Document Pack (Bookmarked) HAC Committee 20 08 25
West Dunbartonshire Council · 20 August 2025
Back to Housing & Communities Committee — 20 August 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Housing and Communities Committee Date: Wednesday, 20 August 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 Kevin Crawford Councillor Ian Dickson Councillor Gurpreet Singh Johal (Chair) Councillor David McBride Councillor Michelle McGinty* Councillor Lawrence O’Neill Councillor Lauren Oxley Councillor Martin Rooney Councillor William Rooney Councillor Hazel Sorrell (Vice Chair) Councillor Sophie Traynor *Membership effective from 9 August 2025 All other Councillors for information Chief Executive Chief Officer – Housing and Employability Chief Officer – Resources Date issued: 7 August 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, 20 AUGUST 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 7 - 10 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 7 May 2025. 7 SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT To Follow Submit report by the Divisional Commander, Police Scotland providing Members with an update Quarter 4 on local policing in West Dunbartonshire. 7 (b)/ Page 3
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(b) FIRE AND RESCUE SCRUTINY REPORT 11 - 26 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 EMERGENCY ACTION PLAN 27 - 57 Submit report by the Chief Housing Officer 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. 9 MORE HOMES WEST DUNBARTONSHIRE – WEST 59 - 69 DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME Submit report by the Chief Housing Officer providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 10 SCOTTISH SOCIAL HOUSING CHARTER/REGULATION OF SOCIAL HOUSING IN SCOTLAND ANNUAL UPDATE REPORT 71 - 86 Submit report by the Chief Housing Officer providing an annual progress report on meeting the requirements of the Scottish Social Housing Charter and the Scottish Housing Regulator’s Regulatory Framework for social housing, including the approval of the Annual Assurance Statement. 11 HOME AT THE HEART - WEST DUNBARTONSHIRE’S RAPID RE-HOUSING TRANSITION PLAN UPDATE AND NEW APPROACHES TO HOMELESSNESS PROGRESS 87 - 98 REPORT Submit report by the Chief Housing Officer providing an update on “Home at the Heart” WDC’s Rapid Re-housing Transition Plan (RRTP) for the period 2019-25 and new approaches to homelessness. 12/ Page 4
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12 BUILDING SERVICES PROCUREMENT PROVISION UPDATE 99 - 115 Submit report by the Chief Officer - Housing and Employability advising of updated tender requirements information for Building Services and seeking approval for the award of contracts by the Chief Housing Officer to successful bidders. 13 CAPITAL BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) 117 - 122 Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 30 June 2025 (Period 3). 14 HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) 123 - 130 Submit report by the Chief Officer - Resources advising of the 2025/2026 HRA revenue budget position on 30 June 2025 and the forecast position of the HRA reserves as of 31 March 2026. 15 GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 3 (30 JUNE 2025) 131 - 138 Submit report by the Chief Officer - Resources providing an update on the financial performance to 30 June 2025 (Period 3) of General Fund Revenue services under the remit of the Housing and Communities Committee. Page 5
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HOUSING AND COMMUNITIES COMMITTEE At a Hybrid Meeting of the Housing and Communities Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 07 May 2025 at 10.00 a.m. Present: Provost Karen Murray Conaghan and Councillors Gurpreet Singh Johal, David McBride, John Millar*, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, and Sophie Traynor. *Arrived later in the meeting. Attending: Peter Barry - Chief Officer, Housing and Employability; John Kerr, Housing Development and Homelessness Manager; Nicola Pettigrew, Housing Operations Manager; Laurence Slavin - Chief Officer, Resources; Alistair Norris, Contracts Manager; Christopher Anderson, Legal Officer; Nicola Moorcroft and Lynn Straker, Committee Officers. Also attending: Divisional Commander Gary I’Anson, Superintendent Patricia Robertson and Chief Inspector Simon Shanks, Police Scotland; Area Commander Joe McKay and Watch Commander Tony McGloin, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apologies: Apologies for absence were intimated on behalf of Councillors Ian Dickson and Hazel Sorrell. 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 however, Councillors Johal Singh and Traynor made Transparency Statements noting a connection to matters discussed at Item under the heading ‘Housing Emergency Action Plan’, noting that having applied the objective test, it does not amount to an interest. ITEM 6 Page 7
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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. 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 26 February 2025 were submitted and approved as a correct record. SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT A report was submitted by the Divisional Commander, Police Scotland providing Members with an update Quarter 4 on local policing in West Dunbartonshire. After discussion and having heard Divisional Commander Gary I’Anson, Superintendent Patricia Robertson and Chief Inspector Simon Shanks, in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the update provided. Note: Councillor Millar entered the meeting at this point. (b) FIRE AND RESCUE SCRUTINY REPORT A report was submitted by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data for Quarter 4, measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. After discussion and having heard Area Commander Joe McKay and Watch Commander Tony McGloin, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service, in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the update provided. Page 8
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HOUSING AND EMPLOYABILITY DELIVERY PLAN 2024/25 - YEAR-END PROGRESS AND HOUSING AND EMPLOYABILITY DELIVERY PLAN 2025/26 A report was submitted 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. 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 to note the progress achieved at year-end and the new plan for 2025/26. HOUSING EMERGENCY ACTION PLAN A report was submitted 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. After discussion and having heard the Chief Officer - Housing and Employability and the Housing Development and Homelessness Manager in further explanation and in answer to Members’ questions, the Committee agreed: (1) to note the progress to date and the implementation of the key actions of the Housing Emergency Declaration Action Plan as summarised in paragraphs 4.1 - 4.9 of the report and in the action plan update within Appendix 1 of the report; (2) to note the agreed letting target for 2025/26 to households experiencing homelessness is to be 59% as detailed in paragraphs 4.10 - 4.14 of the report; and (3) to note the Chief Officer - Housing and Employability will continue to bring an update report to future Housing and Communities Committee meetings regarding the housing emergency declaration including an updated action plan as noted in paragraph 4.3 of the report. MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL’S AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted by the Chief Officer - Housing and Employability providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. After discussion and having heard the Chief Officer - Housing and Employability and the Housing Development and Homelessness Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- Page 9
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(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 final handovers of 88 new Council homes at the zero carbon Clydebank East development which completes a significant housing led regeneration project; (2) to 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 (3) to note the resource planning allocation of an initial £10.757m to West Dunbartonshire Council to deliver the Affordable Housing Supply Programme in 2025/26. BUILDING SERVICES PROCUREMENT PROVISION A report was submitted by the Chief Officer - Housing and Employability advising of updated tender requirements information for Building Services. After discussion and having heard the Chief Officer - Housing and Employability, the Chief Officer – Resources, the legal Officer and the Contracts Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of the report; (2) to approve the procurement processes to tender the requirements listed within the table in paragraph 4.2 of the report; and (3) to defer approval to award contracts to successful bidders to the Chief Officer - Housing and Employability, until clarification has been provided regarding the legalities of such a delegation of authority. The meeting closed at 12.03 p.m. Page 10
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Scrutiny Report 2025-26 Q1 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire ITEM 7b Page 11
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202531/07/25 © Scottish Fire & Rescue ServiceReport generated on About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 12 Page 13 Page 14 Summary Trends Accidental Dwelling Fires (ADFs) Accidental Dwelling Fire Casualties Non-Fire Casualties Deliberate Fires Non-Domestic Fires Unwanted Fire Alarm Signals (UFAS) Road Traffic Collisions (RTCs) Home Fire Safety Visits (HFSVs) Fire Safety Enforcement Community Safety & Engagement Glossary of Terms 1 2 3 4 5 6 7 8 9 10 11 12 13 Contents Scrutiny Report 2025-26 Q1 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire Page 12
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1. Summary 245 Fires 54 151 False Alarms 450 15 2 0 Fire Fatalities 3 0 46 UFAS 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Non-Fire Incidents People Rescued by Firefighters People Receiving First Aid or Hospital Treatment (Non-Fire) People Receiving First Aid or Hospital Treatment (Fires) Non-Fire Fatalities Top 10 Incident Types Fire (Outdoor) False Alarm (Good Intent) False Alarm (UFAS) Fire (Building) False Alarm (Due to Apparatus) Inter-Agency Fire (Vehicle) Humanitarian Animal Assistance Vehicle (Non-fire) 188 60 46 44 41 21 13 10 8 6 2025-26 Q1 Fire Safety AuditsHome Fire Safety Visits Total Incidents (Incl. Incompletes) In this report, the Scottish Fire and Rescue Service(SFRS) has demonstrated a strong commitment to public safety. We attended a range of operational incidents, which are detailed above. Home Fire Safety Visits(HFSV) continue to be a priority. Details of our new HSFV referral pathway are included in section 12 of the report. Fire safety audits and community engagement initiatives remain proactive measures, ensuring our communities are safer places to work, live, and visit. The overall trend in this report reflects a steady management of all incidents, with fluctuations reflecting seasonal variations. Accidental dwelling fires are well monitored, while the service also continues to focus on reducing deliberate fires and non-fire incidents. The data provided highlights a well-coordinated approach to fire prevention and emergency response. Page 13
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2. Trends 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 31 29 34 18 23 33 33 24 26 29 27 25 29 26 29 31 Deliberate Fires 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 111 182 30 178 45 168 70 71 84 65 87 49 73 94 90 56 Non-Domestic Fires 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 6 6 11 3 4 10 9 4 6 8 7 56 5 7 6 Unwanted Fire Alarm Signals 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 144 46 25 136 83 52 119 101 31 51 101 123 34 3542 108 Road Traffic Collisions 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 2024-25 Q4 2025-26 Q1 8 5 11 2 9 4 4 3 8 7 5 6 7 5 5 6 Previous 16 quarters (4 years) Page 14
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3. Accidental Dwelling Fires Extent of Damage Incidents Not applicable 17 Limited to item 1st ignited 7 Limited to floor of origin (not whole building) 2 Limited to room of origin 2 Limited to 2 floors (not whole building) 1 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Source of Ignition (Top 10) Cooking appliance Electricity supply Other domestic style appliance Industrial equipment Smoking Related 19 5 3 1 1 Trend by Quarter (4 years) 15 20 25 30 35 29 Accidental Dwelling Fires in this period 2025-26 Q1 Incidents by Ward Clydebank Central Clydebank Waterfront Dumbarton Leven Kilpatrick Lomond 10 8 4 4 2 1 SFRS is dedicated to reducing accidental dwelling fires in domestic properties across Scotland. This commitment is evident through our proactive measures, community engagement, and continuous improvement strategies. SFRS employs a range of proactive measures to prevent fires before they start. One of their key initiatives is the HFSV program, where Community Action Teams and Operational Crews visit homes to assess fire risks and provide tailored advice on fire prevention. These visits often include the installation of smoke alarms and heat detectors to comply with Scottish Government legislation thus ensuring that homes are equipped to detect fires early. Over this quarterly reporting period we see a decrease in accidental dwelling fires across West Dunbartonshire from 31 to 29. Page 15
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4. Accidental Dwelling Fire Casualties Non-Fatal Casualties 2 Fatal Casualties 0 Nature of Injury/Cause of Death Casualties Burns - slight 1 Overcome by gas, smoke or toxic fumes; asphyxiation 1 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Clydebank Waterfront 2 Trend by Quarter (4 years) 0 5 10 0 People Rescued by Firefighters Extent of Harm (Non-Fatal) 1 1 First Aid Given at Scene Hospital Slight Injuries 0 Hospital Serious Injuries 2025-26 Q1 SFRS is committed to reducing accidental dwelling fire casualties across all communities in Scotland. This dedication is reflected in our comprehensive reduction strategies, community-focused initiatives, and continuous efforts to improve fire safety. Through strategic initiatives, community engagement, a data-driven approach, support for vulnerable groups, and continuous improvement, we strive to make every home in Scotland safer. Our efforts not only save lives but also foster a culture of fire safety awareness and prevention within our communities. Over this reporting period we have seen a decrease in accidental dwelling fire casualties from the previous quarter, from 9 to 2, which we will continue to monitor. There were no fatal dwelling fire casualties over this recording period. Page 16
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5. Non-Fire Casualties 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Dumbarton Clydebank Waterfront 2 1 Trend by Quarter (4 years) 5 10 Non-Fatal Casualties 3 Fatal Casualties 0 15 People Rescued by Firefighters Extent of Harm (Non-Fatal) 0 3 First Aid Given at Scene Hospital Slight Injuries 0 Hospital Serious Injuries Nature of Injury/Cause of Death Casualties Fracture 1 Head injury 1 Unconscious, fitting or unresponsive (no other evident significant injury) 1 2025-26 Q1 Non- fire casualties encompass all other incidents we attend, including road traffic collisions, water rescues, and other specialist type incidents that do not involve fire. Over this recording period we have seen a decrease from 14 to 3 non-fire casualties, which we will continue to monitor. As "Non-Fire Casualties" this number represents casualties from inter-agency incidents, where we attended to assist our emergency service partner agencies, such as Police Scotland and Scottish Ambulance Service. Page 17
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6. Deliberate Fires Property Type Incident Grassland, woodland and crops 93 Refuse 46 Other outdoors (including land) 20 Road Vehicle 7 Dwelling 6 Non Residential 5 Outdoor structures 5 Hour of Day 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Clydebank Waterfront Leven Kilpatrick Clydebank Central Dumbarton Lomond 47 37 33 23 23 19 Trend by Quarter (4 years) 0 50 100 150 200 182 Deliberate Fires in this period 2025-26 Q1 We are committed to reducing deliberate fire setting, recognising the significant dangers it poses to communities and the environment. Deliberate fires can endanger lives, cause property damage, and divert valuable resources away from genuine emergencies. We have several strategies to reduce this type of incident including: Community Engagement: We actively engage with communities to raise awareness about the risks and consequences of deliberate fire setting. This includes educational programs aimed at children and young people in West Dunbartonshire Schools. For example, our Fire Skills program, which we relaunched in West Dunbartonshire in this recording period. Collaboration with Partners: We collaborate with various partners, including Police Scotland, Community Wardens and with local schools. Reporting and Prevention: We encourage the public to report any suspicious activities or build-up of rubbish that could potentially be set on fire. We have seen a rise from 71 to 182 deliberate fires (Q4 to Q1). This is in keeping with impact of seasonal move from Winter to Spring. Page 18
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7. Non-Domestic Fires Top 15 Property Types Property Type Incidents Education 2 Car Parks 1 Entertainment and culture 1 Hospitals and medical care 1 Offices and call centres 1 (50.0%)(50.0%) 33 Accidental Deliberate 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Clydebank Waterfront Leven Dumbarton Lomond 2 2 1 1 Extent of Damage Limited to room of origin Not applicable Limited to 2 floors (not whole building) Limited to floor of origin (not whole building) 2 2 1 1 Trend by Quarter (4 years) 5 10 6 Non-Domestic Fires in this period 2025-26 Q1 We are dedicated to reducing non-domestic fires, recognising the significant impact these incidents can have on businesses, public buildings, and the wider community. Non-domestic fires can lead to substantial economic losses, disrupt services, and pose serious risks to public safety. Our local fire safety enforcement team acts as an enforcing authority for fire safety legislation in non-domestic premises. This includes regular inspections and ensuring compliance with fire safety regulations. Our enforcement team is also there to provide support and education to duty holders, including building owners, managers, and staff, to help them comply with current legislation. Over this recording period we saw a slight increase in Non-Domestic fires from 5 to 6. Page 19
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8. Unwanted Fire Alarm Signals Top 15 Property Types Property Type Incidents Residential Home 18 Hospitals and medical care 8 Sheltered Housing - not self contained 7 Hotel/motel 5 Industrial Manufacturing 2 Boarding House/B&B other 1 Industrial Processing 1 Other holiday residence (cottage, flat, chalet) 1 Public admin, security and safety 1 Retail 1 Sporting venues 1 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Clydebank Waterfront Leven Lomond Dumbarton Clydebank Central Kilpatrick 15 10 9 6 5 1 Trend by Quarter (4 years) 50 100 150 46 Unwanted Fire Alarm Signals in this period 2025-26 Q1 SFRS introduced a new policy in 2023 aimed at significantly reducing Unwanted Fire Alarm Signals (UFAS). This initiative is part of our ongoing commitment to enhance community safety and optimise the use of resources. Unwanted Fire Alarm Signals are false alarms triggered by automatic fire alarm systems. These false alarms can be caused by various factors, including cooking fumes, dust, or lack of maintenance. UFAS incidents divert fire crews from genuine emergencies, leading to unnecessary costs and potential delays in response to real fires. While we have seen a steady reduction since the implementation of our revised policy, in this report we have seen a slight increase from the previous quarter, from 34 to 46. Page 20
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9. Road Traffic Collisions 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Kilpatrick Clydebank Waterfront Leven 3 1 1 Trend by Quarter (4 years) 5 10 5 Road Traffic Collisions in this period Non-Fatal Casualties 0 Fatal Casualties 0 0 People Rescued by Firefighters Extent of Harm (Non-Fatal) 0 0 First Aid Given at Scene Hospital Slight Injuries 0 Hospital Serious Injuries Property Type Incidents Car 4 Multiple Vehicles 1 2025-26 Q1 Incident Type Incidents Vehicle (Non-fire) 5 The SFRS is committed to reducing the number of Road Traffic Collisions (RTCs) across Scotland. Recognising the devastating impact these incidents can have on individuals, families and communities, we have implemented a range of strategies and initiatives aimed at prevention and effective response. We work closely with Police Scotland and attend the 'L' Division Road Safety Governance group on a quarterly basis. This meeting allows stakeholders to identify new and existing risks and coordinate road safety strategies across West Dunbartonshire. We did see a slight decrease in RTCs from previous quarter, from 7 to 5 incidents, which we will continue to monitor. Page 21
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10. Home Fire Safety Visits 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on 11. Fire Safety Enforcement 2025-26 Q1 Update as of 2025-26 Q1: Statistics for Home Fire Safety Visits are not available due to a system change. The Business Intelligence Team is actively working in collaboration with Digital and Technology Services and the Community Safety Team to ensure suitable quality for future reporting. We apologise for any inconvenience this may cause. Update as of 2025-26 Q1: Enforcement data is currently not available due to data quality issues. The Business Intelligence Team is actively working to ensure suitable quality for future reporting. We apologise for any inconvenience this may cause. Page 22
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202531/07/25 © Scottish Fire & Rescue ServiceReport generated on 2025-26 Q1 Emergency Services Day - Balloch "The Big Disabilty Event" 12. Community Safety & Engagement Fire Skills Relaunch Event We were proud to relaunch our Fire Skills program in May. The course is aimed at young people between the ages of 12-18. It includes a range of sessions based on firefighter drills and can help to develop key skills such as problem solving, first aid & CPR, team working, leadership and communication. Our thanks to the inspirational young people who took part. Their enthusiasm, teamwork, and dedication made this course truly special (Pictured - Area Commander Joe McKay with course members. Also pictured, operational crews detailing practical drills during the course) CFF Henderson and CSA Reed attended the "Big Disability Event" held in Clydebank to provide fire safety advice in the home. The event is focused on providing information and access to resources, to those living with disabilities and long-term health conditions Summer Safety Messaging In preparation for Summer, SFRS, Police Scotland, Loch Lomond & The Trossachs National Park Authority and West Dunbartonshire Council came together in Balloch to strengthen our multi-agency efforts and raise awareness of the dangers of wildfires, while promoting our Wildfire Strategy. Our Community Action Team engaged in delivering our Summer Safety messaging across the area. Pictured here, CSAs Johnstone and Reed provided vital wildfire and water safety advice to residents and businesses within the West Dunbartonshire local authority and engaged with organisations. Our Community Action Team, Dumbarton Green Watch, Dumbarton Youth Volunteer Scheme (YVS) and the Heritage Trust, all attended the 999 Emergency Services Day in Balloch. Engaging with partners and the community on summer safety, including wildfire and water safety Page 23
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202531/07/25 © Scottish Fire & Rescue ServiceReport generated on 2025-26 Q1 For further information please contact: W.EWDABCommunitySafety@firescotland.gov.uk Home Fire Safety Visits On February 12th, we launched a new referral process for Home Fire Safety Visits. This update aims to better target high risk individuals, streamline referrals with a new digital system, and enhance data sharing through a Data Sharing Framework (DSF). SFRS is also providing ongoing training and support to partner organisations to ensure effective use of the new system. These changes reflect SFRS's commitment to improving fire safety and reducing fire related incidents across Scotland. Education Engagements Over this quarter, our Community Action Team has been actively supporting engagements in West Dunbartonshire's primary schools. This has included delivering Water Safety Scotland's Workshop, to help keep children safe near bodies of water as we move through Spring and towards Summer in Q1. (Pictured - Community Action Team and Police Scotland at Our Lady and Saint Patrick’s High School, Dumbarton) Page 24
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13. Glossary of Terms Term - What it means ADF Accidental Dwelling Fire. HFSV Home Fire Safety Visit. PDIR Post Domestic Incident Response, a term used to indicate actions taken following attendance at a fire or other incident in the home. PDIRs include amongst things the offer of a free follow up home fire safety visit. RTC Road Traffic Collision. Special Service Calls to incidents which are not fires or false alarms such as RTCs, rescues, flooding, incidents involving hazardous materials or the provision of assistance to other agencies. UFAS Unwanted Fire Alarm Signals. When an automatic fire detection and alarm system is activated as a result of anything other than an actual fire the activation is classed as a false alarm. If an attendance is made to such an event by the Scottish Fire and Rescue Service, then the event is recorded as an UFAS incident. UFAS Policy Change In response to COVID, on the 6th May 2020, the SFRS decided to send 1 pump to UFAS premises that did not have their own Predetermined attendance (PDA). As of 1st July 2023, the COVID interim 1 pump response was ended and a new UFAS policy was implemented. The new policy is to call challenge all UFAS incidents with the intention of non-attendance. Hospitals, care homes, and sleeping risk premises are all exempt and receive either 2 pumps or their premise specific PDA. 202531/07/25 © Scottish Fire & Rescue ServiceReport generated on Page 25
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Design, figures and charts by the Business Intelligence team. Page 26
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer Housing Housing and Communities Committee: 20 August 2025 ___________________________________________________________________ Subject: West Dunbartonshire Housing Emergency Declaration Action Plan 1. Purpose 1.1 The purpose of this report is to provide members with an update on the Housing Emergency Action Plan (HEDAP) which was formulated to address the emergency following the Council’s housing emergency declaration on 1st May 2024. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the progress to date and the implementation of the key actions of the Housing Emergency Declaration Action Plan as summarised in section 4.1 – 4.10 of this report and in the action plan update within Appendix 1 of this report; (ii) Note the Chief Officer, Housing and Employability will continue to bring an update report to future Housing and Communities committee meetings. 3. Background 3.1 On 1 May 2024 the Housing and Communities Committee unanimously agreed to declare a Housing Emergency in West Dunbartonshire Council (WDC). The reasons behind the motion being raised was due to the extreme pressures facing housing and homelessness service in WDC. 3.2 This was despite positive achievements of the service to help manage the acute housing need in West Dunbartonshire including the following: 262 households prevented from experiencing homelessness, Progress in reducing the number of empty homes (council voids); and The construction of new council homes at the following development sites Clydebank East, Mount Pleasant, Pappert and Gilmour Avenue. 3.3 However, housing demand has increased rather than the expected reduction and therefore the following metrics highlight the pressures on the housing and homelessness systems within West Dunbartonshire. Over five thousand applicants on the Council’s housing waiting lists, 274 households in temporary accommodation awaiting an offer of permanent housing, of those eighty-nine households have children. ITEM 8 Page 27
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the anticipation of more than 1100 new homeless assessments to be made during the 2025/26 reporting period. 3.4 As reported previously, the Council has been unable to fulfil all its statutory duties under homelessness legislation and has incurred sixty-eight breaches of the Unsuitable Accommodation Order (UAO) following 274 households being placed in Bed & Breakfast Accommodation during 2023/24. 3.5 The increased supply of new social homes is the key element to help address the demand pressures, The funding cut to the wider Affordable Housing Supply Programme funding of around 24%, significantly contributed to the Housing Emergency Declaration. 3.6 West Dunbartonshire Council was the fifth local authority to declare a housing emergency following declarations made in Argyll and Bute, Edinburgh, Glasgow, and Fife. Since the West Dunbartonshire declaration, a further eight local authorities have followed suit and made a housing emergency declaration (South Lanarkshire, West Lothian, Angus, Scottish Borders, Dumfries and Galloway, Aberdeen, East Renfrewshire and East Lothian). Therefore 13 of 32 Scottish local authorities have declared housing emergencies. 3.6 Significantly on 15 May 2024, the Scottish Government declared a National Housing Emergency in the Scottish Parliament. The national action plan is still pending but the new Cabinet Secretary for Housing has made it a priority action. The Scottish Government has focused most of their attention and financial assistance on five local authorities who have declared housing emergencies (Glasgow, Edinburgh, South Lanarkshire, Fife and West Lothian) based on their perception that these areas have more significant need, however West Dunbartonshire continues to have the most acute levels of homelessness in Scotland per population. 4. Main Issues 4.1 The action plan has four main themes they are as follows: Theme 1 - Deliver and maintain More Homes – West Dunbartonshire approach to the delivery of affordable housing Theme 2 - Make Best Use of Existing Stock Theme 3 - Enhancing Housing Access and the prevention of homelessness, and Theme 4 - Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets. 4.2 The Project Board continues to meet monthly since the declaration. The project board agreed further progress will be made via existing governance arrangements and reported to the Housing Emergency Project Board. A Housing multi agency Housing Summit was held on 10 February 2025 where key stakeholders gathered to work on solutions to help end the emergency but also improve long term housing options within West Dunbartonshire. 80 Page 28
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Stakeholders attended this successful event. The project Board have since then agreed to add a further 7 actions to the plan from suggestions made at the summit. 4.4 There are now a total of 68 actions within the plan. Of which 33 are now fully complete with another 18 actions more than half complete. 4.5 A full progress report is attached as Appendix 1 of this report and some highlights are summarised in the sections below: - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing 4.6 The Housing and Communities Committee Convenor wrote to the Housing Minister requesting the reinstatement of the funding cut to the Affordable Housing Supply Programme funding, this has now been reinstated within the 2025/26 budget. The Council through strong tenant support has continued to deliver much needed new homes with 133 completed to date this financial year through the completion of the Clydebank East, Mount Pleasant and Pappert developments. The delivery of these new homes is enhanced by The Council’s buyback scheme addressing housing need in West Dunbartonshire, 10 buybacks in 2025/26 have been completed to date. Make Best Use of Existing Stock 4.7 There has been positive progress around void performance within the Council’s housing stock with voids been reduced to 150 at year end and continuing at that level. The new repairs policy is being monitored since its rollout in April 2025. Progress has been made on the review of supported accommodation. A refreshed drive with additional actions to further promote to maximise the use of Homeswapper will help meet housing need. The new empty homes strategy has brought 9 homes back into use in the first quarter of 25/26, two of which have been Council buy back acquisitions. Our damp and mould sensor project continues to carry out installations with now over 2000 homes having sensors installed. The review of our leases is nearing completion which will ensure our homes are meeting identified housing need within West Dunbartonshire. Enhancing Housing Access and the prevention of homelessness 4.8 Continued monitoring of the refreshed approach to assist with preventing negative housing situations including a refreshed housing pathway for WDC tenants who flee domestic violence. Actions in the new Housing Solutions Strategy are being taken forward. The transfer led allocations approach for new builds will continue to be maximised in 2025/26. There has also been significant progress made around a public awareness campaign on homelessness. The significant introduction of a common application form for social housing in West Dunbartonshire will be launching by quarter three of 2025/26. Page 29
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Strengthen the Financial viability and capacity of the Housing Revenue Account (HRA) and associated Housing and Homelessness budgets 4.9 Several actions continue to be taken forward through the Housing Emergency Project Board and the HRA Value for Money group which now meets on a weekly basis to help strengthen the financial health of the Housing Revenue Account. Council Officers are also part of a national conversation with the Scottish Government, COSLA (Convention of Scottish Local Authorities) and ALACHO (Association of Chief Housing Officers) to investigate the possibility of HRA debt relief to enable local authorities to build or acquire more social rented homes following the publication of the Housing Investment Taskforce report. A review of building services has taken place with several actions being taken into 2025/26 to be fully completed. 4.10 The Housing Emergency Project Board, led by the Chief Officer, Housing have utilised tools within their scope to help make the improvements since the declaration of the Housing Emergency. However, there continues to be pressures on demand for those with particular housing needs and the supply is unable to meet that demand. For further improvements and an end to the emergency may require changes to strategic priorities and committee decisions therefore the Board may bring proposals within future Housing and Communities Committee reports to enable these changes to help meet the housing needs of the citizens of West Dunbartonshire. In addition, key performance indicators are continually monitored by the Housing Emergency Project Board to help show the progress made through the action plan which will determine an end to the current emergency declaration. Lettings target for 2025/26 4.11 As reported at the May Committee it was agreed that 59% of available lets in 2025/26 will be allocated to households experiencing homelessness. Our Registered Social Landlords (RSL) partners have been asked the same. Below details agreements now in place; Registered Social Landlord Letting % Agreed Caledonia and Cordale Housing Association 59% Clydebank Housing Association 50% Dalmuir Housing Association 59% Dunbritton Housing Association 50% Knowes Housing association 50% Link Housing Association 59% Trafalgar Housing Association 60% Loretto Housing Association 59% 5. People Implications 5.1 Initial analysis of the action plan does not indicate any implications for people. However, many of the actions involved are additional tasks not within current remits therefore may lead to additional staffing resources where approval at futures committees if required would be requested. 6. Financial and Procurement Implications Page 30
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6.1 The Housing Emergency Declaration Action Plan (HEDAP) will need to be considered within the context existing resources available to West Dunbartonshire Council across both the General Fund and Housing Revenue Account (HRA). There is currently no additional Grant or Subsidy funding available to Councils because of declaring a Housing Emergency. 6.2 The Housing Emergency Project Board will consider how existing resources can be utilised to ensure delivery of the HEDAP. This will include a review of Core Budgets and any Temporary Funding Sources which may be utilised. 6.3 If supply is not increased and demand reduced it will lead to continued pressures on temporary accommodation and ultimately Bed & breakfast use which has financial implications. Any funding reviews and subsequent implications would be brought to future committees. 6.4 There are no procurement implications to note. 7. Risk Analysis 7.1 Regular breaches of statutory homelessness duties partly triggered the declaration of the Housing Emergency, and it is highly probable these will continue without focussed, cross Council and Partnership action led through the Housing Emergency Project Board. 7.2 The Council is also likely to experience significant legal, regulatory, and reputational risk due to shortages of housing supply and related services. Mitigation of these risks are included within the HEDAP, and these will be managed through the Housing Emergency Project Board. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 An EIA has been carried out and there are no negative equalities impacts due to this update. A separate EIA screening will be conducted for any policy changes because of the implementation of the HEDAP. 10. Consultation 10.1 The draft Housing Emergency Declaration Action Plan (HEDAP) was consulted with a range of key stakeholders including the West Dunbartonshire Tenants and Residents Organisation. The implementation of the HEDAP is predicated on a consultative and collaborative focus and several key stakeholders are represented on the Housing Emergency Project Board. 11. Strategic Assessment Page 31
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11.1 Having considered the Council's strategic priorities; this report contributes significantly to all strategic priorities. • Our Communities - Resilient and Thriving • Our Environment - A Greener Future • Our Economy - Strong and Flourishing • Our Council - Inclusive & Adaptable Peter Barry Chief Officer, Housing and Employability Date: 7th August 2025 ___________________________________________________________________ Person/s to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Claire McKay – Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing and Employability, email: Claire.Mckay@west- dunbarton.gov.uk Appendices: 1. Housing Emergency Action Plan, July Background Papers: Housing Emergency Declaration, Housing and Communities Committee, May 2024 Report to Housing and Communities Committee; Housing Emergency Action Plan Wards Affected: All Page 32
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Appendix 1 - Housing Emergency Declaration action plan Icon Name 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Issue letter to the housing minister highlight the Housing Emergency declaration and requesting that the full AHSP is restored. 30-Aug- 2024 Yes Highlight within SHIP and Programming Process the impacts of cuts to the AHSP 31-Oct- 2024 Yes Participate in a number of Member and Officer groups and influence agenda to maximise AHSP budget settlement 31-Mar- 2025 Yes Continue to lobby SG for increase in AHSP funding in partnership with COSLA/SOLACE/ALA CHO 31-Mar- 2025 While we await the final outturn report West Dunbartonshire Council has been allocated around £2m additional funding through our 2024/25 RPA through the Affordable Housing Supply Programme in recognition of our ability to deliver, the additional funding is from the existing funding within the wider AHSP. For 2025/26 we now know our RPA to be £11.053m. Review impact of discussions with Scottish Government 31-Mar- 2025 Yes John Kerr Presentation to West Dunbartonshire Strategic Housing Providers Forum 30-Aug- 2024 Yes Carry out prioritisation exercise 21-Oct- 2024 Yes Refresh Strategic Housing Investment Plan to ensure the delivery of new homes to meet acute housing need in West Dunbartonshire 29-Nov- 2024 Draft SHIP approved by More Homes Project 31-Oct- 2024 Yes John Kerr ITEM 8 - APPENDIX 1 Page 33
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Board Deliver new Strategic Housing Investment Plan 31-Oct- 2024 SHIP approved at Housing and Communities Committee of 20th November Jamie Dockery Deliver the Council's approved new build programme for 24/25 helping meet the identified housing need. 01-Mar- 2025 Development delivered. action will be repeated in new year, report to MHPB Dawn Conner SHIP to be prepared and draft submitted to the Scottish Government by October 31 31-Oct- 2024 Yes Develop and acquire More Homes Project Board approval for proposal to ensure the acceleration and prioritisation of new home delivery. 31-Dec- 2024 Yes Examine ways to accelerate new build delivery considering housing emergency declaration 31-Dec- 2024 While the initial action is complete, ongoing progress in this will be reported and monitored within the governance of the More Homes Board. There does continue to be internal challenges in the delivery of new housing. Develop revised Strategic Local Programme in partnership with Scottish Government 31-Dec- 2024 Yes John Kerr Scale up and extend the Buy Back Scheme to meet the key housing demand factors including the provision of temporary accommodation 31-Mar- 2025 The buyback scheme has been scaled up through £10m of additional funding over the next 5 years in addition for 2024/25 we have been awarded an additional £309k in 24/25 to secure buyback acquisitions that directly take households out of temporary accommodation, our stated priority is families with children. We have a similar allocation of £296k for 25/26. 31-Mar- 2025 Yes Laura Hanna Participate in Housing Investment task force 25-Sep- 2024 YesExplore innovative housing investment 30-Sept- 2025 Action on track paper being developed for the September meeting of the More John Kerr Page 34
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To discussions Continue to develop own proposals in partnership with external agencies and potential investors 31-Mar- 2025 Yes and partnership models to maximise housing investment approaches Homes Project Board. Proposal paper to More Homes Project Board to define policy 31-Sep- 2025 No In partnership with the Scottish Government review the planning and consenting system considering the national housing emergency to increase the scale and pace of development across all tenures 28-Feb- 2025 Updated to 50% as work is ongoing, a lot is however out of our local control and actions will be taken forward as part of the SG response to the national housing emergency. actions from the meeting - attended by chief planning officer 28-Feb- 2025 Yes Michael Mulgrew Detail development priorities within SHIP 31-Oct- 2024 YesReview HRA resource allocation across the Council to help facilitate/deliver new build programme 30-Sept- 2025 More Homes Co=Ordinator currently being recruited as part of Housing Development Service Redesign Housing Development service design to be completed 31-Sep- 2025 No John Kerr Approval for Gilmour Avenue modular development 25-Sep- 2024 Yes Develop revised approach based on review and share with development partners 31-Dec- 2024 Yes Explore an approach to develop modular and other forms of innovative housing by working in partnership with other housing providers 31-Oct- 2025 This action has been delayed due to the administration of Connect Modular and the subsequent delay to the Gilmour Avenue development. Review Gilmour Avenue development 31-Oct- 2025 No John Kerr Examine the capacity of the HRA to deliver agreed 29-Aug- 2025 The ability of the HRA to deliver all identified tenant priorities including the delivery of new housing within the HRA review for 2024/25 31-Mar- 2025 Yes Peter Barry Page 35
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To housing ambitions/tenant priorities Capital Investment plan will continue to be discussed with tenant representatives primarily within future rent consultations although not exclusive to these. We will ensure housing ambitions and service spend continues to reflect tenant priorities. Participation in Scottish Government trawl process 30-Sep- 2024 Yes Special More Homes Board scheduled for November to look at the opportunities with other service departments (now Housing Summitt). 28-Feb- 2025 Yes Engage with public and private sector landowners to increase the HRA landbank and support development in line with the refreshed Strategic Housing Investment Plan 31-Oct- 2025 Discussions ongoing with one housing developer re potential for them to landbank housing opportunities, model to be explored further. Plan agreed at More Homes Board to inform delivery plans from 2025/26 31-Oct- 2025 No John Kerr Review Affordable Housing Design Standard 31-Mar- 2026 Full review to be undertaken in 2025, but the design standard was examined as part of the SHIP development process and it was found not to be limiting in terms of new build ambitions, many developing associations citing it as a benefit in the design process and providing clear guidance. John Kerr Increase provision of Mid-Market Rent properties as a viable housing option for homeless and housing applicants 30-Apr- 2026 Proposal is being taken forward following May 2024 committee approval; however, we now await clarity in terms of Scottish Government funding arrangements and the identification of a suitable site and associated business plan John Kerr Refresh Housing Needs and Demand Assessment (HNDA) within a local WDC perspective 31-Mar- 2026 Action on track following support at the Housing Summit in February 2025 John Kerr; Claire McKay Page 36
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Carry out a review of design standards (Housing development and planning) 31-Mar- 2026 Action commenced looking at the planning requirements in relation to the delivery of new homes. Jamie Dockery; Michael Mulgrew Icon Name 2 - Make Best Use of Existing Stock Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Continue to Improve our approach to empty council homes with a strengthened focus on reducing void time and letting longer term empty homes and negating any use of unsuitable accommodation. 31-Dec- 2024 Although the action has been completed work continues on the Void Improvement Action Plan working alongside Housing Operations to improve performance across the Council. Building Services continue to set targets to improve productivity and reduce the average cost to bring a property back to the Councils' relet standard. At end of quarter 3 to end of December Building Services had received 665 and returned 706 ready for let properties. The average time to bring back to relet standard in quarter 3 was 13 days (target 12 days) compared with 27 days in 2023/2024 (discounted days). Actual days in quarter 3 was 55 days compared to 79 days in quarter 2. Up to the 27/01/2025 major and extensive voids have been reduced by 15. The average cost to bring a property back to the Councils' relet standard has reduced in 2024/2025 compared to 2023/2024. Less void properties have been subcontracted and a significant reduction in void overtime costs has been achieved. Costs may increase in quarter 4 as efforts to achieve the target of 150 by year end continue. Martin Feeney Consider a fixed 20-Dec- Action on track for completion by target Martin Feeney Page 37
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Implement and monitor measures to improve the control and generation of non- essential repairs. 30-Aug- 2024 Yes Based on performance and progress made on reducing the number of empty homes agree to continue to monitor and postpone any decision on a fixed term moratorium. 27-Sep- 2024 Yes Continue to implement improvement actions in the void management improvement plan including increasing productivity and reducing the average cost to bring an empty home back to the Councils' relet standard. 29-Nov- 2024 Yes term moratorium on non-essential housing repairs to focus activity around bring empty homes back into use 2024 date with 3 of the 4 sub actions completed. Actions in the void management improvement plan and building services action plan 2024/2025 are progressing well. Increased productivity in void operations and reduction in the average cost to bring a void back to the Councils' relet standard are evident and further improvement are progressing and being monitored. The reduction in costs is in addition to reduced costs for decorations which is no longer routinely completed. Due to increased void properties year to date compared to 2023/2024 the use of sub-contractors will increase December - March. Review evidence to make final decision on a 3-month (last quarter of 2024/2025) moratorium on non- essential housing repairs to focus resources on the repair of the Councils' housing properties. 13-Dec- 2024 Yes Complete review of referral/communication processes between void team and Helptomove 30-Sep- 2024 Yes Engage with Consumer 30-Sep- Yes Develop a process including exploring potential partnering arrangements to address lengthy delays by energy 31-Dec- 2025 Nicola Pettigrew Page 38
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Scotland to discuss problems encountered and provide case studies to support national focus on holding energy companies accountable to resolve meter issues more efficiently 2024 Introduce new report from help the move to identify move ins with no end date meter readings to enable more accurate billing information 30-Sep- 2024 Yes Introduce weekly monitoring report for support worker to track progress of complex meter issues and update to teams 30-Sep- 2024 Yes Review liaison arrangements with Helpthemove ensuring appropriate representation to input to operational challenges 30-Sep- 2024 Yes Develop escalation process with helpthemove on more problematic meter problems 31-Oct- 2024 Yes suppliers in the reletting process. Explore other providers to establish if can provide additional support to helpthemove arrangements Yes Accelerate the 31-Mar- A significant milestone was achieved Karen Rae Page 39
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Seek HACC approval of new strategy - aim to bring 25 properties per year back into use 30-Nov- 2024 Yes reduction of private sector empty homes by delivering a new Long Term Empty Homes Strategy 2025 which seen the approval of the new Empty Homes Strategy by committee on the 20th of November Review numbers of empty homes brough back into use at end of current financial year 31-Mar- 2025 Yes Carry put early consultation with tenants to inform revised Repairs Policy and ensure tenant priorities are delivered. 30-Jun- 2024 Yes HRA Value for Money Group to develop revised Repairs Policy which will meets tenant priorities and reflects input from key stakeholders. 31-Aug- 2024 Yes Deliver with tenant representatives a new repairs policy 30-Nov- 2024 Seek approval for revised Repairs Policy from Housing and Communities Committee November 2024. 20-Nov- 2024 Yes Stefan Kristmanns Ensure new repairs policy achieves key objectives 30-Nov- 2024 New repairs policy was approved by the HACC Committee in November 2024. The policy will achieve objectives to improve the reactive repair service, making this more efficient whilst meeting tenants’ expectations. Work is progressing to get the new policy live by 1 April 2025. Martin Feeney Review and agree the new 70% allocation to transfer applicants for all new builds 30-Aug- 2024 Yes new media/drive for 16-Feb- Yes Review and promote Allocations Policy flexibilities and enhanced Transfer Incentive Scheme 31-Mar- 2025 Claire McKay Page 40
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To downsizing etc 2025linked to the review of the Housing Allocations approach Review current transfer incentive scheme 28-Feb- 2025 Yes Introduce notification to Repair and Maintenance Manager on voids properties due for return on back of transfer move in advance of sign-up 30-Sep- 2024 Yes Introduce robust pre- allocation house assessments process which embeds ongoing discussions with Building Services to highlight condition of voids and recharges as required 30-Sep- 2024 Yes Introduced homeless liaison meetings in advance handover dates to identify existing WDC tenants with open homeless case 30-Sep- 2024 Yes Prepare lettings initiative action plan 30-Sep- 2024 Yes Identify properties for each quota and engage with relevant teams to finalise 31-Oct- 2024 Yes Actively introduce a pre letting process initially linked to the transfer led allocation process for new build social housing 31-Aug- 2025 Action on track and final milestone will be achieved with the target time of August 2025. Review house assessment form to ensure capturing relevant information via HO mobile app 31-Aug- 2025 No Nicola Pettigrew Project board to agree options for HACC 31-Mar- 2025 YesDeliver the recommendations 31-Mar- 2026 Action on track and deliverables programmed from November 2024 Claire McKay Page 41
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To following all feasibility studies and financial reviews Linked to action H/RRTP/19-24/064 HACC approval on options 30-Nov- 2025 Nofrom the Supported Housing Review Carry out procurement exercise to meet new needs and options agreed 30-Jan- 2026 No Establish project plan and resource requirement 30-Nov- 2024 Yes Initial Report findings to be presented and recommendations agreed at Better Homes Project Board 30-Sep- 2025 No Stock assessment to be undertaken against key technical and operational indicators to assess performance 30-Sep- 2025 No Finding to inform refreshed Housing Asset Management Strategy which will be presented to August Housing and Communities Committee 30-Sep- 2025 No Carry out a comprehensive assessment of our housing stock to ensure it can deliver the key priorities within the Local Housing Strategy 30-Oct- 2025 Action on track and will inform the development of the refreshed housing asset management strategy. Implementation Plan including the focused regeneration initiatives to be led by Housing Development Co- ordinator (Better Homes) 30-Oct- 2025 No Jackie McRory Continue to roll out 31-Mar- Environmental sensors now installed at Emily Dorrian Page 42
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To 1000 Homes 31-Oct- 2024 Yesour approach to address condensation, dampness and mould within our homes through the use of smart technology that strengthens housing management 2025 over 2000 homes 2000 homes 31-Mar- 2025 Yes Initial Proposal developed 18-Oct- 2024 Yes The initial introduction of 2 new compliance roles to be managed within the housing service and dedicated to HRA properties (phase 1) 28-Feb- 2025 Yes Implementation of Phase 1 31-Oct- 2025 No Deliver new proactive approach to ensure our housing stock continues to meet all statutory compliance requirements 31-Oct- 2025 Delayed in terms of the recruitment aspect, will progress before the end of September. Review of planned approach with tenant representatives and paper to be submitted to Better Homes Board in September regarding a potential Phase 2 to ensure compliance requirements are met 31-Oct- 2025 No John Kerr Obtain baseline data to support VFM in promoting mutual exchange options with applicants 30-Sep- 2024 Yes Review functionality and best practice with HomeSwapper 30-Sep- 2024 Yes Maximise use of Home Swapper to meet rehousing need of transfer applicants 31-Oct- 2025 Nicola Pettigrew Page 43
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Introduce quarterly marketing information via social media, tenants’ news to maximise awareness 28-Feb- 2025 Yes Complete marketing awareness campaign to increase use of homeswapper 31-Mar- 2025 Yes Add link to online housing application form to direct to home swapper and increase uptake 30-Apr- 2025 Yes targeted campaign - news article highlighting how easy text transfer applicants with no housing need access Facebook groups to link with homeswapper 31-May- 2025 Yes Identify additional resource required to support home swapper back admin functions required 31-Oct- 2025 No Review VFM annual costing of home swapper and consider if in-house platform could be developed (similar to rent insights approach) 31-Oct- 2025 No Gather all information on all leases for an overview 30-Nov- 2024 Yes Begin consultation/actions to 31-Sep- 2025 No Review of all current lease agreements within context of housing emergency (e.g., Safe as 31-Oct- 2025 Action on track will help ensure best use of housing stock. John Kerr Page 44
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To end any leases we no longer think appropriate - report to HIB Houses scatter flats and impact on generating homelessness) Review all leases and decide whether best use of housing stock 31-Sep- 2025 Yes Deliver housing Capital Investment Programme to ensure all homes meet the Scottish Housing Quality Standard 31-Mar- 2025 Housing Capital Investment projects competed for 24-25 contributing to improving SHQS compliance. % compliance numbers are being collated for year-end reporting and SHR ARC Alan Young Maximise the use of existing housing systems to support effective stock management 31-Mar- 2026 action being taken forward as part of IHMS Improvement Plan, IHMS team working with a nominated Senior Housing Development Officer to ensure the system meets wider housing service needs before involving key managers Graham Watters Explore options for a common mutual exchange WDC wide scheme 31-Mar- 2026 No Explore options of a common downsizing scheme for social landlords in west Dunbartonshire 31-Mar- 2026 NoExplore establishing a common downsizing WDC wide scheme and a mutual exchange site 31-Mar- 2026 Initial progress has been made through discussion with RSL representatives. Explore requirements of a dedicated resource to facilitate increased numbers if downsizers and mutual exchanges 31-Mar- 2026 No Claire McKay Icon Name 3: Enhancing housing access & prevention of homelessness Page 45
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Review current information on different platforms 31-Aug- 2025 No explore option of stock and turnover tool being added to the public 31-Oct- 2025 No Carry out a communications audit to ensure tenants and services fully informed on housing availability in WDC 31-Mar- 2026 Action newly commenced and will be delivered within timeframe. create a briefing and offer to attend services team meetings to discuss housing in WDC 31-Mar- 2026 No Claire McKay Develop and implement transfer led approach to new build housing allocations 31-Aug- 2024 Action has been achieved but will be monitored and a report will follow initially to the More Homes Project Board recommending any refinements following a review of Clydebank East detailing we are making allocations based on housing need and there is visibility that it is tackling homelessness. Committee Approval in place and ensure ongoing tenant support 30-Aug- 2024 Yes John Kerr Set up meeting with all senior management from both HSCP and Housing/Homeless to take forward discussions 29-Nov- 2024 Yes Strengthen strategic leadership approach with HSCP regarding housing emergency 30-Jun- 2025 Follow up actions from joint meeting 25-Apr- 2025 Yes Peter Barry; Margaret- Jane Cardno set up new meeting of the housing bill group now Bill is through stage 1 30-Oct- 2024 Yes Discuss options for task force - link to timeline for the bill 29-Nov- 2024 Yes Establish a Task Force approach to engage public bodies to promote prevention measures linked to the Housing (Scotland) Bill 31-Dec- 2025 Task force established and expectation is Stage 2 of the BILL will make its way through Parliament in 2025. Develop West Dunbartonshire approach 01-Sep- 2025 No John Kerr Develop a new 01-Apr- Claire McKay Page 46
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Finalise draft of strategy following consultation (Aug until Dec) 31-Dec- 2024 Yes Seek HACC approval of new strategy 28-Feb- 2025 Yes refreshed strategic approach to the prevention of homelessness through the delivery of a Housing Solutions Strategy 2025 Embed and deliver new strategy 01-Apr- 2025 Yes VAWG partnership supportive of action H/HEDAP/2024/038 but will be carrying out a self-assessment of the group where Prevention will be a key element 30-Nov- 2024 Yes In partnership with Violence Against Women Partnership deliver a refreshed focus on preventing negative housing situations as a result of domestic abuse. 31-Dec- 2024 deliver action H/HEDAP/2024/038 31-Dec- 2024 Yes Claire McKay Job evaluation 01-Aug- 2025 No Direct Matches & Matching Pools and Expressions of Interest 29-Aug- 2025 No Full implement the introduction of the Housing Solutions Service following on from the Homelessness Service redesign 31-Dec- 2025 The implementation of the new service delivery model has been amened due to the job evaluation timescales. Service Rebranding Action List 31-Dec- 2025 No Joanne Sutherland Agree in principle online form and tweak to ensure all aspects covered 30-Sep- 2024 Yes RSL to seek Committee approval on form before being finalised 30-Nov- 2024 Yes Agree data sharing agreement and Information to be used on the website for all involved and link 13-Jun- 2025 Yes In partnership with local RSLs develop and implement a common application form for all social housing providers in West Dunbartonshire as part of the development of a Common Housing Register 17-Oct- 2025 Claire McKay Page 47
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Agree Launch online form 01-Oct- 2025 No this is linked to Action 48 being achieved first 31-Oct- 2024 Yes Delivery of stock sheet training and Team Leader Support/shadowing in interviews. 28-Feb- 2025 Yes Development and trial of Housing Solutions paperwork and personal housing plan. 28-Feb- 2025 Yes Review process once new structure in place 30-Sep- 2025 No Completion to module 6 housing options toolkit for all casework staff 30-Sep- 2025 Yes Introduce a comprehensive housing options interviews at application stage to manage demand and options 31 Dec- 2025 Will be delivered within the new service redesign within the Housing Solutions service Housing Options Survey and presentation to all casework staff 30-Sep- 2025 Yes Joanne Sutherland Decision paper for Housing Improvement Board to agree the extent of the review 31-Aug- 2024 Yes meeting of Co- ordinators to agree the remit 30-Sep- 2024 Yes new paper to HIB agreeing new proposals of the remit 31-Dec- 2024 Yes update guidance and relevant policies on agreed remit 31-Dec- 2024 Yes Review remit of Housing Allocations Panel to reflect a homelessness prevention perspective (domestic, at risk, others that would otherwise present) 31-Jan- 2025 communicate and 31-Jan- Yes Claire McKay Page 48
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To update new remit to all staff 2025 Review current open Homeless cases with children 06-Dec- 2024 Yes Joint meeting between Homelessness and Housing operations focusing cases who do not have an offer 20-Dec- 2024 Yes following on identify any new processes to be implemented and rolled out to help continually reduce times children spend in temporary accommodation 31-Jan- 2025 Yes Using additional Temporary accommodation funds to focus on acquisitions for those households in temp with children waiting on offers 06-Apr- 2025 Yes Deliver a refreshed process which will ensure that time in minimised for children in all forms of temporary accommodation 31-Aug- 2025 ongoing monthly monitoring of numbers to review and maximise offers 31-Augl- 2025 Yes Claire McKay Carry out recent research around stigma and homeless with view to creating further actions to take forward 20-Dec- 2024 Yes Liaise with WDC comms team on appropriate campaign actions 31-Jan- 2025 Yes Design and deliver a dynamic public awareness campaign focused on the realities of homelessness and housing need 31-Aug- 2025 Donna Kirkwood; Mayra Nunes Page 49
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Review WDC homeless webpage content to ensure appropriate language/images used around homelessness. 03-Feb- 2025 Yes Identify positive case studies detailing household circumstances and support provided by WDC to resolve homelessness to highlight help available and realities of homelessness. 31-Jul- 2025 Yes Prepare article for Housing News, include positive case study and advice around homelessness 31-Aug- 2025 Yes Review of Pathway 1 cases (i.e., those homeless but not in temporary accommodation) over 6 months to assess if in stable accommodation (and close if this is confirmed) 30-Apr- 2025 295 homeless applications where temporary accommodation wasn’t required, 198 cases closed when applicants given a housing outcome. 86 cases closed no housing outcome. Most common; asked to leave, fleeing domestic violence and relationship breakdowns. Yes Joanne Sutherland Linked to action 48 being achieved first 31-Oct- 2024 YesIntroduce a consistent assessment of housing and support needs regardless of 01-Sep- 2025 review support process once new housing 04-Aug- 2025 No Claire McKay; Joanne Sutherland Page 50
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To if a tenant or presenting as homeless solutions services are rolled out Recruitment of new co- ordinator required to take forward 31-Dec- 2025 No Develop and implement a new approach to resettlement and humanitarian schemes 31-Mar- 2026 Recruitment of new post is scheduled to commence in August 2025 once restructure and recruitment in place new co-ordinator to review current approach 31-Mar- 2026 No Claire McKay Minimise and eradicate the use of unsuitable accommodation for homeless households 31-Mar- 2025 Continue with monthly analysis of placements in unsuitable accommodation and breaches of UAO. 31-Mar- 2025 Yes Joanne Sutherland Objective 1 - whole system approach 27-Apr- 2025 Yes Objective 2 - rapid rehousing (16 weeks) 27-Apr- 2025 Yes Objective 3 - interim housing options 27-Apr- 2025 Yes Deliver the outcomes of the Rapid Rehousing Transition Plan 30-Apr- 2025 Objective 4 - housing first 27-Apr- 2025 Yes Claire McKay Linked to action =one Door being achieved first 31-Oct- 2025 Yes Explore expanding a homelessness prevention approach and better managed demand for temporary accommodation 31-Mar- 2026 Analysis has been carried out, the changes indicate prevention work has been successful, where previous cases who did not require temporary accommodation are receiving successful outcomes without the need to make a homeless application which has meant those who have been presenting as homeless have also required temporary accommodation rather than being able to stay with friends or have a temporary option available. Prevention workshops will be held in the Autumn which will complete this action. review in line with decrease of pathway 1 and increased need to for temp 13-Mar- 2026 No Joanne Sutherland Introduce a 30-Nov- Joanne Sutherland Page 51
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Action 48 needs achieved first 31-Oct- 2024 Yes"Mediation First" approach to housing applications for 16–19-year-olds (as a homelessness prevention approach) 2025 Restructure - once in place and introduction of youth specialist team put process in place 30-Nov- 2025 No actions 37, 42, 46 and 47 can then follow on from this action if achieved 31-Oct- 2024 Yes Paper on the possible vision to be taken to Access to Housing Group in Sep 2025) 30-Sep- 2025 No Agree principles relating to new one door housing access system aligned to the new Housing Solutions service 30-Sep- 2025 No Implement a ‘One Door’ preventative housing access system under one service to prepare for new prevention duties. 31-Dec- 2025 Proposal being developed and will be introduced for discussion at the next Access to Housing Board (September) Develop implementation plan 31-Oct- 2025 No John Kerr review current provision 31-Mar- 2025 Yes Upscale the Housing First programme through collaborative commissioning 30-Sep- 2025 linked to wider discussions with HSCP Take forward actions agreed following HSCP meeting 30-Sep- 2025 No Claire McKay Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire 31-Mar- 2026 The launch of the Common application form in October 2025 signifies the beginning of the development of an operating CHR in West Dunbartonshire. Claire McKay Review current information available to the public 31-Aug- 2025 No create a project plan 01-Sep- No Carry out communication audit to help manage current and future 01-Apr- 2026 Action newly commenced and will deliver within timeframe. Donna Kirkwood; Claire McKay Page 52
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To following the review of information on our webpages 2025 tenants’ and partners expectations better on housing availability Make contact with other partners to provide better understood housing information 31-Dec- 2025 No Include exploring use of supported lodging whilst reviewing different temporary accommodation for young people 01-Apr- 2026 Action commenced following introduction at Housing Summit in February 2025 Contact other LAs with supported lodgings 01-Oct- 2025 No Claire McKay; Mayra Nunes Carry out modelling reviewing backlog, expected demand and turnover with a view to reducing current letting ask 30-Apr- 2025 Yes Review housing allocation % to households who experience homelessness 01-May- 2025 Seek HIB approval and ask RSL to match 01-May- 2025 Yes Claire McKay Icon Name 4: Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Building services action plan created 31-Oct- 2024 YesComplete the review of Building Services Repairs and Maintenance service costs to deliver immediate efficiencies to the HRA 31-Mar- 2025 Building Services - Service Costs Recovery and Management of the HRA Maintenance and Repairs Budgets 2024/2025 is progressing well with all high priority actions 90% or more complete at 23/01/2025. These action include improving service efficiency, effective financial management and improve people management practice Deliver action plan - include service efficacies 31-Mar- 2025 Yes Martin Feeney Page 53
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To within the service. Explore innovative housing investment and partnership models to maximise housing investment approaches 30-Nov- 2025 Action on track but completion date pushed back to November. Good progress made through the More Homes Board and the establishment of an LLP John Kerr Agreement made in 24/25 CFO agreed to full whole system review of HRA payments that will begin once Year end work completed in 2025. 31-Mar- 2025 Yes Carry out review of HRA contributions to other non-housing Council service areas 31-Mar- 2026 take forward actions following whole system review of all HRA payments by Chief Finance Officer 31-Mar- 2026 No Peter Barry Examine the capacity of the HRA and the Council's General Fund to deliver agreed housing ambitions 30-Jun- 2025 further review this action has been closed as linked to action 53 31-Mar- 2025 Yes Peter Barry; Laurence Slavin Develop a 3-year rental strategy in partnership with tenants to ensure tenant priorities and strategic housing ambitions can be delivered 30-Nov- 2026 Discussions around the viability of a 3- year rental strategy from the period 2026-29 will be taken forward via the HRA Value for Money Group. work has begun via HRA value for money subgroup - paper will be taken to the Aug 25 HACC for agreement 30-Aug- 2025 No Stefan Kristmanns several actions part of the review already taken place saving money 31-Mar- 2025 YesReview Building Services structures and external contractors to 31-Dec- 2025 Significant work completed to review BS structures and external contracts to reduce cost and improve efficiency Peter Barry Page 54
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To Review Building Services structures and external contractors to ensure best value Significant work completed to review BS structures and external contracts to reduce cost and improve efficiency Last actions as part of the review to be taken forward 30-Nov- 2025 No Working with other local authority partner re-examine housing finance position in Scotland to promote the delivery of new social housing including the treatment of historic HRA Capital Debt 31-Mar- 2025 Council Officers participated in the Housing Investment Taskforce through ALACHO. Joint work with COSLA 01-Mar- 2025 Yes Claire McKay Review homelessness services funding with aim of being able to reduce level of temporary accommodation and free up staff resource 31-Mar- 2026 Ongoing action and alignment with the Housing Solutions service redesign John Kerr Develop a refreshed funding delivery model for the delivery of new housing in light of increased borrowing levels exploring increased grant benchmark levels 09-May- 2025 Work ongoing in terms of this action to ensure we can continue to deliver the required new housing at sustainable scale take paper to more homes board for approval on the viability of new agreed benchmarking (£120K) 30-Apr- 2025 Yes John Kerr Directly lobby the Scottish Government to ensure the cost of achieving net zero in social housing is met with national funding to ensure rental 30-Apr- 2025 Link in via SIG this has fed into both COSLA and ALACHO being clear tenants should pay, and all measures should be fully funded by Scottish 30-Apr- 2025 Yes Claire McKay Page 55
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Action Status Progress Due Date Comment Milestone Due Date Done Assigned To income can be utilised for improving current and developing new social housing. government - awaiting SG publication Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed PI Status Alert Warning OK Unknown Data Only Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Risk Status Alert High Risk Warning Page 56
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OK Unknown Page 57
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 20 August 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 update the Housing and Communities Committee 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 new homes at the zero carbon Pappert and Mount Pleasant developments which completes two significant housing-led regeneration projects; and (ii) Approve a temporary suspension of letting activity at Young Street sheltered housing complex until the consultation exercise is completed regarding future housing provision at Young Street/West Thomson Street and (iii) Approves the Chief Officer, Housing and Employability, to direct award a design and build contract to deliver the Silverton regeneration project up to the budgeted costs for project (Dumbuie Avenue and Smollett Road) 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 9 Page 59
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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 the key role to play in the Housing Emergency, 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 largest affordable housing developer in West Dunbartonshire, the Council has identified several future development sites for new council homes to address existing and new housing need. The design of these homes will further develop, improve, and exceed current best practice, providing sustainable homes using innovative technology and delivering on our low carbon ambitions including Passivhaus and other net zero carbon opportunities. 4.4 The Council’s More Homes West Dunbartonshire approach has evidenced strong support from council tenants and was recently highlighted as one of the two key future spending priority areas for tenants through the comprehensive tenant satisfaction survey undertaken in late 2024. 4.5 The Strategic Housing Investment Plan and HRA Capital Plan outlined the plans the Council have for meeting their new build ambitions. An update on each development site is provide below: - Pappert, Bonhill This development has now completed and has delivered 26 net zero homes for affordable social rent in the Bonhill area - 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 Page 60
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The practical completion date was 6 June 2025. Mount Pleasant, Old Kilpatrick The 19-unit development, which is designed for elderly residents and delivers high quality amenity housing, was completed over 2 weeks early on 8 May 2025. The housing mix is outlined below for information: Willox Park, Doveholm, Dumbarton The development of 17 new homes for the elderly at a former care home site will comprise of the housing mix below. House Type Sustainability Standard Number of New Homes Flat 2bed/3person Net Zero 2 Flat 1 bed/2person Net Zero 15 McTaggart construction are on week 30/52 build programme to deliver 17 new sheltered housing units. This will be our first project using a ground source heat network to deliver heat and hot water. Current tenants at Willox Park have been consulted throughout the design process and this has continued with the contractor holding Q&A sessions. We are currently working with the existing tenants to ensure they have an up- to-date housing application live to make sure the process of moving into the new facility is as easy and streamlined as possible. The move to the new facility is planned for November 2025. Bonhill Gap Site Strategy The 28 units of housing at Braehead (17) and Campbell Street (11) will be on site as of 4 August 2025. The new tender for the O’Hare project (6 units) is currently being drafted, this is a result of undertaking an analysis of the energy specification and the decision of the More Homes Board to retender with a new specification. The housing mix of the full Bonhill Gap Site development programme is highlighted below: - House Size Sustainability Standard Number of New Homes 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 61
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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 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 competitive price of £5.375m against an estimated cost of £7.79million. Similar to the development at Willox Park, tenants at Gray Street have been consulted throughout the design process and will be assisted to make the transition as smooth as possible. West Thomson Street (former Clydebank Health Centre) Demolition of the former Clydebank Health Centre building was completed in late 2024. The development will complete 42 units of housing in total - 15 units of family housing and 27, fully accessible, sheltered/amenity housing units. The housing mix can be seen below: - House Type Bed Number WCH Sheltered/Amenity Flat 1 27 27 Cottage Flat 1 2 2 Duplex Cottage Flat 3 2 House 5 2 House 4 5 House 3 4 Total 42 27 The pre-planning application process is on-going with a planning submission planned for the end of August 2025. We are seeking to tender for a contractor Page 62
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through the SPA H2 Framework (Workstream 2). We are seeking approval from the committee to temporarily suspend lettings within the Young Street sheltered housing complex as we complete a consultative exercise which could see the sheltered/amenity new housing provision as replacement housing for the existing Young Street tenants. This would follow the previous decision to upgrade the sheltered housing complexes in Alexandria (Bank Street) and Dumbarton (Willox Park). The demolition of the former Clydebank Health Centre offers the opportunity to develop improved housing suitable to the current and future housing needs of the residential demographic. The current Young Street complex does not meet contemporary inclusive living, ageing in place or housing for varying needs standards. For example, there is no lift access, many flats are not suitable for needs associated with ageing and require OT input, and there is a lack of dementia friendly design both internally and externally, the flat layouts are not all wheelchair compliant, there is a lack of facilities including communal indoor and outdoor space, the location is isolated and there is no parking provision. With an ageing demographic (1 in 5 over 65; 90,000 with dementia) and with the number of years without a disabling condition declining, housing has to prepare for the future demographic shift of which we are “woefully underprepared” (McColl, 2022). Housing as a sector has a responsibility to ensure we are making efforts to support ageing in the right place and in tackling place, age, and tenure-based social inequalities. Consultation with the residents is on-going. We have held four consultation meetings with the residents, including visiting with the residents and their families who were unable to attend previous meetings. During the initial engagement tenants have indicated a preference for the relocation of the Young Street sheltered provision within the West Thomson Street development citing a more central location, access to maintained outdoor space, and having the opportunity of living in modern, accessible accommodation as factors that have influenced their thinking. However, we intend to undertake a formal consultative exercise with all remaining Young Street tenants and will report back to a future Housing and Communities Committee and intend to cease letting activity until November 2025 unless in emergency circumstances. It is intended that during this period Young Street tenants will have an opportunity to visit the Willox Park new build development. Gilmour Avenue, Hardgate The development started on site on 23/9/2024. Following the administration of the initial contractor (Connect Modular), CCG have been appointed to complete the 2x 3-bedroom homes. The new estimated completion date is expected to be September 2025. Page 63
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Dennystoun Forge Gypsy/Traveller Site The project has been scored and assessed as a priority in the new SHIP, with a proposed site start next financial year 2026/27. Our in-house design team and procurement colleagues are proceeding to detail our plans, and discussions are taking place with other council service areas in terms of assessing potential decant location options to allow the works within the existing site to commence. Regular engagement continues with the Dennystoun Forge community through monthly engagement meetings. The community are supported by Minority Ethnic Carers of People Project (MECOPP) including representation by the charity at these engagement sessions. The regular engagement has been welcomed by the community and has with dedicated staff resource led to a strong collaborative focus on the delivery of the new accommodation. Our focus remains on identifying suitable decant options and on what type of chalet will be chosen for the final design. We are consulting on to what extent home design can be customised to meet individual needs. The Scottish Government is drafting guidance on how these projects will be funded through the AHSP from 2026/27, and we are contributing to the consultations on how this will look. Queen Mary Avenue, Clydebank (Clydebank Gap Sites) This development proposes 17 new units on the now demolished Queen Mary Day Centre in Drumry. House Type Sustainability Standard Number of New Homes 1 bed/2 person Cottage Flat Net Zero 10 2 bed/3 person WCH Cottage Flat Net Zero 1 3 bed/4 person Cottage Flat Net Zero 1 3 bedroom terraced house Net Zero 3 4 bedroom semi-detached Net Zero 2 CCG, with Oliver and Robb architects have undertaken the design stage for this site and will be appointed as contractor and architect at the construction stage. Planning for this site was granted on 4 July 2025. The team are working towards a start date on site of October 2025. Dumbuie Avenue and Smollett Road (Silverton Regeneration) Page 64
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The Council has been working on this site for over 10 years, following structural issues with the properties, structural surveys at the properties at 113-123 Dumbuie Avenue and 8-12 Smollett identified them as deemed defective. West Dunbartonshire Tenants were decanted, and the Council bought back, through our buy back scheme, the houses previously sold under the Right to Buy. The last buy back was completed in September 2023. The 9 houses were demolished in November 2024. Regeneration work will extend over the 2 sites, which are about 500m apart. An initial feasibility for this site has identified the potential for around 9 new homes. The development at Smollett Road is restricted to 3 x 2 storey homes on the original footprint, due to the ongoing flood prevention works, associated with the Gruggies Burn flood alleviation project. Our proposed housing mix across both sites: Dumbuie Avenue 2 x 3 bed semi-detached 2 x 4 bed semi-detached 2 x 1 bed wheelchair bungalow Smollett Road 3 terraced properties 2 x 4 bed 1 x 3 bed Due to the small lot size and the need to continue the design externally, Committee approval is sought to direct appoint a design and build contractor from an approved framework to deliver this project up to an estimated cost of £2,700,00. We have appointed an external Quantity Surveyor to assist, and consultancy services will provide the role of Employer's agent. This project is included within our Strategic Housing Investment Plan, as a future site and we would look to include this in our pipeline work for 2026/27 for the purpose of funding from the Affordable Housing Supply Budget. 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. . Page 65
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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 on 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 2025/26 financial year 10 Total Purchase Value £828,500 PROPERTY SIZE PURCHASED 6 apt 0 5 apt 2 4 apt 3 3 apt 0 2 apt 5 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 £11,053m 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 Page 66
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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. 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 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. Page 67
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8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 As part of a rent consultation exercise, 92% of respondents indicated their support for the Council’s ambitious plans to deliver the Housing Revenue Account (HRA) new council house build programme. In addition, there was positive support for the wider delivery of new build housing as part of the recent Local Housing Strategy. Regular updates on new build development are provided to the West Dunbartonshire Tenants and Residents Organisation at the bi-monthly liaison meetings. 11. Strategic Assessment 11.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. 11.2 Having considered all the Council’s strategic priorities, this report, and the provision of new supply social housing for rent contributes greatly to all the Council’s strategic priorities. Peter Barry Chief Officer, Housing Date: 6 August 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 Page 68
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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 69
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 20 August 2025 ___________________________________________________________________ Subject: Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update Report 1. Purpose 1.1 This purpose of this report is to provide the Housing and Communities Committee with West Dunbartonshire Council’s annual progress report on meeting the requirements of the Scottish Social Housing Charter and the Scottish Housing Regulator’s Regulatory Framework for social housing, including the approval of our Annual Assurance Statement. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of our current Engagement Plan published by the Scottish Housing Regulator (SHR) on 31 March 2025. (ii) Notes performance in terms of achieving the Scottish Social Housing Charter (SSHC) outcomes during 2024/25. (iii) Notes that a comprehensive assessment of 2024/25 performance has been carried out and that this has informed a Charter Improvement Plan covering all the outcomes within the SSHC. (iv) Notes the key areas of focus for the Housing Improvement Board (HIB) during 2025/26 which are outlined at 4.16 of this report. (v) Notes that our assessment of 2024/25 performance will inform the production and publication of our annual Charter Performance Report for tenants and other customers. (vi) Approves our Annual Assurance Statement (AAS) attached as Appendix 1, to be signed by the Housing Convener on behalf of the Committee and submitted to the Scottish Housing Regulator as per our regulatory requirement, (vii) Notes and commends the achievements of the West Dunbartonshire Tenants and Residents Organisation (WDTRO) in receiving national recognition for their work by being awarded the “Tenant Group of the Year” and “Outstanding Achievement Award” from the Tenant Participation Advisory Service Scotland (TPAS Scotland). and, ITEM 10 Page 71
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(viii) Agrees that a further progress report on the Scottish Social Housing Charter be submitted to the November 2025 meeting of the Committee, which will include benchmarking data comparing our performance against all local authorities in Scotland, as well as Wheatley Homes Glasgow. 3. Background 3.1 The Scottish Government’s first SSHC came into force in April 2012. This was reviewed during 2016 and again in 2021 and the resulting revised SSHC was approved by the Scottish Parliament and has effect from 1 November 2022. 3.2 The purpose of the SSHC is to help improve the quality and value of the services that social landlords provide by: Stating clearly what tenants and other customers can expect from social landlords and helping them to hold landlords to account. Focusing the efforts of social landlords on achieving outcomes that matter to their customers, and, Providing the basis for the Scottish Housing Regulator (SHR) to assess and report on how well landlords are performing. 3.3 The SHR published a revised Regulatory Framework and associated statutory guidance for social landlords in February 2024 which has effect form 1 April 2024. 3.4 In response to feedback from stakeholders, much of the previous Framework was maintained, though a new provision to allow the SHR to require landlords to provide explicit assurance on a specific issue in their Annual Assurance Statement was introduced. 3.5 The Regulatory Framework reporting timetable is outlined below: When Who What Throughout year Housing Improvement Board/Tenant Representatives Assess performance against the Charter Outcomes May each year Housing Development Submission of Annual Return on the Charter (ARC) to the Scottish Housing Regulator August each year Scottish Housing Regulator Publish a report about each social landlord with key data from its ARC on their website October each year Convener of Housing and Communities Committee Submission of Annual Assurance Statement (AAS) to the Scottish Housing Regulator October each year Housing Development Publication of annual Charter Performance Report for tenants and other customers by April, each year Scottish Housing Regulator Publish an Engagement Plan for each landlord, highlighting areas where they are seeking further assurance, based on performance against Charter Indicators and outcomes and compliance with statutory obligations by April, each year Scottish Housing Regulator Publish a report on the analysis of the sectors’ performance in achieving the Charter Outcomes Page 72
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3.6 On the 6 August 2014, Members of the Housing and Communities Committee agreed that twice yearly reports be provided as follows: August Committee - Scottish Social Housing Charter Annual Update Report, and, November Committee - Scottish Social Housing Charter Annual Benchmarking Report and Mid-Year Progress Report – (April-September). 4. Main Issues 4.1 The key areas of focus in relation to the Scottish Social Housing Charter and Regulatory Framework covered in this report are: The publication by the SHR of West Dunbartonshire Councils Engagement Plan for 2025/26. The submission of our Annual Return on the Charter (ARC) to the SHR and assessment of our progress in relation to achieving the Charter Outcomes. The production and publication of our Annual Charter Performance Report for tenants and other customers. The submission of our Annual Assurance Statement to the SHR, and, The continued development of effective tenant scrutiny arrangements in conjunction with tenants and other customers. Engagement Plan 4.2 The SHR continues to operate a risk-based approach to inform its engagement with social landlords. As part of the Regulatory Framework the SHR publishes an Engagement Plan for all social landlords based on their annual ARC submission, and for local authorities, homelessness submissions to the Scottish Government. 4.3 Our most recent Engagement Plan published on 31 March 2025 is based on 2023/24 data and states that the SHR will engage with the Council about: Tenant and resident safety - due to the low number of valid Electrical Installation Condition Reports that we have for our properties, which forms part of the Scottish Housing Quality Standard, Services for people who are homeless - due to reported breaches of the Unsuitable Accommodation Order, The management of our Gypsy/Traveller site, and Service quality – due to reported weak performance around tenant satisfaction and factored owner satisfaction. 4.4 The high social and political focus on homelessness within Scotland, alongside the challenges Council’s face in terms of meeting their statutory obligations, has resulted in all Scottish local authorities being required to provide further information in relation to services to homeless people. Page 73
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4.5 Similarly, the SHR have included the management of Gypsy/Traveller sites in the Engagement Plan of all social landlords who are site providers. They have also indicated that they will seek ongoing assurance around our development plans for the Gypsy/Traveller site. 4.6 A copy of our current Engagement Plan is available via the West Dunbartonshire Council website and also the Scottish Housing Regulators website. ARC submission and assessment of performance against the Charter Outcomes 4.7 West Dunbartonshire Council successfully submitted our ARC with 2024/25 performance data to the SHR within the timescale outlined in the Regulatory Framework. This process included both internal and external validation processes, with the Housing Service engaging with Scotland’s Housing Network (SHN) in terms of a robust external validation of our data. 4.8 The SHR uses these Charter Performance Indicators, alongside data relating to homelessness submitted to the Scottish Government, to monitor the delivery of housing and homelessness services against the Charter outcomes and standards. A copy of the full list of indicators can be accessed via the link included as part of the background papers. 4.9 The SHR will publish a Landlord Report on their website for each Scottish social landlord at the end of August 2025 and this report will contain important data from the ARC (18 key indicators) and will compare our performance with a Scottish average figure across all social housing landlords operating in Scotland. 4.10 Performance in 2024/25 against these eighteen key indicators and an additional thirteen indicators that our tenants and customers have informed us are important to them is outlined in the table below. Table Key Index Annual Target Achieved Positive Performance Trend Annual Target Almost Achieved (within agreed parameter) Negative Performance Trend Annual Target Not Achieved No change from previous year Overall Satisfaction Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of tenants satisfied with the overall service 61.3% 87.0% 79.5% Communication Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met average time in working days to respond in full to complaint - Stage 1 5.98 days 6.62 days 5 days average time in working days to respond in full to complaint - Stage 2 22.8 days 24.0 days 20 days Page 74
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% of tenants who feel their landlord is good at keeping them informed about their services 75.83% 86.8% 82.9% Participation Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of tenants satisfied with the opportunities given to participate in decision making process 69.17% 87.2% 80.9% Quality of Housing Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of stock meeting the Scottish Housing Quality Standard (SHQS) 51.19% 69.84% 73.23% % of existing tenants satisfied with the quality of their home 62.67% 87.8% 79.1% Repairs and maintenance Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met Average length of time taken to complete emergency repairs 5.11 hours 5.09 hours 4 hours Average length of time to complete non-emergency repairs 10.94 days 12.16 days 10 days % of reactive repairs carried out in the last year Right First Time 85.6% 85.9% 91% % of repairs appointments kept 92.6% 92.35% 93% Number of times the statutory obligation to complete a gas safety check was not met in the reporting year 0 0 0 % of tenants satisfied with the repairs and maintenance service 94.8% 88.3% 87.5% Estate management, Antisocial behaviour Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of Anti-Social Behaviour cases resolved within locally agreed targets 98.08% 96.56% 96% % of tenants satisfied with the landlord’s contribution to the management of the neighbourhood they live in. 62.67% 86.0% 78.9% Access to housing Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of tenancy offers refused 47% 42% 42% Tenancy sustainment Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of new tenancies sustained for more than a year 92.75% 91.09% 93.3% The average time to complete medical adaptations 45.4 days 46.5 days 44 days Homelessness Page 75
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Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met Incidences of homelessness in West Dunbartonshire 1095 994 1202 % of homeless cases with decision within 28 days of presentation 99.3% 99.1% 95% % of all homeless cases re-assessed within 12 months (repeat homeless) 4.3% 4.2% 4% % of households requiring temporary accommodation to whom an offer was made 100% 100% 100% % of temporary accommodation offers refused 7.4% 4.4% 10% Breaches of the Unsuitable Accommodation Order (UAO) 68 26 0 Value for Money – Rent Collection Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met Rent collected as a % of total rent due 99.09% 99.58% 99.1% Gross rent arrears as a % of rent due 9.44% 8.81% 9.3% % of tenants who feel that the rent for their property represents good value for money 60.5% 85.6% 79.1% Value for Money – Void Management Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of rent due lost through properties being empty 1.01% 0.85% 1% Average length of time taken to re- let properties 34.99 days 25.94 days 30 days % of tenants satisfied with the standard of their home moving in 65.6% 67.1% 71% Gypsy Travellers Indicator Description 2023/24 Value 2024/25 Value 2024/25 Target Trend Target met % of Gypsy Travellers satisfied with the landlords’ management of site 94.1%* 94.1%* 90% *The same satisfaction survey used for both years, so value is identical. 4.11 Of the 31 key indicators outlined above, 19 met the annual target set, with another 7 narrowly missing this target. Overall, this translates to 84% of these key indicators either meeting or almost achieving target (up from 68% in 2023/24). 4.12 Compared to the previous year, 22 of the 31 indicators, or 71%, maintained or improved performance compared to the previous year. Of the 9 indicators where performance was not maintained, all show only a very slight drop from the previous year. 4.13 A comprehensive assessment of 2024/25 performance against the Charter Outcomes has been undertaken, informing our annual Charter Improvement Plan which was approved by the Housing Improvement Board (HIB) in May 2025. Page 76
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4.14 Since our current Engagement Plan has been published, we have reported updated and substantially improved rates of tenant satisfaction across the full housing service and it is expected that no further assurance will be sought from the Regulator around tenant satisfaction. 4.15 Continued improvement around void management remains a key priority for the service and there is also a desire to get more assurance around our approach to rent collection including current and former tenant arrears. 4.16 Based on this, the HIB agreed in May 2025 that in addition to quarterly performance reports covering the whole service, it would closely monitor key work-streams aimed at driving improvements in the following areas during 2025/26: Tenant and resident safety/SHQS compliance (EICR programme). Services to people that are homeless (specifically breaches of the UAO and number of households and time spent in temporary accommodation). Actions being taken to improve the satisfaction of factored owners. Gypsy Traveller site (development risks). Void management, and Rent collection (current and former tenant arrears). 4.17 Annual benchmarking data is due to be published by the SHR by the end of August 2025 and the HIB will review annual targets for 2025/26 based on this data and which challenge the housing and homelessness service to meet their ambition to be one of Scotland’s top performing landlord organisations. Production and publication of Annual Charter Performance Report 4.18 The SHR requires all social landlords to produce an Annual Charter Performance Report for their tenants and other customers no later than 31 October each year. 4.19 The Regulator states that the report should include: An assessment of performance in delivering the Charter Outcomes. Relevant comparisons with previous years, other landlords and national performance, and, How and when the landlord intends to address areas for improvement. 4.20 In preparation for our first report, a working group of tenants and officers was established and successfully: Agreed how tenants wished to be involved, Agreed which indicators should feature in the report, and Page 77
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Agreed the best style and format to ensure that the report is user friendly and easy to understand. 4.21 Further engagement was conducted with tenant representatives during August and September 2020 to review and update this report, in preparation for the revised Charter coming into effect. This consultation again influenced the style, content, and format the report and the update of the Service Standards that are in place across housing services, and which are reported regularly to tenants and other service users (via website and insert with Housing News). 4.22 Our Annual Charter Performance Report for 2024/25 will be based on the annual self-assessment of our performance and the Charter Improvement Plan approved by the HIB that covers all the outcomes outlined in the SSHC. 4.23 The report will be published online by the end of October 2025 and a summary will be sent to every tenant with the winter edition of the Housing News. The full report will be sent to tenants’ groups. interested tenants, partner organisations and elected members. Annual Assurance Statement 4.24 The Regulatory Framework requires all social landlords to submit an Annual Assurance Statement (AAS) to the SHR by the end of October each year. 4.25 The AAS requires landlords to state that: They are meeting the standards and outcomes outlined in the SSHC. That they are compliant with their statutory and regulatory obligations relating to housing and homelessness. That they are compliant with their statutory and regulatory obligations relating to equality and human rights, and, That they are compliant with their statutory and regulatory obligations relating to tenant and resident safety. 4.26 Any areas of material non-compliance should be highlighted in the AAS alongside the details of the actions being taken to address these issues. 4.27 We have conducted a process of reviewing and updating our AAS informed by the completion of an AAS self-assurance toolkit attached as a background paper to this report. 4.28 This completed toolkit allows us to assess how we comply with our wider legal and regulatory obligations relating to housing and homelessness, equality and human rights and tenant and resident safety. Tenant and resident safety 4.29 A letter from the Scottish Housing Regulator received in March 2025 stated that for this year, there is a request that landlords provide specific assurance on their compliance with relevant obligations in relation to tenant and resident safety. Page 78
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4.30 Our obligations around tenant and resident safety are monitored closely by Building Services. This includes areas such as gas safety, electrical safety, fire safety, lift safety, asbestos safety, water safety and damp and mould. 4.31 We collect a number of performance indicators relating to these areas, which have been reported annually to the Housing and Communities Committee over recent years and are outlined in the table below: Tenant Safety Indicators 2021/22 2022/23 2023/24 2024/25 Number of times not met statutory obligation to complete a gas safety check within 12 months 0 0 0 0 % of properties with a valid EICR certificate 41.33% 50.97% 56.9% 73.4% % of properties complying with Satisfactory Fire Detection and Satisfactory Carbon Monoxide Detection standards 94.22% 100% 97.3% 98.8% 4.32 From September to November 2024 the SHR consulted on proposals on a revised set of indicators to measure how well social landlords are achieving the outcomes outlined in the Scottish Social Housing Charter which will be included in a revised Annual Return on the Charter (ARC). 4.33 In January 2025 they published a final revised set of ARC indicators which social landlords are required to start collecting data for from 1 April 2025, including the following indicators relating to tenant and resident safety: Electrical Safety: number of times the requirement to complete an electrical safety inspection (EICR) within five years of the last EICR was not met. Fire Safety: number of homes that do not have satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire installed. Damp and mould: Average time taken to resolve cases of damp and/or mould. % of resolved cases of damp and/or mould that were reopened. Number of open cases of damp and/or mould at the year end. Performance against these indicators will be reported to the Committee as part of future Scottish Social Housing Charter performance reports. 4.34 The detail of our approach to tenant and resident safety is outlined in the AAS self-assurance toolkit and we are satisfied that we are meeting our statutory obligations except for the low number of valid Electrical Installation Condition Reports (EICRs) that we hold for our properties. 4.35 We continue to make progress in this area, an EICR is completed in every property that becomes vacant, in properties that have any major electrical works Page 79
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completed and we are also targeting properties where any capital improvement works are being carried out. 4.36 At the end of June 2025, 8324 or 78.9% of our properties had a valid EICR in place and our current projection is that the programme will be up to date by December 2025. 4.37 There are currently no cases being investigated by the Health and Safety Executive (HSE) relating to the safety of our tenants and residents and there have been no cases investigated during the past year. Equality and human rights 4.38 In keeping with the key messages from Scottish Government’s programme for Government, equality and human rights are central to our delivery of our Local Housing Strategy (LHS). The development of the strategy has been underpinned by West Dunbartonshire Council’s commitment to promoting and sustaining equality and inclusion, and equality and diversity principles. 4.39 We worked closely with the West Dunbartonshire HSCP in piloting a Health Inequalities Impact Assessment Tool, with each of the five themes being separately assessed and these assessments contributing to the final version of the LHS. 4.40 An Equalities Impact Assessment (EIA) is used for any new and developing policies. During 2021/22 we reviewed and updated our approach to collection of Equalities data based on published guidance and continue to monitor that this is being effectively implemented. Improved data held across all protected characteristics continually improves the robustness of EIA’s that are carried out. 4.41 Based on our performance against the Charter Outcomes and the information in the AAS self-assurance toolkit, the following areas of material non-compliance have been identified and have been highlighted in our AAS attached as Appendix 1: Low compliance with the SHQS due to number of properties without a valid EICR in place. Lack of compliance with homelessness duties due to reported breaches of the Unsuitable Accommodation Order. Failure to submit updated data in relation to factored owners’ satisfaction (as per SHR guidance). 4.42 As outlined in the SHR guidance, the AAS is a short, succinct document, in a simple format and highlights actions being taken to address these areas of non- compliance. 4.43 The central aspect of the AAS is that the Committee has been provided with the necessary assurance in terms of information and evidence where required, to support the content of the AAS. Page 80
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4.44 The AAS toolkit outlines a wide range of arrangements that are in place to provide members of the Committee with the assurance and evidence that we are meeting our regulatory and statutory obligations, which is proportionate and not overly burdensome, as per the SHR guidance. 4.45 Following the AAS being approved by the Committee, it should be signed by the Convenor and submitted to the SHR as per the regulatory requirement. As per SHR guidance, it will then be published to ensure that it is accessible to tenants and other customers. Tenant Scrutiny Arrangements 4.46 The statutory regulatory framework for housing and homelessness services requires that tenants participate in scrutinising landlord performance against the Charter and requires that: The form of involvement has been agreed with tenants. Involvement is effective and meaningful and that tenants have a real say in assessment of performance. The approach is publicised to tenants; and Landlords’ can demonstrate the agreed approach was implemented. 4.47 Developing effective tenant scrutiny is therefore a challenging process, however following support from the Scottish Government’s “Stepping Up to Scrutiny” training programme in which elected members took part, these requirements were successfully met and in November 2014 the Housing and Communities Committee approved the establishment of our Tenant Scrutiny Panel with clear terms of reference. 4.48 The Scrutiny Panel has subsequently carried out the following scrutiny exercises: 2014/15 looking at our Anti-Social Behaviour Service. 2015/16 looking at our Repairs Service. 2016/17 looking at tenancy sustainment, specifically the new tenant visit process. 2017/18 looking at SHQS compliance, specifically the number and reasons that properties that are held in abeyance. 2018/19 looking at the timescales taken to complete medical adaptations. 2020/21 looking at the complaints process and time taken to respond to complaints. 2022/23 looking at new tenant visits, and, 2024/25 looking at the processes around reporting repairs. 4.49 All of the recommendations made in the Panel’s eight reports to date were approved by the HIB and progress in terms of implementing these are monitored and regular feedback provided to the Scrutiny Panel. Page 81
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4.50 At the time of writing the Panel are looking at our latest performance information and using that to consider the focus of their next scrutiny exercise. 4.51 The Scrutiny Panel were successful in being shortlisted for a prestigious Chartered Institute of Housing (CIH) excellence award in 2021 and though narrowly missing out, this was national acknowledgement of the work that they do to ensure that tenant scrutiny is a valued part of WDC’s approach to performance management. 4.52 The West Dunbartonshire Tenants and Residents Organisation (WDTRO) also continue to be heavily involved in the scrutiny of the Housing Service and in June 2025 received national recognition for their work when they were awarded “Tenant Group of the Year” and “Outstanding Achievement Award” from the Tenant Participation Advisory Service (TPAS). 4.53 The continuing work of the Joint Rent Group comprising tenants, Council officers and the Convener of the Housing and Communities Committee, looking at the rent setting process and the guidance in relation to the Housing Revenue Account, remains important in ensuring Housing and Homelessness Services provide best value for current and future tenants. 5. People Implications 5.1 There are no people implications because of this report. Delivery on the requirements of the SSHC and Regulatory Framework is managed from within existing staffing resources. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications in relation to this report. The improvement plan informed by the Charter self-assessment exercise will be delivered from within existing budgets. 7. Risk Analysis 7.1 There is a significant risk that failure to respond appropriately to the requirements of the SSHC and the SHR’s Regulatory Framework would attract an adverse reaction from the SHR and may have wider consequences for the Council in the context of Best Value. 7.2 At the time of writing we expect our next Engagement Plan to be published by the SHR in March 2026. 8. Equalities Impact Assessment (EIA) 8.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. The recommendations within this report do not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. Page 82
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9. Consultation 9.1 The Council has in place a well-established and proactive tenant and residents’ organisational structure. The WDTRO meet with the Council (co-chaired by the Convener of the Housing and Communities Committee) on a bi-monthly basis to discuss all issues relating to the Housing Service. 9.2 There remains a strong appetite among tenants and customers to continue to participate actively to improve housing services in West Dunbartonshire. This is reflected in the successful partnership approach adopted to develop the Charter Performance Report and the on-going activities of the WDTRO, the Joint Rent Group the West Dunbartonshire Scrutiny Panel. 9.3 The Council is committed to ensure consultation continues and will support arrangements to increase tenant scrutiny activities and assess our performance in line with the requirements under the SSHC and the SHR’s Regulatory Framework. Our approach was commended via an external validation exercise by the Tenant Participation Advisory Service (TPAS) Scotland, which again awarded West Dunbartonshire Council a Gold Accreditation for excellence in tenant participation in 2023. 10. Strategic Assessment 10.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improving local housing and environmentally sustainable infrastructure. Peter Barry Chief Officer, Housing Services Date: 11 July 2025 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing Services. email: john.kerr@west-dunbarton.gov.uk Stefan Kristmanns - Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing Services. email: stefan.kristamanns@west-dunbarton.gov.uk Appendices: 1. WDC Annual Assurance Statement August 2025 Background Papers: Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update Report, Report by Chief Officer, Housing and Employability, Housing and Communities Committee, 21 August 2024. West Dunbartonshire Council, Annual Assurance Statement August 2024. West Dunbartonshire Council | Scottish Housing Regulator Page 83
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Scottish Housing Regulator WDC Landlord Report 2023-24, August 2024. West Dunbartonshire Council | Scottish Housing Regulator Annual Charter Performance Report for Tenants and other Customers 2023/24, West Dunbartonshire Council, October 2024 Charter Performance Report | West Dunbartonshire Council (west-dunbarton.gov.uk) Scottish Social Housing Charter Annual Benchmarking and Mid-year Progress Report, Report by Chief Officer, Housing and Employability, Housing and Communities Committee, 20 November 2024. West Dunbartonshire Council’s Engagement Plan, Scottish Housing Regulator, 31 March 2025 Engagement plan from 1 April 2025 to 31 March 2026 | Scottish Housing Regulator AAS self-assurance toolkit 2025, West Dunbartonshire Council, July 2025. “Involving You to Improve Housing Services” West Dunbartonshire Council’s Tenant Participation Strategy 2025- 2028. Tenant participation strategy | West Dunbartonshire Council The Scottish Social Housing Charter: Indicators and Context Information, Scottish Housing Regulator https://www.housingregulator.gov.scot/landlord- performance/national-reports/national-reports-on-the-scottish- social-housing-charter/about-the-scottish-social-housing- charter Wards Affected: All Page 84
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August 2025 West Dunbartonshire Council Annual Assurance Statement As Convenor of the Housing and Communities Committee I confirm that we have seen appropriate evidence to give us assurance that: We comply with all the relevant regulatory requirements set out in Chapter 3 of the Scottish Housing Regulator's Regulatory Framework. We are achieving all the relevant standards and outcomes outlined in the Scottish Social Housing Charter, and We are compliant with all relevant legislative duties associated with housing and homelessness services, tenant and resident safety and equality and human rights. We comply with all the above requirements except for the areas set out below: Low compliance with the Scottish Housing Quality Standard Tenant safety within the Councils’ housing stock is one of our main priorities and a key concern remains in terms of our rate of compliance with the Scottish Housing Quality Standard. The key driver for this is the number of properties without a valid Electrical Installation Condition Report (EICR). Whilst we continue to make progress in this area, access to tenants’ homes remains a challenge and we are continually reviewing procedures, processes and our communications with tenants to address this and minimise instances where forcing access to a property is considered. In addition to our focus on tenanted homes, an EICR is completed in every property that becomes vacant and in properties that have any major electrical works completed. We remain committed in our efforts to ensure that each Council home has a valid EICR in place and will continue to provide monthly updates on the progress being made. Lack of compliance with homelessness duties Whilst we continue to meet most of our homelessness duties including our statutory responsibility of offering temporary accommodation to those that need it, we continue to report breaches of the Unsuitable Accommodation Order (UAO). Pressures around the homelessness system was one of the key contributing factors to us declaring a Housing Emergency within West Dunbartonshire in May 2024. Challenges remain in terms of the time being taken to move households experiencing homelessness into settled accommodation and the subsequent pressures which exist in terms of providing suitable temporary accommodation. Progress has been made, with reported breaches of the UAO reducing from 68 in 2023/24, to 26 in 2024/25. This remains a key area of focus, and we have a number of ITEM 10 - APPENDIX 1 Page 85
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actions in both our Housing Emergency Action Plan and Housing Solutions Strategy which aim to ensure that we are doing all that we can to minimise any future breaches of the Unsuitable Accommodation Order. Failure to submit updated data in relation to factored owners’ satisfaction Our last satisfaction survey of factored owners was carried out in March 2022, and we have submitted data from this survey as part of our ARC for 2021/22, 2022/23 and 2023/24. We had planned to carry out a new survey during 2024/25 and provide updated satisfaction data as part of this years' ARC submission. Unfortunately, due to staffing pressures this survey was not conducted within our expected timeframe, and we therefore have submitted the same satisfaction for the fourth year running. We are currently taking forward an updated satisfaction survey of factored owners and hope to have this completed by the end of August 2025. Tenant and resident safety A letter from the Scottish Housing Regulator received in March 2025 stated that for this year, there is a request that landlords provide specific assurance on their compliance with relevant obligations in relation to tenant and resident safety. Our obligations around tenant and resident safety are a key priority for our Maintenance, Repair and Asset Improvement Services managed by Building Services and are monitored closely. This includes areas such as gas safety, electrical safety, fire safety, lift safety, asbestos safety, water safety and damp and mould. Relevant assurance around tenant and resident safety is provided to the Housing and Communities Committee and we can confirm that there are currently no cases being investigated by the Health and Safety Executive (HSE) relating to the safety of our tenants and residents and there have been no cases investigated during the last year. We are therefore assured that we comply with all the relevant safety requirements and duties in relation to tenant and resident safety (with the exception of the low number of EICR’s highlighted above). Our Annual Assurance Statement was considered at a meeting of the Housing and Communities Committee on 20 August 2025 and was formally approved and subsequently signed by me as Convenor. Councillor Gurpreet Singh Johal, Convenor, Housing and Communities Committee 20th August 2025 Page 86
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 20 August 2025 ___________________________________________________________________ Subject: Home at the Heart - West Dunbartonshire’s Rapid Re-Housing Transition Plan update and new approaches to homelessness progress report. 1. Purpose 1.1 The purpose of this report is to provide members with an update on “Home at the Heart” WDC’s Rapid Re-housing Transition Plan (RRTP) for the period 2019-25 and new approaches to homelessness, including: - Progress update for Year 6 and Year 1 plans for WDC’s new Housing Solutions Strategy “More than a Roof”. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note and agree the progress and challenges made in the six years of “Home at the Heart”, which will inform a report to the Scottish Government at the start of October 2025 and note the main objectives for Year 1 of “More than a Roof” in sections 4.27 – 4.43 of this report; (ii) Note that the Council’s housing allocation letting target for homeless households is 59% for 2025/26 as set out in section 4.35 of this report and note the Chief Officer, Housing will keep this target under close review based on current modelling projections; (iii) Note the continued uncertainty around future funding referenced in section 6 of this report; and (iv) Note that Scottish Government funding of £257,000 has been awarded for 2025/26 for the specific delivery of West Dunbartonshire’s Housing Solutions Strategy. 3. Background 3.1 The Council’s approach to tackling homelessness is outlined in the RRTP “Home at the Heart” and reinforced within the new Local Housing Strategy approved by the Housing and Communities Committee in November 2021. This approach builds on the good progress made within West Dunbartonshire by previous strategies, most recently the “More than a Roof” approach which covered the period 2017/2020, whilst also acknowledging the challenges set by the renewed Scottish Government national commitments to tackle homelessness, to end rough sleeping and to transform temporary accommodation. ITEM 11 Page 87
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3.2 “Home at the Heart” was developed in response to a key recommendation from the Homelessness and Rough Sleeping Action Group (HARSAG) that was adopted by the Scottish Government, for Local Authorities to develop and submit a RRTP for the period 2019-2024. The Scottish Government confirmed a one- year extension to allow for its continued delivery for a sixth year due to challenges around implementation. 3.3 It was developed in partnership with key stakeholders, including HSCP and the wider Housing Solutions Partnership, which includes local Registered Social Landlords. It was submitted to the Scottish Government on 31 December 2018 and retrospectively approved by the Housing and Communities Committee on 6 February 2019. 3.4 Regular reports have been provided to the Housing and Communities Committee, initially detailing, and seeking approval for the RRTP and subsequently providing updates in terms of progress being made and approving the use of Scottish Government funding to deliver the key objectives. 4. Main Issues 4.1 The aims of “Home at the Heart” in terms of tackling homelessness are influenced by the Scottish Social Housing Charter and consistent with the Scottish Government’s “Ending Homelessness Together” approach and are structured around the following four strategic objectives: Deliver a whole systems approach to the prevention of homelessness; Enable service users with low or no support needs to access settled housing quickly; Develop interim housing options which enable independent living and tenancy sustainment; and Implement a Housing First model which enables the most excluded service users to secure sustainable housing. “Home at the Heart” Year 6 Progress Objective 1: Deliver a whole systems approach to the prevention of homelessness. 4.2 The Prevention Officer has continued to engage with households at risk of homelessness. This has included managing the pilot prevention fund which in the 5 years has made payments directly to households totalling £29,200 and has helped ensure that 73 existing tenancies were sustained and homelessness prevented. 4.3 The overall number of approaches to WDC’s Housing Options service had increased significantly in 2021/22 linked to the Tenant Hardship Fund but high demand continued in 2022/23. This has continued into 2024/25 as there has been a 13% increase in approaches since 2023/24, highlighting that the request for assistance remains high. 72% of cases have been prevented from becoming homeless. Page 88
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4.4 Since the end of emergency legislation banning evictions taking place in both the social and private rented sector, there has been an increase in Section 11 notices, from 20 in 2020/21 to 158 in 2024/25. Of those where contact was made and there was engagement with the household, homelessness was prevented in 86% of cases, up from 83% last year. 4.5 Changes to the allocations policy with the creation of a youth priority prevention has now been fully embedded and has had a positive impact. Since its introduction at the end of 2022, WDC has housed fifty-nine young people through the scheme, with a further thirty are awaiting a subsequent offer. The scheme has been successful in reducing the number of young people presenting themselves as homeless from 265 in 2023/24 to 216 in 2024/25. 4.6 Work has started with RSL partners to assess the benefits and explore options. around creating a Common Housing Register for social landlords within West Dunbartonshire. Objective 2: Enable service users with low or no support needs to access settled housing quickly. 4.7 One of the key objectives of WDC’s RRTP is to ensure that homeless households can access settled accommodation as quickly as possible. A key target is reducing the length of time homeless households with no/low support needs spend in temporary accommodation. 4.8 A RRTP model has been developed which considers the level of new homeless decisions, the backlog of homeless households, projected future demand, the number of lets made to homeless households and projected letting activity. The RRTP model uses this data to determine the number of lets that will be required for homeless households on an annual basis and determines a projected lettings % target. Calculation of homeless lets required and % of expected letting activity required to meet need - split by LA & RSL Year 6 target Year 6 actual Lets required to meet demand 760 697 Split LA 518 554 Split RSL 242 143 % Allocation of lets required LA 69% 63% RSL 69% 46% 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Prevent1 approaches 178 240 332 576 455 384 433 Prevent1 closures 177 221 249 378 654 385 461 % homelessness prevented 64% 57% 51% 52% 72% 67% 72% % closed with presentation 24% 26% 27% 31% 18% 25% 19% Page 89
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4.9 Despite an improvement from last year, the turnover of available RSL properties was lower than projected, thus impacting available lets. Although WDC exceeded its target for lets to homeless households, it failed to meet its allocation target of 69% due to achieving significantly more overall lets than projected, 947 as opposed to the 750 target and less Youth Prevention Lets, 4% as opposed to the 5% target. 4.10 There are now 278 households in temporary accommodation, including 116 children. 56 households have been waiting longer than a year to be housed and 28 of these households are in temporary accommodation. 4.11 Despite this, the average times for 2024/25 decreased and we achieved the target of 16 weeks. Objective 3: Develop interim housing options which enable independent living and tenancy sustainment. 4.12 There continues to be a range of interim housing options available in West Dunbartonshire for those homeless households with more complex support needs. This includes supported tenancies in the community, as well as residential supported accommodation where this need is identified. 4.13 Residential supported accommodation offers temporary accommodation and on- site support to alleviate homelessness and enable homeless households to make a planned transition to settled accommodation. The key recommendations of the Review of Supported Accommodation continued to be taken forward in Year 6, an additional staff member was successfully recruited to lead on the development and delivery of new residential supported accommodation, the new project plan was approved, the timescales for the recommendations have been embedded and the project board has been established. 4.14 There was a target of forty conversions in Year 6, however only thirty were completed due to issues around delays in gas and electricity safety checks and sign-ups. 4.15 At the end of Year 6 work around WDC’s Joint Mental Health, Addictions, Homeless and Housing Services Protocol began to progress. 4.16 Research was conducted around barriers that LGBTQ+ communities may face in accessing homeless and housing services to help improve future practice. and enable positive housing outcomes for all. Objective 4: Implement a Housing First model which enables the most excluded service users to achieve housing sustainment. 4.17 The available funding in Year 6 of WDC’s RRTP did not allow for the expansion of the Housing First service but did provide funding for 8 Housing First workers, however, due to the current restructure of the homeless service there has been delays in recruitment which has meant that the Housing First service had to operate at a reduced staffing capacity of 5. Page 90
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4.18 By the end of 2024/25, 8 new Housing First tenancies had been created, a further 4 clients are awaiting an offer of settled accommodation being made. 4.19 12 tenancies are being sustained where the Housing First support has been “stepped down”, meaning a planned exit from the Housing First Service. 4.20 Whilst WDC’s Housing First approach continues to have a high overall tenancy sustainment rate. Sadly 7 of these tenancies have ended due to the death of tenants. 4.21 A key objective in Year 6 of the RRTP was to assess the impact of the tendered Housing First Service with Blue Triangle Housing Association and due to the positive feedback received the decision has been made to extend the contract for a further 12 months, until February 2026. 4.22 A full review of the Housing First service has been carried out, including stakeholder, staff and service user consultation to help frame the future of the service. Survey responses were positive, especially with regards to service user experiences, however recommendations include further clarity around staff roles, most notably regarding the involvement of Housing First workers at different stages. “More than a Roof” 4.23 More than a Roof is West Dunbartonshire Council’s 6th Homeless Strategy with a strong focus on finding housing solutions for those households in need. This strategy covers the period from 2025 to 2028, which means it is aligned with the current Local Housing Strategy which also runs until 2028. 4.24 This approach aims to build on the achievements of “Home at the Heart”, WDC’s Rapid Rehousing Transition Plan. It has been developed within the backdrop of a Housing Emergency both locally and nationally, where demand is higher than ever, and supply is reducing. 4.25 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 account of these opinions around how we can end homelessness in West Dunbartonshire. 4.26 Following this process, four key objectives were identified: 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. Page 91
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Year 1 Plan 4.27 In order to achieve these objectives over the three-year period the following actions will be taken in Year 1: Objective 1: Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions. 4.28 A variety of measures will continue to be used to prevent homelessness within West Dunbartonshire including the homeless service implementing a service redesign to a housing solutions focus which will review the Council’s delivery of housing options interviews and personal housing solutions plans. 4.29 The £17,633 unspent prevention fund from last year will be used to continue to support households at risk of homelessness in West Dunbartonshire. 4.30 The continued monitoring of the revised allocations policy which creates young people at risk of homelessness as an additional group given a reasonable preference within the policy. 4.31 Following on from the pilot Section 11 programme, there will be a review to determine if extending earlier Section 11 referrals fits with new prevention duties. 4.32 As part of WDC’s work towards a Common Housing Register, a shared housing application form will be rolled out and a working group will be introduced to review the shared from. The creation of shared medical and change of circumstance forms will also be explored alongside RSL partners. Objective 2: Where homelessness does occur, households are rehoused quickly. 4.33 Due to the continued demand and pressures around the provision of temporary accommodation in West Dunbartonshire it has been decided that the target time homeless households with no/low needs spend in temporary accommodation will be maintained at 16 weeks. 4.34 Currently modelling suggests that for 2025/26 for West Dunbartonshire, 92% of all available social tenancies, inclusive of conversions and Housing First will require to be allocated to homeless households to ensure targeted reductions in temporary accommodation and faster access to settled accommodation is achieved. 4.35 While this will not be achieved, after recognising other housing need factors it would not be practical to have 92% allocation of lets to homeless households. Therefore, partners have been asked to agree a 59% lettings target to homeless households. This objective was supported by the Housing Improvement Board in terms of lets made by the Council and a similar commitment was sought from RSL partners via their annual Housing Solutions Contribution Statements. Page 92
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Calculation of homeless lets required and % of expected letting activity required to meet need - split by LA & RSL Year 1 Lets required for to meet demand 693 Split LA 531 Split RSL 162 Projected turnover Year 1 Split LA 900 Split RSL 275 % Allocation of lets required Year 1 LA 59% RSL 59% 4.36 As 59% is not enough to fully meet demand and clear the backlog of households in temporary accommodation, this will result in a shortfall of around 389 lets and sixty-four additional units required for temporary accommodation. 4.37 If additional temporary accommodation units are required, this reduces lets available for mainstream offers and would also require additional staff resources to manage the additional units. Objective 3: Review and ensure there are a wide range of support services available to prevent and end homelessness. 4.38 The review of Residential Supported Accommodation will continue to progress in Year 1. The review recommendations will be taken to a future Housing and Communities Committee for approval, monthly meetings with the Project Board will continue and an updated progress report will be presented to a future Housing and Communities Committee. 4.39 To deliver the optimum service model, it is anticipated that a three-year plan will be required to support the implementation of any future proposals. 4.40 WDC’s Joint Mental Health, Addictions, Homeless and Housing Services Protocol will be finalised in Autumn 2025/26 and will be rolled out across the wider Housing Solutions Partnership. 4.41 Follow up work with LGBTQ+ groups will be carried out to further explore barriers and identify solutions to achieving sustainable housing outcomes. Objective 4: Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. Page 93
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4.42 Once Human Resources processes are concluded and the restructure of the homeless service has occurred WDC’s Housing First service will be back to full capacity of 8 staff members. Whilst the available funding will ensure the service operates with 8 housing first support workers enabling support to continue to be provided to the 32 active tenancies and the 4 waiting to be housed carried over into Year 1, it does not allow the service to be expanded further to fully meet identified demand. Thus, collaborative funding options for Housing First will be explored with HSCP partners. 4.43 The impact of the additional tendered Housing First Service will continue to be assessed to decide whether to extend beyond 2025/26. Funding update 4.44 In May 2025, the Scottish Government confirmed in its Programme for Government that a further £8 million would be provided to local authorities to support their approaches to homelessness and scale up the Housing First approach nationally for 2025/26. 4.45 The formula still being used to allocate local authorities share of this funding is based on the number of homeless assessments made in a local authority area over a three-year period. There has been some criticism of this approach as it does not consider homelessness prevention work within the assessment. It can therefore act as a disincentive to make the wider system changes advocated within Ending Homelessness. 4.46 The Scottish Government and COSLA had hoped to explore the possibility of joining up the funding stream for preventing and responding to homelessness with the rapid rehousing funding stream and to look at alternative distribution formulas. However, this work has been delayed due to competing priorities. 4.47 The same formula has therefore been used for the funding allocation for 2025/26. This formula has resulted in an allocation for West Dunbartonshire Council of £257,000 to deliver Year 1 of our Housing Solutions Strategy which was announced on 13th May 2025. In addition, the Scottish Government have also confirmed the funding allocation to West Dunbartonshire Council for the provision of homelessness prevention and response services, this is provided within the revenue grant provided to local authorities by the Scottish Government. Housing Solutions Year 1 funding Year 6 underspend £91,663 SG funding for Year 1 £257,000 Year 1 total funding £348,663 4.48 A full review of Year 6 activities has been carried out and the Year 1 Housing Solutions plan has been refreshed to take account of available funding. Page 94
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Housing Solutions Year 1 costings Blue Triangle Housing First Project £48,500 Pilot Prevention Fund £17,663 Conversion Programme £93,000 Youth Budget £158,500 Resettlement Support £31,000 Year 1 total cost £348,663 With WDC’s Housing First service now being fully funded internally, this year’s additional SG funding will be used to pilot services around improving housing outcomes for young people and providing resettlement support. Housing Emergency 4.49 The Council declared a housing emergency on 1st May 2024 due to the extreme pressures facing housing and homelessness services within West Dunbartonshire. A national housing emergency was declared by the Scottish Government on 15th May 2024. 4.50 An updated report on the progress of West Dunbartonshire’s Housing Emergency Action Plan is Item 8 on the agenda for the Housing and Communities Committee on the 20th of August 2025. 5. People Implications 5.1 Any additional post required to strengthen the team will be recruited in line with the Council’s existing recruitment policy and will be funded from the Scottish Government funding for the provision of homelessness prevention and response. 6. Financial and Procurement Implications 6.1 The Minister for Housing wrote to West Dunbartonshire on 13th May 2025 advising of the Council’s Housing Solutions funding allocation for 2025/26 of £257,000. This funding will be included in the regular payments of the 2025/26 General Revenue Grant. 6.2 In addition the Scottish Government’s funding allocation to West Dunbartonshire Council for the provision of homelessness prevention and response has been confirmed, this funding will be paid as part of the General Revenue Grant payment, with the first payment in 2025/26 made on 1 April 2025. 6.3 Further Housing Solutions funding beyond 2025/26 is unclear. Committee will be updated at a future meeting once confirmed plans for future years are received. Page 95
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6.4 There has been some national discussions looking at reviewing funding to deliver homelessness and housing option services, however, there remains some financial uncertainty in terms of how the Housing First approach can be funded in the longer term. 6.5 The delivery of WDC’s wider Housing Solutions Strategy will be within existing budgets noting the increases in such because of the Scottish Government funding for 2025/26. 6.6 There are no procurement implications in terms of this report. 7. Risk Analysis 7.1 There are financial and regulatory risks associated with not being able to fully deliver our Housing Solutions Strategy, including the Housing First element of the approach. 7.2 The decision to award funding for a further year was based again on a formula which focuses on homelessness assessments (and not the content of homeless strategies), which benefits larger local authorities who receive a higher proportion of homeless assessments and could discourage local authorities from implementing initiatives aimed at preventing homelessness. 7.3 There is no confirmation of Housing Solutions funding beyond this year (2025/26) therefore long-term funding is required to be sourced to continue planned activities. 8. Equalities Impact Assessment (EIA) 8.1 There are no negative equalities impacts due to the implementation of WDC’s new Housing Solutions Strategy, however preventing and responding to homelessness has a significant positive impact on individuals and communities. There are potential positive impacts for some groups as noted in the EIA conducted for the Housing Solutions Strategy in February 2025, EIA 1222. 9 Environmental Sustainability 9.1 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. 10. Consultation 10.1 The Housing Solutions Strategy was developed in collaboration with key partners, including HSCP, local RSLs, third sector organisations, WDTRO (West Dunbartonshire Tenants and Residents Organisation and households experiencing homelessness, via focus groups, surveys, staff meetings and community and stakeholder events. Page 96
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11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Peter Barry Chief Officer, Housing Date: 6 August 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 Donna Kirkwood, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability, email: donna.kirkwood@westdunbarton.gov.uk Appendices: None Background Papers: Ending Homelessness Together – High Level Action Plan; Scottish Government/COSLA https://www.gov.scot/binaries/content/documents/govscot/ publications/publication/2018/11/ending-homelessness- together-high-level-action-plan/documents/00543359- pdf/00543359-pdf/govscot%3Adocument HARSAG2 recommendations tracker, West Dunbartonshire Council Housing Development and Homelessness Team, July 2025; Housing and Communities Committee Report 21st August 2024 “Rapid Rehousing Transition Plan and new approaches to homeless update”. West Dunbartonshire Council Housing Emergency Action Plan, July 2025 Letter from Shirley-Anne Somerville, MSP, Cabinet Secretary for Social Justice on Distribution of Funding for Rapid Rehousing Transition Plans for 2025/26; 13 May 2025; “More than a Roof” West Dunbartonshire Council’s Homelessness Prevention and Temporary Accommodation Strategy 2017-2020. Page 97
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West Dunbartonshire Council’s Local Housing Strategy 2022-2027; West Dunbartonshire Council’s Revised Rapid Rehousing Transition Plan including Action Plan and Equalities Impact Assessment, Home at the Heart West Dunbartonshire Council’s Housing Solutions Strategy, Action Plan and Equalities Impact Assessment, Housing Solutions Strategy 27.03.25 Wards Affected: All Page 98
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief officer Housing Housing and Communities Committee: 20th August 2025 ______________________________________________________________ Subject: Building Services Procurement Provision update 1. Purpose 1.1 The purpose of this report is to advise Committee of completed tender processes for Building Services. 1.2 To seek Committee approval to allow award of contract by the Chief officer of Housing & Employability to the below named successful bidders. 2. Recommendations 2.1 It is recommended that Members: i. note the contents of this report. ii. approve the contract award to the contractors listed within the table in section 4.2 of this report; and 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 detailed tender process has been undertaken and multiple bids received on all contracts listed. 4.2 These 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. ITEM 12 Page 99
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Requirement Total Estimated Annual Value Number of bids received Preferred bidder Provision of External building fabric works (to include Roofing and Wall insulation) £5.5m 8 Ailsa Building contractors Ltd. Provision of Specialist plumbing services £0.5m 3 GKL Plumbing & Heating Ltd. Joint provision of void property cleaning services for housing/homeless £0.5m Procurement works ongoing, no preferred bidder yet. Provision of Television aerials and ancillary equipment £0.25m 5 MRM Solutions LTD. 4.3 All procurement activity carried out by the Council in excess of £50,000 is subject to a contract strategy. The procurement route followed for each of these contracts has been as per the strategy previously noted to the committee. 4.4 This procurement exercise has 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. 5. People Implications 5.1 Procurement processes are complete, further officer time obligations are primarily in relation to operating the contract. 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. Page 100
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8. Equalities Impact Assessment (EIA) 8.1 An Equalities Impact Assessment or screening as appropriate has 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 have provided assistance and professional guidance with the administration of the tender exercises. Peter Barry Chief Officer Housing Date: 04 August 2025 ______________________________________________________________ Persons to Contact: Alistair Norris – Contracts Manager, Building services; Cochno Street, Clydebank, Telephone: 01389 738200, e-mail: alistair.norris@west- dunbarton.gov.uk Appendices: 1 - DAR External Works 2 - DAR Plumbing 3 – DAR Digital Maintenance Background Papers: Nil Wards Affected: All Page 101
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WEST DUNBARTONSHIRE COUNCIL Delegated Authority Contract Authorisation Report ___________________________________________________________________ Subject: External Building Fabric Upgrades 1. Purpose 1.1 The purpose of this report is to seek approval to conclude the award of the contract for the External Building Fabric Upgrades. 2. Recommendations 2.1 It is recommended that, upon this report being signed by the Chief Officer – Housing and Employability and the Procurement Manager, that the Corporate Procurement Unit officer will request the Chief Officer - Regulatory and Regeneration to: a) Conclude on behalf of West Dunbartonshire Council (the Council), the award of the contract for External Building Fabric Upgrades to Ailsa Building Contractors Ltd; and b) Note that the contract shall be for a period of three years with the option of two x 12 month extensions and at a value of £6,760,019.19 inclusive of VAT over three years and £11,266,698.66 inclusive of VAT over five years. The estimated commencement date of the contract is September 2025. 3. Background 3.1 West Dunbartonshire Council (the Council) is seeking to appoint a suitably qualified contractor who can deliver the works required for External building fabric upgrades and because of the nature of the service or the viability of carrying out the works in house. 3.2 The overall budget for External Building Fabric Upgrades was approved at the Housing and Communities Committee on 7 May 2025. The budget for this specific contract is both Capital and Revenue. 3.3 This procurement exercise has been conducted in accordance with the Council’s Standing Orders and Financial Regulations and the Public Procurement Regulations. A Contract Strategy was also approved on 28 May 2025. 4. Main Issues 4.1 The Contract Strategy identified that the best route to market was by conducting an open procedure which opens the tender to a wider supplier base than the suppliers listed on a collaborative framework. By using this approach, it will encourage a larger / wider contractor base to bid for the project. The service area can also assist with promoting the opportunity locally. This will increase competition and allow for any local SMEs the opportunity to submit a tender response. ITEM 12 - APPENDIX 1 Page 102
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4.2 A contract notice was published on the Public Contracts Scotland advertising portal and the Find a Tender Service on 6 June 2025. Thirty Two potential bidders expressed an interest, with eight bidders submitting a response by the deadline on 17 July 2025. 4.3 The eight tender submissions were evaluated by representatives from Housing and Employability and Corporate Procurement Unit against pre-determined selection criteria forming part of the published tender documents which assessed competence, experience, and capacity. Eight tender submissions passed the selection criteria. 4.4 The tender submissions were evaluated against a set of award criteria which was based on Price / Quality ratio of 70% / 30%. The scores relative to the award criteria of each tenderer are as follows: Weighting A.C. Whyte & Co Ltd Ailsa Building Contractors Ltd Everwarm Limited GMG Contractors Ltd Hugh LS McConnell Ltd Quality (30%) Fit for Purpose (9.747%) 7.310% 4.873% 4.873% 4.873% 4.873% Programme and Phasing of Works (3.753%) 2.814% 1.876% 2.814% 2.814% 2.814% Specification (3%) 2.25% 1.5% 2.25% 2.25% 2.25% Contract Service Delivery Team Structure Skills (2.25%) 1.687% 1.125% 1.687% 1.687% 1.687% Responsiveness and Lead Time / On Time Delivery Against Objectives (2.25%) 1.687% 1.687% 1.687% 1.687% 1.687% Pricing (3.75%) 2.814% 1.875% 2.814% 2.814% 2.814% Business Continuity (2.25%) 1.687% 1.687% 1.687% 1.687% 1.687% Social Benefits (1.5%) 1.5% 1.5% 1.5% 1.5% 0.75% Sustainability (0.75%) 0.562% 0.562% 0.562% 0.562% 0.562% Fair Work First (0.75%) 0.562% 0.562% 0.562% 0.562% 0.562% Quality Sub- Total %: (30%) 22.875% 17.25% 20.438% 20.438% 19.688% Price (70%) Page 103
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Weighting Marley Contract Services MP Group UK Ltd Procast Building Contractors Limited Quality (30%) Fit for Purpose (9.747%) 4.873% 7.310% 4.873% Programme and Phasing of Works (3.753%) 1.876% 2.814% 2.814% Specification (3%) 1.5% 2.25% 1.5% Contract Service Delivery Team Structure Skills (2.25%) 1.687% 1.687% 1.687% Responsiveness and Lead Time / On Time Delivery Against Objectives (2.25%) 1.125% 1.687% 1.687% Pricing (3.75%) 2.814% 2.814% 2.814% Business Continuity (2.25%) 1.687% 1.687% 1.687% Social Benefits (1.5%) 0.75% 1.5% 0.75% Sustainability (0.75%) 0.375% 0.562% 0.562% Fair Work First (0.75%) 0.562% 0.562% 0.562% Quality Sub-Total %: (30%) 17.25% 22.875% 18.938% Price (70%) Price Sub Total £ - £3,360,868.63 £2,142,430.60 £2,508,844.83 Price Sub Total % (70%) 39.11% 61.353% 52.393% Total Score 100% 56.36% 84.228% 71.331% Price Sub Total £ - £2,814.782.6 0 £1,877,783.1 1 £2,635,415 .04 £2,432,852.9 6 £2,715,533 .51 Price Sub Total % (70%) 46.698% 70% 49.877% 54.029% 48.405% Total Score 100% 69.573% 87.25% 70.315% 74.467% 68.093% Page 104
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4.5 It is recommended that the contract is awarded to Ailsa Building Contractors Ltd, of Coatbridge. The contract shall be for a period of three years with the option of two x 12 month extensions and at a value of £6,760,019.19 inclusive of VAT over three years and £11,266,698.66 inclusive of VAT over five years. 4.6 Ailsa Building Contractors Ltd has committed to paying all staff as a minimum the real Living Wage (£12.60 per hour) and promotes Fair Working Practices across their organisation. Further, Ailsa Building Contractors Ltd has committed to delivery of the following social benefits as a direct result of delivery of this contract: Recruit member of staff from within the West Dunbartonshire geographical area who has been identified as a Working4U priority group client; Use of West Dunbartonshire based organisations for sub-contracting opportunities; Offer a new registered apprenticeship to a resident of the West Dunbartonshire geographical area, who is aged 16 - 24, ulitising WDC's modern apprenticehip contract for apprenticeship training; Offer a new registered apprenticeship to a resident of the West Dunbartonshire geographical area to a priority Working4U client. The social benefits will be discussed at the implementation meeting with Ailsa Building Contractors Ltd and actions to take these forward will be agreed. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Financial costs in respect of this Contract will be met from the approved Capital and Revenue budget of Housing and Employability. 6.2 The figures in the recommendations have been provided as inclusive of VAT in line with Scottish Government guidance. As the Council can recover VAT it may be of interest to note that the prices referred to in Paragraph 2.1(b) exclusive of VAT will be £5,633,349.33 over three years and £9,388,915.55 over five years. 6.3 This procurement exercise was conducted in accordance with the agreed Contract Strategy produced by the Corporate Procurement Unit in close consultation with Regulatory and Regeneration officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulation. 7. Risk Analysis 7.1 Ails Building Contractors Ltd has no known links to Serious and Organised Crime which would have significant political and reputational ramifications for the Council. Page 105
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8. Equalities Impact Assessment (EIA) 8.1 An equalities screening was undertaken which identified that a full assessment was required. 9. Consultation 9.1 Housing and Employability, Finance Services and Legal Services have been consulted on the contents of this report. 10. Strategic Assessment The External Building Fabric Upgrades will contribute to the delivery of the Council’s strategic priorities: Our communities are resilient and thriving. Our environment promotes a greener future. Our economy is strong and flourishing. Name: Michelle McKenzie Designation: Senior Procurement Officer Date: 5 August 2025 Authorisation: Delegated Authority Chief Officer: Peter Barry Signature: Date: Procurement Manager: Iain Skene Signature: Date: Page 106
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WEST DUNBARTONSHIRE COUNCIL Delegated Authority Contract Authorisation Report ___________________________________________________________________ Subject: Measured Term Contract for Plumbing 1. Purpose 1.1 The purpose of this report is to seek approval to conclude the award of the contract for the Measured Term Contract for Plumbing. 2. Recommendations 2.1 It is recommended that, upon this report being signed by the Chief Officer – Housing and Employability and the Business Partner – Strategic Procurement, that the CPU officer will request the Chief Officer - Regulatory and Regeneration to: a) Conclude on behalf of West Dunbartonshire Council (the Council), the award of the contract for Measured Term Contract for Plumbing to GKL Plumbing & Heating Ltd; and b) Note that the contract shall be for a period of two years with the option of a two x 12 months extension and at a value of £1,000,000 inclusive of VAT over two years and £2,000,000 inclusive of VAT should the contract be extended. The estimated commencement date of the contract is September 2025. 3. Background 3.1 West Dunbartonshire Council (the Council) is committed to delivering a high- quality repairs and maintenance service together with delivering capital projects, which ensures that all its housing, operational and non-operational properties are well maintained at a reasonable cost, providing value for money, are sustainable and are kept in a good and safe state of repair. This also ensures that the Council are extending the useful life of an asset and increase the market value of the Council’s assets. Building Services are the Council’s in-house maintenance provider. They deliver a wide range of services for local communities and customers from depots in Clydebank and Dumbarton providing a dedicated repairs and maintenance service employing in the region of 350 staff which is customer focused through a range of professional, technical and front-line services 3.2 The overall budget for Measured Term Contract for Plumbing was approved at the Housing and Communities Committee on 7 May 2025. The period of budget was for four years. 3.3 This procurement exercise has been conducted in accordance with the Council’s Standing Orders and Financial Regulations and the Public ITEM 12 - APPENDIX 2 Page 107
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Procurement Regulations. A Contract Strategy document was also approved on 16 June 2025. 4. Main Issues 4.1 The Council’s recommended route would be to conduct an open procedure which will ensure an open and transparent method of identifying suitably competent and qualified contractors. This route of procurement requires a contract notice to published for a minimum of 30 days inviting competing contractors that can provide the works within the timescales required. The robust Single Procurement Document the selection criteria as published will set out the minimum standards and criteria which must be evidenced. Each contractor must confirm that they meet the Council’s minimum requirements in relation to the Selection criteria. This compliant procurement route and ensuring value for money and a mechanism for controlling rates within the contracts. By adopting the above approach, this will allow the Council to select contractors who have a highly experience skill set and offer a collaborative working relationship with common goals. The Council would pro-actively target local SMEs using trade directories, local knowledge and by using social media channels and reaching out to suppliers on Scotland Excel Frameworks to advise them of our upcoming tender. 4.2 A contract notice was published on the Public Contracts Scotland advertising portal and the Find a Tender Service on 19 June 2025. 19 potential bidders expressed an interest, with three bidders submitting a response by the deadline on 21 July 2025. 4.3 The three tender submissions were evaluated by representatives from Building Services, Corporate Procurement Unit and Asset Management against pre- determined selection criteria forming part of the published tender documents which assessed competence, experience, and capacity. Three tender submissions passed the selection criteria. 4.4 Three tender submissions were evaluated against a set of award criteria which was based on Price / Quality ratio of 60% / 40%. The scores relative to the award criteria of each tenderer are as follows: Weighting GKL Plumbing & Heating Ltd Valley Group John Docherty & co Ltd Quality (40%) Fit for Purpose (13%) 9.75% 9.75% 9.75% Programme and Phasing of Works (5%) 2.5% 3.75% 3.75% Specification (4%) 3% 3% 3% Page 108
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Contract Service Delivery Team Structure Skills (3%) 2.25% 2.25% 2.25% Responsiveness and Lead Time / On Time Delivery Against Objectives (3%) 2.25% 2.25% 2.25% Pricing (5%) 3.75% 3.75% 3.75% Business Continuity (3%) 2.25% 2.25% 2.25% Social Benefits (2%) 2% 1% 2% Sustainability (1%) 0.75% 0.75% 0.75% Fair Work First (1%) 0.5% 0.75% 0.75% Quality Sub-Total %: (40%) 29% 29.5% 30.5% Price (60%) Price Sub Total £ - £ 74,607.90 £ 77,796.04 £ 93,514.67 Price Sub Total % (60%) 60% 57.54% 47.869% Total Score 100% 89% 87.04% 78.369% 4.5 It is recommended that the contract is awarded to GKL Plumbing & Heating Ltd, of Paisley, who has provided the most economically advantageous tender. The contract shall be for a period of two years with the option of a two x 12 month extension and at a value of £1,000,000 inclusive of VAT over two years and £2,000,000 inclusive VAT should the contract be extended. 4.6 GKL Plumbing & Heating Ltd has committed to paying all staff as a minimum the real Living Wage (£12.60 per hour) and promotes Fair Working Practices across their organisation. Further, GKL Plumbing & Heating Ltd has committed to delivery of the following social benefits as a direct result of delivery of this contract: All vacancies related to this contract to be advertised and recruited for through the Working4U Employer Engagement Recruitment Service. Use of West Dunbartonshire based organisations for sub-contracting opportunities; Deliver quarterly workshops, covering career skills, mock interviews etc., within a school or community learning environment; Page 109
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Facilitate quarterly work experience opportunities covering a range of work based skills; Support for local small and medium sized enterprises as part of this contract; Support for local Third Sector organisation(s) as part of this contract; Support for local Supported Businesses as part of this contract; Support for local community benefits as part of this contract; Support Climate Hero's initiative in partnership with Developing the Young Workforce- West Region and Education. Attend employment fair to encourage local employment with West Dunbartonshire Donation of goods to local food-share scheme. Donation of money to a community group or charity that supports health and wellbeing within the community. Donations of materials to support a local community project. Donation of labour to support a local community project. Provision of volunteers to support a local community project. Donation of money to support a local community project Sponsorship of a local sports or community team. Deliver quarterly mentoring sessions to West Dunbartonshire residents to remove barriers to work of those most likely to reoffend. Need to add work experience Supporting environmental educational projects in schools such as tree or woodland planting or educational packs. Community operated transport which helps reduce CO2 emissions or carbon footprint. Supporting the reduction of non-recyclable materials throughout the West Dunbartonshire area. The social benefits will be discussed at the implementation meeting with GKL Plumbing & Heating Ltd and actions to take these forward will be agreed. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Financial costs in respect of this Contract will be met from the approved Capital / Revenue budget of Building Services and Asset Management. 6.2 This procurement exercise was conducted in accordance with the agreed Contract Strategy produced by the Corporate Procurement Unit in close consultation with Building Services and Asset Management officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulation. 7. Risk Analysis Page 110
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7.1 GKL Plumbing & Heating Ltd has no known links to Serious and Organised Crime which would have significant political and reputational ramifications for the Council. 8. Equalities Impact Assessment (EIA) 8.1 An equalities screening was undertaken for this reports to determine if there is an equalities impact. The results where there was no equalities impact. 9. Consultation 9.1 Building Services and Asset Management have been consulted on the contents of this report. 10. Strategic Assessment 12.1 The Measured Term Contract for Plumbing will contribute to the delivery of the Council’s strategic priorities: Our communities are resilient and thriving; Our environment promotes a greener future; Our economy is strong and flourishing Name: Ellie Street Designation: Procurement Officer Date: 05/08/2025 Authorisation: Delegated Authority Chief Officer: Housing and Employability Name: Peter Barry Signature: Date: Procurement Manager: Iain Skene Signature: Date: Page 111
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WEST DUNBARTONSHIRE COUNCIL Delegated Authority Contract Authorisation Report ___________________________________________________________________ Subject: Provision of Digital TV Maintenance Services 1. Purpose 1.1 The purpose of this report is to seek approval to conclude the award of the contract for the Provision of Digital TV Maintenance Services. 2. Recommendations 2.1 It is recommended that, upon this report being signed by the Chief Officer – Housing and Employability and the Business Partner – Strategic Procurement, that the CPU officer will request the Chief Officer - Regulatory and Regeneration to: a) Conclude on behalf of West Dunbartonshire Council (the Council), the award of the contract for Provision of Digital TV Maintenance Services to MRM Electrical Solutions Ltd; and b) Note that the contract shall be for a period of two years with the option of a two x 12 months extension and at a value of £500,000 inclusive of VAT over two years and £1,000,000 inclusive of VAT should the contract be extended. The estimated commencement date of the contract is August 2025. 3. Background 3.1 West Dunbartonshire Council (the Council) is committed to delivering a high- quality repairs and maintenance service together with delivering capital projects, which ensures that all its housing, operational and non-operational properties are well maintained at a reasonable cost, providing value for money, are sustainable and are kept in a good and safe state of repair. This also ensures that the Council are extending the useful life of an asset and increase the market value of the Council’s assets. 3.2 The overall budget for Provision of Digital TV Maintenance Services was approved at the Housing and Communities Committee on 7 May 2025. The period of budget was for four years. The budget for this specific contract which is General Revenue budget, was approved by the [Home Committee] on 7 May 2025. 3.3 This procurement exercise has been conducted in accordance with the Council’s Standing Orders and Financial Regulations and the Public Procurement Regulations. A Contract Strategy document was also approved on 28 May 2025. 4. Main Issues 4.1 The recommended route to market was to have an open tender as there were currently no framework options available that fully cover off the Council ITEM 12 - APPENDIX 3 Page 112
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specification for this requirement. The open procedure allowed market exposure to multiple bidders and ensures all qualified suppliers have a chance to bid, driving competition and pricing to a better value. Advantageous to small and medium-sized enterprises (SME) providers on financial assessment and capacity reasons. The service area will also support with promoting the tender opportunity to any known bidders who can fully service the needs of the Council. 4.2 A contract notice was published on the Public Contracts Scotland advertising portal and the Find a Tender Service on 29 May 2025. Four potential bidders expressed an interest, with Four bidders submitting a response by the deadline on 30 June 2025. 4.3 The four tender submissions were evaluated by representatives from Building Services and Corporate Procurement Unit against pre-determined selection criteria forming part of the published tender documents which assessed competence, experience, and capacity. Four tender submissions passed the selection criteria. 4.4 Four tender submissions were evaluated against a set of award criteria which was based on Price / Quality ratio of 70% / 30%. The scores relative to the award criteria of each tenderer are as follows: Weighting MRM Electrical Solutions Ltd Robertson Acom Ltd Campbell & Kennedy Maintenance Ltd Alphacomm Systems Ltd Quality (30%) Contract Service delivery team – Structure (1.125%) 0.844% 0.844% 0.844% 0.844% Contract Service Delivery Team - Skills (2.25%) 1.687% 1.687% 1.125% 1.125% Contract Service Delivery Team - Allocation (1.125%) 0.843% 0.562% 0.562% 0.281% Emergency Response (3%) 2.25% 2.25% 1.5% 1.5% Tenant Liaison & Service (2.4%) 1.8% 1.8% 1.2% 1.8% Re-Phasing of Works (1.8%) 0.9% 1.35% 0.45% 0.9% Challenges, Issues and Risks (1.2%) 0.3% 0.6% 0.9% 0.9% Receiving Orders (1.2%) 0.6% 0.6% 0.6% 0.6% Escalation process (1.2%) 0.6% 0.9% 0.9% 0.6% Page 113
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Customer Liaison & Service (1.2%) 0.9% 0.6% 0.6% 0.6% Contract Communication (3.75%) 1.875% 1.875% 1.875% 1.875% Contract Monitoring (3.75%) 1.875% 2.812% 1.875% 1.875% Business Continuity - Communication (1.5%) 0.75% 1.125% 1.125% 0.75% Sustainability (1.5%) 0.75% 1.125% 0.375% 0.375% Fair Work First (1.5%) 1.125% 0.75% 1.125% 1.125% Social Benefits (1.5%) 0% 0.75% 0.75% 0% Quality Sub-Total %: (30%) 17.1% 19.63% 15.806% 15.15% Price (70%) Price Sub Total £ - £43,665 £70,063 £68,355.40 £73,295 Price Sub Total % (70%) 70% 43.62% 44.728% 41.70% Total Score 100% 87.1% 63.25% 60.535% 56.85% 4.5 It is recommended that the contract is awarded to MRM Electrical Solutions Ltd, of Newcastle Upon Tyne, who has provided the most economically advantageous tender. The contract shall be for a period of two years with the option of a two x 12 months extension and at a value of £1,000,000 inclusive of VAT over two years and £1,000,000 inclusive VAT should the contract be extended. 4.6 For noting MRM undertook not to charge the Council for scaffolding works and cited that they had just invested in a tower scaffold and relevant qualifications to operate it themselves. It’s possible they can cover that work in their overheads. Other than that they costs were in a very narrow band. 4.7 MRM Electrical Solutions Ltd has committed to paying all staff as a minimum the real Living Wage (£12.60 per hour) and promotes Fair Working Practices across their organisation. The social benefits will be discussed at the implementation meeting with MRM Electrical Solutions Ltd and actions to take these forward will be agreed. 5. People Implications 5.1 There are no people implications. Page 114
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6. Financial and Procurement Implications 6.1 Financial costs in respect of this Contract will be met from the approved General Revenue budget of Building Services. 6.2 This procurement exercise was conducted in accordance with the agreed Contract Strategy produced by 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 Regulation. 7. Risk Analysis 7.1 MRM Electrical Solutions Ltd has no known links to Serious and Organised Crime which would have significant political and reputational ramifications for the Council. 8. Equalities Impact Assessment (EIA) 8.1 An equalities screening was undertaken for this reports to determine if there is an equalities impact. The results where: there were no equalities impacted. 9. Consultation 9.1 Building Services, Finance Services and Legal Services have been consulted on the contents of this report. 10. Strategic Assessment 12.1 The Provision of Digital TV Maintenance Services will contribute to the delivery of the Council’s strategic priorities: Our communities are resilient and thriving; Our environment promotes a greener future; Our economy is strong and flourishing Name: Ellie Street Designation: Procurement Officer Date: 05/08/2025 Authorisation: Delegated Authority Chief Officer: Housing and Employability Name: Peter Barry Signature: Date: Procurement Manager: Iain Skene Signature: Date: 5/8/25 Page 115
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 20 August 2025 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 30 June 25 (Period 3) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 30 June 2025. 2. Recommendations 2.1 Members are asked to: i) note the current position of the 2025/26 HRA capital estimates and the HRA capital plan. ii) note that in year financial performance will be monitored against a 2025/26 capital expenditure estimate of £55.547m and a 2025/26 capital income estimate of £6.290m, a forecast borrowing requirement of £49.257m. iii) note that project life performance will be monitored against a project life expenditure estimate of £345.311m and a project life income estimate of £80.378m, a five-year borrowing requirement of £264.933m. iv) note that at this early stage all projects are on track regarding achieving their planned completion dates and delivering within the updated capital estimate. 3. Background 3.1 The Council approved the HRA Capital Plan for 2025/2026 to 2029/2030 on 5 March 2025. The HRA capital plan estimated £70.590m of capital expenditure and £15.324m of capital income in 25/26, a forecast borrowing requirement of £55.266m. 3.2 Since then, budget adjustments have taken place to reflect up to date information on progress delivering the plan and any need for budget acceleration and budget deceleration from / to future years, and to update the expenditure and income budgets for Affordable Housing Supply projects to reflect the 2024/2025 outturn and to reflect that the most recent cost and income forecasts. The budget adjustments result in revised capital budgets as set out in Exhibit 1. The updated borrowing requirement for 25/26 of £49.257m is £6.009m less than the estimate that Council agreed in March 2025. ITEM 13 Page 117
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Exhibit 1: Revised HRA Capital Estimates 2025/2026 – 2029/2030 2025/26 BCR03 (£m) Project Life BCR03 (£m) 2025/26 March 25 (£m) Project Life March 25 (£m) Other Capital Expenditure 7.433 26.267 7.433 26.267 Component Replacement 20.881 93.567 20.881 93.567 Void Capital 5.258 19.873 5.258 19.873 Structural & Environmental 3.762 17.320 3.762 17.320 Support Costs 3.100 17.155 3.100 17.155 More Homes Programme 15.113 171.129 30.156 166.469 Total Expenditure 55.547 345.311 70.590 340.651 Total Income -6.290 -80.379 -15.324 -73.009 Prudential Borrowing 49.257 264.932 55.266 267.642 4. Main Issues 4.1 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR03 Appendix 2 – HRA Capital Detail BCR03 4.2 The HRA capital summary report at Appendix 1 reports that planned expenditure and planned income are both in line with the overall project estimates. Appendix 1 reports that there are fifteen capital projects where expenditure is tracked over the multi-year life of the project and twenty-nine projects classified as rolling programme projects / contingency / fees, that is programmes of work where an annual estimate is set each year that takes account of demand, cost, and affordability. 4.3 Appendix 2 shows all projects with approved in year and project life estimates as well as forecast expenditure / income. The appendix highlights a 2025/2026 expenditure budget of £55.447m and a forecast spend of £55.447m. The 2025/2026 capital income budget is £6.290m, with a forecast income of £6.290m. 4.5 Budget assumptions are required to forecast costs / income, especially where projects span multi-year and project finances have yet to be finalised. It is therefore likely that the projected year end position will change during the year. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital estimates. Page 118
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8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are several variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital estimates have been consulted during the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ________________ Laurence Slavin Chief Officer – Resources Date: 20 August 2025 Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR03 Appendix 2- HRA Capital Details BCR03 Background Papers: Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget, and Rent Levels for 2025/26 - Council 5 March 2025. Wards Affected All Wards Page 119
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Period 3 - 30 June 25 Summary HRA Capital Expenditure Project Life Budget Project Life Forecast Spend Project Life Variance Rolling Programmes Projects Projects On Track / Complete Projects Off Track £000 £000 £000 Other Capital Expenditure 26,267 26,267 - 8 - - - Major Component Replacement 93,567 93,567 - 10 - - - Void Capital 19,873 19,873 - 1 - - - Structural & Environmental 17,320 17,320 - 4 - - - Support Costs 17,155 17,155 - 1 - - - Affordable Housing Supply Programme 171,129 171,129 - 5 15 15 - Total Expenditure 345,311 345,311 - 29 15 15 - Total Income (80,378) (80,378) - - - Total 264,933 264,933 - ITEM 13 - APPENDIX 1 Page 120
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All Approved HRA Capital Projects at Period 03 _ 30 June 25 Project Category Planned End Date Revised End Date Project Life Budget Expenditure to 31/3/25 Expenditure to Date Projected Future Spend Project Life Forecast Spend Project Variance Updated Budget 2025/26 Expenditure to Date 2025/26 Projected Spend 2025/26 In Year Variance 2025/26 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 OCE1 Special Needs Adaptations Rolling 31/03/2030 3,661 - 197 3,464 3,661 - 668 197 668 - OCE2 Capitalised Minor Works Rolling 31/03/2030 12,623 - 681 11,942 12,623 - 3,715 681 3,715 - OCE3 Better Homes Priority Budget Rolling 31/03/2030 1,175 - 6 1,169 1,175 - 275 6 275 - OCE4 Environmental Sensors Programme Rolling 31/03/2030 7,897 - 226 7,671 7,897 - 2,000 226 2,000 - OCE5 Housing CCTV Installation Programme Rolling 31/03/2030 750 - 287 463 750 - 750 287 750 - OCE6 QL Development Rolling 31/03/2030 50 - - 50 50 - 10 - 10 - OCE7 Gypsy Travellers Site Rolling 31/03/2030 15 - - 15 15 - 15 - 15 - OCE8 Airport Noise Rolling 31/03/2027 96 - - 96 96 - - - - - Other Capital Expenditure 26,267 - 1,397 24,870 26,267 - 7,433 1,397 7,433 0 MCR1 Targeted SHQS /EESSH compliance works Rolling 31/03/2030 30,163 - 782 29,381 30,163 - 6,628 782 6,628 - MCR2 External Component Renewal - Roofs Rolling 31/03/2030 13,204 - 367 12,837 13,204 - 2,550 367 2,550 - MCR3 Doors/Windows Component Renewals Rolling 31/03/2030 23,190 - 1,029 22,161 23,190 - 4,985 1,029 4,985 - MCR4 External Stores / Garages / Bin Stores Rolling 31/03/2030 247 - - 247 247 - 48 - 48 - MCR5 Secure entry component renewals Rolling 31/03/2030 500 - - 500 500 - 100 - 100 - MCR6 Statutory / Regulatory Compliance Works Rolling 31/03/2030 1,106 - - 1,106 1,106 - 594 - 594 - MCR7 Heating Improvement Works Rolling 31/03/2030 11,771 - 418 11,353 11,771 - 2,268 418 2,268 - MCR8 Energy Improvements / Energy Efficiency Works Rolling 31/03/2030 297 - - 297 297 - 58 - 58 - MCR9 Kitchen Upgrade Rolling 31/03/2030 10,089 - 391 9,698 10,089 - 2,850 391 2,850 - MCR10 Bathroom & Shower Replacement Rolling 31/03/2030 3,000 - 160 2,840 3,000 - 800 160 800 - Major Component Replacement 93,567 - 3,147 90,420 93,567 - 20,881 3,147 20,881 - VOC1 Void House Strategy Programme Rolling 31/03/2030 19,873 - 1,251 18,622 19,873 - 5,258 1,251 5,258 - Void Capital 19,873 - 1,251 18,622 19,873 - 5,258 1,251 5,258 0 STE1 Defective structures/component renewals Rolling 31/03/2030 4,389 - 245 4,144 4,389 - 800 245 800 - STE2 Environmental Renewal - Paths & Environment Rolling 31/03/2030 5,436 - 290 5,146 5,436 - 1,000 290 1,000 - STE3 Asbestos Management Works Rolling 31/03/2030 1,239 - - 1,239 1,239 - 242 - 242 - STE4 Multi Storey Flat Strategy Rolling 31/03/2030 6,256 - 2 6,254 6,256 - 1,720 2 1,720 - Structural & Environmental 17,320 - 537 16,783 17,320 - 3,762 537 3,762 0 SUP1 Salaries / Central Support / Overhead Rolling 31/03/2030 17,155 - 775 16,380 17,155 - 3,100 775 3,100 - Support Costs 17,155 - 775 16,380 17,155 - 3,100 775 3,100 0 AHP1 Buy Backs Rolling 31/03/2030 21,387 - 209 21,178 21,387 - 4,380 209 4,380 - AHP2 Demolition Programme Rolling 31/03/2029 1,140 - 138 1,002 1,140 - 140 138 140 - AHP3 Contingency Rolling 31/03/2030 530 - - 530 530 - 102 - 102 - AHP4 Clydebank East Project 30/04/2025 33,643 32,953 33,080 563 33,643 - 250 127 250 - AHP5 Mount Pleasant Project 30/04/2025 5,357 4,900 5,282 75 5,357 - 382 382 382 - AHP6 Pappert Project 30/06/2025 9,034 8,169 8,897 137 9,034 - 730 728 730 - AHP7 7-9 Gilmour Avenue Project 30/09/2025 733 459 461 272 733 - 264 2 264 - AHP8 Willox Park Phase1 Project 31/12/2025 5,531 1,951 2,565 2,966 5,531 - 2,980 614 2,980 - AHP9 Bonhill Gap Sites Project 30/09/2026 9,521 241 241 9,280 9,521 - 1,600 - 1,600 - AHP10 Queen Mary Avenue Project 31/12/2026 4,540 40 134 4,406 4,540 - 800 94 800 - AHP11 Bank Street Project 31/12/2026 5,797 297 350 5,447 5,797 - 1,500 53 1,500 - AHP12 Silverton Project 31/03/2027 2,889 29 29 2,860 2,889 - 100 - 100 - AHP13 28 Bridge Street Project 31/03/2027 810 - - 810 810 - 60 - 60 - AHP14 Willox Park Phase2 Project 30/06/2027 5,355 - - 5,355 5,355 - 100 - 100 - AHP15 Ottawa Crescent Project 30/06/2027 6,000 - - 6,000 6,000 - 250 - 250 - AHP16 Dennystoun Forge – New Build Project 30/09/2027 4,129 59 59 4,070 4,129 - 400 - 400 - AHP17 Clydebank Health Centre Project 31/12/2027 15,642 1,017 1,060 14,582 15,642 - 375 43 375 - AHP18 Queens Quay Site C Project 31/03/2030 7,231 31 31 7,200 7,231 - - - - - AHP19 Future New Build & Related Regeneration Projects Rolling 31/03/2030 31,030 - - 31,030 31,030 - 550 - 550 - AHP20 Fees, Staffing Costs, contingency Rolling 31/03/2030 830 - - 830 830 - 150 - 150 - Affordable Housing Supply Programme 171,129 50,146 52,536 118,593 171,129 - 15,113 2,390 15,113 0 Total Expenditure 345,311 50,146 59,643 285,668 345,311 - 55,547 9,497 55,547 0 Full Project Life ITEM 13 - APPENDIX 2 Page 121
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All Approved HRA Capital Projects at Period 03 _ 30 June 25 Appendix 2 Full Project Life Project Category Planned End Date Revised End Date Project Life Budget Income to 31/3/25 Income to Date Projected Future Income Project Life Forecast Income Project Variance Updated Budget 2025/26 Income to Date 2025/26 Projected Income 2025/26 In Year Variance 2025/26 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CAPI1 Scottish Govt Buyback Grant Rolling 31/03/2030 (10,550) - - (10,550) (10,550) - (550) - (550) - CAPI2 Clydebank East Project 30/04/2025 (12,605) (12,605) (12,605) 0 (12,605) - - - - - CAPI3 Mount Pleasant Project 30/04/2025 (1,838) (1,838) (1,838) - (1,838) - - - - - CAPI4 Pappert Site Project 30/06/2025 (3,725) (3,475) (3,475) (250) (3,725) - (250) - 250- - CAPI5 7-9 Gilmour Avenue Project 30/09/2025 (311) (191) (191) (120) (311) - (120) - (120) - CAPI6 Willox Park Phase1 Project 31/12/2025 (1,644) (1,644) (1,644) - (1,644) - - - - - CAPI7 Bonhill Gap Sites Project 30/09/2026 (3,748) (378) (378) (3,370) (3,748) - (1,600) - (1,600) - CAPI9 Queen Mary Avenue Project 31/12/2026 (2,040) (140) (140) (1,900) (2,040) - - - - - CAPI8 Bank Street Project 31/12/2026 (2,220) (258) (258) (1,962) (2,220) - (1,500) - (1,500) - CAPI10 Silverton Project 31/03/2027 (1,080) - - (1,080) 1,080- - - - - - CAPI11 Dennystoun Forge – New Build Project 30/09/2027 (2,400) - - (2,400) (2,400) - - - - - CAPI12 Clydebank Health Centre Project 31/12/2027 (4,781) (966) (966) (3,815) (4,781) - (375) - (375) - CAPI13 Queens Quay Site C Project 31/03/2030 (4,814) (2,086) (2,014) (2,800) (4,814) - 72 72 72 - CAPI14 Future new build sites & related regeneration projects Rolling 31/03/2030 (24,711) - - (24,711) (24,711) - (60) - (60) - CAPI15 Owners Recoveries Rolling 31/03/2030 (3,500) - (1,000) (2,500) (3,500) - (1,500) (1,000) (1,500) CAPI16 Other Grant Rolling 31/03/2030 (406) - (405) (1) (406) - (406) (405) (406) CAPI17 HRA Loan Repayments Rolling 31/03/2030 (5) - - (5) (5) - (1) - (1) - Total Income (80,378) (23,581) (24,914) (55,464) (80,378) - (6,290) (1,333) (6,290) - Prudential Borrowing Requirement 264,933 26,565 34,729 230,204 264,933 - 49,257 8,164 49,257 0 Full Project Life In Year Page 122
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 20 August 2025 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 30 June 2025 (Period 03) 1. Purpose 1.1 The purpose of this report is to advise Committee on the 2025/2026 HRA revenue budget position on 30 June 2025 and the forecast position for HRA reserves on 31 March 2026. 2. Recommendations 2.1 Members are asked to: i. note the HRA revenue account is forecasting a deficit of £0.282m. If required, HRA reserves will be used to fund the adverse variance. ii. note that the forecast deficit would reduce HRA reserves to £0.329m on 31 March 2026. iii. note that forecast HRA revenue reserves are less than the HRA revenue prudential target for 31 March 2026 of £1.160m. iv. note that work will continue to explore opportunities to remove the in-year deficit and to rebuild reserves, including the targeting of efficiencies across all areas of the HRA revenue account budget. 3. Background Revenue 3.1 The Council approved a 2025/2026 HRA revenue budget of £58.105m on the 5th of March 2025. A prudential reserve target of £1.16m was also set (2% of the revenue budget). HRA prudential reserves were £0.611m on 31st March 2025. 4. Main Issues 4.1 This report advises committee of the key issues contributing to the Housing Revenue Account (HRA) forecasting a 2025/26 deficit of £0.282m. The forecast deficit would require a call on HRA reserves and leave forecast HRA reserves of £0.329m on 31 March 2026. Using existing reserves to address the funding deficit adds risk to the wider financial position of the HRA with reduced capacity to absorb any unforeseen future costs until the HRA rebuilds its reserves. ITEM 14 Page 123
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4.2 There are a range of unfavourable / favourable variance contributing to the forecast deficit and the main variances are detailed below. Adverse Variances > £50,000 Employee Costs - £0.257m Adverse 4.3 The main employee cost pressures relate to employers’ national insurance contribution costs and a higher than budgeted pay settlement for 2025/26. 4.4 The HRA did not budget for the increase in employers’ national insurance costs in 2025/2026. When the decision was made not to provide for additional national insurance costs in the HRA estimates, it assumed that the Scottish Government would provide the council with additional financial grant that would allow the council to compensate the HRA for this cost burden. However, the council did not receive full Scottish Government funding for the additional employer national insurance costs. Employer national insurance costs are forecast to be £170,000 more than estimate. 4.5 The HRA estimates assume a 3% pay award for 2025/26. On the 13th of June 2025, COSLA wrote to trade unions with a two-year pay offer, a 4% increase in 2025/25 and a 3.5% increase in 2026/27. The forecast is based on a 4% pay award with the higher award creating an £80,000 HRA cost pressure. Repair and Maintenance - £0.044m Adverse 4.6 The HRA repair and maintenance budget of £13.081m is forecasting a slight overspend against budget. There continues to a high responsive repair demand service delivery costs forecast to be circa £890,000 more than budget. A range of mitigations are in place to address the cost pressure, including tighter controls on contractor use, the capitalisation of EICR spend that complements the environmental sensor programme, and close working with Greenspace colleagues to deliver a minimum £0.150m saving against environmental budgets by revising work specifications and streamlining processes. Bad Debt Provision - £0.150m Adverse 4.7 The HRA needs to make prudent financial provision for uncollected income across a range of HRA debts, including rent arrears, rechargeable repairs, factoring services, capital works. 4.8 HRA income levels have increased over the past few years because of council house rent increases, the more stringent application of the rechargeable repairs policy for repairs caused by tenant neglect / abuse, and the increased amounts invoiced to owners residing within former HRA properties (factoring / common repairs / capital works). Page 124
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4.9 Performance recovering this debt and outstanding debt levels is kept under constant review. Debt levels have increased alongside the increase in the amount billed to tenants / owners. The forecast adverse variance assumes an increase in the bad debt provision to take account of the increased debt. Void Loss / Council Tax - £0.269m Adverse 4.10 Council tax payments for longer term void houses are forecast to reduce by £60,000 in 2025/26 compared to 2024/25 as more longer-term voids are let, however forecast council tax payments for 2025/26 are £150,000 compared to a target of £50,000. As previously advised, the main factor behind HRA properties incurring a council tax liability are delays resolving issues with debt on meters and with meter reconnections with the poor performance of the utility companies adversely impacting on the length of time properties are void and leading to more empty properties incurring a council tax liability. Officers have made progress and continue to work with utility companies to drive sustainable improvement in this challenging area and to minimise the number of longer-term voids and the attendant council tax liability. 4.11 Regarding void losses, there has been considerable progress in reducing void numbers and void rent loss. The void rent loss is forecast to reduce by £150,000 in 2025/26 compared to 2024/25 as void numbers reduce, however forecast void loss for 2025/26 is £850,000 compared to a target of £700,000. Reducing the void loss remains an operational priority area and the Council’s Void Working Group and Building Services Improvement Plan will support further improvement in this key area. Favourable Variance > £50,000 Loan Charges - £0.585m Favourable. 4.12 The favourable variance is attributable to forecast HRA capital debt repayment and HRA interest payments being less than the amount budgeted for within the HRA revenue estimates. The 2025/26 HRA loan charge estimates were based on HRA capital debt of £356m on 31 March 2025. However, lower HRA capital borrowing in 2024/25 across the More Home (new build) capital programme led to HRA debt being £348m on 31 March 2025, £8m less than anticipated. The lower debt level will attract lower debt servicing costs. 4.13 Members will be aware of the significant risk and uncertainty around forecasting local authority borrowing costs. The HRA has paid a much higher interest rate on its outstanding capital debt over the last two years because of the sharp increase in the interest rates payable on new temporary and new Public Work Loans Board (PWLB) borrowing. The favourable variance of £585,000 is predicated on reduced local authority borrowing costs during the current financial year. There is a risk that HRA debt interest payments are more than forecast. 5. People Implications 5.1 There are no people implications. Page 125
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6. Financial and Procurement Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified between now and the end of the financial year. This can affect all service areas. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9. Consultation 9.1 All services involved in delivering the HRA revenue budget have been consulted during the compilation of this report. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer – Resources Date: 20 August 2025 ___________________________________________________________________ Person to Contact: Jim McCarron - Business Unit Finance Partner Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Background Papers: None Wards Affected: All Page 126
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2025/26 PERIOD END DATE Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status £000 £000 £000 £000 % Employee Costs 7,855 2,209 8,112 257 3% Property Costs 1,349 283 1,381 32 2% Transport Costs 154 44 177 23 0% Supplies, Services And Admin 418 102 409 (9) -2% Support Services 2,584 646 2,584 0 0% Other Expenditure 420 109 437 17 4% Repairs & Maintenance 13,081 3,110 13,125 44 0% Bad Debt Provision 1,119 317 1,269 150 13% Void Loss (Council Tax / Lost Rents) 831 275 1,100 269 32% Loan Charges 29,055 7,143 28,571 (484) -2% Total Expenditure 56,866 14,238 57,165 299 1% House Rents (55,961) (14,000) (56,000) (39) 0% Lockup Rents (232) (58) (232) 0 0% Factoring Charges (448) (108) (430) 18 -4% Other rents (137) (34) (137) 0 0% Miscellaneous income (123) (21) (84) 39 -32% Total Income (56,901) (14,221) (56,883) 18 0% Net Expenditure (35) 17 282 317 30 June 2025 Subjective Summary Forecast Variance 2025/26 ITEM 14 - APPENDIX 1 Page 127
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 30 June 2025 PERIOD 3 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Employee Costs 7,855 8,112 257 3% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Bad Debt Provision 1,119 1,269 150 13% Main Issues Mitigating Action Anticipated Outcome RAG Status Variance Narrative The Council needs to make prudent provision for the non collection of HRA debt. HRA debt has been increasing as officers more stringently apply the rechargeable repairs policy for repairs caused by tenant neglect / abuse. These debts are difficult to collect because tenants often have multiple other debts with the Council and others. A review of the bad debt provision has identified a need to further increase the amount set aside for irrecoverable debt. Housing and Corporate Debt staff continue to work closely to maximise contact with customers with debt and to put in place reasonable affordable repayment plans that take account of customers personal circumstances. A year end overspend. Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs, insurance and factoring services, capital works. Cost of employees charged directly to the HRA. Variance Narrative Recruitment of critical posts and higher employer national insurance costs are creating a cost pressure. The forecast also incudes a cost pressure for a higher than estimated pay settlement. COSLA have offered employees a 4% pay award for 2025/26, the estimates included a 3% provisiion. Management will target staffing efficiencies, including tighter controls on staff recruitment and overtime. A year end overspend. Variance Analysis Forecast Variance 2025/26 Subjective Description Subjective Analysis RAG Status Variance Analysis Subjective Analysis Forecast Variance 2025/26 ITEM 14 - APPENDIX 2 Page 128
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 30 June 2025 PERIOD 3 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 831 1,100 269 32% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Loan Charges 29,055 28,571 (485) -2% Main Issues Mitigating Action Anticipated Outcome Housing staff will continue to engage with utility companies to highlight meter issues that are preventing properties being available for let. Housing and Building Services staff will continue to prioritise the repair and subsequent allocation of longer term void properties. Housing staff will continue to develop and argue the case for additional council tax relief. Subjective Description Lost rental income for void houses and lockups and the cost of council tax on long term void properties. Void numbers and council tax payments for longer term void houses are forecast to exceed budget. There are ongoing challenges with utility companies as council staff try and resolve debt on meters and meter reconnections. The poor performance of the utility companies adversely impacts on the length of time properties are void and leads to more empty properties incurring a council tax liability. The service is working with the council tax team / the assessor service to secure maximum relief for several of our longer-term void properties. A year end overspend. Variance Analysis Forecast Variance 2025/26 Variance Narrative Subjective Analysis RAG Status Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status A year end underspend. Subjective Description Loans Fund repayments and the payment of interest and expenses on outstanding HRA debt. Variance Narrative HRA capital debt at 31 March 2025 was lower than forecast and this led to lower debt servicing costs across both debt repayment and debt interest. None. Page 129
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 30 June 2025 PERIOD 3 Page 130
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 20 August 2025 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2025/26 as at Period 3 (30 June 2025) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 30 June 2025 (Period 3) of General Fund Revenue services under the remit of the Housing and Communities Committee. 2. Recommendations 2.1 Members are asked to i) note the account currently shows a projected annual adverse variance of £0.097m (10.8% of the net expenditure budget). ii) note the progress on efficiencies incorporated into 2025/2026 budgets. 3. Background 3.1 Revenue Budget Members agreed the 2025/2026 revenue estimates at the Council meeting on 5th March 2025. A total net expenditure budget of £0.902m was approved for services under the Housing and Communities services remit. Budget Approved 5 March 2025 Gross Expenditure £m Gross Income £m Net Expenditure £m Homelessness Services 5.069 -4.241 0.828 Private Sector Housing 0.016 - 0.016 Private Sector Housing Grant 0.425 -0.382 0.043 Anti-Social Behaviour & CCTV 0.480 -0.175 0.305 Housing Maintenance Trading Organisation 20.581 -20.871 -0.290 Total 26.571 -25.670 0.902 ITEM 15 Page 131
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4. Main Issues 5. 4.1 Appendix 1 reports the forecast outturn for the services at £0.999m, a a projected annual adverse variance of £0.097m (10.8% of the net expenditure budget). 4.2 The Homelessness service is the only service forecasting an adverse variance, with a forecast overspend of £99,000. Higher than planned service delivery costs for the Ashton View supported accommodation service is the main driver for the overspend. Employee cost pressures are particularly acute within the Ashton View service because the service need to provide staffing cover in line with Scottish Social Services Council (SSSC) staffing ratios. High levels of sickness absence within the service have also led to increased use of agency and temporary staff to meet ratios. 4.3 The Homelessness service is reviewing staffing levels across other parts of the service and reviewing rent recovery performance across homeless lets to assess options to reduce the overspend and it is expected that the forecast overspend will reduce as action is taken to reduce net expenditure across other service areas Appendix 2 provides a detailed analysis by service area. Appendix 3 provides commentary of projected net annual variances greater than £0.050m. Appendix 4 shows progress on the delivering 2024/2025 saving options. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. 6.2 Agreed efficiencies for 2025/2026 are monitored with current indications being that all the budgeted savings of £0.222m will be achieved (see Appendix 4). 7. Risk Analysis 7.1 The present variances should be viewed in the knowledge that there are several variable factors which could arise between now and 31 March and which could affect the year end results for both the revenue and capital budgets. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. Page 132
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9. Consultation 9.1 All services involved in delivering the budgets have been consulted in the compilation of this report 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer, Resources Date: 20 August 2025 ___________________________________________________________________ Person to Contact: Jim McCarron - Finance Business Partner, 16 Church Street, Dumbarton, G82 1QL Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2 - Detailed Budgetary Position (Revenue) Appendix 3 - Variance Analysis (Revenue) Appendix 4 - Monitoring of Efficiencies/Savings Options (Revenue) Background Papers: None Wards Affected: All Page 133
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 30 June 2025 Actual Outturn 2024/25 Total Budget 2026/26 YTD Spend 2025/26 Forecast Spend 2025/26 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 £000 % £000 £000 687 828 65 927 99 12% 0 99 11 16 4 16 0 0% 0 0 41 Private Sector Housing Grant 43 11 43 0 0% 0 0 312 305 86 303 (2) -1% 0 (2) 0 (290) (43) (290) 0 0% 0 0 1,051 902 123 999 97 11% 0 97 Housing Maintenance Trading Organisation Total Net Expenditure Service / Subjective Summary Annual Variance 2026/26 Homelessness Services Private Sector Housing Anti Social Behaviour & CCTV ITEM 15 - APPENDIX 1 Page 134
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 30 June 2025 PERIOD 3 Actual Outturn 2024/25 Service Summary Total Budget 2026/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status £000 £000 £000 £000 £000 % 14,172 Employee 14,748 3,446 14,090 (658) -4% 2,564 Property 2,779 687 2,875 96 3% 1,152 Transport and Plant 1,189 276 1,106 (83) -7% 5,650 Supplies, Services and Admin 5,559 1,329 5,351 (208) -4% 1,178 Payments to Other Bodies 1,267 285 1,299 3200% 3% 1,019 Other 1,029 257 1,029 0 0% 25,735 Gross Expenditure 26,571 6,280 25,750 (821) -3% (24,684) Income (25,669) (6,157) (24,751) 918 -4% 1,051 Net Expenditure 902 123 999 98 11% £000 £000 £000 £000 £000 % 1,686 Employee 1,710 347 1,762 52 3% 2,133 Property 2,352 532 2,362 10 0% 14 Transport and Plant 14 2 11 (3) -21% 78 Supplies, Services and Admin 68 12 79 11 16% 840 Payments to Other Bodies 925 203 957 32 3% 0 Other 0 0 0 0 0% 4,751 Gross Expenditure 5,069 1,096 5,171 102 2% (4,064) Income (4,241) (1,031) (4,244) (3) 0% 687 Net Expenditure 828 65 927 99 12% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 11 Payments to Other Bodies 16 4 16 0 0% 0 Other 0 0 0 0 0% 11 Gross Expenditure 16 4 16 0 0% 0 Income 0 0 0 0 0% 11 Net Expenditure 16 4 16 0 0% Private Sector Housing Annual Variance 2026/26 Homelessness Services All Services ITEM 15 - APPENDIX 2 Page 135
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 30 June 2025 PERIOD 3 Actual Outturn 2024/25 Service Summary Total Budget 2026/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Annual Variance 2026/26 £000 £000 £000 £000 £000 % 42 Employee 42 11 44 2 5% 118 Property 177 77 177 0 0% 0 Transport and Plant 0 0 0 0 0% -2 Supplies, Services and Admin 0 (1) (2) (2) 0% 207 Payments to Other Bodies 206 48 206 0 0% 0 Other 0 0 0 0 0% 365 Gross Expenditure 425 135 425 0 0% (324) Income (382) (124) (382) 0 0% 41 Net Expenditure 43 11 43 0 0% £000 £000 £000 £000 £000 % 293 Employee 273 85 271 (2) -1% 71 Property 86 15 86 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 1 0 1 0 0% 120 Payments to Other Bodies 120 30 120 0 0% 0 Other 0 0 0 0 0% 484 Gross Expenditure 480 130 478 (2) 0% (172) Income (175) (44) (175) 0 0% 312 Net Expenditure 305 86 303 (2) -1% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 12,151 Employee 12,723 3,003 12,013 (710) -6% 242 Property 164 63 250 86 52% 1,138 Transport and Plant 1,175 274 1,095 (80) -7% 5,574 Supplies, Services and Admin 5,490 1,318 5,273 (217) -4% 0 Payments to Other Bodies 0 0 0 0 0% 1,019 Other 1,029 257 1,029 0 0% 20,124 Gross Expenditure 20,581 4,915 19,660 (921) -4% (20,124) Income (20,871) (4,958) (19,950) 921 4% 0 Net Expenditure (290) (43) (290) 0 0% Housing Maintenance Trading Organisation Private Sector Housing Grant Anti Social Behaviour & CCTV Page 136
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Homelessness Services 828 927 99 12% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading Organisation (290) (290) 0 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 30 June 2025 Budget Details Variance Analysis Variance This service seeks to prevent homelessness occurring across the authority and improves access to support services The adverse variances on employee costs related to staffing pressures at the Ashton View Supported Accommodation project where staffing levels are determined by the Scottish Social Services Council ( SSSC ) requirements. There are also inflationary pressures across supported accommodation contracts. A year end overspend. The service will achieve its budgeted surplus None available Employee cost underspend due to vacant posts within the service. Property cost overspend due to a reassessment of depot costs charged to the HMTO. Transport and supply cost underspend reflecting lower employee numbers and reduced throughput of work undertaken by HMTO. Lower income reflects reduced delivery costs / reduced throughput of work. This service delivers maintenance and investment services to the council's housing stock The service will minimise any overspend through tight control on recruitment and the maximisation of housing benefit income across temporary accommodation properties and Ashton View supported accommodation properties. ITEM 15 - APPENDIX 3 Page 137
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2026/26 - BCR03 Efficiency Detail Reference Budgeted Amount £'000 Projection of Total Saved £'000 Projection of Total Not Saved £'000 Comment 1 Reduce budget for temporary accommodation furniture HE03 18 18 0 2 CCTV Service Reduction HE04 31 31 0 49 49 0 STATUS: COMPLETE ITEM 15 - APPENDIX 4 Page 138