads 2 1 Number of persons seriously injured 32 22 Number of persons slightly injured 30 29 Number of children seriously injured 1 1 Continued high visibility specialist traffic patrols across the main trunk roads and B roads are daily business for the traffic officers based at Dumbarton. Their presence is a contributory factor to the reduction in speeding offences. We are also working with the Safety Camera Partnership to have their speed detection van deployed at various locations again to deter and detect those intent on speeding. Drink and drug driving has risen yet again which is a concern but also reflects the pro-active approach being adopted by all officers when on patrol. People who continue to drink or drug drive are highly likely to be caught and prosecuted. Our intelligence department is regularly producing briefings regarding alleged illegal driving practices which are all actioned to a conclusion. These briefings will also include licence and insurance offenders. We utilised social media to warn against the fatal-5 and advertise our motorcycle safety campaign during this reporting period. The fatal-5 being drink/drug driving, speed, distraction, no seat belt and careless driving. These campaigns were also enforced by our traffic officers. We are continuing to see the benefits of our partnership with The Institute of Advanced Motorists (IAM) and the combined inputs from the partnership at events is receiving very positive feedback and indeed a number of local drivers have now signed up to IAM advanced driving courses. All work making our road safer for all users. The Preventions Team have now agreed dates with education to deliver a multi-agency young driver awareness and educational day at all five of the secondary schools in the next quarter. This will involve a hard-hitting real-life footage film of driving standards prior to a fatal crash narrated by the deceased sister. We will also be utilising VR headsets from the Safety Camera Partnership which puts the participant within a vehicle involved in a distracted driver crash and the aftermath of such an occurrence. Numbers and feedback will be reported at the next quarter meeting. ROAD SAFETY AND ROAD CRIME Page 17
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OFFICIAL Across Argyll & West Dunbartonshire, 18 persons linked to serious and organised crime have been arrested and £3,496,132 (as at Feb 25) has been seized under POCA since 1st April 2024. At the end of Qtr. 4, drug supply charges have increased marginally from 76 to 80 crimes and is in line with the previous 5-year average (82). Drug possession charges have seen a reduction of 18.5% from 567 to 462. The work of our Serious and Organised Crime Team continues to impact on the criminal activities of those involved. The seizure of £3,496,132 under POCA since 1st April 2024 is a very significant amount of money. Money that will not be re-invested into further illegal activity including the supply of illegal drugs which brings so much misery to many. This sum of money is a 34.5% increase on the sum arrested by the end of Q3 which was £2,595,658. Drug supply charges has again risen year on year which is often the result of weeks or months of dedicated work. The Violence Reduction Unit Lived Experience speaker delivered inputs to S3 at Our lady & St Pats, Dumbarton which was very well received. Topics covered included the involvement in gangs and the possible links to drug activity. Drug deaths are thankfully decreasing year on year and this in part is down to the ongoing work between us and many of our partners across the Third Sector who are referring, supporting, signposting and diverting those involved in criminality to fund an addiction. Police Scotland continue to contribute to the Alcohol & Drug Partnership, Drug Death Review Group, Rapid Action Drug Alerts & Response (RADAR) Group to reduce the number of people dependent on drugs and alcohol while supporting those impacted by the individual’s addiction. SERIOUS & ORGANISED CRIME Page 18
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OFFICIAL VIOLENCE & ANTI-SOCIAL BEHAVIOUR Robbery offences continue to be robustly investigated and that is reflected in the increased detection rate which now sits at 69.2%. Analytical products are being produced and utilised to best inform our resource deployment plans to maximise the likelihood of impacting on those involved in violence. Our officers are pro-actively visiting licensed premises across West Dunbartonshire ensuring licensing laws are being adhered to, and that patrons are not being sold alcohol beyond reasonable levels of intoxication. The increases in both robberies and serious assaults are minimal, but we are continuing efforts to bring these figures down. The involvement of drugs and alcohol in violent crime is something we are very aware of, and work is continuing with partners to impact on the number of people dependent on substances. The Police Custody Staff are now all trained in the Arrest Referral Scheme and Divisional Champions are in place to best ensure persons in police custody with addiction issues are offered a referral into our 3rd Sector colleagues. Once referred the person would hopefully engage and it would be the first step in addressing their dependency on drugs or alcohol which, in turn, would reduce their addiction related offending and remove that individual from the criminal justice system completely. Levels of violence in West Dunbartonshire have increased by 7.3% from 1337 to 1435 (+98) crimes. Approx. 57% 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 36 to 39 crimes, 24 occurred in a public place (16 on a public street and 8 at commercial premises). The remaining 15 crimes occurred within residential premises. Eighteen robberies were committed by persons known to the victim and 21 were committed by strangers. The detection rate for robbery has increased from 55.6% to 69.2%, which equates to an additional 7 crimes being detected year on year. Serious assaults have also seen a marginal increase from 71 to 74 crimes with crimes being largely spilt 60/40 in terms of public/private space and 63% were committed by persons known to the victim (6 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 slightly from 76.1% to 71.6%. Page 19
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OFFICIAL Common assaults have increased slightly by 4.9% from 926 to 971 and are currently above the 5-year average (842), while common assaults on police and emergency workers have also risen by 5% (+9) compared to PYTD. Around 58% of common assaults occurred in private space settings and in 45% of public space crimes, offenders were known to victims. The detection rate for common assaults overall has increased marginally from 55.7% to 58.5%. Across the recording period the number of ASB related calls to Police Scotland has reduced by approx. 9.5% compared to last year. Anti-Social related offences (Group 6) have increased by 20.8% with 1062 crimes recorded compared to 879 PYTD, however the current figure remains 18.7% below the previous 5-year average (1306.2). VIOLENCE & ANTI-SOCIAL BEHAVIOUR All operational officers are briefed daily prior to deployment to furnish them with the intelligence and information required to be able to identify those involved in violence and ASB. This will include known weapon carriers, violent individuals and those subject to specific bail conditions that have been granted to restrict their activities. Our officers are pro-actively patrolling these areas and people with the intention of reducing their negative impact on the community and the likelihood of them re-offending. The reduction in ASB related calls is pleasing and we continue to work daily with our colleagues at the WD ASB & Housing Teams to great effect. We are pro-actively visiting problematic tenancies with the ASB Team to impact on any ASB at the earliest possible opportunity. The Preventions Team at Dumbarton are in daily contact with the ASB and Housing Teams and during 2024 provided feedback to approximately 500 enquiries relating to ASB across West Dunbartonshire. These responses can range from a single email to a full disclosure which is required when legal action is being taken against a resident. WD applied for, and were granted, 5 ASBOs against individuals during 2024. The powers provided to the police through these ASBOs includes restrictions on persons consuming any alcohol, attending certain areas or addresses and associating with certain individuals. The partnership work between WD and Police Scotland is a very strong effective partnership. Page 20
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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 74%, which is slightly above the position as at the end of the 2022/23 reporting period. Met West Midlands Police Scotland GMP West Yorkshire Average answer time (seconds) 20.46 5.99 10.65 5.66 5.8 Total 999 Calls 153682 50634 50244 39873 33832 153682 50634 50244 39873 33832 20.46 5.99 10.65 5.66 5.8 100% 100% February 2025 Clydebank Town Hall played host to the Presiding Officer of the Scottish Parliament, Alison Johnstone, and the West of Scotland region's MSPs at an event to celebrate the youth work within West Dunbartonshire. Police Scotland Youth Volunteers were in attendance and spoke at length with their MSPs and the Presiding Officer to highlight the volunteering work they had undertaken in their community and to express what being in the PSYV meant to them and how it had helped them develop their life skills. The PO and MSPs were very impressed by what the youths had to say, and by the variety of their roles and overall number of hours they had put into volunteering for their communities. Total of 557 responses 74% Satisfied/Very Satisfied Page 21
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing Services Housing and Communities Committee 7 May 2025 Subject:Housing & Employability Delivery Plan 2024/25 - Year-end Progress & Housing Services Delivery Plan 2025/26 1 Purpose 1.1 This report sets out the year-end progress of the 2024/25 Delivery Plan and presents the new Delivery Plan for 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new plan for 2025/26. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 In the last few months of 2024/25, several services and teams across the Council were realigned to other Chief Officer areas. For consistency and transparency, the year-end progress reports reflect the content of the 2024/25 delivery plans reported to the relevant committees at the beginning of that year, with none of the organisational changes that took place in-year included. Those changes are, however, reflected in the new delivery plans for 2025/26. 4 Main Issues 2024/25 Year-end Progress 4.1 The 2024/25 Delivery Plan was presented to Housing and Communities Committee on 1 May 2024 and interim progress reported on 20 November 2024. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Delivery Plan’s 27 actions, including workforce plan actions, is summarised below: Progress No. (%) ITEM 8 Page 23
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Completed 19 (70%) Overdue 8 (30%) 4.4 Overdue actions relate to the following and will be carried forward and completed in 2025/26: Develop and introduce a new preventative focused housing access system -33% complete, this action has not been completed due to the delay with the Housing Bill receiving royal assent. The team have carried out preparatory work in readiness for the new Bill and this work will continue in 2025/26 to complete this action. Develop and introduce a wider national rented home strategy – 50% complete, this action has not been completed as planned due to the delay with the Housing Bill receiving royal assent. The team have carried out preparatory work in readiness for the new Bill and this work will continue in 2025/26 to complete this action. Develop approach to the new Social Housing Net Zero Standard – 50% complete, this action has not been completed due to the delay from the Scottish Government of the publication of the new standards. The team have carried out preparatory work in readiness for the new standards and this work will continue in 2025/26 to complete this action. Deliver new Housing Asset Management Strategy – 50% complete, this action has not been completed as planned due to resourcing within the service. It is anticipated this will be complete and presented to the Housing and Communities committee in August 2025. Workforce actions - Significant progress has been made across all four workforce actions in the last year; work will continue over the coming year to progress these to a completed status. Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce – 92% complete. Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce – 91% complete. Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies – 92% complete. Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce – 86% complete. 4.5 Year-end data is available for 13 of the Plan’s 31 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 11 (36%) Page 24
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Target narrowly missed 2 (6%) Target significantly missed 0 Unknown 18 (58%) 4.6 Data for the full suite of PIs set out in the plan will not be available until June 2025. The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2025/26 Delivery Plan 4.7 The 2025/26 Delivery Plan is set out at Appendix 2. 4.8 Key priorities include: CCTV infrastructure (phase 2); Preventing Homelessness; Improving the tenant and prospective tenant journey; Tenant Safety and Wellbeing; New Housing Supply and Sustainable Housing; Delivering the Housing Capital Investment Programme; and Implementing changes in accordance with the Housing Bill Scotland 2024. 4.9 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Housing and Communities Committee around November 2025 and May 2026 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Housing Services may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. Page 25
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10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Peter Barry Service Area: Housing Services Date: 10 April 2025 _____________________________________________________________ Person to Contact: Nicola Docherty Nicola.docherty@west-dunbarton.gov.uk Appendices: Appendix 1: Housing & Employability Delivery Plan 2024/25 – Year-end Progress Appendix 2: Housing Services Delivery Plan 2025/26 Background Papers: Housing & Employability Delivery Plan 2024/25 – Housing and Communities Committee, 1 May 2024 Housing & Employability Delivery Plan 2024/25 Mid-year Progress - Housing and Communities Committee, 20 November 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 26
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H&E Delivery Plan Year-end Progress 2024-25 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive 2023/24 2024/25 Notes Performance Indicator Statu s Value Targe t Statu s Value Targe t Short Trend Long Trend Owner Number of incidents directed to Police by Public Space CCTV team 1232 400 856 400 Target exceeded demonstrating continued progress in supporting with the detection of crime and promoting community safety. Nicola Pettigrew % of anti-social behaviour cases resolved 98.08 % 97% 97.03 % 96% Target exceeded demonstrating continued progress in supporting residents with antisocial behaviour complaints. Nicola Pettigrew % of Public Space CCTV cameras that are operational 78.29 % 85% 74.75 % 85% Target not met. Work is underway to complete the full upgrade for CCTV, significantly increasing camera coverage and moving from analogue to digital technology. This has temporarily impacted on operational cameras due to upgrade works. Project expected to be completed mid-June 2025. Nicola Pettigrew Action Status Progress Due Date Note Owner Implement second phase of CCTV equipment and infrastructure modernisation and improvements 31-Mar- 2025 This action has been successfully completed. To date we have finalised costings with BT and gained approval at Housing and Communities Committee in August and contract with BT has been signed. We have confirmed with WDTRO every 2nd landing to have CCTV. Our focus over the Nicola Pettigrew ITEM 8 - APPENDIX 1 Page 27
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Action Status Progress Due Date Note Owner coming year will be to manage the new upgrades and ensure any snagging issues are resolved timely. Objective 2. Our residents’ health and wellbeing remain a priority 2023/24 2024/25 NotesPerformance Indicator Statu s Value Targe t Statu s Value Targe t Short Trend Long Trend Owner % of Youth Homelessness levels in West Dunbartonshire 23% 25% Data unavailable until June 2025. John Kerr Action Status Progress Due Date Note Owner Develop and introduce a new preventative focused housing access system 31-Mar- 2025 This action has not progressed as planned due to a delay with the Housing Bill receiving royal assent before the summer recess. The team have carried out preparatory work in readiness for the new Bill and this work will continue in 2025/26 to complete this action. John Kerr Objective 3. Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Deliver new tenant participation strategy 31-Mar- 2025 This action has been successfully completed. The New Strategy 'Involving you in improving Housing Services' was agreed at HACC 20/11/24 which includes an action plan for implementing the strategy 2025-28. John Kerr 2. Our Environment Page 28
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Objective 6. Our neighbourhoods are sustainable and attractive 2023/24 2024/25 Performance Indicator Statu s Value Targe t Statu s Value Targe t Short Trend Long Trend Owner Tenancy Sustainment Levels within Housing First 100% 90% 100% 90% Target met - overall Housing First tenancy sustainment rate for 2024/25 was 100% with all of the tenancies created in 2023/24 sustaining for at least 12 months. We continue to maintain our Housing First initiative as part of the delivery of our wider Housing Solutions approach and overall tenancy sustainment rates remain high and above target. John Kerr % of all homeless cases re- assessed within 12 months (repeat homelessness) 5.9% 4% Data unavailable until June 2025. John Kerr Average length of time to re- let properties 34.99 30 Data unavailable until June 2025. Nicola Pettigrew The number of incidences of youth homelessness in West Dunbartonshire is reduced 249 280 Data unavailable until June 2025. John Kerr % of council dwellings that meet the Scottish Housing Quality Standard 51.19 % 66.65 % Data unavailable until June 2025. Alan Young Number of new supply social housing 83 80 Data unavailable until June 2025. John Kerr % Satisfaction with quality of new build council housing 100% 80% Data unavailable until June 2025. John Kerr Page 29
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2023/24 2024/25 Performance Indicator Statu s Value Targe t Statu s Value Targe t Short Trend Long Trend Owner % of council houses that are energy efficient 86.9 % 100% Data unavailable until June 2025. Alan Young Action Status Progress Due Date Note Owner Ensure compliance with tenant safety standards (e.g. EICR, Gas safety, Mould & Dampness) 31-Mar -2025 This action has been successfully completed. We continue to have a strong focus on Tenant safety in line with the Scottish Government and the Housing Regulator guidance. Over the last year we have secured funding to secure the recruitment of new posts and identified and agreed an optimal structure to take forward the work around tenant safety; implementation will begin in 2025/26. Martin Feeney; John Kerr Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31-Mar -2025 This action has been successfully completed. Capital Investment programme for 24-25 has been completed contributing to maintaining and progressing SHQS compliance. Alan Young Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing. 31-Mar -2025 This action has been successfully completed. Capital Investment programme for EWI completed for 24-25 contributing to improving EESSH compliance. Alan Young Develop approach to the new Social Housing Net Zero Standard 31-Mar -2025 This action has not been completed as planned. The Social Housing Net Zero Standard will set out the regulations for how social landlords heat residential properties, as well as how energy efficient the buildings need to be. To date John Kerr Page 30
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Action Status Progress Due Date Note Owner we have provided a response, agreed through the Better Homes Board, to the Scottish Government consultation. The team have carried out preparatory work in readiness for the new standards however publication of the standard is currently unknown which has impacted on our ability to complete the action this year. Deliver on the More Homes Programme 31-Mar -2025 This action has been successfully completed. To date, we have agreed a new revised programme with the Scottish Government, we have completed on the development at Clydebank East and developed the Housing Investment Plan for 25-30. John Kerr Deliver new Housing Asset Management Strategy 31-Mar -2025 This action has not been completed as planned due to resourcing within the service. To date we have completed the stock modelling exercise which will form the basis of the remaining work. It is anticipated this will be complete and presented to the Housing and Communities in August 2025. John Kerr Assess requirement for declaration of housing emergency within West Dunbartonshire. 31-Mar -2025 This action has been successfully completed. The Housing and Communities Committee declared Housing Emergency on 1st May 2024, in response we have developed the Housing Emergency Declaration Action Plan, identifying key priority areas to be addressed over the coming years, this was approved by the Housing and Communities Committee in August 2024. Ongoing monitoring of the action plan will be overseen by the Housing Emergency Project Board and will be reported on a quarterly basis to Committee. The Housing Summit was held in February to further strengthen a partnership approach. John Kerr Refresh our strategic housing investment programme 31-Mar -2025 This action has been successfully completed. To date we have reviewed our resources; this was updated to members in August 2024. We have developed the new SHIP and delivered the refreshed programme. John Kerr Develop and introduce a wider national rented home strategy 31-Mar -2025 This action has not been completed as planned due to the delay with the Housing Bill receiving royal assent before the summer recess. To date we have John Kerr Page 31
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Action Status Progress Due Date Note Owner responded to the publication of The Housing (Scotland) Bill and reported back to the Housing Bill steering group and carried out preparatory work around the needs analysis in readiness for the new Bill, it is anticipated that this will be completed and reported to the Housing and Communities committee in August 2025. Implement digital improvement for housing operations (mobile app) 31-Mar -2025 This action has been successfully completed. To date we have implemented improvements to the mobile app for housing officers this includes pre termination visit and new tenant visit and improving communication with tenants; rolled out of Rent Insight functionality to enable timely and accurate information relating to rent accounts promoting efficiency for the Council. We have progressed the use of Power BI to support balanced scorecards for further performance analysis for all wards and new tenant visits. Over the following year we will continue to develop the functionality of the mobile app. Nicola Pettigrew Implement digital improvement for housing operations (self-serve portal) 31-Mar -2025 This action has been successfully completed. To date we have introduced a number of automated housing processes. This includes applying for housing allowing for initial application, verification and upload of supporting documents; over the following year we will progress this functionality to provide a status update regarding waiting list position. We have mapped the process for medical applications and will continue to develop this over the coming year. Through the housing management team and Housing Improvement Board we will continue to identify and explore opportunities to improve the digital customer journey. Nicola Pettigrew Page 32
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. 03-April- 2025 Building services improvement plan identified key improvement areas to increase satisfaction with the service. Recent satisfaction with repairs achieved 90.2% demonstrating the significant progress made over the last few years. Martin Feeney Failure to deliver medical adaptations in agreed target timescales This is monitored to ensure target timescale of 44 days average for housing medical adaptations is adhered to ensure satisfaction with the service and support those in need of this service. 07-April- 2025 We have shown some improvement against the target assessment. Progress continues with good in-year progress and continuing to clear legacy jobs helping to improve the overall position. Average days performance continues to improve on track overall for improvement and reducing risk. Alan Young Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at risk of the intervention powers of the Scottish Housing Regulator 07-April- 2025 Assessment remains as previous, however increased risk concerns have been identified and included within the Councils Annual Assurance Statement which was submitted to the Housing Regulator in October John Kerr Page 33
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities we will be unable to adequately meet housing needs due to rising costs and reduction in funding. 07-April- 2025 Assessment upgraded and linked to the housing emergency declaration 2024. Key aspect of housing emergency action plan is to accelerate homeless prevention activities in advance of homeless prevention duties as noted in the current Housing Bill. John Kerr Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. 07-April- 2025 No change to risk score, programme for investment and upgrades to council housing continues into 25-26 and a further five-year programme to 29-30. Alan Young 3. Our Economy Objective 8. We will support our residents to access employment and training opportunities 2023/24 2024/25 Notes Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner Value (£) of debt managed £1,217, 867 £1,220,0 00 £1,394, 794 £1,150, 000 Target exceeded. Overall, over the year, 128 clients were supported to manage debt. Stephen Brooks Page 34
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2023/24 2024/25 Notes Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner Number of local people entering employment through Working 4U 439 407 537 417 Target exceeded, showing significant improved performance from the previous year. Stephen Brooks Number of local people entering education or training 1,064 783 1,178 827 Target exceeded. By connecting with individuals in both formal and informal settings, we have successfully supported 1,178 people in progressing toward their goals. These training programmes, funded through Skills Development Scotland (SDS), No One Left Behind (NOLB), UK Shared Prosperity Fund (UKSPF) and Adult learning budgets, are designed to help service users develop essential skills and employment related skills to improve their future prospects. Stephen Brooks Number of local people gaining a full qualification 867 561 1,021 674 Target exceeded. Showing significant improved performance in both the long and short term. Stephen Brooks Page 35
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Action Status Progress Due Date Note Owner Review the current CLD Plan and compile a new plan for the 2024 – 2027 planning period. 31-Mar -2025 This action has been successfully completed. The CLD plan 24-27 has been produced by the CLD Strategic Group and will be published online by the end of October 24. Action plans for Youth Alliance, Adult Learning Partnership and Community Development Alliance have been developed and agreed with key stakeholders for the duration of the new 3 Year CLD Plan. Stephen Brooks Continue to develop access to welfare rights and debt management services 31-Mar -2025 This action has been successfully completed. A reporting schedule has been agreed with HSCP, and quarterly progress reports are shared showing the number of unpaid carers supported by the Welfare Rights team as well as value of income generated, and debt managed. An end of year report summarising activity and outcomes is also produced and shared with HSCP. Two dedicated Welfare Rights advisors are now working with Housing to offer pre-tenancy welfare advice and guidance with the aim to maximise income and ensure affordability for new tenants. Welfare support is also offered to current tenants to maximise income, reduce debts and support residents. Stephen Brooks Continue to provide access to employability services 31-Mar -2025 This action has been completed. Working4U continues to develop and deliver employability services which meet the needs of residents with barriers to accessing work as well as offering in-work support. Through the Strategic Employability Group funding for delivery of employability services from partners has been commissioned for 24/25 and provision focuses on parents, vulnerable young people, economically inactive people, people with disabilities including mental health, community justice service users, ethnic minorities and those who are long term unemployed. We have reviewed progress and will use information to develop our services in the forthcoming year. Stephen Brooks Continue to provide access to community-based learning opportunities 31-Mar -2025 This action has been completed. A new CLD 3 Year Plan (24-27) has been published for West Dunbartonshire with subsequent actions for the Strategic CLD Partnership and the 3 subgroups – Adult Learning Partnership, Youth Stephen Brooks Page 36
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Action Status Progress Due Date Note Owner Alliance and Empowerment DIG. A high-level report for the three subgroups has been agreed and shared quarterly with the Strategic Group. Objective 9. We will work with partners to support economic development to deliver increased prosperity for our area 2023/24 2024/25 Notes Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner Total Value (£) of Income Generated £8,229, 424 £5,200,0 00 £9,218,5 27 £5,200,0 00 Target exceeded and showed increased performance from the previous year. Stephen Brooks Number of local people receiving support through Working 4U 8,597 5,527 8,116 6,190 Target exceeded. The demand for support from Working 4U has consistently remained higher than anticipated due to a range of factors. These include an increase in individuals seeking benefits and debt advice, as well as growing participation in employability and learning programmes; UKSPF; No One Left Behind; and Child Poverty/Parental Employability Support. We will continue to utilise resources from grant funding sources to meet the ongoing Stephen Brooks Page 37
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2023/24 2024/25 Notes Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner demand of those target groups in need. 2023/24 2024/25 Notes Performance Indicator Status Value Target Status Value Target Long trend Short trend Owner Number of people receiving support through Working 4U with more than one barrier to employment (aggregate) 1,581 779 1,507 854 Target exceeded. Showing significant improved performance in both the long and short term. Stephen Brooks Percentage of local people with increased or sustained income through reduced debt liability/debt management 98.4% 90% 83.1% 90% Target narrowly missed. With the help of Working4U, 347 local residents were supported with debt advice/issues. 128 of these were assisted to manage £1.4 million worth of debt. 83.1% proceeded with their agreed debt strategy options, with the remaining 16.9% being undecided at this time. Stephen Brooks Page 38
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Action Status Progress Due Date Note Owner Develop a new employability partnership action plan 31-Mar -2025 This action has been completed. An annual investment plan has been written and submitted to the Scottish Government as a condition of the No One Left Behind (NOLB) grant by 30th April 25. This is informed by the priorities identified by the Strategic Employability group for West Dunbartonshire. A new 3-year Employability Plan for Employability will be produced reflecting the Scottish Government priorities through NOLB and the UK Government priorities through UK Shared Prosperity Fund. Stephen Brooks Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar -2025 This action has been completed. W4U engage with the green sector and offer Employer Recruitment Incentives (ERIs) which contribute to this indicator by collaborating with industry partners to identify in-demand skills and qualifications. Additionally, we commission training providers to map out relevant courses and apprenticeship pathways. By working closely with employers, W4U can ensure alignment with workforce needs and support jobseekers in obtaining industry-standard qualifications, ultimately enhancing employability and career progression within the growing carbon and green energy sectors. We have provided access to training for mechanics training modules that focus on the specific skills required for maintaining and repairing electric and hybrid vehicles. This includes, for example: Understanding Electric Vehicle Systems: Safety Protocols: Diagnostic Skills: Sustainability Practices and Hybrid Technology. Stephen Brooks Compile and publish the local child poverty report to demonstrate our actions to 31-Mar -2025 This action has been completed. The Child Poverty Plan has been published and is available online. A Child Poverty event was hosted to share information about the range of services working to tackle poverty and its impacts in West Dunbartonshire. Working4U worked in partnership with the Improvement Stephen Brooks Page 39
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Action Status Progress Due Date Note Owner address poverty and disadvantage Service to undertake a self-evaluation on partners knowledge of the impact of Child Poverty and the accessibility of services to support families locally. The Family Prosperity network (FPN) has been established. Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to respond to child poverty legislation will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost The Local Child Poverty Plan sets out what we will do to respond to child poverty, failure to respond will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost 17-Mar-2025 We have established a process for developing the local child poverty report and will undertake a self- evaluation to assess the effectiveness of our approach. The self-evaluation will inform future developments. The Child Poverty Plan has been published and is available online. A Child Poverty event was hosted in 2024/25 to share information about the range of services working to tackle poverty and its impacts in West Dunbartonshire. Stephen Brooks The cost-of-living crisis will lead to a substantial demand for access to We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we 17-Mar-2025 We have shown some improvement against the target assessment. We have reviewed our processes for dealing with referrals and carrying out assessments. This emphasises the Stephen Brooks Page 40
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner welfare/debt support services. receive appropriate referrals who can benefit from our support. need to respond quickly to those most in need while directing those with lower levels of need to appropriate partner and alternative sources of support. Welfare rights team have improved the triage system for referrals being received from residents with most contacts being made within 4 working days of referrals being received. 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents 2023/24 2024/25 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner % of properties returned from repairs within target 53% 80% Data unavailable until June 2025. Martin Feeney Average time taken (in days) to complete medical adaptations 45.3 44 Data unavailable until June 2025. Alan Young Average time (in days) to inspect and repair empty homes 27 12 Data unavailable until June 2025. Martin Feeney Page 41
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2023/24 2024/25 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner Percentage of repairs appointments kept 92.6% 91.5% Data unavailable until June 2025. Martin Feeney % of properties that require a gas safety record which had a gas check and record completed by the anniversary date 100% 100% Data unavailable until June 2025. Martin Feeney Percentage of reactive repairs carried out completed right first time 85.6% 90% Data unavailable until June 2025. Martin Feeney % of tenants satisfied with the repairs and maintenance service 94.82 % 86% Data unavailable until June 2025. Martin Feeney Average length of time (in hours) taken to complete emergency repairs 5.11 6 Data unavailable until June 2025. Martin Feeney % of council rent that was lost due to houses remaining empty 1.01% 1% Data unavailable until June 2025. Nicola Pettigrew Average time taken (in days) to complete non-emergency repairs 10.94 8.4 Data unavailable until June 2025. Martin Feeney Page 42
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Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar -2025 Workforce actions have not been completed as planned. Significant progress has been made in this area including review of succession planning for all services, improved communication of key Council information to frontline workers via digital channels and management of absences and improved performance around return-to-work arrangements. Setting up all frontline employees with access to the HR 21 system has been challenging and will remain the remaining focus for this action over the coming year. Peter Barry Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar -2025 Workforce actions have not been completed as planned. Significant progress has been made in this area including carrying out the review of team leader role within Housing Services, submitted job evaluations for the roles as well as improving access to opportunities to improve skills and knowledge. Building Service have carried out a review of their delivery model to support a service redesign. The new structure has been approved at SSRG and is currently being implemented. Elements of completing this action have been challenging such as financial constraints as well as challenges in recruitment for key roles such as electricians. Building services currently have a number of fixed term contracts of which some still require authorisation for permanency and work will continue over the coming year to complete the service redesign to ensure an efficient service. Peter Barry Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar -2025 Workforce actions have not been completed as planned. Significant progress has been made in this area, services have carried out reviews to ensure they are compliant with the Councils strategic operating model (SOM) are well as reviewing service delivery models to ensure they are efficient. Areas that still require work to complete this action include finalising a new team structure following the inclusion of a new team in Housing Asset and Investment and Peter Barry Page 43
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Action Status Progress Due Date Note Owner review offering of condensed hours within the teams; this work will continue over the coming year. Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar -2025 Workforce actions have not been completed as planned. Significant progress has been made in this area, particularly around reviewing skills gaps within the teams to ensure they meet the demands of new technologies and ways of working. Resource pressures have delayed this action somewhat and over the coming year the Housing Development team will continue to progress the action to build on the Housing Academy to support employees with continued professional development. Peter Barry Objective 11. Our Council is adaptable and focused on delivering best value for our residents 2023/24 2024/25 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner % of tenants satisfied with the overall service provided by their landlord 61.3 3% 76% 87% 84% Target exceeded. Significant progress has been made in this area overall. Satisfaction with particular aspects of the housing services included: satisfaction with the quality of their home (87.2% up 25.1% points); satisfaction with the management of their neighbourhood (86% (up 23.3% points) and satisfaction that rent costs represented good value (85.6% up 25.1% points). As well as showing improvement over the two years, the results showed that West Dunbartonshire John Kerr Page 44
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2023/24 2024/25 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Owner Housing Services performed better than the Scottish local authority average. Action Status Progress Due Date Note Owner Implement improvement plan for Building Services – year 4 31-Mar -2025 This action has been successfully completed. Over the last year we have achieved a number of improvements particularly around the financial management of the service where we have reduced costs related to overtime use of agency works and use of sub-contractors. Over the coming year we will progress year five of the Building Service improvement plan with a focus on completing job evaluations appropriate to the service needs. Martin Feeney Implement improved void management process to ensure sustained reduction in number of void properties 31-Mar -2025 This action has been successfully completed. Over the last year we have achieved a significant reduction in the average cost to bring a void property back to the Councils' relet standard. in relation to our aim to reduce operational voids we have shown significant improvement from the previous year and exceeded this year’s target. We will continue to ensure this progress is sustained. Martin Feeney Page 45
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to implement IHMS system across building services The effective implementation of the IHMS system will delivery efficiency, improve case tracking, capture customer satisfaction and improve service delivery. 03-April- 2025 We have shown significant improvement against the target assessment. IHMS has been fully implemented in Building Services with operatives using IHMS compatible devices reducing the need for manual input. Martin Feeney PI Status Target significantly missed Target narrowly missed Target met or exceeded Long Term Trends Improving No Change Declining Action Status Overdue Not on track In Progress and on track Completed Risk Status Alert Warning OK Short Term Trends Improving No Change Declining Page 46
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2025-26 DELIVERY PLAN Housing Services ITEM 8 - APPENDIX 2 Page 47
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DRAFT Contents 1. INTRODUCTION ...................................................................................................................................................................................2 2. PERFORM ANCE REVIEW .......................................................................................................................................................................2 3. STRATEGIC ASSESSM ENT .....................................................................................................................................................................5 4. RESOURCES........................................................................................................................................................................................13 F®ÄƒÄ‘›................................................................................................................................................................................................................................................13 EÃÖ½Êù››Ý...........................................................................................................................................................................................................................................14 5. APPENDIX 1: ACTION PLAN ................................................................................................................................................................15 Page 48
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DRAFT 1. Introduction Housing Services comprises a wide range of services covering Building Services, Housing Asset & Investment, Housing Development and Homelessness and Housing Operations. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Housing & Communities Committee twice yearly, at mid-year and year-end. 2. Performance Review The management team completed a detailed review of 2024/25 performance, focusing on the following: 2024/5 Delivery Plan year-end progress; Local Government Benchmarking Framework (LGBF) comparative data Scottish Housing Network comparative data; Association for Public Service Excellence (APSE) comparative data; Scottish Housing Regulator Tenant Satisfaction Survey feedback Citizens’ Panel feedback; Telephone Survey feedback; Complaints; Tenant Participation and Engagement; Continuous Improvement Other benchmarking/feedback/ etc. This review highlighted our key achievements in 2024/25 as well as the challenges to be addressed in 2025/26. These are summarised below. Page 49
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DRAFT Key Achievements 2024/25 Housing Services achievements The biennial Tenant Satisfaction survey carried out in 2024, that covers all areas of Housing Services, demonstrated significant improvement over the last two years in tenant satisfaction in key areas such as: overall satisfaction with their Landlord (87%, up 25.7% points); satisfaction with the quality of their home (87.2% up 25.1% points); satisfaction with the management of their neighbourhood (86% (up 23.3% points) and satisfaction that rent costs represented good value (85.6% up 25.1% points). As well as showing improvement over the two years, the results showed that West Dunbartonshire Housing Services performed better than the Scottish local authority average. Housing Services hosted the 1st Housing summit in West Dunbartonshire to address the housing crisis, this was attended by partner organisations including other social housing providers, Health partners, Scottish Government as well as house builders and developers; discussion from the event will inform the Housing emergency action plan over the coming years. Short listed for the excellence in health and wellbeing category at the Chartered Institute of Housing Scottish Housing Awards in recognition of our approach to tackling damp and mould; to date, over 1500 environmental sensors have been installed in our properties. Building Services Significant improvement in reducing time properties remain void, we will continue to prioritise further improvements in the coming year. Delivered a number of efficiencies within service delivery including reducing costs for void management, reduced use of overtime, less reliance on sub-contractors whilst maintaining or improving performance. Housing Asset & Investment Significant improvements made to council owned properties in relation to energy efficiency improvements contributing to the Council strategic priority as well as contributing to potential reduction in fuel poverty for tenants. Significant progress made to council owned properties in relation to SHQS contributing to the Council strategic priority in housing standards that are fit for purpose. Housing Development and Homelessness Page 50
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DRAFT Advanced a number of service development around our Integrated Housing Management System including the development of Rent Insights which will replace our Rent Sense system saving the Council over £60k per annum. The service has prevented over 400 households including 136 children from becoming homeless, offering a whole system preventative focus. Secured £669k grant from Scot government to convert properties for resettling Ukrainian refugees Completed the Clydebank East housing development, comprising of 88 houses net zero properties. Properties include a mixture of flats, bungalows and houses; nine of the properties are fully wheelchair accessible. Established the Housing Emergency Project Board and development of the Housing Emergency Action Plan in response to the housing crisis, the plan was endorsed by the Tenants and Residents Organisation. Introduced new Tenant Participation Strategy, Empty Homes Strategy and Housing Solutions Strategy Environmental improvements – in addition to installing environmental sensors we have installed connected response technology allowing tenants to set the time and temperature for their electric heating thereby reducing cost and contributing to a reduction in C02 emissions. Housing Operations Significant improvement in number of lets by 8% from the previous year (873 compared with 797). Significant improvement in reducing offers refused from previous year Anti-Social Behaviour team received a Highly Commended award from Police Scotland’s Argyll and West Dunbartonshire Divisional Recognition Awards to highlight the value of the partnership working which takes place between the teams and the Police. Significant achievement made towards reducing rent loss from properties remaining empty throughout the year. The void working group have focused on reducing relet times and seen significant improvement. CCTV operators have been instrumental in supporting Police Scotland with the detection of wilful fire-raising and intercepting drug dealing in our estates. The team also promote community safety and have assisted with supporting vulnerable people. Challenges Page 51
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DRAFT Across Housing Services, there were several challenges relating to increased demand for support from communities, which is anticipated to be an ongoing challenge in future years, largely exacerbated by ongoing increased cost of living. The cost-of-living crisis should be seen as more than an economic squeeze, as well as not being able to afford the essentials, such as food, rent, heating or transport, there is a wide range of negative impacts on mental and physical health and well-being which will require a great deal of concerted support across all the Housing Services. Energy companies in the UK are experiencing a nationwide shortage of qualified installers, this has had a significant impact on our ability to re-let properties requiring energy meter upgrades or repairs. Housing emergency, there are a number of key strategic housing challenges which the Council will be required to negotiate over the next 12-month period. Similar to other Scottish Local authority areas, we have a record number of homeless households in temporary accommodation, and access to suitable housing is proving to be extremely challenging. Added to the challenges around homelessness and housing access, will be the impact of the cost-of-living pressures on local communities. The requirement to increase housing supply is critical. Housing Supply - Recent Scottish Government increases to the Affordable Housing Supply Programme and council grant levels are positive in respect of our ability to deliver more social homes. However to meet the requirements there requires to be more joined up thinking across all spheres of government, the proposal to look at HRA debt relief through the work of the Scottish Government’s Housing Investment Taskforce could provide such an opportunity. The Housing (Scotland) Bill was introduced on 26 March 2024 and is currently at stage 2. The new housing bill will see the need to radically redesign our housing advice and access services to meet the needs of our communities and legislative requirements in a period of limited resource. Significant pressures on housing systems through a combination of factors will require a more co-ordinated response to increase housing supply. 3. Strategic Assessment Page 52
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DRAFT The Housing Services team completed a strategic assessment and performance review to determine the major influences on service delivery and strategic priorities going forward into 2025/26. As a result of this assessment, the following factors were recognised as having a significant influence on the work of service in 2025/26: Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. These challenges are experienced sharply in the Housing Service with unprecedented pressure on the Housing Revenue Account (HRA). The Council declared a Housing Emergency in 2024, and this requires action to reduce costs to the HRA including from across the Council. Further action is required to ensure a balanced budget, replenish HRA reserves and seek to increase financial resources to reduce borrowing and protect services for tenants. There are pressures on borrowing costs which impact on the capital programme, increased demand particularly through increased homelessness presentations and other financial challenges balanced by a requirement to keep rent rises as low as possible without compromising the quality and reach of tenant services. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within this service, £19.892m of the revenue budget which has been identified as being more susceptible to fluctuations are: The Homeless projected income from DWP budget of £4.078m is sensitive due to the nature of the service, as the income received will be dependent on client presentations. The HRA repairs/maintenance budget of £13.081m is demand lend to a large extent so can fluctuate based on need and cost of materials. The void rent loss budget £0.700m is dependent on turnover of tenants and condition in which tenants leave the vacated properties. CCTV infrastructure Page 53
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DRAFT The public space CCTV teams play a crucial role in enhancing community safety and engagement by deterring criminal activity, providing rapid response to incidents, and there will be a focus on engaging with the community, building trust, and promoting transparency and accountability in partnership with Police Scotland. The council’s CCTV infrastructure covers the three townships of West Dunbartonshire within our Town Centre’s and housing estates. Investment was secured to modernise the CCTV estate from the UK Shared Prosperity Fund (UKSPF) (£681,172) for public CCTV and HRA (£750,000) for enhancement in the multi-story buildings. In 2025/26 we will complete the upgrade work of the CCTV infrastructure (phase 2) that will bring state of the art technology improve the overall CCTV provision throughout West Dunbartonshire, increasing the suite of CCTV cameras to over 400. Housing Bill The Housing (Scotland) Bill, introduced on March 26, 2024, aims to reform the housing sector and enhance homelessness prevention. The Bill is progressing through the parliamentary process and is expected to receive Royal Assent by summer 2025, with provisions rolling out between 2025 and 2028. The Bill focuses on rented housing and homelessness, introducing significant changes to improve tenant rights and housing stability. A cornerstone of the Bill is the introduction of a homelessness prevention duty, the Bill imposes an “ask and act” duty on public bodies like social landlords, health boards, and police to identify and address housing risks up to six months before homelessness occurs, extending the current two-month threshold. This proactive approach seeks to reduce crisis interventions, though its success hinges on adequate funding and housing supply, The bill will also strengthen tenant protections and granting the ability to keep pets and personalise homes, fostering a sense of security and belonging. In 2025/26, we will respond positively to the requirements of the new housing bill include developing a new preventative housing solutions service. Local Housing Strategy & Housing to 2040 The Local Housing Strategy (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 period 2022-27. We will continue to implement the new strategy in 2024/25 building on the significant progress made on the issues identified in the previous LHS 2017-2022 and to address newly arising housing matters. Page 54
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DRAFT The Housing (Scotland) Act 2001 (‘the 2001 Act’) places a statutory requirement on local authorities to produce a LHS that sets out its strategy, priorities and plans for the delivery of housing and related services. It should demonstrate the local authority’s strategic approach to dealing with key housing-related issues such as: Delivering high quality housing and housing related services across all tenures; setting out its contribution to the effective integration of health and social care; and showing how the LHS is supporting the Scottish Government National Outcomes and Targets, whilst reflecting the needs and priorities of the local authority area. Our LHS is aligned with the vision around Housing to 2040 which highlights: - A well-functioning housing system: people can find, and afford, the right home for their needs. This will involve making the best out of the housing stock we have, providing people with good investment options and ultimately ensuring the housing system is fair; High-quality sustainable homes: all homes, regardless of the tenure or age of the home, should be well-designed and high quality. They should be easily maintained, have clear running costs and be low carbon. Further, all homes should be occupied; Sustainable Communities: Places should be vibrant, well connected and well designed. They should include a variety of houses to enable people to move as their needs change and be designed to promote health and well-being including quality green space; and Homes that meet people's needs: homes should support well-being, and areas should offer a diverse range of homes to allow people to move. People should be able to easily access information about their housing rights alongside services to support their independence. In 2025/26, we will respond fully to Housing to 2040 within the wider development of the Local Housing Strategy, including the introduction of a wider national rented home strategy. Housing Solutions Strategy 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: Page 55
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DRAFT 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: 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 56
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DRAFT In 2025/26, we will develop and introduce a new prevention focused housing access system. New Housing Supply West Dunbartonshire Council through the Strategic Housing Investment Plan delivered 1000 new homes for the West Dunbartonshire Communities. These properties all meet national and local standards providing exemplar energy efficiency and enhanced space. In 2025/26, we will continue to push the boundaries in terms of our housing building programme putting quality first and driving forward plans to tackle the current climate emergency within funding availability through the Council’s own resources supported by grant funding from the Scottish Government’s affordable housing supply programme. In 2025/26 we will refresh our strategic housing investment programme and assess progress in delivery the supply aims of the Housing Emergency Declaration Action Plan. Better Homes/Sustainability Scotland has set a legally binding target of net-zero greenhouse gas emissions by 2045. Around 14% of emissions in Scotland come from homes. Around 22% of homes in Scotland are social housing so as a strategic landlord we have a significant part to play. All future council homes will be built to a net zero carbon standard. The Climate Change (Scotland) Act 2009 places duties on all public bodies to contribute to emission reduction targets (Mitigation); deliver programmes to increase resilience against Climate Change (Adaptation), and to act in a ‘Sustainable’ way. In response, we intend to further develop our strategic housing asset management strategic approach and commitment to environmental sustainability which will allow us to build new homes and manage existing stock and assets in a way that will make them fit for generations to come. Key to this will be developing a new Housing Capital Investment Programme that combines our approach to decarbonisation and positively impacting on fuel poverty. In addition to the above, through our Better Homes approach, we have developed a new strategic vision for the future of our high -rise accommodation to enhance tenants’ living experiences and we intend to improve connectivity across our housing stock, again to improve the lives of our tenants. In 2025/26, we will deliver on the More Homes Programme and develop an approach to ensure we meet the new Social Housing Net Zero Standard. Page 57
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DRAFT Housing Capital Investment Programme A refreshed Housing Revenue Account (HRA) Capital Plan for period 2025/30, was agreed at Council March 2025. The programme will help deliver the requirements of the Scottish Housing Quality Standards (SHQS), the Energy Efficiency Standard for Social Housing (EESSH) its landlord obligations, health and safety responsibilities and deliver the Council’s new build programme. Delivering the programme in line with the budget, timescales and implementation plan is a significant priority. A revised plan will be agreed to account for the additional investment. In 2025/26, we will continue to continue to progress improvements in SHQS and EESSH compliance. Housing: Improving the customer journey and support During 2023/24, we reviewed the customer journey to ensure the service is able to adapt to change and is reflective of new ways of engagement and working, this included exploring the opportunity for implementing digital improvements into service delivery. In 2025/26, we will continue to expand the implementation of digital technologies to drive efficiency and a modernized service. The focus of this work will include further development of areas using the Integrated Housing Management system and greater emphasis on the tenant portal. Tenant safety and Wellbeing Ensuring tenant safety remains a key priority for the service. In 2025/26 we will continue to monitor, assess, and report on the performance. As part of our commitment to this we will pay particular focus on ensuring that we complete an Electric Installation Condition Reports (EICR). The process to gain access to properties to complete an EICR has been under review to increase the number of completed inspections. The current cost-of-living crisis, and in particular rising energy costs, will mean that many tenants face difficulties in heating their homes. So, it is now more important than ever that we have robust procedures for managing reports and instances of mould and dampness. The process for mould and dampness in tenants’ homes has been revised to effectively manage and eradicate dampness. Using a prevention and treatment approach we will install environmental sensors to gather intelligence and data on root causes which will help to inform our work. We will continue to advise tenants on prevention measures to reduce the risk of condensation and dampness occurring in properties. Treatment works include improved ventilation, heat recovery ventilation systems to promote moisture removal, external penetrating dampness and mould removal treatments. Page 58
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DRAFT In 2025/26, we will respond to the introduction of Awaab’s law in Scotland through the Housing Act and ensure compliance with new national indicators around process focusing on prevention and treatment. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. We have established a range of cross service working groups across key areas to improve the customer journey. Services, such as Estates/caretaking, Allocations and Voids and have a range of other short-term working groups looking at arrears, ASB and CCTV. These groups will look at a range of aspects including existing processes, systems and interaction with customers to identify improvements to our service delivery areas. Housing Voids The Void working group, chaired by Housing Operations Manager, has been established to reduce the time taken to re-let properties. The significant priority to reduce the number of void properties will continue into 2025/26. Housing services will work with the internal partners to improve re-let times Electrical Meter related issues Weekly liaison meeting established between Housing Operations and Building Services and Help To Move will continue to work together in 2025/26 to find solutions around electrical meter related issues in our voids. Improvement Plan for Building Services The action plan is a strategic priority and a critical influencing factor for Building Services. Progress of year 5 of the 5-year plan includes: Workforce; individual performance and productivity management, resource and succession planning, remuneration and working hours model. Service Provision; planning, supervision and stores operations, improvements to customer satisfaction, speed of delivery, quality, and consistency of the repairs provision. In 2025/26, we will progress year five of the five-year plan Building services Improvement Plan. Page 59
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DRAFT Action Plan & Risks The challenges identified at section 2 and the key factors identified in Section 3 have informed Housing Services priorities for 2025/26. Appendix 1 sets out the action plan to address them, including the relevant risks and the performance indicators and targets that will enable progress to be monitored and reported to stakeholders. It also incorporates the Strategic workforce actions. The Council has identified risks at both a strategic and service level. Strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In planning for 2025/26, the Housing Services team considered the Council’s strategic risks and identified risks specific to the service. These are set out in the action plan at Appendix 1 alongside actions to mitigate these, with the aim of improving or maintaining the current position (i.e. the current risk score). 4. Resources Finance Housing Services has a net General Services revenue budget of £0.901m and a nil capital budget in 2025/26. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2025/26 (£m) Gross Income 2025/26(£m) Net Expenditure 2025/26 (£m) Capital Budget 2025/26 (£m) Private Sector Housing 0.015 - 0.015 - Housing Development & Homelessness 6.309 -5.482 0.827 - Page 60
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DRAFT Private Sector Housing Grant 0.426 -0.382 0.044 - Anti-Social Behaviour 0.480 -0.175 0.305 - Housing Maintenance Service 20.582 -20.872 -0.290 - Total 27.812 -26.911 0.901 Housing Services also have responsibility for a considerable HRA, both revenue and capital. Gross Expenditure (Revenue) £m Capital £m HRA budget 2025/26 58.105 70.338 Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31st March 2025) are as follows: Absence in 2024/25 Service Area Headcount FTE Building Services 310 296.232 Housing Asset & Investment 19 17.8 Housing Development & Homelessness 99 92.92 Housing Operations 133 130.918 Management Team 5 5 TOTAL 566 542.87 Page 61
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DRAFT The quarterly absence statistics for Housing Services are shown below together with the Council average for the same periods for comparison. The figures for Housing Services have been lower that the Council average for annual FTE days lost in 2024/25: Absence in 2024/25 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Housing Services 6.89 8.31 7.36 3.32 13.60 COUNCIL WIDE TOTAL 6.51 5.67 7.04 6.51 14.33 5. Appendix 1: Action Plan 1. Our communities Our neighbourhoods are safe, resilient, and inclusive Performance Indicator 2025/26 Target Owner % of anti-social behaviour cases resolved TBA Nicola Pettigrew Number of incidents directed to Police by Public Space CCTV team TBA Nicola Pettigrew % of Public Space CCTV cameras operational TBA Nicola Pettigrew Number of breaches of the Unsuitable Accommodation Order TBA John Kerr Charter indicators TBA All Managers Page 62
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Appendix 1 Action Due Date Owner Complete second phase of CCTV equipment and infrastructure modernisation and improvements 30/06/25 Nicola Pettigrew Delivery of Housing Solutions Strategy 31/03/26 John Kerr Develop a refreshed approach to tenant safety inclusive of Awaabs law 31/12/25 John Kerr Our residents’ health and wellbeing remains a priority Performance Indicator 2025/26 Target Owner Number of youth Homeless levels in West Dunbartonshire TBA John Kerr Number of children in temporary accommodation TBA John Kerr Action Due Date Owner Develop and introduce a new preventative focused housing access system 31/03/26 John Kerr Our residents are supported to increase life and learning skills Action Due Date Owner Deliver on key objectives of the Housing Emergency Action Plan 31/03/26 John Kerr Housing Solutions Strategy actions to be implemented 31/03/26 John Kerr 2. Our Environment Our neighbourhoods are sustainable and attractive Page 63
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Appendix 1 Performance Indicator 2025/26 Target Owner Number of new supply social housing for rent (all supply) 100 John Kerr Tenancy Sustainment Levels within Housing First TBA John Kerr % satisfaction with quality of new build council housing (SHN) 90% John Kerr % of properties that require a gas safety record which had a gas check and record completed by the anniversary date 100% Martin Feeney The number of incidences of youth homelessness in West Dunbartonshire is reduced TBA John Kerr % of council dwellings that meet the Scottish Housing Quality Standard TBA Alan Young % of Council houses that are energy efficient TBA Alan young % of all homeless cases re-assessed within 12 months (repeat homelessness) TBA John Kerr Action Due Date Owner Implement digital improvement for housing service (self-serve portal) 31/03/26 All Managers Implement further phase of digital improvement for housing operations (mobile app) 31/03/26 Nicola Pettigrew Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31/03/26 Alan Young Deliver new Housing Asset Management Strategy 31/12/25 John Kerr Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing. 31/03/26 Alan Young Deliver on the More Homes Programme 31/03/26 John Kerr Develop approach to the new Social Housing Net Zero Standard 31/03/26 John Kerr Develop and introduce a wider national rented home strategy 31/03/26 John Kerr Service Risk Description Current Assessment Target Assessment Owner Page 64
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Appendix 1 Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at risk of the intervention powers of the Scottish Housing Regulator. John Kerr Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities we will be unable to adequately meet housing needs due to rising costs and reduction in funding. John Kerr Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. Alan Young Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. Martin Feeney Failure to implement IHMS system across building services The effective implementation of the IHMS system will delivery efficiency, improve case tracking, capture customer satisfaction and improve service delivery. Martin Feeney Housing emergency Assessment of key workstream planned to exit the current Housing Emergency. John Kerr Page 65
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Appendix 1 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar- 2026 All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2026 All Managers Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2026 All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2026 All Managers Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2025/26 Target Owner % of tenants satisfied with the overall service provided by their landlord TBA John Kerr Average length of time to re-let properties TBA Nicola Pettigrew % of council rent that was lost due to houses remaining empty TBA Nicola Pettigrew Percentage of repairs appointments kept TBA Martin Feeney Average time taken (in days) to complete medical adaptations TBA Alan Young Average time (in days) to inspect and repair empty homes TBA Martin Feeney Average length of time (in hours) taken to complete emergency repairs TBA Martin Feeney Percentage of reactive repairs carried out completed right first time TBA Martin Feeney Average time taken (in days) to complete non-emergency repairs TBA Martin Feeney Page 66
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Appendix 1 % of tenants satisfied with the repairs and maintenance service TBA Martin Feeney % of properties returned from repairs within target TBA Martin Feeney Action Due Date Owner Implement improvement plan for Building Services – year 5 31/03/26 Martin Feeney Reduce the actual days taken to Bring Back to Relet Standard (BRS) a void property. 31/03/26 Martin Feeney Externalise reroofing programme 31/03/26 Martin Feeney *PI targets with TBA, targets will not be determined until the housing improvement board meets in June 2025 to agree new targets based on year-end performance. End of document Page 67
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 7 May 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 final handovers of 88 new Council homes at the zero carbon Clydebank East development which completes a significant housing led regeneration project; (ii) Invite the Chief Officer, Housing and Employability to carry out a procurement exercise and to subsequently award the contract up to budgeted costs for the new build developments at West Thomson Street, Clydebank and the next phase at Willox Park, Dumbarton. and; (iii) Notes the resource planning allocation of an initial £10.757m to West Dunbartonshire Council to deliver the Affordable Housing Supply Programme in 2025/26. 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 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 ITEM 10 Page 69
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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 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 social housing developer in West Dunbartonshire, the Council has identified several 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 has now completed and has delivered eighty-eight new homes designed to meet the urgent 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 Page 70
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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 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. The Practical completion was completed on time and handed over on 11th April 2025 with the project delivering within project budget. Pappert, Bonhill This construction 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 with the first handovers planned for 28th April 2025. Mount Pleasant, Old Kilpatrick The site started on 15th April 2024 and construction was planned to last approximately eighteen months. This is a 19-unit complex which is designed for elderly residents and will deliver exemplar high quality amenity housing, the housing mix is outlined below for information. The site completion is scheduled for the 8th May 2025. 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 Page 71
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Willox Park, Doveholm, Dumbarton The development of seventeen new homes for the elderly at a former care home site is Phase 1 of the wider regeneration programme for Willow Park and 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 McTaggart Construction have been onsite since November 2024 with a 52 week build program, with the first handovers of Phase 1 due in December this year. The net zero heat strategy will be delivered via a ground source heat pump, as it was felt that this solution to be preferable than an air source heat pump for each individual 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 as easy and streamlined as possible. The further phases of the regeneration works are a phased demolition programme of the existing homes within the Willox Park sheltered housing complex and the development of a minimum 20 new one-bedroom cottages to replace the demolished homes. To achieve this outcome, we require to undertake a procurement exercise and award of the contracts up to the budgeted value within the future new build and related regeneration project line in the approved Housing Revenue Account Capital Investment Programme. 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 granted for all sites. CCG have been successful in winning the tender for the Campbell St and Braehead development sites. The tender cost was returned far below the estimated cost of the development. It Page 72
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was estimated that the construction of these two sites would be in the region of £9.7million. The tender return was £6.98 million. We are currently assessing the returned tenders for the remaining 6 units proposed for O’Hare as part of this wider development. Bank Street, Alexandria The development will consist of twenty-two sheltered/amenity housing units in partnership with the HSCP. Planning has been submitted and approved. 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 The contract for this project has been awarded to the JR Group. This tender return has returned a development price of £5.375m against an estimated cost of £7.79million. Similar to the development at Willox Park, existing tenants at Gray Street have been consulted throughout the design process and will be assisted to make the transition to the new facility as smooth as possible. West Thomson Street (former Clydebank Health Centre site) 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/amenity housing to potentially reprovision or expand existing sheltered housing provided at Young Street, therefore strategically improving the provision of older persons accommodation within Clydebank. We also aim to build additional family housing as part of the wider development. Tenants at Young Street have been consulted 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 future consultation of the proposal is set up for Young Street Residents and the wider community on the 30th April. 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. Therefore, we now require to carry out a wider procurement exercise to award and appoint a main contractor to deliver Page 73
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the new build development at West Thomson Street, Clydebank within the agreed programme budget. Proposed Housing Mix: House Type Type Number of New Homes Terraced House 3 bed 5 person 4 Terraced House 4 bed 6 person 5 Terraced House 5 bed 7 person 2 Cottage Flat 1 bed 2 person 2 Cottage Flat 3 bed 5 person 2 Sheltered/Amenity Flat 1 bed 2 person 27 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 and are aiming to complete the homes in May. The homes have been delivered on site and are over 80% completed. The Council has secured the site. Dennystoun Forge Gypsy/Traveller Site The project has been scored and assessed as a priority in the new SHIP 2025 -2030, with a proposed site start in 2026/27. Our in-house design team and procurement colleagues are supporting Housing to detail our plans. Engagement is continuous and positive with the Dennystoun Forge community. Our focus remains on decant options, where we are engaging with other Council teams 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. We have had positive dialogue with the Scottish Government and discussions will continue at a meeting on 12th May regarding the Gypsy Traveller Accommodation Fund to become part of the Affordable Housing Supply Programme. Page 74
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Queen Mary Avenue, Clydebank (Clydebank Gap Sites) Proposed Housing Mix House Type Type Number of New Homes Cottage Flat 1 bed 2 person 10 Wheelchair Cottage Flat 2 bed 3 person 1 Cottage Flat 3 bed 4 person 1 Terraced House 3 bed 6 person 3 Semi Detached 4 bed 8 person 2 A main contractor CCG has been appointed for the delivery of the proposed 17 new homes. The Council has started the pre-application planning process and planning was submitted in March. The team are working towards a start date on site of October 2025. Silverton Regeneration The demolition for the 2 identified sites in Smollett Road and Dumbuie Avenue has now been completed. We are currently developing a design proposal and will carry out a feasibility assessment. Queens Quay, Site C, Clydebank The Council has been developing a design to deliver a projected twenty units on this site to complement the housing mix within sites A and B. This development will also be designed to meet low/zero carbon principles and linked to the Queens Quay district heating network. . Pre-planning response was received on the 25 February highlighting concern of the WDC development proceeding in isolation. We have adopted a proactive response to this issue and have developed masterplan diagrams incorporating the surrounding sites and have conducted valuations on the adjacent site to Queens Quay C with a view to purchasing additional land to deliver more affordable housing in the Queens Quay regeneration site. If this is achieved, we would seek to develop a mixed tenure approach to any expanded development site delivering one hundred new affordable homes. We are seeking discussion with CRL (Clydeside Regeneration Limited) to progress the possibility of acquiring this additional land and will be able to draw down Scottish Government grant to enable this. However, because of the uncertainties surrounding potential delivery timescales for this project and the reduced funding it is no longer allocated funding within the current Strategic Housing Investment Programme. Buyback Programme Total number of properties purchased in 2024/25 financial year 33 Total Purchase Value £3,103,000 Page 75
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4.6 In 2024/25 the Council’s Annual Resource Planning Assumption (RPA) from the Scottish Government supporting the delivery of the SHIP was reduced to £8.167m which represented a cut of around 24%. However, for 2025/26 the RPA has been increased to a minimum of £10.757m this will significantly assist in the delivery of the Council’s SHIP. 4.7 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 Financial 6.1 The Council has to date delivered 584 new homes for social rent; these additional homes bring council tax revenue of around £810k per year to West Dunbartonshire Council. The new homes also bring in around £3m of annual rental income to the Housing Revenue Account. 6.2 On 5 March 2025 supported by tenant representatives the Council approved the Housing Capital Programme 2025-2030 which saw significant resources committed to the delivery of new council homes in West Dunbartonshire. A net expenditure budget of £69m for the affordable housing supply programme is factored into the HRA Capital Programme. As it currently stands, it is anticipated that this programme will complete on project life budget. 6.3 Housing and Finance Officers will continue to assess the ongoing affordability of future developments within the context of the Housing Revenue Account Business Plan. Procurement PROPERTY SIZE PURCHASED 6 apt 1 5 apt 3 4 apt 12 3 apt 5 2 apt 12 Page 76
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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 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 Page 77
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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 Local Housing Strategy consultation. 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: 23 April 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 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 West Dunbartonshire Council’s Strategic Housing Investment Plan Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 78
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief officer Housing and Employability Housing and Communities Committee: 7th May 2025 ______________________________________________________________ Subject: Building Services Procurement Provision update 1. Purpose 1.1 The purpose of this report is to advise Committee of updated tender requirements information for Building Services. 1.2 To seek Committee approval to continue with necessary procurement and tender processes. 1.3 To seek Committee approval to allow subsequent award of contract by the Chief officer of Housing & Employability. 2. Recommendations 2.1 It is recommended that Members: i. note the contents of this report. ii. approve the procurement processes to tender the requirements listed within the table in section 4.2 of this report; and iii. delegate approval to award contracts to successful bidders to the Chief officer of Housing & Employability. 3. Background 3.1 Good progress has been made in letting necessary contracts to ensure full compliance with Council Standing Orders, Council Financial Regulations and all Procurement Regulation. 3.2 Committee Members are requested to refer to these reports which included information on the services Building Services provides on behalf of the Council, the need to progress tenders that support the section’s deliver of a high quality repairs and maintenance service for the Council’s housing and non-housing properties. 4. Main Issues 4.1 A review of the historic spend on the previous versions of these contracts and estimated volumes of known and expected works has taken place, costs identified are expected to have increased over the intervening period and projected costs are as detail in the table below. ITEM 11 Page 79
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4.2 The following contracts will be required to deliver a comprehensive repairs and maintenance service for a period of up to five years from the date of let. They will be of sufficient size, scope and duration to cover the estimated volume of work for the period in question and will be awarded to suitably qualified and competent suppliers and contractors. Requirement Total Estimated Annual Value Funded By HRA Revenue / Capital and CRA Priority • Provision of External building fabric works (to include Roofing and Wall insulation) £5.5m Capital & Revenue High • Provision of Specialist plumbing services £0.3m Capital & Revenue High • Joint provision of void property cleaning services for housing/homeless £0.5m Revenue High • Provision of Television aerials and ancillary equipment £0.25m Revenue High 4.3 All procurement activity carried out by the Council in excess of £50,000 is subject to a contract strategy. The strategy for the contracts as listed in the table at 4.2 will include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. 4.4 This procurement exercise will be conducted in accordance with the Corporate Procurement Unit in close consultation with Building Services officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulations. 4.5 The route to market will be to conduct an open tender and or a mini competition from a partnered procurement provider subject to research determining an appropriate framework. 5. People Implications Page 80
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5.1 Progressing these procurement processes will require significant Officer time resource from Building Services, Consultancy Services, Housing Operations and Corporate Procurement teams. 6. Financial Implications 6.1 Costs of the support contracts will be funded by both Capital and Revenue budgets through the Housing Revenue Account, Central Repairs Account and Housing Maintenance Trading Account. 6.2 Costs of contracts listed under 4.2 are included within existing budgets. 7. Risk Analysis 7.1 On-going investment, in-line with business plans, will allow the Council to meet its landlord, health and safety and quality standards obligations whilst providing appropriate asset management. 7.2 Procurement related risks and mitigation/management measures will be identified as part of the development of tendering strategies for the individual requirements. 8. Equalities Impact Assessment (EIA) 8.1 An Equalities Impact Assessment or screening as appropriate will have been carried out. The report does not propose altering any existing policy or pattern of service delivery. 9. Strategic Assessment 9.1 This report contributes to the Council’s Strategic Priorities and in particular towards: i. improving economic growth and employability. ii. improving local housing and environmentally sustainable infrastructure; and iii. improving the wellbeing of communities. 10. Consultation 10.1 Finance and Legal have been consulted regarding the set up of the contracts referred to in this report. 10.2 The Corporate Procurement team have been consulted in the development of this report. They will provide assistance and professional guidance with the administration of the tender exercises. Peter Barry Chief Officer Housing & Employability Date: 03 April 2025 Page 81
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______________________________________________________________ Persons to Contact: Martin Feeney – Building Services Manager, Cochno Street, Clydebank, Telephone: 01389 738200, e-mail: mfeeney@west-dunbarton.gov.uk Appendices: Nil Background Papers: Nil Wards Affected: All Page 82