Item 8 - Appendix 1
West Dunbartonshire Council · 7 May 2025
Back to Housing & Communities Committee — 7 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
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 2
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 3
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 4
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 5
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 6
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 7
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 8
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 9
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 10
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 11
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 12
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 13
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 14
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 15
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 16
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 17
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 18
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 19
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 20
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