Document Pack (Bookmarked) - HAC Committee 19 11 25
West Dunbartonshire Council · 19 November 2025
Back to Housing & Communities Committee — 19 November 2025 and its agenda
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Agenda Housing and Communities Committee Date: Wednesday, 19 November 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:- Councillor Kevin Crawford Councillor Ian Dickson Councillor Gurpreet Singh Johal (Chair) Councillor David McBride Councillor Michelle McGinty Provost Karen Murray Conaghan Councillor Lawrence O’Neill Councillor Lauren Oxley Councillor Martin Rooney Councillor William Rooney Councillor Hazel Sorrell (Vice Chair) Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer – Housing Chief Officer – Resources Date issued: 6 November 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, 19 NOVEMBER 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 7 - 14 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 20 August 2025. 7 SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT Submit report by the Divisional Commander, Police Scotland providing Members with an update Quarter 4 on local policing in West Dunbartonshire. 15 - 25 7 (b)/ Page 3
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(b) FIRE AND RESCUE SCRUTINY REPORT 27 - 42 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 SERVICES DELIVERY PLAN 2025/26 43 - 60 MID-YEAR PROGRESS REPORT Submit report by the Chief Housing Officer providing an update on progress of the Housing Services Delivery Plan 2025/26. 9 HOUSING EMERGENCY ACTION PLAN 61 - 86 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. 10 ‘MORE HOMES WEST DUNBARTONSHIRE’ - STRATEGIC HOUSING INVESTMENT PLAN (SHIP) 2025/26 - 2029/30 87 - 119 Submit report by the Chief Housing Officer seeking approval for the More Homes West Dunbartonshire Strategic Housing Investment Plan (SHIP) for 2025/26 - 2029/30 which requires to be submitted to the Scottish Government. 11 MORE HOMES WEST DUNBARTONSHIRE – WEST 121 - 131 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. 12 SCOTTISH SOCIAL HOUSING CHARTER ANNUAL BENCHMARKING AND MID-YEAR PROGRESS REPORT 133 - 144 Submit report by the Chief Housing Officer providing benchmarking information relating to 2024/25 and a mid-year update in terms of how the Council’s Housing and Homelessness service is performing against the Scottish Social Housing Charter indicators and meeting the requirements of the Scottish Housing Regulator’s Regulatory Framework. Page 4
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13 FORMER TENANTS RENT ARREARS WRITE-OFFS 145 - 147 Submit report by the Chief Housing Officer seeking approval for the write-off of rent arrears for former tenants. 14 BUILDING SERVICES PROCUREMENT (APPROVAL 149 - 151 REQUIRED TO AWARD) Submit report by the Chief Housing Officer seeking approval of completed tender processes for Building Services. 15 BUILDING SERVICES PROCUREMENT (APPROVAL 153 - 157 REQUIRED TO TENDER) Submit report by the Chief Housing Officer seeking approval of updated tender requirements information for Building Services. 16 HOUSING REVENUE ACCOUNT (HRA) REVENUE BUDGETARY CONTROL REPORT TO 31 AUGUST (PERIOD 5) 159 - 168 Submit report by the Chief Officer - Resources advising of the 2025/2026 HRA revenue budget position on 31 August 2025 and the forecast position of the HRA reserves as of 31 March 2026. 17 HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) 169 - 179 Submit report by the Chief Officer - Resources providing an update on the HRA capital programme to 31 August 2025 (Period 5). 18 GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 5 (31 AUGUST 2025) 181 - 188 Submit report by the Chief Officer - Resources providing an update on the financial performance to 31 August 2025 (Period 5) of General Fund Revenue services under the remit of the Housing and Communities Committee. Page 5
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HOUSING AND COMMUNITIES COMMITTEE At a Hybrid Meeting of the Housing and Communities Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 20 August 2025 at 10.00 a.m. Present: Provost Karen Murray Conaghan and Councillors Kevin Crawford, Ian Dickson, Gurpreet Singh Johal, David McBride, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Martin Rooney, Hazel Sorrel and Sophie Traynor. Attending: Peter Barry, Chief Officer - Housing; John Kerr, Housing Development and Homelessness Manager; Nicola Pettigrew, Housing Operations Manager; Laurence Slavin, Chief Officer - Resources; Alistair Norris, Contracts Manager; Iain Skene, Procurement Manager; Christopher Anderson, Section Head and Principal Solicitor and Nicola Moorcroft, Committee Officer. Also attending: Superintendent Mark Stirling and Superintendent Colin Cameron, Police Scotland; Group Commander Kevin Rennie and Watch Commander Chris Spence, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apologies: Apologies for absence were intimated on behalf of Councillor William Rooney. Apologies for absence from Divisional Commander Gary I’Anson, and Chief Inspector Simon Shanks were also noted. 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 any of the items of business on the agenda. 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 7 May 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 1 for 2025/26 on local policing in West Dunbartonshire. After discussion and having heard, Superintendent Mark Stirling and Superintendent Colin Cameron, in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the update provided. (b) FIRE AND RESCUE SCRUTINY REPORT A report was submitted by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data against priorities in the West Dunbartonshire Local Fire and Rescue Plan. After discussion and having heard Group Commander Kevin Rennie and Watch Commander Chris Spence, 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. HOUSING EMERGENCY DECLARATION ACTION PLAN A report was submitted by the Chief Officer - Housing providing an updating on the Housing Emergency Declaration Action Plan (HEDAP) which was formulated to Page 8
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address the emergency following the Council’s housing emergency declaration on 1st May 2024. After discussion and having heard the Chief Officer - Housing 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 - 4.10 of the report and in the action plan update within Appendix 1 of the report; and (2) to note the Chief Officer - Housing would continue to bring an update report to future Housing and Communities committee meetings. MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted by the Chief Officer - Housing 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, the Housing Development and Homelessness Manager and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach, including the final handover of new homes at the zero carbon Pappert and Mount Pleasant developments which completed two significant housing-led regeneration projects; (2) to 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 (3) to approve the Chief Officer - Housing, to directly award a design and build contract to deliver the Silverton regeneration project up to the budgeted costs for project (Dumbuie Avenue and Smollett Road). SCOTTISH SOCIAL HOUSING CHARTER/REGULATION OF SOCIAL HOUSING IN SCOTLAND ANNUAL UPDATE REPORT A report was submitted 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. Page 9
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After discussion and having heard the Chief Officer - Housing and the Contracts Manager; in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the content of the current Engagement Plan published by the Scottish Housing Regulator (SHR) on 31 March 2025; (2) to note performance in terms of achieving the Scottish Social Housing Charter (SSHC) outcomes during 2024/25; (3) to note 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; (4) to note the key areas of focus for the Housing Improvement Board (HIB) during 2025/26 which are outlined at paragraph 4.16 of the report; (5) to note that our assessment of 2024/25 performance will inform the production and publication of the annual Charter Performance Report for tenants and other customers; (6) to approve the Annual Assurance Statement (AAS), attached as Appendix 1 of the report, to be signed by the Housing and Communities Committee Convener, on behalf of the Committee and submitted to the Scottish Housing Regulator as per regulatory requirement; (7) to note and commend the achievements of the West Dunbartonshire Tenants and Residents Organisation (WDTRO) in receiving national recognition for its work by being awarded the “Tenant Group of the Year” and Outstanding Achievement Award” from the Tenant Participation Advisory Service Scotland (TPAS Scotland); and (8) to agree 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 the Council’s performance against all local authorities in Scotland, as well as Wheatley Homes Glasgow. HOME AT THE HEART - WEST DUNBARTONSHIRE’S RAPID RE-HOUSING TRANSITION PLAN UPDATE AND NEW APPROACHES TO HOMELESSNESS PROGRESS REPORT A report was submitted by the Chief Officer - Housing 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. After discussion and having heard the Chief Officer - Housing, the Housing Development and Homelessness Manager and the Housing Operations Manager in further explanation and in answer to Members’ questions, the Committee agreed:- Page 10
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(1) to 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 paragraphs 4.27 – 4.43 of the report; (2) to note that the Council’s housing allocation letting target for homeless households is 59% for 2025/26, as set out in paragraph 4.35 of the report and note the Chief Officer - Housing will keep this target under close review based on current modelling projections; (3) to note the continued uncertainty around future funding referenced in paragraph 6 of the report; and (4) to 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. (5) that the Housing and Communities Committee Convener, in conjunction with the Chief Officer – Housing, write to both the Scottish Ministers and Westminster to highlight the challenging situation being experienced with Utility Companies which is hampering progress of delivery and directly affecting residents. BUILDING SERVICES PROCUREMENT PROVISION UPDATE A report was submitted by the Chief Officer - Housing advising of updated tender requirements information for Building Services and seeking approval for the award of contracts by the Chief Officer - Housing to successful bidders. Reference was made to two Briefing papers which had been circulated prior to the meeting. ADJOURNMENT The Chair adjourned the meeting for a short recess. The meeting reconvened at 11.40 a.m. with all those Members listed in the sederunt in attendance. After discussion and having heard the Chief Officer - Housing, the Contracts Manager and the Procurement 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 contract award to the contractors listed within the table in paragraph 4.2 of the report; and (3) that any reference to GKL Plumbing & Heating Ltd be amended to GKL Facilities Services Ltd. Page 11
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CAPITAL BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) A report was submitted by the Chief Officer - Resources providing an update on the HRA capital programme to 30 June 2025 (Period 3). After discussion and having heard the Chief Officer - Housing and the Housing Development and Homelessness Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the current position of the 2025/26 HRA capital estimates and the HRA Capital Plan; (2) to note that in year financial performance would 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; (3) to note that project life performance would 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; and (4) to note that at this early stage all projects are on track regarding achieving their planned completion dates and delivering within the updated capital estimate. HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 30 JUNE 2025 (PERIOD 3) A report was submitted 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. After discussion and having heard the Chief Officer - Housing in further explanation and in answer to Members’ questions, Councillor Gurpreet Singh Johal, seconded by Councillor David McBride moved that the Committee: The Committee agrees to the recommendations at paragraph 2.1 of the report to: (1) note the HRA revenue account is forecasting a deficit of £0.282m. If required, HRA reserves will be used to fund the adverse variance. (2) note that the forecast deficit would reduce HRA reserves to £0.329m on 31 March 2026. (3) note that forecast HRA revenue reserves are less than the HRA revenue prudential target for 31 March 2026 of £1.160m; and Page 12
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(4) 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. In addition, Committee notes the motion approved by the IRED Committee on 13th August 2025 which included the requirement the Housing and Communities Committee to approve: That subject to Housing and Communities Committee approval and subsequent Council approval, Greenspace services are restored as follows: One-Off Costs for the Current year 2025/26 to: Apply a one-off cost of £65,000 from the HRA reserves to fund additional grass cutting capacity over the rest of the year at a cost of £65,000. Contribute £75,000 towards the costs of the retention of ten seasonal workers to cut back the areas of long grass to the 2024/25 levels. Recuring costs for financial year 2026/27 to: Increased recurring cost to fund grass cutting services at a cost of £150,000 to the Housing Revenue Fund for 2026/2027. The Housing and Communities Committee agree the above proposals relating to the Housing Revenue Account (subject to consultation with the West Dunbartonshire Tenants and Residents Organisation in respect of the 2026/27 costs) and approval of the General Spending commitment at Council. The stepped approach means next year that we will restore our grass cutting service capacity to its 2024/25 levels in a planned and achievable way. As an amendment, Councillor Sophie Traynor, seconded by Councillor Ian Dickson, moved that: Committee notes with concern the Labour Administration’s Greenspace motion, which proposes to remove £140,000 from the Housing Revenue Budget in the current year and a further £150,000 in 2026/27. Committee recognises that the Housing Revenue Budget is already under severe financial pressure, with West Dunbartonshire Council having declared a Housing Emergency in 2024 as a result of the extreme pressures facing housing and homelessness services. Committee believes that diverting money ringfenced for housing will only worsen these challenges and exacerbate the crisis, placing an unfair burden on council tenants who may face increased rents as a direct consequence. Committee further notes that no consultation has taken place with tenants regarding the use of their rent contributions for general greenspace maintenance, and that the West Dunbartonshire Tenants and Residents Organisation (WDTRO) has expressed clear opposition to these proposals. Page 13
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In light of these concerns, Committee does not support the removal of money from the Housing Revenue Budget for this purpose and agrees that the matter should be referred to next week’s meeting of full Council, to ensure that all elected members have the opportunity to represent their constituents on such an important financial decision. On a roll call vote being taken 5 Members voted for the amendment, Provost Murray Congahan and Councillors Crawford, Dickson, Oxley and Traynor and 6 Members voted for the motion namely, Councillors Johal, McBride, McGinty, O’Neill, Rooney and Sorrell. The motion was, accordingly, declared carried. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 3 (30 JUNE 2025) A report was submitted 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. After discussion the Committee agreed:- (1) to note that the account currently showed a projected annual adverse variance of £0.097m (10.8% of the net expenditure budget); and (2) to note the progress on efficiencies incorporated into 2025/2026 budgets. The meeting closed at 12:57 p.m. Page 14
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April to Sep 25 Total Crime 952 Crimes Incidents 13,538 Dishonesty Crimes 1044 Domestic Abuse Inc 806 +12.7% +12.7% +6.6% +3.3% +40.6% +7%* Road Deaths & Serious Injuries 15 -0.8%* Sexual Crime 149 -166*PYTD +64*PYTD, +114*5YR AVG +118*PYTD, +240*5YR AVG +50*PYTD, +119*5YR AVG +24*PYTD, +128*5YR AVG +43*PYTD, +45*5YR AVG +1*on PYTD -14*PYTD Violent Crime 784 Missing People 128 Counter Terrorism -35*PYTD -21.5%* +7*PYTD, -7*5YR AVG Common Assault 575 +10% Housebreaking 74 Disorder Complaints 1849 The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average +19% -1.2% ITEM 7a Page 15
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OFFICIAL SECTION PAGE NUMBER Introduction 2 Executive Summary 3 Demand Analysis 4 Acquisitive Crime 5 Public Protection 6 Road Safety 7 Serious Organized Crime 8 Violence 9 Antisocial Behaviour 10 Public Confidence - Complaints & Allegations 11 Introduction I am pleased to present this performance summary report to the West Dunbartonshire Housing Committee for its information and consideration. The Reporting Period for this report is cumulative for Quarters 1 to 4 of 2025/26, with available figures being shown from 1st April 2025 through to 30th Sep 2025. Please note that all data included in this report are management information and not official statistics. All data are sourced from Police Scotland internal systems and are correct as of date of publication. Unless stated otherwise numerical comparisons are against the previous year to date and the previous five year average for the same data period specified. Crimes and offences are grouped under recognised categories for statistical purposes. The Scottish Government defines these categories, as follows: Group 1 - Non Sexual Crimes of Violence Group 6 – Anti-social offences Group 2 - Sexual Crimes Group 7 – Miscellaneous Offences Group 3 - Crimes of Dishonesty Group 8 – Road traffic offences Group 4 – Damage and reckless behaviour PYTD - Previous Year to Date Group 5 – Crimes against society CYTD - Current Year to Date Page 16
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OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of Qtr. 2, acquisitive crimes have increased by 12.7% from 926 to 1044 crimes compared to the same period last year. This is largely attributed to a rise in common thefts (+41), fraud (+25) and vehicle crime (+47) during 2025/26. Public Protection Group 2 sexual crimes have also risen by 40.6% with 149 crimes recorded compared to 106 at the end of 2024/25. This is largely due to an increase in the number of crimes relating to indecent images/communications from 26 to 65 crimes with the majority predominantly being committed via online platforms. Sexual assaults have also increased slightly from 32 to 37, albeit non-recent reporting continues to account for a significant proportion of these crimes. Road Safety & Road Crime The number of fatal road traffic collisions within West Dunbartonshire has risen marginally at the end of Qtr. 2 with only one recorded compared to zero in 2024/25. Road traffic collisions resulting in serious injuries have remained static compared to the position last year with 14 recorded while those resulting in slight injuries have reduced by 6. Serious Organised Crime As at the end of Qtr. 2, drugs supply crimes show a reduction of 41% from 46 to 24 crimes while possession charges have also decreased from 246 to 220 crimes. Across Argyll & West Dunbartonshire 19 crimes linked to persons associated with serious and organised crime have been recorded and £37,109.44 has been seized under POCA since 1st April 2025. Violence & ASB At the end of Qtr. 2, Group 1 crimes of violence have increased by 3.3% with 784 crimes compared to 759 the previous year to date. Anti-social behaviour (ASB) related crimes have also risen from 593 to 712 due to increases in breach of the peace/threatening abusive behaviour (+128) compared to last year. 1. Acquisitive Crime 2. Public Protection 3. Road Safety & Road Crime 4. Serious Organised Crime 5. Violence & Anti-social behaviour WEST DUNBARTONSHIRE POLICING PRIORITIES 2023-2026 Page 17
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OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 5001 5953 Total number of incidents 13,704 13,538 DEMAND ANALYSIS - * PYTD - PREVIOUS YEAR TO DATE CYTD - CURRENT YEAR TO DATE * * * * The total volume of crimes and offences recorded within West Dunbartonshire has seen an overall increase when compared to the previous year while the current figure is also above the previous 5-year average (+19%). Most crime types have experienced an increase compared to last year, with the exception of a slight reduction in crimes relating to damage and reckless behaviour (-4.4%). Road traffic offences (+48.8%) continue to experience the most significant increase year on year from 1230 to 1830 crimes followed by antisocial offences (+20.7%) (+119) and acquisitive crimes (+12.7%) (+118). Page 18
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OFFICIAL ACQUISITIVE CRIME At the end of Qtr. 2, shoplifting crimes have seen a reduction of 4.7% compared to the previous year from 423 to 403 but remains above the previous 5-year average. Year to date an additional 7 shoplifting crimes have been detected year on year, while the detection rate has risen from 50.4% to 54.6%. Motor vehicle crimes have increased by 78.3%, which is due to a continued rise in thefts from motor vehicles from 14 to 59 crimes, which is also considerably above the previous 5-year average (22). The increase has largely been attributed to now arrested repeat offender whose MO was to target insecure (unlocked) vehicles for personal belongings at various loci in both Clydebank and Alexandria. The DR for vehicle crime is at 30.8% (-5.8% PYTD). Fraud crimes have seen an increase of 22% as at the end of Qtr. 2 from 113 to 138 crimes and remains above the 5-year average of (109). The increase is largely due to a notable rise in frauds involving stolen credit/debit cards (+30), while the majority of online based frauds such as social engineering and online market frauds have seen slight reductions. The DR for fraud crime is currently at 32.6%, which is a considerable rise from 9.7% PYTD. Common thefts have risen by 19% compared to the previous year from 215 to 256 crimes, which is currently above the 5-year average of (212). The detection rate has increased, rising from 25.1% to 28.9% year on year. In number terms an additional 20 crimes have been detected. The overall increase in acquisitive crime has reduced substantially from 35% above PYTD at the end of Q1 to 12.7% above PYTD at the end of Q2. Our increased patrols and engagement around retail outlets is showing to be having a positive impact with an encouraging 4.7% reduction in shoplifting offences coupled with an increased detection rate. We are currently in discussion with COPFS regarding the submission of applications for criminal ASBOs (CRASBO) which would, if granted, place restrictions on the highest tariff offenders regarding retail premises and areas attended etc. providing retail workers with protection from repeated criminality. Fraud remains a national issue, we are continually providing advice and guidance via social media and in-person on how to best protect yourself online and when using online payment methods. This have been supported with national media coverage, and indeed, specific fraud action programmes, on television. We will maintain our efforts in this area of criminality which is a worldwide epidemic. Page 19
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OFFICIAL Due to the very nature of rape and sexual offence enquires, they are often protracted, hence, the detection rate for rape offences having reduced greatly at the conclusion of Q1 has now been restored to 87%. Often these enquiries can run over multiple reporting periods which causes the detection rate to fluctuate while the enquires are still progressing. We are utilising social media and personal safety inputs to highlight and warn against the dangers of online sexualised activity. We have used resources specifically targeting Sextortion and warning of the repercussions of becoming involved online with persons unknown. Our Youth Engagement Officers are working closely with staff from The Rosey Project to deliver workshops targeting misogynistic behaviours, online sexual violence and consent. These inputs are being very well received as we look at altering the behaviours of individuals at a young age to positively impact on the domestic violence and sexual offence stats of the future. Continued work with Adult Accommodation Centres, Children’s Houses and with those suffering from dementia and their families, has continued to reduce the number of persons being reported missing which can have a very heavy impact on resources over prolonged periods while putting individuals at great risk. At the end of Qtr. 2 2025/26, Group 2 crimes have increased by 40.6% (+43) compared to the same period last year. Sexual assaults continue to show a slight increase from 32 to 37 crimes while rape offences have reduced 32% from 32 to 25. Much of the overall rise in Group 2 figures is due to an increase in online sexual activity involving indecent images/communications. Approximately 96% of rape crimes occurred in a private space setting with the majority being committed by persons known to the victim. Similarly, around 73% of sexual assaults also occurred in a private place and 90% of crimes were committed by persons known to the victim. Just under half of all sexual assaults (46%) recorded during the current reporting period related to non-recent reports. Both the detection rates for rape and sexual assault have risen by 35.3% and 40% respectively. Crimes relating to indecent images/communications have experienced a considerable increase compared to last year from 26 to 65 crimes with the majority being committed by strangers via online platforms. Approx. 25% of recorded offences relate to two repeat offenders. The number of domestic abuse incidents has increased by 6.6% compared to PYTD from 756 to 806, while the number of crimes recorded have also risen by 13.2% from 539 to 610 as at the end of Qtr. 2. The crime/incident conversion rate has reduced marginally from 50.8% to 49.3%. A total of 128 missing person reports had been recorded by the end of Qtr. 2, which is a decrease of 21.5% from 163 last year. PUBLIC PROTECTION Page 20
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OFFICIAL At the end of Qtr. 2, the number of fatal road collisions in West Dunbartonshire, has risen marginally from the position last year with one recorded compared to zero in 2024/25. Serious injuries are currently unchanged year on year with 14 recorded during both periods however the number the number serious injuries involving children have risen from zero to two. Offences relating to motor vehicles have seen a considerable increase of 48.8% from 1230 to 1830 (+600). Speeding offences have experienced the highest increase (+274) followed by vehicle defect such as construction and lighting offences (+138) and unlawful use of motor vehicle such as licence, insurance and registration offences (+113). The increase in vehicle offences is testament to proactive policing within West Dunbartonshire throughout 2025/26. Road Traffic Casualties 2024/25 2025/26 Number of persons killed on our roads 0 1 Number of persons seriously injured 14 14 Number of persons slightly injured 20 14 Number of children seriously injured 2 0 Our traffic offences continue to increase which is testament to our specialist road policing officers, supported by their response colleagues, targeting those drivers who are putting people’s wellbeing at risk. That may be via their driving standards or due to the condition of the vehicles being driven on the roads. The circumstances of any fatal road crash, currently sitting at one for the reporting period, are investigated thoroughly by national specialist crash investigation teams. At our Road Safety Partnership, which involves partners from the Local Authority, Roads, Transport Scotland and others, we now review all fatal crash scenes and circumstances to ensure that any contributory factor that can be altered, is altered, to reduce the chance of any further accidents at the same location. During this reporting period we commenced our Fatal 5 - Young Drivers Campaign. We are committed to protecting all road users, particularly the vulnerable. Despite updated legislation and increased penalties, the following Fatal 5 offences remain prevalent – Speeding – Drink & Drug Driving – Mobile Phone Use – Careless Driving – No Seatbelt Our campaign aligns with an NPCC UK-wide campaign intended to educate young drivers against these risk-taking driving behaviours. Our intentions are to: Influence road user behaviour and increase the safety of our roads. Enforce relevant legislation through the detection of offenders and reduce the occurrence of collisions, particularly those with a Fatal 5 causation factor. Utilise social media to highlight risks associated with Fatal 5 driving behaviours. ROAD SAFETY AND ROAD CRIME Page 21
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OFFICIAL Across Argyll & West Dunbartonshire, 19 crimes linked to persons associated with serious and organised crime have been recorded and £37,109.44 has been seized under POCA since 1st April 2025. As at the end of Qtr. 2, drug supply charges have reduced from 46 to 24 crimes, which is currently below the previous 5-year average (40), while production/cultivation of drugs have marginally increased by 2. Drug possession charges have seen a reduction of 10.6% from 246 to 220 crimes. The total value of monies seized under POCA has increased by 107.2% since the end of Q1 rising from £17,910 to £37,109.44 at the end of this reporting period. This reporting period was dominated by the visit of The President of The United States, Donald Trump, which was followed shortly thereafter by the visit of Vice President, J D Vance. Both visits, more so POTUS, were very resource intensive and like every policing division across the country, L Division had to provide significant resources to the operations for a sustained period to ensure the visits passed off safely and without major incident. The policing operation was commended by the Chief Constable and First Minister John Swinney. Unfortunately, such a level of demand impacts on pro-activity which sits out with normal daily routine police business which was not impacted upon due to an alteration to the working pattern of all officers. Although pro-active work was impacted upon, which includes activity around intelligence relating to the distribution of drug supply, all intelligence gleaned during the visits is now being progressed. Although drug supply charges remain behind the PYTD figure, we have increased this figure significantly since the end of Q1, rising from 8 to 24 showing that we are already making significant improvements in this area of criminality. As reported at the end of Q1, The Flexible Policing Unit was established, which will be utilised to progress intelligence concerning all areas of criminality across the authority. DI Michael Lochrie took over management of the SOCT based at Dumbarton. Michael brings many years of experience from being based within our National Organised Crime & Counter Terrorism Unit to the division which will a great asset as we continue to target those involved in serious crime. SERIOUS & ORGANISED CRIME Page 22
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OFFICIAL VIOLENCE & ANTI-SOCIAL BEHAVIOUR Continued decreases in both robberies and serious assaults for the second quarter after similar decreases in Q1 is very satisfying. Fewer crimes equate to less victims of what are, serious offences, some of which can have prolonged impact on victims. This reduction is at least in part attributed to our continued scrutiny and proactivity around high tariff domestic offenders and persons subject of MAPPA conditions. Through our seat on the Alcohol & Drug Partnership (ADP) we are involved in work around the prevalence of alcohol and other substances in criminality including violence. We are working as a partnership looking at the hospital admittance stats involving alcohol and / or drugs across West Dunbartonshire. This work will help direct our policing plan to best ensure our resources are at the correct locations and the correct times to deter those individuals’ intent on becoming involved in ASB & violence. The ADP will also be objecting to any future alcohol licence applications that they feel would fall into the over-provision of alcohol category in a particular area. Levels of violence in West Dunbartonshire overall have slightly increased by 3.2% from 759 to 783 (+24) crimes. Approx. 55% of all crimes took place in a private place. Furthermore, almost 40% of public space crimes were committed by persons known to the victim. The overall increase is largely attributed to a 12.6% rise in common assaults (+64 crimes) compared to last year. Both the number of serious assaults and robberies have decreased year on year from 43 to 30 crimes (-30.3%) and 21 to 20 crimes respectively. Approx. 64% of serious assaults occurred within a public space and around 60% of crimes were committed by persons known to the victim. Half of crimes were committed whilst the victim and/or offender was under the influence of alcohol. Robberies were largely spit 60/40 public/private space with 9 crimes occurring within a residential premise and 8 related to street robberies. The remaining crimes occurred within a commercial locus. Two thirds of robbery crimes were committed by persons known to the victim with 3 being domestic related. The detection rate for robbery has reduced by 16.4% from 71.4% to 55%, while the DR for serious assault remains relatively unchanged at 66.7% from 67.4% PYTD. Page 23
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OFFICIAL Common assaults continue to experience with an increase of 12.6% from 510 to 574 which is currently above the 5-year average (460). Common assaults on police and emergency workers have also risen marginally by 3% (+3 crimes) compared to PYTD. Around 58% of common assaults occurred in private space settings and in 48% of public space crimes, offenders were known to victims. The detection rate for common assaults overall has increased marginally from 56.5% to 57.5%, which equates to an additional 42 crimes being detected. Across the recording period the number of ASB related calls to Police Scotland has increased slightly by approx. 3% compared to last year. Similarly anti-social related offences (Group 6) have increased by 20% with 712 crimes recorded compared to 593 PYTD, however the current figure remains marginally below the previous 5-year average (717). VIOLENCE & ANTI-SOCIAL BEHAVIOUR This reporting period seen the conclusion of Operation Ballaton for 2025, which ran from April 2025. YTD we are showing a 3% rise in ASB related calls to the police and a rise in ASB related offences. Given the very pleasant weather for prolonged periods this year, we increased our policing footprint across the Balloch and south Loch Lomond areas to match the vastly increased numbers attending in these areas. By far, the vast majority of people visiting the area were well behaved and did not cause any issue. However, on occasion, we did encounter ASB but due to pre-planning with our WDC, BTP and NP partners, we were able to deal with such situations swiftly and robustly to minimise any negative impact on the local community. Such police activity does increase the ASB crime figures, but it is important that we provide these communities with a professional and impactful service during the busy summer months. Our stop & search figures have been impacted upon by the resource demand for the visit of the US President through this reporting period and we are confident this figure will increase through proportionate activity as we progress towards the year end and into 2026. Page 24
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OFFICIAL PUBLIC CONFIDENCE: COMPLAINTS & USER SATISFACTION Overall satisfaction with Police Scotland User Satisfaction results show that locally, public confidence levels remain high within Argyll and West Dunbartonshire with overall satisfaction levels at 77%, which is above the position as at the end of Qtr. 2 during the 2024/25 reporting period (69%). Overall satisfaction nationally with contacting the police was at 67% in Quarter 2, down four percentage points from the previous quarter. Satisfaction remained between 68%-74% in the past 2024-25 financial year. Detailed below are our User Experience results for L Division. Overall Satisfaction (3,814) L Division (146) Argyll & Bute (38) West Dunbartonshire (47) 67% 71% 79% 68% In September 2025 a new jointly sponsored project collaboration between SCRA and Police Scotland commenced. The project focus is on a shared goal to ensure that the right children are referred to SCRA at the right time in their own unique service journey. To support this objective, the new project involves a Children’s Reporter working within our Risk and Concern Hub. Whilst within the hub, the reporter will work alongside Police Scotland in the following activities: Establishment of a Children’s Hearing Champion model – training, enabling and supporting officers to become subject matter experts in the operation of the Children’s Hearing System Support of the Concern Hub – the Reporter will work collaboratively with police, from within the Hub, around the referral to SCRA processes. 77% Satisfied/Very Satisfied Total of 298 responses Page 25
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Scrutiny Report 2025-26 Q2 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire ITEM 7b Page 27
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202504/11/25 © 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. 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 Q2 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire Page 28
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2025-26 Q21. Summary 114 Fires 66 110 False Alarms 290 12 0 0 Fire Fatalities 9 1 28 UFAS 202504/11/25 © 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 (Due to Apparatus) Inter-Agency False Alarm (UFAS) False Alarm (Good Intent) Fire (Building) Fire (Vehicle) Humanitarian Flooding / Water Rescue Other Non-Fire 80 51 29 28 26 24 10 10 8 8 Fire Safety AuditsHome Fire Safety Visits Total Incidents (Incl. Incompletes) 36107 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, and we conducted 107 visits over this recording period. 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 29
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2. Trends Previous 16 quarters (4 years) 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires 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 2025-26 Q2 27 19 34 18 33 23 33 26 29 24 29 25 29 26 29 31 Deliberate Fires 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 2025-26 Q2 70 81 182 30 178 45 168 71 84 65 87 49 73 94 90 56 Non-Domestic Fires 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 2025-26 Q2 3 0 11 7 4 10 9 4 6 8 6 55 7 6 5 Unwanted Fire Alarm Signals 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 2025-26 Q2 123 28 136 25 83 52 119 101 31 4651 101 34 3542 108 Road Traffic Collisions 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 2025-26 Q2 5 8 12 2 9 4 7 7 9 8 7 56 8 5 7 Page 30
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2. Trends 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Previous 16 quarters (4 years) Accidental Dwelling Fire Casualties 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 2025-26 Q2 3 0 9 0 2 5 6 3 1 2 6 2 1 2 2 4 Non-Fire Casualties 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 2025-26 Q2 8 1014 3 3 6 7 9 5 8 6 4 4 6 6 3 Road Traffic Collision Casualties 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 2025-26 Q2 1 99 0 0 6 1 1 3 1 3 22 3 1 2 Home Fire Safety Visits 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 2025-26 Q2 341 107 73 199 239 203 264260 220 239 106 227 229 213 300 224 Fire Safety Audits 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 2025-26 Q2 9 36 46 1 19 35 1617 14 23 18 12 23 22 11 37 Page 31
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202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires in this period Extent of Damage Incidents Not applicable 14 Limited to item 1st ignited 5 Source of Ignition (Top 10) Other domestic style appliance Electricity supply Smoking Related 15 2 1 1 Trend by Quarter (4 years) 15 20 25 30 35 19 Incidents by Ward Clydebank Central Clydebank Waterfront Dumbarton Kilpatrick Lomond Leven 4 4 4 4 2 1 2025-26 Q23. Accidental Dwelling Fires 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 29 to 19. Page 32
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4. Accidental Dwelling Fire Casualties Non-Fatal Casualties Fatal Casualties Nature of Injury/Cause of Death Casualties 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Trend by Quarter (4 years) 0 5 10 People Rescued by Firefighters Extent of Harm (Non-Fatal) First Aid Given at Scene Hospital Slight Injuries Hospital Serious Injuries 2025-26 Q2 0 0 1 0 0 0 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 2 to 0, which we will continue to monitor. There were no fatal dwelling fire casualties over this recording period. Page 33
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5. Non-Fire Casualties 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Dumbarton Leven 8 2 Trend by Quarter (4 years) 5 10 Non-Fatal Casualties Fatal Casualties People Rescued by Firefighters Extent of Harm (Non-Fatal) First Aid Given at Scene Hospital Slight Injuries Hospital Serious Injuries Nature of Injury/Cause of Death Casualties Bruising 6 Other medical condition 2 Cuts/Lacerations 1 Drowning 1 2025-26 Q2 9 1 11 5 3 1 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 an increase in non-fire casualties, from 3 to 10, which we will continue to actively monitor. Unfortunately, we have recorded one fatal casualty in this period. All casualties were non fire related, we attended to assist other agencies, such as Police Scotland and Scottish Ambulance Service. Page 34
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6. Deliberate Fires Property Type Incident Refuse 36 Grassland, woodland and crops 24 Other outdoors (including land) 11 Road Vehicle 5 Non Residential 3 Dwelling 1 Other Residential 1 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Clydebank Waterfront Leven Clydebank Central Dumbarton Lomond Kilpatrick 23 21 13 11 11 2 Trend by Quarter (4 years) 0 50 100 150 200 81 Deliberate Fires in this period 2025-26 Q2 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 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. 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 Over this reporting period there was a reduction in deliberate fires from 182 to 82 Page 35
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7. Non-Domestic Fires 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Non-Domestic Fires in this period 2025-26 Q2 Top 15 Property Types Property Type Incidents Accidental Deliberate Incidents by Ward Extent of Damage Trend by Quarter (4 years) 0 5 10 0 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 reduction in Non-Domestic fires from 5 to 0. Page 36
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8. Unwanted Fire Alarm Signals 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Unwanted Fire Alarm Signals in this period 2025-26 Q2 Top 15 Property Types Property Type Incidents Residential Home 11 Hospitals and medical care 7 Sheltered Housing - not self contained 5 Hotel/motel 3 Other holiday residence (cottage, flat, chalet) 1 Sporting venues 1 Incidents by Ward Clydebank Waterfront Dumbarton Lomond Clydebank Central Kilpatrick Leven 8 7 6 4 2 1 Trend by Quarter (4 years) 50 100 28 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. Since the implementation of our revised policy, we continue to see a reduction in this type of incident, which is highlighted by the reduction from 46 to 28, in this report. Page 37
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9. Road Traffic Collisions 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Road Traffic Collisions in this period Non-Fatal Casualties Fatal Casualties People Rescued by Firefighters Extent of Harm (Non-Fatal) First Aid Given at Scene Hospital Slight Injuries Hospital Serious Injuries 2025-26 Q2 Incidents by Ward Dumbarton Clydebank Waterfront Kilpatrick Leven Lomond 3 2 1 1 1 Trend by Quarter (4 years) 5 10 8 9 0 1 5 3 1 Property Type Incidents Car 8 Incident Type Incidents Vehicle (Non-fire) 7 Other Non-Fire 1 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 an increase in RTCs over this recording period from 5 to 8 incidents, which we will continue to monitor. Page 38
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10. Home Fire Safety Visits 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on 11. Fire Safety Enforcement Job Type Count Audit 36 Consultation 5 Audits by Ward Dumbarton Leven Clydebank Waterfront Kilpatrick Clydebank Central Lomond 24 5 3 2 1 1 2025-26 Q2 HFSVs by Ward Clydebank Waterfront Dumbarton Clydebank Central Leven Kilpatrick Lomond 25 21 19 18 14 10 Home Fire Safety Visits 107 The SFRS has recently introduced a new referral pathway for HFSVs, aiming to enhance community safety and better support vulnerable individuals. This initiative is part of our ongoing commitment to reduce fire risks and improve overall safety in homes across Scotland. The revised HFSV programme focuses on a more targeted approach, prioritising high risk individuals who meet specific eligibility criteria. These criteria are based on extensive research into factors that increase the risk of fire fatalities. The goal is to ensure that those most vulnerable receive the necessary support and intervention to prevent fire incidents. Page 39
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12. Community Safety & Engagement 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on 2025-26 Q2 Water Safety Open Day - Lomond Shores The Lomond Shores Water Safety Day in 2025 was held on Friday, July 25th, from 11 am to 4 pm. The event, organized by Water Safety Scotland, was held in support of World Drowning Prevention Day. It featured activities like paddleboarding, canoeing, rescue demonstrations, water rescue dog teams, and stalls from various organizations, including the RNLI, Scottish Fire and Rescue Service, and the police. 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 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. For further information please contact: W.EWDABCommunitySafety@firescotland.gov.uk Safety Engagement Session at Community Fire Fighter Henderson, Watch Commander Canning and Clydebank Red Watch, attended youth engagement event at Abu Bakr Mosque and Community Centre. This was a great opportunity to deliver water safety messaging while also showing the young people around the fire appliance. SFRS Community Action Team personnel from West Dunbartonshire, joined Working 4 U Literacy group to deliver CPR awareness. These sessions provide members of the group with the knowledge and skills to potentially save lives SCPR Sessions at Church Street Page 40
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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. 202504/11/25 © Scottish Fire & Rescue ServiceReport generated on Page 41
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Design, figures and charts by the Business Intelligence team. Page 42
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing Services Committee: Housing and Communities Committee 19 November 2025 Subject: Housing Services Delivery Plan 2025/26 - Mid-year Progress 1 Purpose 1.1 This report sets out the mid-year progress of the Housing Services Delivery Plan 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at mid-year. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 The Housing Services Delivery Plan 2025/26 was presented to Housing and Communities Committee on 7 May 2025 with a commitment to report mid-year progress and year-end progress in November 2025 and May 2026 respectively. 4 Main Issues 4.1 Full details of mid-year progress are set out in Appendix 1. 4.2 The progress of the Plan’s 21 actions is summarised below: Progress No. (%) Completed 2 (10%) In progress and on track 17 (80%) Overdue 1 (5%) Cancelled 1 (5%) 4.3 The overdue action relates to the following, with further details set out in the appendix: ITEM 8 Page 43
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Implement second phase of CCTV equipment and infrastructure modernisation and improvements 4.5 Twenty-one of the Plan’s 25 PIs are monitored quarterly. Performance is summarised below. Performance Against Target Q1 Q2 Target met or exceeded 7 7 Target narrowly missed 5 5 Target significantly missed 6 5 Data only PI 2 2 Not available 1 2 Total No. of PIs 21 21 4.6 Significantly missed targets at mid-year relate to the following PIs, with further details set out in the appendix: % of Youth Homelessness levels in West Dunbartonshire The number of incidences of youth homelessness in West Dunbartonshire is reduced % of all homeless cases re-assessed within 12 months (repeat homelessness) Average time taken (in days) to complete medical adaptations 4.7 Significantly missed targets at mid-year, where improvement was noted in the second quarter relate to the following PIs, with further details set out in the appendix: % of properties returned from repairs within target Average length of time (in hours) taken to complete emergency repairs Average time taken (in days) to complete non-emergency repairs 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Housing Services may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment Page 44
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8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Peter Barry Service Area: Housing Services Date: 23 October 2025 _____________________________________________________________ Person to Contact: Nicola Docherty Nicola.docherty@west-dunbarton.gov.uk Appendices: Appendix 1: Housing services Delivery Plan 2025/26 - Mid-year Progress Background Papers: Housing Services Delivery Plan 2025/26 - Housing and Communities Committee, 7 May 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 45
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Housing Services Delivery Plan Mid-Year Progress 2025-26 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Performance Indicator Q1 2025/26 Q2 2025/26 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Number of incidents directed to Police by Public Space CCTV team 132 100 122 100 Mid-year target exceeded. Nicola Pettigrew % of anti-social behaviour cases resolved 91% 96% 98.2 % 96% Mid-year target narrowly missed. Overall, 569 cases have been resolved within the first half of the year with 83% of these being resolved within 30 days. Whilst the service has been going through a redesign there has been staffing vacancies which may have impacted on performance. The ASB cases resolved is a complex calculation and mid-year performance is indicative of performance to date and subject to change at year end once a data validation exercise is Nicola Pettigrew ITEM 8 - APPENDIX 1 Page 46
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Performance Indicator Q1 2025/26 Q2 2025/26 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend carried out, it is anticipated the year- end target will be met. % of Public Space CCTV cameras that are operational Not available at mid-year As the CCTV infrastructure goes through the modernisation process it is not possible to have reliable figures on operational cameras as they are constantly changing. Testing of connectivity and problem-solving technical issues means that camera performance at this stage is undeterminable. It is anticipated that when the system upgrade is completed in late Autumn, we will be able to better monitor the performance of the cameras and report an average figure at year end. Nicola Pettigrew Number of breaches of the Unsuitable Accommodation Order 0 0 0 0 Mid-year target met. John Kerr Action Status Progress Due Date Note Owner Implement second phase of CCTV equipment and infrastructure modernisation and improvements 30-Sept- 2025 This action is progressing well, during the project some unforeseen technical challenges caused some delay, these have now been resolved, and work continues to the infrastructure modernisation programme. To date Nicola Pettigrew Page 47
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Action Status Progress Due Date Note Owner work that has been undertaken in the final stages of the project includes, Fiber connection at Balloch has now been approved and is operational, work continues at the high-rise accommodation, and it is anticipated that within the coming weeks Dalmuir, Drumry and Kilbowie buildings will be complete (except for the lifts). We continue to work with Kone and have reached agreement for access to all lift shafts to allow new cameras in all lifts will be installed, virtually all high rise cabling is complete and now looking at adding the camera units to the completed circuits (adding the cameras is the final part of the task, with the cabling and connection the time consuming factors). Street cameras installed; Whitecrook and Craigilea Road are now fully online and images back to control room. Overall cameras installed 304 out of 411 - (74% completion) and 60% of circuits have been installed. It is anticipated to be fully completed, and all cameras live by late Autumn 2025. Delivery of Housing Solutions Strategy 31-Mar- 2026 This action has been successfully completed. The strategy was signed off Feb 25 HACC and began rolling out April 2025 and new action plan created to take the implementation forward. John Kerr Develop a refreshed approach to tenant safety inclusive of Awaabs law 31-Mar- 2026 This action is progressing as planned. Awaabs law is included in the Housing bill which was passed by Parliament on 20th September. We have been rolling out damp and mould sensors which has been addressing any issues. Once guidance from the Scottish government has been given on the timescales and John Kerr Page 48
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Action Status Progress Due Date Note Owner expected actions, we will refresh our approach to ensure compliance. Objective 2. Our residents health and wellbeing remains a priority Performance Indicator Q1 2025/26 Q2 2025/26 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend % of Youth Homelessness levels in West Dunbartonshire 21% 20% 26.6 % 20% Mid-year target not met. We have managed to reduce the levels of youth homelessness significantly over recent years and met the ambitious target set for 2024/25. Levels of presentations have increased slightly in Q1 and Q2 of 2025/26 we will continue to monitor this closely and take any mitigating actions where appropriate. John Kerr Total number of children in temporary accommodation 126 n/a 134 n/a We have been using all available tools to reduce the numbers of children in our homeless service including prioritisation of larger family homes within our buy back schemes. Our new build programmes have included high numbers of 4- and 5- bedroom properties. John Kerr Page 49
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Performance Indicator Q1 2025/26 Q2 2025/26 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend However, we have continued to see high numbers of larger family present as homeless outweighing the increased supply. Action Status Progress Due Date Note Owner Develop and introduce a new preventative focused housing access system 31-Mar- 2026 This action is progressing as planned. With the new proposal due to be discussed at the November Access to Housing meeting. John Kerr Objective 3. Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Deliver on key objectives of the Housing Emergency Action Plan 31-Mar- 2026 This action is progressing well. 50% of the actions are completed, 27% more than 50% complete, the remainder have been progressed but several linked to the delivery of the new housing solutions strategy once vacancies have been filled. John Kerr Housing Solutions Strategy actions to be implemented 31-Mar- 2026 This action is progressing as planned and due to be completed by year end. All Q1 and Q2 actions due in year one have been completed. John Kerr 2. Our Environment Page 50
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Objective 6. Our neighbourhoods are sustainable and attractive Performance Indicator Q1 2025/26 Q2 2025/26 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Tenancy Sustainment Levels within Housing First 100% 90% 100% 90% Target exceeded at mid-year point. John Kerr Average length of time to re-let properties 24.44 25 22.7 25 Mid-year target exceeded. Nicola Pettigrew The number of incidences of youth homelessness in West Dunbartonshire is reduced 61 58 74 58 Mid-year target not met at mid-year. We have managed to reduce the levels of youth homelessness significantly over recent years and met the ambitious target set for 2024/25. Levels of presentations have increased slightly in Q1 and Q2 of 2025/26 we will continue to monitor this closely and take any mitigating actions where appropriate. John Kerr % of all homeless cases re-assessed within 12 months (repeat homelessness) 6% 4% Data not yet available Quarter one target not met, quarter two target is not yet available. We will continue to monitor this closely and take any mitigating actions where appropriate. John Kerr % of council dwellings that meet 73.84 % 73.23 % 75.6 % 78% Mid-year target narrowly missed. Despite this performance has Alan Young Page 51
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Performance Indicator Q1 2025/26 Q2 2025/26 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend the Scottish Housing Quality Standard improved from the first quarter and in the longer term. Work continues to complete EICR and to increase compliance, the % Compliance rate reflects the good progress in EICR completions. Action Status Progress Due Date Note Owner Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31-Mar- 2026 This action is progressing well and on track to be completed at year end. The Capital Investment programme for 25-26 continues to progress and contribute to SHQS compliance. Alan Young Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing (EESSH). 31-Mar- 2026 This action is progressing well and on track to be completed at year end. The Capital Investment programme for 25-26 continues to progress external wall insulation (EWI) and contribute to EESSH compliance. Alan Young Develop and introduce a wider national rented home strategy This action has been cancelled as it was a response to elements within the Housing Bill, these have now been removed from the Housing Bill through the parliamentary process, and this action is no longer required. John Kerr Develop approach to the new Social Housing Net Zero Standard 31-Mar- 2026 This action has made some progress however we await an updated position from Scottish Government on the new zero social housing standard which we will have to John Kerr Page 52
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Action Status Progress Due Date Note Owner meet allowing us to draft a net zero strategy for our housing stock. Deliver on the More Homes Programme 31-Mar- 2026 This action is progressing as planned. To date we have delivered on the following projects: Clydebank East-12 flats 1 and 2 beds, Mount Pleasant- 3 terraced bungalows, 4 cottage flats, 12 flats mix of 1 and 2 beds 19, Pappert - houses cottage flats 1 and 2 bedrooms (9) and 17 family houses 3 and 4 bed. In total we have delivered 57 new houses and a further 20 buy backs. Over the remaining year we anticipate completion of Gilmour Avenue and Willox Park delivering a further 19 properties. John Kerr Deliver new Housing Asset Management Strategy 31-Mar- 2026 We are currently finalising comprehensive assessment of our housing stock this will then allow our strategy to be developed. John Kerr Implement digital improvement for housing operations (mobile app) 31-Mar- 2026 This action is progressing as planned and anticipated to be completed by year end. To date we have improved the functionality of housing functions ensuring managers have access to more timely data and information. We have moved functionality of house visits on to the app and over the remaining year we will focus on progressing the technology to allow a range of other housing functions to be available. The development of the mobile app for housing officers demonstrates our commitment to continuous improvement. Nicola Pettigrew Page 53
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Action Status Progress Due Date Note Owner Implement digital improvement for housing operations (self-serve portal) 31-Mar- 2026 This action is progressing well and anticipated to completed by year end. To date we have completed the automation of the housing application process, and the focus for the remaining year will be to complete the transition of other housing functions to the serve service portal to demonstrate continuous improvement and demonstrate improved customer experience. Nicola Pettigrew Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. 13-Oct- 2025 To ensure citizens expectations and service standards are met we have identified key priority areas within the Building Services Improvement Plan, where progress is reported to the Building Service Board. We will continue to monitor customer satisfaction to assess the impact of the improvements. Craig Wilson Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at 16-Oct- 2025 Assessment remains as previous, however risk concerns have been identified and included within the Councils Annual Assurance Statement which was submitted to the Housing Regulator in October 2025. John Kerr Page 54
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner risk of the intervention powers of the Scottish Housing Regulator Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities we will be unable to adequately meet housing needs due to rising costs and reduction in funding. 04-Nov- 2025 Assessment upgraded and linked to the housing emergency declaration 2024. Key aspect of housing emergency action plan is to accelerate homeless prevention activities in advance of homeless prevention duties as noted in the current Housing Bill. John Kerr Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. 09-Oct- 2025 No change to risk score, programme for investment and upgrades to council housing continues into 25-26 and a further five-year programme to 29-30. Alan Young 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable 31-Mar- 2026 Work is progressing in this area with the continuation of the implementation of the Building Services improvement plan. Peter Barry Page 55
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Action Status Progress Due Date Note Owner capabilities, improve resilience and promotion of a diverse workforce Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2026 The service has seen improvement in this area focussing on improvement for internal career progression to retain talent and have a talent pipeline for hard to fill roles. Peter Barry Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2026 The service review within Building Services is now almost concluded with final roles for phase 3 being recruited to and this is leading to service improvement and improved workforce flexibility. Workforce stability in Building Services has been achieved with the review of temporary contracts now concluded. Work will continue on reviewing structures across services to improve SOM compliance and effectiveness. Peter Barry Workforce Planning: Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2026 Work continues in this area with support the improvement of managers capability and skills set around people practice and financial responsibilities. Peter Barry Objective 11. Our Council is adaptable and focused on delivering best value for our residents Page 56
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Performance Indicator Q1 2024/25 Q2 2024/25 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend % of properties returned from repairs within target 62.1 % 80% 74.6 % 80% Mid-year target not met. Despite this significant improvement has been made in the second quarter. Craig Wilson Average time taken (in days) to complete medical adaptations 68 40 69 40 Mid-year target not met. Performance has been affected by completions of longer standing applications which have a big effect on the total average. Alan Young Average time (in days) to inspect and repair empty homes 16 12 12 12 Mid-year target narrowly missed. Despite this Performance has improved in the second quarter to meet target. Craig Wilson Percentage of repairs appointments kept 91.3 % 93.6 % 92% 93.6 % Mid-year target narrowly missed. Despite this performance has improved in the second quarter. Craig Wilson Number of times in the reporting year did you not meet your statutory obligation to complete a gas safety check within 12 months of a gas appliance being fitted or last checked 0 0 0 0 Mid-year target met. This PI replace the previous measurement of gas safety checks of % of properties that require a gas safety record which had a gas check and record completed by the anniversary date. Craig Wilson Page 57
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Performance Indicator Q1 2024/25 Q2 2024/25 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend Percentage of reactive repairs carried out completed right first time 99.4 % n/a 99.4 % n/a Performance remains strong in both quarters. The definition of this indicator was changed by the Regulator and applies from April 2025. The impact will be that performance will improve for all landlords, but we have no benchmark to understand exactly by how much and there difficult to agree a target. Craig Wilson % of tenants satisfied with the repairs and maintenance service 85.8 % 91.8 % 88.7 % 91.8 % Mid-year target narrowly missed; however, improvement is showing in the second quarter and both the long and short term. Craig Wilson Average length of time (in hours) taken to complete emergency repairs 4.91 4 4.67 4 Mid-year target not met. Despite this performance has improved in both the long term and short term. Craig Wilson % of council rent that was lost due to houses remaining empty 0.56 % 0.85 % 0.9% 0.85 % Mid-year target met. Nicola Pettigrew Average time taken (in days) to complete 13.55 9.7 11.4 6 9.7 Mid-year target not met; despite this performance improvement is showing in the second quarter and showing Craig Wilson Page 58
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Performance Indicator Q1 2024/25 Q2 2024/25 Comments Owner Statu s Value Targe t Short Trend Long Trend Statu s Value Targe t Short Trend Long Trend non-emergency repairs improvement over the previous two quarters. Action Status Progress Due Date Note Owner Implement improvement plan for Building Services – year 4 31-Mar- 2026 This action is progressing well. To date we have identified key priorities and developed an action plan for the coming year, this was approved at the Building Services Board where progress will be regularly updated. We have carried out a review of service delivery and will seek approval at Strategic Renewal and Review Group (SRRG) in October '24 and report outcomes to Housing and Communities Committee (HACC). Over the remaining year we will undertake a job evaluation exercise appropriate to service needs. Craig Wilson Externalise reroofing programme 31-Mar- 2026 This action is progressing as planned. The procurement exercise for the new contractor was carried out with committee approval granted in August. Initial consultation work has been carried out regarding the TUPE arrangements of staff; it is anticipated this will be fully complete by 27th October 2025. Craig Wilson Reduce the actual days taken to Bring Back to Relet Standard (BRS) a void property. 31-Mar- 2026 This action has been successfully completed. Work has been done to improve productivity around management of void properties. In the first half of the year we have seen a reduction in days taken as a result of targeted action. We will continue over the rest of this year to ensure continued success. Craig Wilson Page 59
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to implement IHMS system across building services The effective implementation of the IHMS system will delivery efficiency, improve case tracking, capture customer satisfaction and improve service delivery. 13-Oct- 2025 IHMS has been fully implemented within Building Services. Almost all of building services operatives are using the technology associated with IHMS and are continually trained as we continue to add further functionality to the system. Craig Wilson PI Status Target significantly missed Target narrowly missed Target met or exceeded Data only PI Risk Status Alert Warning OK Long Term Trends Improving No change Declining Action Status Overdue Not on track In Progress and on track Completed Cancelled Short Term Trends Improving No change Declining Page 60
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 19 November 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. The report also aligns the HEDAP to the recently published Scottish Government Housing Emergency Action Plan and the opportunities this can present within a local housing and homelessness context. 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 another West Dunbartonshire Housing Emergency summit will be hosted by the Council on 2nd February 2026; (iii) Note the Scottish Governments response to the national emergency in sections 4.11-4.12 of this report and what it means for West Dunbartonshire Council’s housing and homelessness services summarised in sections 4.13-4.18 of this report. (iv) Note the Housing Bill has now been passed through Parliament on 30th September 2025 and note the future increased statutory requirements on the Council’s housing and homelessness services. (v) Note the Chief Officer, Housing will continue to bring an update report on the HEDAP to future Housing and Communities committee meetings. 3. Background 3.1 On the 1st of May 2024 Housing and Communities Committee unanimously agreed to declare a Housing Emergency in West Dunbartonshire Council (WDC). The reasons behind the motion being raised was due to the extreme pressures facing housing and homelessness services in WDC. Page 61 ITEM 9
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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 Despite this, housing demand increased rather than the expected reduction and therefore the following metrics highlighted the pressures on the housing and homelessness systems within West Dunbartonshire prior to the housing emergency declaration. Over five thousand 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 within them, and the anticipation of more than one thousand new homeless assessments to be made during the 2024/25 reporting period. 3.4 As reported previously to the Housing and Communities Committee, the Council had been unable to fulfil all our statutory duties under homelessness legislation and has incurred sixty-eight breaches of the Unsuitable Accommodation Order (UAO) following 274 households being placed in Bed & Breakfast Accommodation during 2023/24. 3.5 The increased supply of new social homes is the key element to help address the demand pressures, The funding cut to the wider Affordable Housing Supply Programme funding of around 24% in 2024/25, significantly contributed to the Housing Emergency Declaration. 3.6 West Dunbartonshire Council were the fifth local authority to declare a housing emergency following declarations made in Argyll and Bute, Edinburgh, Glasgow, and Fife. Since the West Dunbartonshire declaration, a further eight local authorities have followed suit and made a housing emergency declaration (South Lanarkshire, West Lothian, Angus, Scottish Borders, Dumfries and Galloway, Aberdeen, East Renfrewshire and East Lothian). Therefore 13 of 32 Scottish local authorities have declared housing emergencies, including four of the six housing stock transfer authorities. 3.6 Significantly on the 15th of May 2024, the Scottish Government declared a National Housing Emergency in the Scottish Parliament. More recently, the Scottish Government also launched their housing emergency action plan in September 2025. 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, Page 62
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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 Housing Emergency Project Board (HEPB) continues to meet monthly basis since the housing emergency declaration led by the Chief Officer, Housing. The HEPB agreed further progress will be made via existing governance arrangements such as Housing Improvement Board, More Homes Project Board and Better Homes Project Board and reported to the overarching Housing Emergency Project Board. Following the Housing Summit which attracted eighty stakeholder held on 10th February 2025 with an aim to work on solutions to help end the housing emergency and also improve housing options longer term within West Dunbartonshire. This successful event with purposeful and enthusiastic conversation taking place prompted the addition of a further seven strategic actions to the HEDAP. The HEPB also agreed following positive feedback from the stakeholder participants to host another housing emergency summit in February 2026. This date is now confirmed as Monday 2nd February 2026 and preparations have commenced. 4.4 There are now a total of 68 actions within the plan. Of which 34 are now fully complete with another 18 actions more than 50% 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. Our funding for the Affordable Housing Supply Programme has been reinstated. The Council supported by tenant prioritisation has continued to deliver much needed new homes. In 2025/26 the Council has overseen the completion of 88 new homes at Clydebank East, 19 new homes at Mount Pleasant and 26 new homes at Pappert. Gilmour Avenue and Willox Park Phase 1 will also complete in 2025/26 adding a further 19 new homes to meet demand. The delivery of these new homes is supported by The Council’s buyback scheme addressing housing need in West Dunbartonshire with a particular focus on larger family homes, 21 buybacks year to date in 2025/26 with a further 6 currently under offer. The planning review is now at national level which West Dunbartonshire Council fed into and welcome the outcome. 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 reduced slightly further in 2025/26. The new repairs policy is being monitored since its rollout Page 63
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in April 2025. Progress has been made on the review of supported accommodation. A new campaign drive along with additional actions to help promote and maximise the use of Homeswapper (mutual exchange scheme) to further meet housing need. The new empty homes strategy has brought 15 homes back into use year to date in 25/26, two of which have brought back into use as council homes. Our damp and mould environmental sensor project continues to roll out across our housing stock and the review of our leased properties will be completed before the end of 2025. 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 continues to be implemented and we’ll review the outcomes of this at the end of the year but already we are tracking a number of households and children being taken out of homelessness. There has also been significant progress made around a public awareness campaign on homelessness. The shared common online housing application form was launched in October with ongoing discussions and possible next stages leading to a West Dunbartonshire Common Housing Register. 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 continuing to be 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 additional social rented homes following the recommendation within the Housing Investment Taskforce report published in 2025. A decision on this continues to be outstanding from the United Kingdom Government. A review of building services has taken place with several actions being taken into 2025/26 to be fully complete. 4.10 Key performance indicators continue to be monitored to help show the progress made through the action plan which will signify an end to the current emergency declaration. Scottish Governments Response to National Housing Emergency 4.11 The Cabinet Secretary for Housing announced the Scottish Government’s response to the national housing emergency declaration in May 2024 to the Scottish Parliament in September 2025, the response in the form of an action plan has three key pillars to meet the required objectives; Page 64
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1. Ending children living in unsuitable accommodation 2. Supporting the housing needs of vulnerable communities 3. Building our future - maximising investment in Scotland’s housing sector 4.12 The plan lists actions that will be taken by the Scottish Government, the key actions are highlighted below under each of the three pillars; Ending children living in unsuitable accommodation Doubled the acquisition funding to £80m in 2025/26 (West Dunbartonshire Council has been notified of an additional £333k); Asking councils to flip temporary tenancies into permanent tenancies; The introduction of Awaab’s law through the Housing Bill to come into force by March 2026; Introduction of rent controls in the private rented sector; Fund pilot schemes such as private sector leasing schemes to reduce use of bed & breakfasts and other unsuitable accommodation, and Invest an additional £2 million into discretionary housing payments to help those move from temporary accommodation. Supporting the housing needs of vulnerable communities Establish a £1 million national fund for survivors of domestic abuse to leave a partner; Invest in geographically targeted housing first expansion working with RSLs to purchase properties for housing first tenancies, and Additional £1million housing first uplift to this year’s Rapid rehousing funding taking it to £9 million through the committed £8 million for 2026/27 to meet key agreed aims Building our Future The Scottish Government has committed to a £4.9bn of investment over the next four years in the delivery of new homes, this will see the introduction of multiyear funding allocation to strengthen the delivery of strategic housing investment plans; New Social Homes: The plan targets the delivery of 25,000 new social rent homes by 2030; Introduce a new all tenure delivery ambition to increase delivery of new homes by 10% in each of the next three years; Housing will continue to be the key focus for the Scottish National Investment Bank What this means for West Dunbartonshire 4.13 The announcements made by the Cabinet Secretary for Housing were received well by the housing and local authority sectors. For West Dunbartonshire Council, this national intervention provides an opportunity to exit our own housing emergency at a greater pace. While the prospect of enhanced resources should support the expansion of our Affordable Housing Programme and enable delivery of much-needed new homes at pace, the Council must also ensure alignment with evolving national housing priorities Page 65
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and demonstrate capacity to secure and deploy any additional funding effectively. Once the Scottish Government makes formal announcements on the aspects of the Action Plan, such as funding and how this will be distributed to local authorities, the Council will review its current housing investment programmes in light of these, with a focus on maximising investment opportunities and ensuring the delivery of affordable housing continues to meet the needs of West Dunbartonshire’s communities. 4.14 The Council, both at political and officer levels have called for fairer funding distribution of housing and homelessness funding and this will need to continue. The recent additional allocation of £333k to support our acquisition programme while welcomed, the distribution funding formula used is heavily weighted to the larger local authorities. 4.15 The Council has well established acquisition (buybacks) and conversion (flipping) programmes in place therefore the additional funds allocated will be fully utilised. The Council has also been pioneering in rolling out a damp and mould sensor programme which will assist with new duties coming into force in March 2026 under Awaab’s Law element of the forthcoming Housing Act. 4.16 The commitment for a further year of rapid rehousing transition funding with the additional financial support to assist with the delivery of Housing First will support the objectives being delivered through the Housing Solutions Strategy. It is unknown where the Scottish Government intend to target the additional capital housing first funding to enable an expansion with RSL purchasing properties to provide housing first tenancies, however we anticipate that this will be in local authority areas where the local authority does not manage a housing portfolio. 4.17 We will require to review whether re-establishing a private leasing scheme in West Dunbartonshire is required if funds are made available. Planning services will take forward any recommendations from the National Planning review once this has completed. At present West Dunbartonshire Council is not considering taking a report to introduce rent controls within the private sector however, monitoring will need to be introduced meaning additional resources to keep this under review maybe required once guidance has been issued. 4.18 Several of the actions were included within the new Housing Bill, which was passed by parliament on 30th September, and we now await Royal Assent and further guidance. The wider implications for the West Dunbartonshire Council will be included in a future report to the Housing and Communities Committee in February 2026. 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. The new legislative duties are likely to require additional staffing resources where approval at futures committees if required would be requested. Page 66
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6. Financial and Procurement Implications 6.1 The Housing Emergency Declaration Action Plan (HEDAP) will need to be considered within the context existing resources available to West Dunbartonshire Council across both the General Fund and Housing Revenue Account (HRA). There is currently no additional Grant or Subsidy funding available to Councils because of declaring a Housing Emergency. 6.2 The Housing Emergency Project Board will consider how existing resources can be utilised to ensure delivery of the HEDAP. This will include a review of Core Budgets and any Temporary Funding Sources which may be utilised. 6.3 The additional allocation to West Dunbartonshire Council of acquisition funding of £333k will be drawn down from the Affordable Housing Supply Programme funding in 2025/26, the allocation will further support the Council’s buyback scheme and will focus on moving children out of a homeless environment into permanent accommodation. 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. 7.3 Housing supply continues to be the key factor in terms of the national and local housing emergencies and if not increased and demand reduced it will lead to continued pressures on temporary accommodation and ultimately Bed & breakfast use which has negative financial implications for the Council’s general fund. 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 Page 67
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10.1 The Housing Emergency Declaration Action Plan (HEDAP) was consulted with a range of key stakeholders including the West Dunbartonshire Tenants and Residents Organisation. The implementation of the HEDAP is predicated on a consultative and collaborative focus and several key stakeholders are represented on the Housing Emergency Project Board. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. • Our Communities - Resilient and Thriving • Our Environment - A Greener Future • Our Economy - Strong and Flourishing • Our Council - Inclusive & Adaptable Peter Barry Chief Officer, Housing and Employability Date: 5th November 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, October Background Papers: Housing Emergency Declaration, Housing and Communities Committee, May 2024 Tackling Scotland’s Housing Emergency, Scottish Government, September 2025 Supporting documents - Tackling Scotland's Housing Emergency - gov.scot Wards Affected: All Page 68
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Housing Emergency Declaration action plan Generated on: 27 October 2025 Report Layout: Housing Scorecard with Action and PI codes Icon Name 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/001 Continue to lobby SG for increase in AHSP funding in partnership with COSLA/SOLACE/ALAC HO 31-Mar- 2025 Issue letter to the housing minister highlight the Housing Emergency declaration and requesting that the full AHSP is restored. 30-Aug-2024 Yes John Kerr 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 Review impact of discussions with Scottish Government 31-Mar-2025 Yes H/HEDAP/2024/002 Refresh Strategic Housing Investment Plan to ensure the delivery of new homes to meet acute housing need in West Dunbartonshire 29-Nov- 2024 Presentation to West Dunbartonshire Strategic Housing Providers Forum 30-Aug-2024 Yes John Kerr Carry out prioritisation exercise 21-Oct-2024 Yes Draft SHIP approved by More Homes Project Board 31-Oct-2024 Yes H/HEDAP/2024/003 Deliver new Strategic Housing Investment Plan 31-Oct- 2024 Jamie Dockery H/HEDAP/2024/004 Deliver the Council's approved new build programme for 24/25 01-Mar- 2025 Dawn Conner ITEM 9 - APPENDIX 1 Page 69
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To helping meet the identified housing need. H/HEDAP/2024/005 Examine ways to accelerate new build delivery considering housing emergency declaration 31-Dec- 2024 SHIP to be prepared and draft submitted to the Scottish Government by October 31 31-Oct-2024 Yes John Kerr Develop and acquire More Homes Project Board approval for proposal to ensure the acceleration and prioritisation of new home delivery. 31-Dec-2024 Yes Develop revised Strategic Local Programme in partnership with Scottish Government Yes H/HEDAP/2024/006 Scale up and extend the Buy Back Scheme to meet the key housing demand factors including the provision of temporary accommodation 31-Mar- 2025 Year-end total buybacks 31-Mar-2025 Yes Laura Hanna 17 buy backs completed so far, this financial year (11 Larger properties 3 bed + & 6 non- larger 1 & 2 beds) We have a further 8 under offer awaiting completion (2 Larger properties 3 bed + & 6 non- larger 1 & 2 beds) Yes We have completed 13 buy backs so far in this financial year, with another 9 properties under offer, awaiting completion. 7 of these properties have been let so far, with 4 of the lets going to homeless applicants. Yes H/HEDAP/2024/007 Explore innovative housing investment and partnership models to maximise housing investment approaches 31-Dec- 2025 Participate in Housing Investment task force discussions 25-Sep-2024 Yes John Kerr Continue to develop own proposals in partnership with external agencies and potential investors 31-Mar-2025 Yes Proposal paper to More Homes Project Board r to define policy 31-Dec-2025 No H/HEDAP/2024/008 In partnership with the Scottish Government review the planning 28-Feb- 2025 actions from the meeting - attended by chief planning officer 28-Feb-2025 Yes Peter Barry; Alan Douglas; Michael Mulgrew Page 70
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To and consenting system considering the national housing emergency to increase the scale and pace of development across all tenures H/HEDAP/2024/009 Review HRA resource allocation across the Council to help facilitate/deliver new build programme 30-Jan- 2026 Detail development priorities within SHIP 31-Oct-2024 Yes John Kerr Housing Development Service design to be completed 30-Sep-2025 Yes Once new co-ordinator in place - will bring forward any actions to help increase the new build programme 31-Dec-2025 No H/HEDAP/2024/010 Explore an approach to develop modular and other forms of innovative housing by working in partnership with other housing providers 31-Dec- 2025 Approval for Gilmour Avenue modular development 25-Sep-2024 Yes John Kerr Develop revised approach based on review and share with development partners 31-Dec-2024 Yes Review Gilmour Avenue development 30-Nov-2025 No H/HEDAP/2024/011 Examine the capacity of the HRA to deliver agreed housing ambitions 29-Aug- 2025 review for 2024/25 31-Mar-2025 Yes Peter Barry H/HEDAP/2024/012 Engage with public and private sector landowners to increase the HRA landbank and support development in line with the refreshed Strategic Housing Investment Plan 31-Dec- 2025 Participation in Scottish Government trawl process 30-Sep-2024 Yes John Kerr Special More Homes Board scheduled for November to look at the opportunities with other service departments (now Housing Summitt). 28-Feb-2025 Yes Plan agreed at More Homes Board to inform delivery plans from 2025/26 30-Nov-2025 No H/HEDAP/2024/013 Review Affordable Housing Design Standard 31-Mar- 2026 John Kerr Page 71
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/014 Increase provision of Mid-Market Rent properties as a viable housing option for homeless and housing applicants 30-Apr- 2026 John Kerr H/HEDAP/2024/062 Refresh Housing Needs and Demand Assessment (HNDA) within a local WDC perspective 31-Mar- 2026 John Kerr; Claire McKay H/HEDAP/2024/063 Carry out a review of design standards (Housing development and planning) 31-Mar- 2026 Jamie Dockery; Michael Mulgrew Icon Name 2 - Make Best Use of Existing Stock Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/015 Continue to Improve our approach to empty council homes with a strengthened focus on reducing void time and letting longer term empty homes and negating any use of unsuitable accommodation. 31-Dec- 2024 Craig Wilson H/HEDAP/2024/016 Consider a fixed term moratorium on non- essential housing 20-Dec- 2024 Implement and monitor measures to improve the control and generation of non-essential repairs. 30-Aug-2024 Yes Craig Wilson Based on performance and progress made 27-Sep-2024 Yes Page 72
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To repairs to focus activity around bring empty homes back into use on reducing the number of empty homes agree to continue to monitor and postpone any decision on a fixed term moratorium. 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 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 H/HEDAP/2024/017 Develop a process including exploring potential partnering arrangements to address lengthy delays by energy suppliers in the reletting process. 31-Dec- 2025 Complete review of referral/communication processes between void team and Helptomove 30-Sep-2024 Yes Nicola Pettigrew Engage with Consumer Scotland to discuss problems encountered and provide case studies to support national focus on holding energy companies accountable to resolve meter issues more efficiently 30-Sep-2024 Yes 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 Explore other providers to establish if can provide additional support to helpthemove Yes Page 73
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To arrangements H/HEDAP/2024/018 Accelerate the reduction of private sector empty homes by delivering a new Long Term Empty Homes Strategy 31-Mar- 2025 Seek HACC approval of new strategy - aim to bring 25 properties per year back into use 30-Nov-2024 Yes Karen Rae Review numbers of empty homes brough back into use at end of current financial year 31-Mar-2025 Yes H/HEDAP/2024/019 Deliver with tenant representatives a new repairs policy 30-Nov- 2024 Carry put early consultation with tenants to inform revised Repairs Policy and ensure tenant priorities are delivered. 30-Jun-2024 Yes Stefan Kristmanns 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 Seek approval for revised Repairs Policy from Housing and Communities Committee November 2024. 20-Nov-2024 Yes H/HEDAP/2024/020 Ensure new repairs policy achieves key objectives 30-Nov- 2024 Craig Wilson H/HEDAP/2024/021 Review and promote Allocations Policy flexibilities and enhanced Transfer Incentive Scheme linked to the review of the Housing Allocations approach 31-Mar- 2025 Review and agree the new 70% allocation to transfer applicants for all new builds 30-Aug-2024 Yes Claire McKay new media/drive for downsizing etc 16-Feb-2025 Yes Review current transfer incentive scheme 28-Feb-2025 Yes H/HEDAP/2024/022 Actively introduce a pre letting process initially linked to the transfer led allocation process for new build social housing 31-Dec- 2025 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 Nicola Pettigrew Introduce robust pre-allocation house assessments process which embeds ongoing discussions with Building Services to highlight condition of voids and 30-Sep-2024 Yes Page 74
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To recharges as required 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 Review house assessment form to ensure capturing relevant information via HO mobile app 31-Dec-2025 No H/HEDAP/2024/023 Deliver the recommendations from the Supported Housing Review 31-Mar- 2026 Project board to agree options for HACC following all feasibility studies and financial reviews Linked to action H/RRTP/19-24/064 31-Mar-2025 Yes Claire McKay HACC approval on options 30-Nov-2025 No Carry out procurement exercise to meet new needs and options agreed 30-Jan-2026 No H/HEDAP/2024/024 Carry out a comprehensive assessment of our housing stock to ensure it can deliver the key priorities within the Local Housing Strategy 31-May- 2026 Establish project plan and resource requirement 30-Nov-2024 Yes Jackie McRory Stock assessment to be undertaken against key technical and operational indicators to assess performance 31-Dec-2025 No Initial Report findings to be presented and recommendations agreed at Better Homes Project Board 28-Feb-2026 No Finding to inform refreshed Housing Asset Management Strategy which will be presented to August Housing and Communities Committee 07-May-2026 No Implementation Plan including the focused regeneration initiatives to be led by Housing Development Co-ordinator (Better Homes) 31-May-2026 No H/HEDAP/2024/025 Continue to roll out our approach to 31-Mar- 2025 1000 Homes 31-Oct-2024 Yes Emily Dorrian 2000 homes 31-Mar-2025 Yes Page 75
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To address condensation, dampness and mould within our homes through the use of smart technology that strengthens housing management H/HEDAP/2024/026 Deliver new proactive approach to ensure our housing stock continues to meet all statutory compliance requirements 31-Dec- 2025 Initial Proposal developed 18-Oct-2024 Yes John Kerr 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 Review of planned approach with tenant representatives and paper to be submitted to Better Homes Board in April regarding a potential Phase 2 to ensure compliance requirements are met 30-Sep-2025 Yes Implementation of Phase 1 31-Dec-2025 No H/HEDAP/2024/027 Maximise use of Home Swapper to meet rehousing need of transfer applicants 31-Oct- 2025 Obtain baseline data to support VFM in promoting mutual exchange options with applicants 30-Sep-2024 Yes Nicola Pettigrew Review functionality and best practice with HomeSwapper 30-Sep-2024 Yes 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 31-Oct-2025 No Page 76
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To support home swapper back admin functions required 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 H/HEDAP/2024/028 Review of all current lease agreements within context of housing emergency (e.g., Safe as Houses scatter flats and impact on generating homelessness) 31-Dec- 2025 Gather all information on all leases for an overview 30-Nov-2024 Yes John Kerr Review all leases and decide whether best use of housing stock 31-Jul-2025 Yes begin consultation/actions to end any leases we no longer think appropriate - report to HIB 28-Nov-2025 No H/HEDAP/2024/029 Deliver housing Capital Investment Programme to ensure all homes meet the Scottish Housing Quality Standard 31-Mar- 2025 Alan Young H/HEDAP/2024/030 Maximise the use of existing housing systems to support effective stock management 31-Mar- 2026 Graham Watters H/HEDAP/2024/064 Explore establishing a common downsizing WDC wide scheme and a mutual exchange site 31-Mar- 2026 Agree baseline principles in terms of the scheme 31-Oct-2025 Yes Claire McKay 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 No Explore requirements of a dedicated resource to facilitate increased numbers if downsizers and mutual exchanges 31-Mar-2026 No Page 77
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Icon Name 3: Enhancing housing access & prevention of homelessness Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEADP/2024/065 Carry out a communications audit to ensure tenants and services fully informed on housing availability in WDC 31-Mar- 2026 Review current information on different platforms 31-Oct-2025 Yes Claire McKay explore option of stock and turnover tool being added to the public 30-Nov-2025 No create a briefing and offer to attend services team meetings to discuss housing in WDC 31-Mar-2026 No H/HEDAP/2024/031 Develop and implement transfer led approach to new build housing allocations 31-Aug- 2024 Committee Approval in place and ensure ongoing tenant support 30-Aug-2024 Yes John Kerr H/HEDAP/2024/032 Strengthen strategic leadership approach with HSCP regarding housing emergency 30-Jun- 2025 Set up meeting with all senior management from both HSCP and Housing/Homeless to take forward discussions 29-Nov-2024 Yes Peter Barry; Margaret-Jane Cardno Follow up actions from joint meeting 25-Apr-2025 Yes H/HEDAP/2024/033 Establish a Task Force approach to engage public bodies to promote prevention measures linked to the Housing (Scotland) Bill 31-Dec- 2025 set up new meeting of the housing bill group now Bill is through stage 1 30-Oct-2024 Yes John Kerr Discuss options for task force - link to timeline for the bill 29-Nov-2024 Yes Develop West Dunbartonshire approach 30-Nov-2025 No H/HEDAP/2024/034 Develop a new refreshed strategic approach to the prevention of homelessness through the delivery of a Housing Solutions Strategy 01-Apr- 2025 Finalise draft of strategy following consultation (Aug until Dec) 31-Dec-2024 Yes Claire McKay Seek HACC approval of new strategy 28-Feb-2025 Yes Embed and deliver new strategy 01-Apr-2025 Yes H/HEDAP/2024/035 In 31-Dec- VAWG partnership supportive of action 30-Nov-2024 Yes Claire McKay Page 78
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To partnership with Violence Against Women Partnership deliver a refreshed focus on preventing negative housing situations as a result of domestic abuse. 2024 H/HEDAP/2024/038 but will be carrying out a self-assessment of the group where Prevention will be a key element deliver action H/HEDAP/2024/038 31-Dec-2024 Yes H/HEDAP/2024/035a Full implement the introduction of the Housing Solutions Service following on from the Homelessness Service redesign 31-Dec- 2025 Job evaluation 28-Nov-2025 No Joanne Sutherland Direct Matches & Matching Pools and Expressions of Interest 19-Dec-2025 No Service Rebranding Action List 31-Dec-2025 No H/HEDAP/2024/036 In partnership with local RSLs develop and implement a common application form for all social housing providers in West Dunbartonshire as part of the development of a Common Housing Register 17-Oct- 2025 Agree in principle online form and tweak to ensure all aspects covered 30-Sep-2024 Yes Claire McKay 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 Agree Launch online form 01-Oct-2025 Yes H/HEDAP/2024/037 Introduce a comprehensive housing options interviews at application stage to manage demand and options 31-Dec- 2025 this is linked to Action 48 being achieved first 31-Oct-2024 Yes Joanne Sutherland 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 Completion to module 6 housing options toolkit for all casework staff 18-Aug-2025 Yes Review process once new structure in place 28-Nov-2025 No Housing Options Survey and presentation Yes Page 79
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To to all casework staff H/HEDAP/2024/038 Review remit of Housing Allocations Panel to reflect a homelessness prevention perspective (domestic, at risk, others that would otherwise present) 31-Jan- 2025 Decision paper for Housing Improvement Board to agree the extent of the review 31-Aug-2024 Yes Claire McKay 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 communicate and update new remit to all staff 31-Jan-2025 Yes H/HEDAP/2024/039 Deliver a refreshed process which will ensure that time in minimised for children in all forms of temporary accommodation 31-Aug- 2025 Review current open Homeless cases with children 06-Dec-2024 Yes Claire McKay 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 ongoing monthly monitoring of numbers to review and maximise offers 31-Jul-2025 Yes H/HEDAP/2024/040 Design and deliver a dynamic public awareness campaign focused on the realities of homelessness and housing need 31-Mar- 2026 Carry out recent research around stigma and homeless with view to creating further actions to take forward 20-Dec-2024 Yes Donna Kirkwood; Mayra Nunes Liaise with WDC comms team on appropriate campaign actions 31-Jan-2025 Yes Review WDC homeless webpage content to ensure appropriate language/images used around homelessness. 03-Feb-2025 Yes Identify positive case studies detailing 31-Mar-2025 Yes Page 80
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To household circumstances and support provided by WDC to resolve homelessness to highlight help available and realities of homelessness. Prepare articles for Housing News, include positive case studies and advice around homelessness 31-Mar-2026 No H/HEDAP/2024/041 Review of Pathway 1 cases (i.e., those homeless but not in temporary accommodation) over 6 months to assess if in stable accommodation (and close if this is confirmed) 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 H/HEDAP/2024/042 Introduce a consistent assessment of housing and support needs regardless of if a tenant or presenting as homeless 31-Dec- 2025 Linked to action 48 being achieved first 31-Oct-2024 Yes Claire McKay; Joanne Sutherland review support process once new housing solutions services are rolled out 30-Sep-2025 Yes H/HEDAP/2024/043 Develop and implement a new approach to resettlement and humanitarian schemes 31-Mar- 2026 Develop new job profile to meet changing requirements 31-Aug-2025 Yes Claire McKay Recruitment of new co-ordinator required to take forward 31-Dec-2025 No once restructure and recruitment in place new co-ordinator to review current approach 31-Mar-2026 No H/HEDAP/2024/044 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 H/HEDAP/2024/045 Deliver the outcomes 30-Apr- 2025 Objective 1 - whole system approach 27-Apr-2025 Yes Claire McKay Objective 2 - rapid rehousing (16 weeks) 27-Apr-2025 Yes Page 81
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To of the Rapid Rehousing Transition Plan Objective 3 - interim housing options 27-Apr-2025 Yes Objective 4 - housing first 27-Apr-2025 Yes H/HEDAP/2024/046 Explore expanding a homelessness prevention approach and better managed demand for temporary accommodation 31-Dec- 2025 Linked to Action 48 being achieved first 31-Oct-2024 Yes Joanne Sutherland review in line with decrease of pathway 1 and increased need to for temp 13-Apr-2025 Yes Prevention workshops (young people/DV) to take place with casework 29-Dec-2025 No H/HEDAP/2024/047 Introduce a "Mediation First" approach to housing applications for 16–19-year-olds (as a homelessness prevention approach) 31-Jan- 2026 Action 48 needs achieved first 31-Oct-2024 Yes Joanne Sutherland Restructure - once in place and introduction of youth specialist team put process in place 31-Dec-2025 No H/HEDAP/2024/048 Implement a ‘One Door’ preventative housing access system under one service to prepare for new prevention duties. 31-Dec- 2025 actions 37, 42, 46 and 47 can then follow on from this action if achieved 31-Oct-2024 Yes John Kerr prepare a paper/proposal on option for consideration to take to the access to housing meeting 06-Nov-2025 Yes Agree principles relating to new one door housing access system aligned to the new Housing Solutions service 07-Nov-2025 No Paper on the possible vision to be taken to Access to Housing Group in Oct 25 28-Nov-2025 No Develop implementation plan 12-Dec-2025 No H/HEDAP/2024/049 Upscale the Housing First programme through collaborative commissioning 31-Dec- 2025 review current provision 31-Mar-2025 Yes Claire McKay Take forward actions agreed following HSCP meeting 14-Nov-2025 No H/HEDAP/2024/050 Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire 31-Mar- 2026 Claire McKay Page 82
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/065 Carry out communication audit to help manage current and future tenants’ and partners expectations better on housing availability 01-Apr- 2026 Review current information available to the public 08-Aug-2025 Yes Donna Kirkwood; Claire McKay create a project plan following the review of information on our webpages 12-Oct-2025 Yes Contact other partners to provide better understood housing information 31-Dec-2025 No H/HEDAP/2024/066 Include exploring use of supported lodging whilst reviewing different temporary accommodation for young people 01-Apr- 2026 Contact other LAs with supported lodgings 31-Dec-2025 No Claire McKay; Mayra Nunes Review feasibility following staff restructure 06-Mar-2026 No H/HEDAP/2024/067 Review housing allocation % to households who experience homelessness 01-May- 2025 Carry out modelling reviewing backlog, expected demand and turnover with a view to reducing current letting ask 30-Apr-2025 Yes Seek HIB approval and ask RSL to match 01-May-2025 Yes Icon Name 4: Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/051 Complete the review of Building Services Repairs and Maintenance service costs to deliver immediate efficiencies to the HRA 31-Mar- 2025 Building services action plan created 31-Oct-2024 Yes Craig Wilson Deliver action plan - include service efficiencies 31-Mar-2025 Yes H/HEDAP/2024/052 Explore innovative housing investment and partnership models to maximise 30-Nov- 2025 John Kerr Page 83
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To housing investment approaches H/HEDAP/2024/053 Carry out review of HRA contributions to other non-housing Council service areas 31-Mar- 2026 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 Peter Barry take forward actions following whole system review of all HRA payments by Chief Finance Officer 31-Mar-2026 No H/HEDAP/2024/054 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 H/HEDAP/2024/055 Develop a 3-year rental strategy in partnership with tenants to ensure tenant priorities and strategic housing ambitions can be delivered 30-Nov- 2026 Stefan Kristmanns H/HEDAP/2024/056 Review Building Services structures and external contractors to ensure best value 31-Dec- 2025 several actions part of the review already taken place saving money 31-Mar-2025 Yes Peter Barry Last actions as part of the review to be taken forward 30-Nov-2025 No H/HEDAP/2024/057 Working with other local authority partner re-examine housing finance position in Scotland to promote the delivery of new social housing including the treatment of historic 31-Mar- 2025 Joint work with COSLA 01-Mar-2025 Yes Claire McKay Page 84
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To HRA Capital Debt H/HEDAP/2024/058 Review homelessness services funding with aim of being able to reduce level of temporary accommodation and free up staff resource 31-Mar- 2026 Peter Barry H/HEDAP/2024/059 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 take paper to more homes board for approval on the viability of new agreed benchmarking (£120K) 30-Apr-2025 Yes John Kerr H/HEDAP/2024/060 Directly lobby the Scottish Government to ensure the cost of achieving net zero in social housing is met with national funding to ensure rental income can be utilised for improving current and developing new social housing. 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 government - awaiting SG publication 30-Apr-2025 Yes Claire McKay Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Page 85
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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 OK Unknown Page 86
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West Dunbartonshire Council Report by Chief Officer, Housing Housing and Communities Committee: 19 November 2025 Subject: More Homes West Dunbartonshire Strategic Housing Investment Plan 2026/27 – 2030/31 1. Purpose 1.1 This report seeks approval and summarises the key points set out in West Dunbartonshire’s Strategic Housing Investment Plan (SHIP) 2026/27 – 2030/31, which details the priorities for investment in new affordable housing in West Dunbartonshire. 2. Recommendation 2.1 It is recommended that the Council: i) Agree the draft SHIP 2026/27 - 2030/31 as appended to this report, designed to continue the delivery of an ambitious programme of new affordable homes in compliance with the West Dunbartonshire Local Housing Strategy 2022 -2027; ii) Note the SHIP is wider in scope than in recent years, with a requirement by the Scottish Government to demonstrate more clearly its contribution towards addressing local and national priorities such as homelessness, child poverty and the housing emergency; and iii) Invite the Chief Officer, Housing to implement the investment plan inclusive of the Council’s new home delivery in partnership with relevant stakeholders. 3. Background 3.1 The Scottish Government requires local authorities to submit a Strategic Housing Investment Plan (SHIP) each year. The core purpose of the SHIP is to set out the strategic investment priorities for new affordable housing over a five-year period to achieve the outcomes contained in the Local Housing Strategy. 3.2 The SHIP focuses on the delivery of affordable housing by location, type and tenure and indicates how the programme will be resourced, particularly through the Scottish Government’s Affordable Housing Supply Programme (AHSP) funding and its Council House Building Programme component. ITEM 10 Page 87
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3.3 The SHIP sets out the funding priorities for new affordable housing in West Dunbartonshire for the next five years, 2026/27 – 2030/31. It complements the West Dunbartonshire Local Housing Strategy 2022 - 2027 approved by Council and submitted to the Scottish Government in November 2021 and contributes to the delivery of national priorities particularly in relation to homelessness, child poverty and the housing emergency. 3.4 While the previous SHIP (2025/26 – 2029/30) was presented in the context of a significant cut in funding to the Scottish Government’s Affordable Housing Supply Programme (AHSP), the funding has this year been largely restored to levels more in keeping with previous awards. 3.5 The Scottish Government advises local authorities annually of their minimum Resource Planning Assumptions (RPA) indicating what AHSP grant total will be made available. The current RPA for 2025/26 shows a slight increase in resources from last year’s figure and stands at £11.363m. This includes the sum of £0.406m specifically allocated to acquire homes to help address homelessness pressures. 3.6 This SHIP sets out proposals for a continuation of the high levels of new affordable housing delivery achieved in West Dunbartonshire over recent years. 3.7 Where details are not yet known, the project grant levels have been estimated based on current guidance with an estimated £120K per unit being projected for both Council and Housing Association schemes. There remains a discrepancy between Council and Housing Association benchmark grant levels, but it is anticipated that a higher proportion of larger family homes in the Council programme attracting a higher level of grant will even out average grant levels across the developing housing providers identified within the plan. 3.8 The Scottish Government grant funding required to deliver the priority projects listed in the 5- year programme amounts to around £48.3m. The programme beyond the current financial year shows an over commitment of spend and will need to be the subject of a smoothing exercise. Despite this we remain confident that the programme outlined can be delivered, even if some projects may subject to delay. Ongoing discussion will take place with the Scottish Government’s More Homes Division over resourcing this SHIP programme. 3.9 In September 2025, the Scottish Government published its Housing Emergency Action Plan which committed to a £4.9bn investment over the next four years for the delivery of new homes, this will see an increased RPA allocation for all Scottish local authorities and the welcome introduction of multiyear funding allocations to strengthen the delivery of strategic housing investment plans. Once the Scottish Government makes formal announcements on this aspect of the Action Plan, such as the increased funding and how this will be distributed to local authorities, the Council will review the SHIP with a focus on maximising investment opportunities and ensuring the delivery of affordable housing continues to meet the needs of Page 88
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West Dunbartonshire’s communities. 4. Main Issues 4.1 The purpose of the SHIP is to set out the strategic investment priorities for increasing provision of affordable housing through new build and buyback programmes in support of outcomes contained in the Local Housing Strategy. This SHIP sets out the planned housing investment programme for 5 years, covering the period 2026/27 – 2030/31. 4.2 The funding for the projects will be from two principal sources: the allocation from the Scottish Government’s Affordable Housing Supply Programme borrowing from the developing organisation’s own lending resources. 4.3 The SHIP contains tables detailing the projects included in the proposed programme. It should be stressed that inclusion in the SHIP does not guarantee scheme approval, as each proposal will require to go through a further detailed project and financial appraisal before funding is committed. 4.4 All new homes built through the SHIP will require to meet high quality requirements including the Council’s Design Standard for Affordable Housing, which was updated in November 2023, and which applies to all projects commencing after April 2024. 4.5 This SHIP provides more information than previously on how it will help in the delivery of key priorities including those featuring in: Housing to 2040 Housing Emergency Action Plan Child Poverty Action Report WD HSCP Strategic Plan Rapid Rehousing Transition Plan. 4.6 SHIP 2026/27 – 2030/31 Priority Projects The priority projects for this period including those currently on site, are as shown in table 3 below. All units are social rented unless otherwise stated and unit numbers are draft in some cases. Table 3: SHIP 2026/27- 2030/31: Priority Projects by Developer Site/Developer Number of Units WDC Willox Park, Dumbarton Ph1 17 Bank St, Alexandria 22 Page 89
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Bonhill Gap Sites, Alexandria 28 Dennystoun Forge, Dumbarton 20 West Thomson St, Clydebank 42 Willox Park Dumbarton Ph 2 21 Ottawa Crescent, Dalmuir 21 28 Bridge St, Alexandria 8 Silverton, Dumbarton 9 O’Hare, Alexandria 6 Queen Mary Avenue, Clydebank 17 Buybacks/ROTS 181 392 units Wheatley Group/ (Loretto HA) Dumbain Road, Haldane 23 23 units Knowes HA Abbeylands Road, Faifley 27 Buybacks/ROTS 32 59 units Dunbritton HA Golfhill Drive, Dalmonach 7 Cottage Hospital, Dumbarton 10 17 units Bellsmyre Regeneration Phase 2 33 Bellsmyre Regeneration Phase 3 34 Bellsmyre Regeneration Phase 4 16 Bellsmyre Regeneration Phase 5 28 111 units Dalmuir Park HA Auld St, Dalmuir 32 Page 90
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Buybacks/ROTS 15 47 units 4.7 In total, the SHIP shows the delivery of around 649 affordable homes over the 5-year plan period. This level of development continues the ambitious new affordable house building programme in West Dunbartonshire. The delivery the plan will depend upon the support of our developing housing association partners, an increase in funding from the Scottish Government and continued Housing Revenue Account capital investment. 4.8 The SHIP is supported by funding from the Affordable Housing Supply Programme to assist the popular Rental Off the Shelf (ROTS) / Buyback programme of ex- local authority and Registered Social Landlord housing stock, as well as acquisitions from the private sector including of-the-shelf homes from house builders. It is proposed that over 200 units are acquired in this way by the Council and participating RSLs over the five years of the plan. 4.9 The grant funding required to deliver this programme is estimated to be around £51m. While this figure is higher than our current confirmed Resource Planning Target, an announcement is expected early in 2026 from the Scottish Government on new levels of funding and a new multi-year funding arrangement which will help in programme planning. 4.10 Due to uncertainties over details of some of the proposed projects in the SHIP and the availability of funding, the SHIP will require to demonstrate flexibility and will be subject to continual monitoring and evaluation. The SHIP lists a series of reserve/shadow projects which we hope will feature in the programme as it progresses. Monitoring of progress will be carried out through the Council’s performance management system and through key structures such as the Strategic Housing Providers Forum, More Homes Project Board and programme review meetings with the Scottish Government. 4.11 The Council has carried out an analysis of potential projects against an objective Prioritisation Scoring Matrix and scored them accordingly. A number of factors are taken into account including type of housing being proposed, deliverability, value for money, and compliance with key local and national housing objectives. Where a project proposes an element of particular needs /specialist provision, engagement takes place with the West Dunbartonshire Health and Social Care Partnership. 5. People Implications 5.1 While there are no direct people implications. 6. Financial and Procurement Implications 6.1 The ability to deliver the SHIP relies on continuing to receive appropriate levels of grant from the Scottish Government. West Dunbartonshire’s Resource Planning Assumption (RPA) from the Scottish Government for 2025/26 is £11.3863m. For the SHIP to be delivered in full, RPA levels would require to increase above current levels, however we expect to see this this Page 91
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following the Scottish Government commitment to £4.9bn of investment over the next four years in the delivery of new homes, this will see the introduction of multiyear funding allocation to strengthen the delivery of strategic housing investment plans. 6.2 The programme of projects shown in the SHIP can only take place if both its two principal funding streams, namely the developing landlord using reserves/borrowing and Scottish Government Affordable Housing Supply Programme grant, are able to provide the required ongoing financial support. It is estimated that the total grant ask of the Affordable Housing Supply Programme would be around £48m. 6.3 West Dunbartonshire’s New Build Programme has been closely aligned with Housing Revenue Account affordability, through the ongoing rent consultative exercise for 2026/27. In respect of the Council House Build element, financial modelling demonstrates that the new council house building programme is beneficial to the long-term health of the Housing Revenue Account. However, care requires to be taken to ensure that the prudential borrowing required is financially sustainable. 6.4 There is a danger that future resource allocation could suffer if the SHIP fails to deliver on the programme contained in this SHIP. In most recent years we have not only been able to meet our spend targets but have attracted additional funding from underspend elsewhere within the national programme. 6.5 The Council is continuing to lobby for increased grant levels from the Scottish Government and where appropriate will apply for above benchmark awards on a project-by-project basis. 6.6 There are no procurement implications to note. 7. Risk Analysis 7.1 Inevitably, with such a varied programme of projects there are risks that the ambitious outputs set out in the SHIP will not be met. A number of the projects are at an early stage with site investigations not having been carried out or infrastructural constraints fully known. 7.2 There is a risk that Affordable Housing Supply Programme funding will be reallocated to other Council areas if the Council is unable to spend within any financial year. Housing Development staff will liaise regularly with Scottish Government More Homes colleagues to address any concerns of this nature, to maximise spend within West Dunbartonshire. 7.3 If the development of new affordable housing, the level of housing need will increase with negative consequences for West Dunbartonshire’s communities and wider Council finances. Monitoring of progress will be carried out through key structures such as the Strategic Housing Providers Forum, the Housing Improvement Board, the More Homes Project Board and programme review meetings with the Scottish Government. A new SHIP will be submitted Page 92
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annually to the Scottish Government each October and will be the subject of a report to the Housing and Communities Committee. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment 9.1 Equality is central to all housing and housing services delivery. An Equalities Impact Assessment (EIA) has been undertaken on the Local Housing Strategy 2022-27 to ensure that the needs of local communities have been fully considered. The SHIP reflects identified needs and draws on findings from the EIA when considering the implications flowing from the translation of strategic aims into housing policies. 9.2 All new housing supported through the programme will be compliant with the West Dunbartonshire Design Standard and will meet the Housing for Varying Needs requirements. The West Dunbartonshire Design Standard requires developers in the programme to provide higher standards than those required by statute and are of particular benefit to those with mobility issues. The SHIP supports the delivery of specialist housing provision and generally allows for a 10% element in each project. We place an emphasis in the SHIP on increasing the supply of larger family homes, to help address child poverty. 10. Consultation 10.1 The SHIP was drawn up in consultation with potential housing association partners and the Scottish Government More Homes Division. Where an interest has been shown, detailed discussions have taken place with the prospective developer on how the project could be accommodated in the programme. 10.2 The West Dunbartonshire Tenants and Residents Organisation received a presentation on the proposed SHIP in October 2025 and are supportive of its aims in particular the council new build developments. 10.3 The preparation of the SHIP has been a corporate task, involving all relevant departments of the Council and has been carried out in collaboration with colleagues in the Scottish Government More Homes Division. The Health and Social Care Partnership was an active partner in preparing the plans where there was a significant element of specialist accommodation involved, and a number of projects were significantly amended as a result 11. Strategic Assessment Page 93
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11.1 This Strategic Housing Investment Plan presents the priorities for affordable and deliverable housing development for the next five years as set out in the Local Housing Strategy. It also supports the Council’s key strategic priorities to: Improve local housing and environmentally sustainable infrastructure Improve economic growth and employability Improve the well-being of communities and protect the welfare of vulnerable people Improve care for and promote independence with older people Improve life chances for children and young people. Peter Barry, Chief Officer, Housing Date: 5 November 2025 Person to Contact: John Kerr, Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, 16 Church Street, Dumbarton John Kerr@west-dunbarton.gov.uk Jamie Dockery, Senior Housing Development Officer, Housing Development and Homelessness Team, Jamie.dockery@west-dunbarton.gov.uk Appendices: Appendix 1: Strategic Housing Investment Plan 2026/27 - 2030/31 Background Papers: West Dunbartonshire Council’s Local Housing Strategy 2022-2027 West Dunbartonshire Council’s Local Housing Strategy 2022-2027 EIA Wards Affected: All Wards Page 94
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West Dunbartonshire Council Draft Strategic Housing Investment Plan 2026/27 – 2030/31 October 2025 ITEM 10 - APPENDIX 1 Page 95
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Contents Page 1. Introduction 2. Purpose of the Strategic Housing Investment Plan 3. Key Objectives 4. Policy Context 5. Local Housing Strategy 2022 -2027 6. Housing Priorities and the Housing Emergency 7. Specialist Housing Needs and Wheelchair Accessible Targets 8. Rapid Rehousing Transition Plan Priorities 9. Alignment with Child Poverty Action Report 10. Project Assessment Methodology 11. Fair Work First 12. Funding 13. Progress on Previous SHIP 2025 - 2030 14. SHIP 2026 -2031 Priority Projects 15. Construction Methodology and Procurement 16. Purchase of Existing Homes through Buyback and ROTS Schemes 17. Gypsy/Traveller Sites 18. Key Worker Housing Projects 19. Consultation 20. Vacant and Derelict Infrastructure Fund 21. Empty and Second Homes Actions 22. Developer Contributions Page 96
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23. Constraints to Delivery 24. Local Authority Assistance in Delivery of the SHIP 25. Energy Efficiency, Environmental Standards and Sustainability 26. Equalities 27. Strategic Environmental Assessment 28. Monitoring and Publication Annexe A: SHIP Project Template Page 97
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(Convener foreword to be added) 1. Introduction 1.1 This Strategic Housing Investment Plan (SHIP) 2026/27 – 2030/31 sets out the funding priorities for affordable housing in West Dunbartonshire for the next five years. 1.2 The focus of the SHIP is the targeting of the Scottish Government’s Affordable Housing Supply Programme Funding (AHSP), including its Council House Building Programme component towards addressing the priorities laid out in the West Dunbartonshire More Homes Better Homes Local Housing Strategy 2022 – 2027 1.3 The SHIP details how the Council will assist in meeting the Scottish Government’s commitment to support new affordable housing as set out in the Housing to 2024 strategy and in supporting the Scottish Government’s affordable housing supply objectives as set out in the Housing Emergency Action Plan announced by the Cabinet Secretary for Housing on 2nd September 2025. 1.4 The SHIP has been prepared considering the Strategic Housing Investment Plan (SHIP) Guidance note MHDGN 20MC25/01 issued by the Scottish Government in May 2025. 1.5 Housing has worked with all appropriate service areas and with the West Dunbartonshire HSCP in the preparation of this Plan. Consultation has taken place with the RSLs operating in West Dunbartonshire through the Strategic Housing Providers Forum and regular programme/liaison arrangements. The umbrella organisation for tenants’ and residents’ groups in the area, the WDTRO, is very supportive of the Council’s new build programme and was consulted on the draft SHIP. The Scottish Government More Homes Division Glasgow and Clyde Area Team have contributed to the preparation of this SHIP and will have an ongoing role in monitoring the programme. 1.6 To assist in advance planning of housing investment, the Scottish Government advises local authorities annually of their minimum Resource Planning Assumptions (RPA) indicating what AHSP grant total will be made available. The RPA for 2025/26 issued on 1st May 2025 shows a slight increase in resources from last year’s figure and stands at £11.363m. This includes the sum of £0.406m specifically allocated to acquire homes to help address homelessness pressures. 1.7 Local authorities have been advised to operate carry forward limits beyond 2025/26 of 80%, 60% and 40% for the three subsequent years. This would give RPA grant figures as shown in Table 1 below. In three out of the last five years we have been able exceed our initial RPA, with additional grant funding having Page 98
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been released by the Scottish Government More Homes Division. This is reflective of the Scottish Government’s confidence in our ability to deliver an effective affordable housing supply programme in West Dunbartonshire. Table 1: WD Estimated RPA from 2025/26 Year Resource Planning Assumptions at May 2025 2025 – 2026 £11.053m 2026 – 2027 £8.842m 2027 - 2028 £6.632m 2028 - 2029 £4.421m Total £30.948m Table 2: WD RPA and Outturn for last 5-years Year RPA Actual Variance 2023 - 2024 £10.795m £12.706m* + £1.911m 2022 – 2023 £10.788m £6.195m - £4.593m 2021 – 2022 £12.515m £9.854m - £2.661m 2020 – 2021 £11.128m £18.972m + £7.844m 2019 - 2020 £12.040m £20.693m + 8.653m * Estimated Outturn for 2023 -2024. All other figures SG published. 1.9 Funding shown for projects is an indication only of the spending plans and at this stage does not guarantee that these sums will be made available to the developer. Each proposal will require going through a further detailed assessment before funding is committed and confirmed in the SLPA. 1.10 The Scottish Government issued a Strategic Local Programme Agreement to West Dunbartonshire Council (SLPAs) on 16th July 2025 which sets out the programme of housing that can expect to be funded through the AHSP for 2025/26. Detailed discussions were held at programme meetings with developing RSLs to plan the anticipated spend over the course of the SHIP. In launching the Housing Emergency Action Plan, the Scottish Government announced the intention to introduce multi-year funding to give social housing developers. The details of this welcome measure have still to be announced. This SHIP accords with the current SLPA which will be subject to ongoing review. 2. Purpose of the Strategic Housing Investment Plan 2.1 The principal purpose of the SHIP is to set out the strategic investment priorities for affordable housing over a 5-year period to achieve the outcomes set out in the LHS. This SHIP sets out the planned housing investment programme for 5 Page 99
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years, covering the period 2026/27 – 2030/31. As yet, it is uncertain how much committed spending will be carried forward from 2025/26 to 2026/27. Due to funding uncertainty, the emphasis is placed on the early part of the programme. 2.2 The SHIP: • Sets out investment priorities for affordable housing • Demonstrates how these will be delivered • Identifies the resources required to deliver these priorities • Enables the involvement of key partners in the delivery of affordable housing. 2.3 Key investment priorities on a site-by-site basis are set out in the template attached to this plan (Annexe A). The template gives information on the following: • The priorities for new affordable housing projects • Estimated start and completion dates • Projected funding sources • The number of units to be provided (by tenure and type) • Estimated funding requirements of projects. 3. Key Objectives 3.1 The overarching objective of the SHIP is to help deliver on the Council’s key affordable housing delivery priorities as contained in the Local Housing Strategy, by directing investment to the agreed regeneration areas and increasing the supply of new affordable housing across West Dunbartonshire. The LHS sets an annual Housing Supply Target of 230 new houses across all tenures, with 80 of these being for Social Rent. 3.2 The Council has welcomed the Scottish Government’s commitment to deliver 110,000 affordable homes by 2032 supported by measures such as increasing investment, legislative programming to make Planning more effective and supporting infrastructure. Under its More Home West Dunbartonshire initiative, the Council set out ambitious plans to deliver 2,500 new social and affordable home in the same period, a figure in excess of the Council’s Housing Supply Targets. 4. Policy Context 4.1 The value of providing new social housing is widely recognised. In July 2025, Shelter published its study The Social Value of New Social Housing in Scotland which calculated that each new social tenancy in Scotland can generate on average £11,639 in social value within just six months of a tenant moving in. This figure includes a £990.44 saving to the public purse and £10,648 in wellbeing value to the tenant, who benefits from improved opportunities such Page 100
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as securing employment, better health, transport connections, and reduced housing costs, thanks to their new social home. 4.2 Housing to 2024 sets out the Scottish Government’s housing vision and its road map to get there. It aims to deliver their ambition for everyone to have a safe, good quality and affordable home that meets their needs in the place they want to be. 4.3 The West Dunbartonshire Local Strategy 2022 - 2027 provides the principal West Dunbartonshire Council policy backdrop to the SHIP. 4.4 The plan is informed by a Housing Need and Demand Assessment (HNDA) designed to give broad, long-term estimates of the number of additional housing units that may be required to meet existing and future housing need and demand. The HNDA was produced by Glasgow City Region Housing Market Partnership (GCRHMP) in June 2024 for the Glasgow City Region and is known as ‘HNDA3’. It was developed in accordance with legislation and relevant statutory guidance including the Scottish Government’s Practitioner’s and Manager’s Guides of 2020. West Dunbartonshire plans to carry out further, more locality-based need and demand assessment. 4.5 West Dunbartonshire Council through its representative organisations COSLA and ALACHO will continue to engage with the Scottish Government in identifying more effective and better value processes for the delivery of new affordable housing including on parity between Council and RSL benchmark subsidy rates. 5. Local Housing Strategy 2022 -2027 5.1 The Local Housing Strategy continues to place an emphasis on regeneration, recognising the need to improve many of our neighbourhoods and to provide housing which meets the changing requirements of our communities. However, we do also recognise that there are imbalances in terms of the type of housing which is required across all communities. Physical access to too many of our homes is an issue. We will therefore encourage the provision of more accessible housing and ones which are suitable for wheelchair users (See Section 7 below). Similarly, we know that there is a size imbalance between the available housing and the demand, with particular shortages of 1-bedroom properties and larger family houses (4-bed and above). Developers seeking to access AHSP funding must consult with WDC Housing services on how best to contribute to addressing these imbalances and meeting the objectives of the LHS. 5.2 In addition to the regeneration agenda, the Council is keen to encourage an increase in the housing supply more generally across West Dunbartonshire to mitigate an ageing demographic and to stimulate the local economy. Page 101
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5.3 The Council, as the statutory Strategic Housing Authority, has the lead role in setting out the investment priorities for the delivery of affordable housing and through the “More Homes West Dunbartonshire” approach, we work with our strategic development partners to take forward opportunities to provide a broad range of high quality affordable homes in safe and attractive neighbourhoods that meet the needs of our residents. 5.4 The Health and Social Care Partnership (HSCP) provides knowledge on the health and social care needs of the West Dunbartonshire population. The SHIP supports the over-arching policy of shifting the balance of care from institutional settings to home-based support in the community. The Local Housing Strategy notes that successful housing and social care support depends on the location, model and range of housing available. Section 7 below outlines how we aim to support the housing needs of groups. 5.5 The WD HSCP Strategic Plan 2023 -2036, notes the important role housing will play in health, as homes can impact on people’s health in a way that few other factors can, and commits to working with partners to expand the choice of specialist and particular housing options for children and adults. 5.6 Given the local ageing demographic, the prevalent topography and the nature of our housing stock, accessibility to housing for people with a mobility issue is a big concern in West Dunbartonshire. All new housing supported by the AHSP is required to satisfy Housing for Varying Needs (HfVN) criteria and our West Dunbartonshire Housing Design Standard. We also aim to continue to improve the supply of housing suitable for wheelchair users. In some circumstances the provision of lifts may present a solution to accessibility issues. Where no specific specialist housing provision is included in the project, it will generally be assumed that around 10% on each site will be for this purpose, with the details being agreed in consultation with HSCP colleagues. 5.7 Housing can play an important role in helping to revitalise town centres. Such developments can bring wider benefits to the towns and provide many advantages for residents including easier access to shops and services and help lower the carbon footprint. We collaborate with our colleagues in Regeneration Services to consider opportunities which complement their town centre improvement agenda. The Artizan Centre in Dumbarton features in the SHIP and we will consider future town centre sites which form part of wider town centre regeneration initiatives. 5.8 Research carried out in 2014 did not indicate a strong market for intermediate/mid-market rent products (MMR). However, we are presently revisiting the issue. Page 102
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6. Housing Priorities and the Housing Emergency 6.1 West Dunbartonshire Council declared a Housing Emergency on 1st May 2024 with the Scottish Government doing likewise a few days later. 6.2 West Dunbartonshire Council has drawn up a Housing Emergency Action Plan, overseen by a Working Group which meets regularly to monitor progress. The first theme of the Action Plan is to Deliver and Maintain the More Homes - West Dunbartonshire Approach to the Delivery of Affordable Housing. A number of the key actions under this theme are directed at increasing the supply of new affordable housing including: • Continue to lobby the Scottish Government for increase in AHSP funding (in partnership with COSLA/SOLACE/ALACHO) • Deliver new Strategic Housing Investment Plan and the Council's approved new build programme, helping to meet the identified housing need • Scale up and extend the Buy Back Scheme to meet the key housing demand factors • Explore innovative housing investment and partnership models to maximise housing investment approaches. 6.3 The Scottish Government published its Housing Emergency Action Plan Tackling Scotland’s Housing Emergency on 02 September 2025. The SG actions sit under three key objectives: • Ending children living in temporary accommodation • Supporting the housing needs of vulnerable communities • Building our Future – maximizing investment in Scotland’s housing sector. The WDC Action Plan actions complement these objectives. 7. Specialist Housing Needs and Wheelchair Accessible Targets 7.1 The West Dunbartonshire Health and Social Care Partnership’s Strategic Needs Assessment – Adults and Older People 2022 provides the most valuable information base for predicting future requirements for the ageing West Dunbartonshire population. This is currently being reassessed and will be monitored for any significant changes. The key consideration for Housing in looking at the data is how does it translate into need for a housing solution, either through existing stock or new homes. The clear emphasis will be increasingly towards meeting needs in residents’ own homes through support and aids/adaptations. We are engaging with the HSCP over what models of supported accommodation best meet future needs in West Dunbartonshire. Page 103
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7.2 Wheelchair Accessible Housing West Dunbartonshire requires all social rented projects receiving AHSP grant support to provide a 10% element of fully wheelchair accessible housing (WCH). The detail of this requirement is spelled out in the WD Design Standard. The provision of WCH housing in the private sector remains largely discretionary but it is proposed that the matter will be considered further when drawing up the next Local Development Plan and associated guidance. Our next LHS will be informed by the outcome of these considerations. It has been agreed that more work is required to better understand the future requirement for homes designed to this standard. Discussions are ongoing with HSCP to help predict these needs and to consider how best we can gather data. Table 3 below shows the numbers of fully WCH homes delivered through the SHIP over the last 5 years. It shows a generally improving performance in meeting the 10% target. In certain circumstances the site topography will not lend itself to the provision of fully wheelchair accessible housing, but even in such cases, all homes in the SHIP will at least meet Housing for Varying Needs Standards, with at least one main entrance. Table 3: Delivery of Fully Wheelchair Housing through the AHSP Year RSL Completions RSL WCH WDC Completions WDC WCH Total %age 2024/25 0 0 74 9 12.2 2023/24 24 4 0 0 16.7 2022/23 253 29 29 5 8.7 2021/22 200 9 306 18 5.3 2020/21 54 4 0 0 7.4 7.3 People with Disabilities and Mobility Issues Records show that by category the following numbers of people living with disabilities reside in West Dunbartonshire: • Frail Elderly 65+: 3,297 (of whom 20% have dementia diagnosis) • Physical Disability Under 65: 301 • Neurological Conditions Under 65: 221 (includes Parkinsons, MND, Epilepsy, Stroke Disease, Cerebral Palsy, MS, Acquired Brain Injury etc.) • Children with disabilities (15-20): eighty-eight • Learning Disability: 394. West Dunbartonshire has a 65+ population of 18,495 or 20.8% of the total. This compares with 17.6% for GG&C and 20.5% for Scotland. Eighteen percent of our 65+ residents receive social care/support or community alarm/telecare services. Page 104
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The vast majority of those falling into any of these categories will be satisfactorily housed within mainstream housing, although often with home support. Aids and adaptations together with better targeted lettings through social housing allocations will provide the principal routes to addressing accessibility issues for most people. All homes developed with AHSP funding assistance as a minimum comply with Housing for Varying Needs Standard, with a quota of at least 10% meeting the higher fully wheelchair accessible standard. We have piloted a Housing for the Older People new build model which provides a mix of flatted and terraced homes for older people. In addition to the better accessibility noted above, these homes feature dementia-friendly elements such as colour coded landings, glass fronted kitchen cabinets and higher electric points throughout. Aids and Adaptations: The report What’s Next for Adaptations? was published in August 2025 by the University of Edinburgh in conjunction with Scotland’s leading housing bodies. The report warns of an adaptations crisis and urges the Scottish Government to take more effective action on the issue. It is expected that this Mount Pleasant Old Kilpatrick - Homes for Older People: Case Study Set in the village of Old Kilpatrick, Mount Pleasant is an affordable housing development for social rent providing 19 new homes for the over 60s, who were looking to downsize from larger tenanted family homes. The project was completed in May 2025. The social rented homes vacated by tenants moving to Mount Pleasant will be let to families on our waiting list, an effective way of providing family homes which are in high demand. Designed to Housing for Varying Needs and Dementia Design guidance, the homes support ageing in place and provide an inclusive community for residents. The development includes 1- and 2- bed homes within three blocks of flats, terraced bungalows, and cottage flats arranged around a central community garden. All homes have access to private garden space, via a low maintenance garden or balcony. The garden is a focus and social hub for residents, offering attractive seating areas and allowing opportunities to participate in growing flowers or vegetables in the raised beds. We believe this is a model of housing which will work well in other locations across West Dunbartonshire, creating smaller, accessible homes for older people while freeing up larger homes elsewhere for families. Page 105
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publication will lead to more debate on the issue, and impact on future policy development. Housing Allocations: WDC, in partnership with several locally operating RSLs, have introduced a common application form with a view to developing a future integrated common housing register. It is hoped that such a development will help applicants to find accommodation to match their needs, including where there are accessibility issues. 7.4 People Leaving Supported Accommodation/Care Leavers There are several anti-poverty measures in place within West Dunbartonshire to support our care experienced young people. These include: • Council Tax exemption for care leavers up to the age of 26 years • Rent abatement for care leavers in ongoing further education (which also includes modern apprentice posts), allowing for full access to the Care Experienced bursary. • Payment of £2,000 available to Care Leavers for setting up their own first tenancy. • There is also the Care Leavers Housing Protocol, which provides care leavers with access to affordable, permanent housing. Fifty-one young people have accessed tenancies. through this route since 2019, and 85% of the young people have remained in them. 7.5 Supported Accommodation A property within Bridge Street, Alexandria, which is currently owned by West Dunbartonshire Housing, has been identified as an option for renovation and refurbishment to provide suitable supported accommodation (6 bedrooms) for young people who are transitioning from being looked after to independent living. 8. Rapid Rehousing Transition Plan 8.1 An update is provided monthly on progress on the RRTP to the Council’s Housing Improvement Board. The key SHIP priorities align with those in the RRTP, not least in respect of the drive to increase the number of affordable homes available and in particular the emphasis placed on increasing the numbers of larger family and 1-bedroom homes. 8.2 WDC allocates one property in each new AHSP-funded development for Housing First purposes and encourages all other new housing developers to do likewise. 9. Alignment with Child Poverty Action Report Page 106
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9.1 Addressing Child poverty is a highest-level priority for the Scottish Government. West Dunbartonshire Council sees enhancing family incomes and reducing the cost of living as the key focus for addressing the issue. 9.2 The West Dunbartonshire Local Child Poverty Action Report 2024/2025 notes the support given through the LHS to assist in addressing child poverty and undertakes to review further how best to support priority families through housing measures. 9.3 Recognising the value of adequate accommodation and the historic under provision, this SHIP continues to place an emphasis on larger family homes (4- bed and above) in both the new build and buyback programmes. We will consider strengthening our commitment to building these larger homes by amending our Design Standard to require each mainstream project to include a 10% element of larger homes. Energy efficiency is a key element required of SHIP supported new build projects. We have seen that well-insulated homes can have a huge impact on reducing home energy bills, a particularly important positive for larger families. 9.4 Our buy-back and ROTS schemes also are weighted towards the acquisition of larger family homes, with four bedrooms and above. 9.5 The HSCP is developing a new strategic needs assessment for children and young people, and this is anticipated being available in Autumn 2025. Based on this information, we will assess how these needs translate into housing requirements and what this might mean for the SHIP in the future, perhaps through custom-built solutions. 10. Project Assessment Methodology 10.1 Projects considered for inclusion in the SHIP are subject to a matrix-based scoring analysis to assess their relative merits. Various criteria are employed in assessing and prioritising the projects. These are: • the strategic priorities of the Council • contribution towards meeting the assessed housing need and demand, including the provision of larger family homes (4 bed and over) • meeting regeneration and re-provisioning objectives • SIMD scoring • affordability • deliverability including Planning compliance and site constraints • level of grant subsidy required. 10.2 There are information gaps in respect of some projects: these have been listed on the scoring pro-forma as future sites and will be subject to reassessment Page 107
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when the full information is available. Not all will have been scored as yet. These may feature in future iterations of the SHIP. 11. Fair Work First All developers with projects in the SHIP are required to comply with mandatory Fair Work First criteria and commit to the desirable criteria. Confirmation of compliance will be provided to the Scottish Government annually. 12. Funding 12.1 Funding for the projects in this programme comes from two principal sources: • the allocation from the Affordable Housing Supply Programme as detailed at 1.6 above and • the resources from the housing providers sources, primarily private borrowing by RSLs and Prudential borrowing by the Council. 12.2 Unless otherwise known, we assume that both Council and RSL projects will be seeking grant support of £120,000 per house. This compares with a current 3- person equivalent benchmark figure of £87,763 for Councils and £95,741 for RSLs, although additional grant is payable for projects meeting additional quality benchmarks, including on low carbon, fire suppression and EV charging. We will continue to liaise with Scottish Government More Homes colleagues on developments which require higher than benchmark awards, especially those supporting the strategic priority of increasing the supply of larger family homes. 12.3 Where a Council House Building project is proposed on a Housing Revenue Account owned site, it is assumed that there will be no acquisition costs to the project. 12.4 In collaboration with the Scottish Government More Homes Division, and representative bodies such as ALACHO, the Council will continue to consider alternative and innovative funding proposals for the delivery of affordable housing. In addition, we will seek to explore with partner RSLs any opportunities to support the programme with funding from their financial reserves or other sources. 13. Progress on Previous SHIP 2025 - 2030 13.1 The progress on the SHIP 2025/26 - 2029/30 priority projects are summarised below. Table 4: Progress on Previous SHIP 2025/26 – 2029/30 Priority Projects Page 108
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Project/ Developer Units Status in SHIP November 2024 Update at September 2025 Clydebank East/WDC 88 On site Est complete October 2024 Complete April 2025 Mount Pleasant, Old Kilpatrick 19 On site Est Complete May 2025 Complete May 2025 Pappert, Alexandria/ WDC 26 Est Complete May 2025 Complete June 2025 Willox Park Ph1/ WDC 17 Est Site Start Jan 2026 Est Completion Jan 2027 On Site Due complete January 2026 Bank St, Alexandria /WDC 22 Est Site Start May 2025 Est Completion May 2026 Site start October 2025 Due complete Jan 2027 West Thomson St, (Clydebank Health Centre) /WDC 42 Est Site Start October 2025 Est Completion November 2026 Site start July 2026 Due complete Feb 2028 Abbeylands Rd, Faifley (Bowling Club) /Knowes HA 27 tbc Est August 2025 Estimated site start summer 2026. Bellsmyre Regeneration Phase 1 /Caledonia HA 27 Est Site Start November 2024 Site Start March 2025 Due complete March 2026 Dalquhurn Ph4 /Caledonia HA 25 Site July 2024 Complete September 2025 Golfhill Drive, Alexandria/ Dunbritton HA 7 Est Site Start March 2025 Est Completion March 2026 Est Site Start Oct 2025 Due complete Oct 2026 Bonhill Gap Sites/WDC 28 Est Site Start April 2025 Est Completion May 2026 Start Aug 25 Due complete Sep 26 Dalquhurn Phase 5&6 Caledonia HA 25SR/25SE Est Site Start June 2025 Est Completion December 2026 New masterplan required. Tenure being reconsidered. Uncertain start date. Page 109
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14. SHIP 2026/27 – 2030/31: Priority Projects 14.1 The priority projects for this period are as shown in table 5 below. All units are social rented unless otherwise stated and unit numbers are draft in most cases. Table 5: Priority Projects (including those on site). Sept 2025 Site/Developer Number of Units Construction Method WDC Willox Park, Dumbarton Ph1 17 MMC Off Site Manufacturing, Enhanced timber frame systems Bank St, Alexandria 22 MMC Off Site Manufacturing, Enhanced timber frame systems Bonhill Gap Sites, Alexandria 28 MMC Off Site Manufacturing, Enhanced timber frame systems Dennystoun Forge, Dumbarton 20 Undecided. Possible off-the- shelf chalet. West Thomson St, Clydebank 42 TBC Willox Park Dumbarton Ph 2 21 MMC Off Site Manufacturing, Enhanced timber frame systems Ottawa Crescent, Dalmuir 21 est TBC 28 Bridge St, Alexandria 8 Refurbishment Gilmour Ave, Hardgate /WDC 2 Site Start September 2024 Est Completion February 2025 On site Due complete Dec 25 Dennystoun Forge/WDC 20 Est Site Start September 2025 Est Completion September 2026 Est Start July 26 Due complete March 27 Queen Mary Ave, Drumry /WDC 17 Est Site Start October 2025 Est Completion October 2026 Est Site start Oct 25 Due complete Dec 26 Page 110
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Silverton, Dumbarton 9 TBC O’Hare, Alexandria 6 TBC Queen Mary Avenue, Clydebank 17 MMC Off Site Manufacturing, Enhanced timber frame systems Buybacks/ROTS 181 N/A 392 units Wheatley Group/ (Loretto HA) Dumbain Road, Haldane 23 TBC 23 units Knowes HA Abbeylands Road, Faifley 27 est TBC Buybacks/ROTS 32 N/A 59 units Dunbritton HA Golfhill Drive, Dalmonach 7 MMC - Closed panel timber kit system/factory installed window Cottage Hospital, Dumbarton 10 TBC 17 units Caledonia HA Bellsmyre Regeneration Phase 2 33 MMC - closed/partially closed timber frame panels Bellsmyre Regeneration Phase 3 34 MMC - closed/partially closed timber frame panels Bellsmyre Regeneration Phase 4 16 MMC - closed/partially closed timber frame panels Bellsmyre Regeneration Phase 5 28 MMC - closed/partially closed timber frame panels 111 units Dalmuir Park HA Auld St, Dalmuir 32 TBC Buybacks/ROTS 15 Page 111
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47 units 14.2 Reserve Projects In addition to the projects listed above and designated as priorities, the SHIP contains several additional projects which may be able to be carried out towards the end of the plan period. A number of these projects are quite well advanced. Some have been in receipt of AHSP grant funding and in these cases, there will be a presumption that they will proceed. Slippage in the priority programme may allow some to be brought forward more quickly. These additional projects are as listed below, but these should be considered as tentative, with notional numbers at this stage: Table 6: Reserve Projects Site Developer Number of Units - Notional Artizan Centre. Dumbarton WDC TBC BMQ, Clydebank WDC TBC Cottage Hospital, Dumbarton Dunbritton HA 8 Dalquhurn Ph 5 Caledonia HA 25 Dalquhurn Ph 6 Caledonia HA 25 Edinbarnet, Faifley TBC TBC Queens Quay Site C WDC 20 Radnor Park Hotel, Clydebank WDC TBC Sheltered Housing Reprovisioning WDC TBC Skypoint, Faifley TBC TBC Stanford St, Clydebank Clydebank HA TBC Smollet/Dumbuie, Dumbarton WDC TBC 14.3 WDC operates a very popular “Buy Back” scheme whereby the Council can re - purchase vacant homes which are on the market, to help meet strategic housing objectives. The SHIP proposes an annual quota of 35 properties at a minimum £50K AHSP support rate, giving a spend of £1.75m each year on the Buy Back scheme, or £8.75m over the five-year period. Similarly, the Rental Off the Shelf (ROTS) scheme will deliver 47 homes at a cost of £2.3m over the plan period. 14.4 Excluding the reserve projects, the SHIP shows the delivery of around 649 additional rented homes over the 5-year plan period. The delivery of this ambitious plan will depend upon the ongoing support of our developing RSL partners and generous funding from the Scottish Government. Page 112
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14.5 Our most recent cost monitoring exercise carried out with the Scottish Government indicated that the funding required to deliver the committed and priority projects over the five years of this programme to 2030/31 is currently estimated to be £51.57m. This compares with an estimated Resource Planning Target of £30.63m for the same period, though we expect this figure to rise when details of the multi-year funding are announced. It is normal to over- programme the SHIP to account for fluctuations in the programme. Given the current unknowns about the projects and the funding, the programme is heavily weighted towards the early years of the plan period and will be subject to continuous adjustment. 14.6 All projects contained in this SHIP are for social rent, alternative tenure options such as Shared Equity/ Mid-Market Rent will be Caledonia HA have recently converted a proposed shared equity scheme at Dalquhurn back to social rent due to concerns over its viability. 14.7 Due to continuing uncertainties over details of some of the proposed projects in the SHIP and the availability of funding, the SHIP will require to show flexibility and be subject to continual monitoring. Monitoring will be carried out through the Council’s performance management system and through key structures such as the More Homes Delivery Group, the Strategic Housing Providers Forum, Housing Improvement Board and programme review meetings with the Scottish Government. 14.8 The Council has carried out an analysis of potential projects against an objective Prioritisation Scoring Matrix and assessed them accordingly. A number of factors are taken into account including availability of land, type of housing being proposed, compliance with LHS objectives, deliverability and value for money. This analysis has informed this SHIP. 14.9 The SHIP scoring matrix contains a longer list of projects which have been brought forward for consideration. These are considered to be reserve projects. If there is slippage, or if additional funding becomes available, some of these projects may be introduced into the programme. We remain open to consideration of other projects which may be presented during the course of this plan period. 15. Construction Methodology and Procurement 15.1 Most of the new builds proposed in the SHIP will be delivered through MMC methodology, as have most projects during recent years. We work closely with our construction company partners to consider the most efficient way of delivering our programme. Page 113
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15.2 Unfortunately, one company known for this approach, Modular Connect, went into liquidation mid-contract delaying the completion of our Gilmour Avenue project. Luckily, this project was a small one and it is now nearing completion with an alternative builder. 15.3 Table 5 at 14.1 above showing the priority projects for the SHIP gives an indication of the method of construction employed for each project where known. 16. Purchase of Existing Homes through Buyback and ROTS Schemes 16.1 The Council’s buyback and RSL Rental of the Shelf (ROTS) schemes are vital measures in increasing the supply of affordable homes across West Dunbartonshire. They can supplement the stock generally, contribute to addressing the housing emergency and help address the historic shortage of larger family homes. 16.2 We are placing an increasing emphasis on purchasing larger family home of 4 and more bedrooms, although these are less frequently on the market. 16.3 There is strong collaboration between the Lead Officer Empty Homes and the Empty Homes Officer, with the latter recommending for purchase suitable properties coming to their attention. 16.4 The table below summarises the Council’s buyback delivery over the last three years. Table 7: WDC Buybacks 2022/23 – 2024/25 Year Total Homeless Allocations Homeless Children Housed 4bedroom and above Direct Referral by Empty Homes Officer 2022/23 16 5 5 0 3 2023/24 35 21 21 10 5 2024/25 33 17 17 4 4 16.5 Two RSLs in West Dunbartonshire, Knowes and Dalmuir Park, are now taking part in the ROTS scheme. We encourage others to do likewise. We know that most of the RSL acquisitions coming through this route are being allocated via Section 5 referrals, an outcome helpful in addressing the homelessness crisis. Numbers for anticipated acquisitions during the period of the SHIP are shown in Table 3 above. We remain open to conversations with RSLs on how ROTS acquisitions can be increased to meet strategic priorities. 17. Gypsy/Traveller Sites Page 114
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17.1 The WDC gypsy/traveller site at Dennystoun Forge, Dumbarton features in the SHIP as a priority project, with a site start due to take place in 2026/27. The project will see the provision of new chalet accommodation to replace the unsatisfactory arrangements currently in place. 17.2 WDC welcomes to the mainstreaming of projects of this nature under the AHSP and appreciates the new guidance on the details of how funding will be applied in such projects. It is recognised that there are significant differences from mainstream projects, and this is reflected in the guidance, not least in respect of Scottish Government grant support for decanting costs. 17.3 The regeneration of the Dennystoun Forge has been scored a high priority for this SHIP, with a proposed site start during 2026/27. This project has been the subject of intensive consultation with the gypsy/traveller community, with the helpful involvement of MECOPP, the charity in the forefront of helping gypsy /traveller communities achieve quality of life improvements. 17.4 There are currently no transit sites within West Dunbartonshire. With a view to informing the forthcoming Local Development Plan, engagement has taken place with the resident gypsy/traveller community on the need for such provision, and it may be the case that funding will be sought for this purpose at a future date. 18. Key Worker Housing Projects 18.1 There are no projects currently identified specifically for housing key workers. However, we are aware that consideration may be given to expansion of the Jubilee Hospital in Clydebank which could create future demand for such a project. Projects of this nature may be suited to intermediate /MMR products. 18.2 West Dunbartonshire Council has not sought to access the Scottish Government’s Affordable Rural Homes for Key Workers Fund in relation to the small part of the authority where this might be eligible. We would give this consideration if any opportunities arose to improve affordable housing options for key workers. 19. Consultation 19.1 This SHIP has been prepared in consultation with all RSLs operating in West Dunbartonshire who were approached with a “call for sites” for consideration for inclusion in the programme. 19.2 Consultations with the West Dunbartonshire Council Tenants and Residents Organisation (WDTRO,) including a presentation to their Board in October 2025, have evidenced their backing for the Plan. 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 Page 115
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for tenants through the comprehensive tenant satisfaction survey undertaken in late 2024. 19.3 The SHIP was the subject of a discussion at the Strategic Housing Providers Forum and subsequent individual meetings took place with potential developing associations in conjunction with the Scottish Government More Homes Division. 19.4 The Scottish Government’s More Homes Division, Glasgow and Clyde Team were involved throughout in the preparation of this SHIP. 20. Vacant and Derelict Infrastructure Fund/Regeneration Capital Grant Fund 20.1 The Regeneration Capital Grant Fund (RCGF) streamlines the funding previously delivered through the Vacant and Derelict Investment Programme (VDLIP) and RCGF through a single fund to support place-based community-led regeneration 20.2 Housing and Planning in West Dunbartonshire work together to maximise access to infrastructure grants to enable new housing development. We were successful in attracting almost £1m from the RCGF which allowed our new build at Pappert to go ahead, overcoming considerable topographical difficulties. 21. Empty and Second Homes Actions 21.1 The West Dunbartonshire Empty Homes Strategy 2024 – 2029 was published in November 2024. It contains an action plan outlining the key measures being taken to bring vacant homes into use, including one on the close working arrangement between the Empty Homes Officer and the Buy Back Lead Officer, for example in identifying homes suitable for acquisition for affordable housing, with a total of 12 purchased by WDC over the last 3 years. 21.2 As well as bringing empty homes back into use and contributing to addressing housing needs, communities across West Dunbartonshire have seen the benefits brought about by the work done through this strategy, particularly where long-term blights on their neighbourhoods have been resolved. The table below shows the numbers brought back into use over the last three years, and the time they had lain vacant. Table 8: Empty Homes Brought Back into Use 2022/23 – 2024/25 Year Total 6-12 months 1-2 years 2-5 years 5-10 years 10years+ 2022/23 25 0 8 10 6 1 2023/24 28 0 3 13 9 3 Page 116
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2024/25 29 0 8 10 8 3 Total 82 0 19 33 23 7 21.3 The Empty Homes Officer also works with RSLs across West Dunbartonshire to assist their efforts to bring vacant properties back into use. 21.4 Additional council tax income raised from empty, and second homes is currently not ring-fenced to support the provision of affordable housing. 22. Developer Contributions 22.1 The Council does not apply S75 arrangements with new housing developers but instead allocates housing sites by tenure, seeking to achieve an appropriate balance. Consequently, there are no Developer Contributions providing support to the programme. It is proposed that this position will be reviewed as part of the new LDP preparation. 23. Constraints to Delivery 23.1 Scottish Government guidance indicates that SHIPs should have an emphasis on deliverability. In preparing the SHIP, every effort has been made to take account of any constraints that may affect the delivery of the projects, and this is taken account of in the assessment scoring. 23.2 A number of the projects contained in this SHIP are at the early stage of their development and the full issues/constraints are not known at this stage. For example, a number of the projects contained within the SHIP are not at the stage of having Planning consent. 24. Local Authority Assistance in the Delivery of the SHIP 24.1 The Council is committed to assist where possible in the delivery of the SHIP projects within the context of the More Homes West Dunbartonshire initiative as outlined in the Local Housing Strategy. 24.2 Within the Council, the officers’ More Homes Project Board monitors the delivery of the new council home element of the programme and will continue to seek to identify additional sites to extend the Council’s new build programme, supported by prudential borrowing, the AHSP and the Council’s rent pooling strengths. The Council’s element of the programme will be carried out in-house by our Housing Service, with the assistance of Corporate Procurement, demonstrating efficiency and best value in the process. Page 117
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24.3 Vacant sites in the Housing Revenue Account, or areas of surplus stock, will generally be available to support the development of social rented housing. The Council has identified a series of Strategic Development sites including former school sites, some of which will be made available for affordable housing projects. Housing will continue work closely with Planning colleagues to ensure an adequate supply of development land to meet the increased targets within the context of the Local Development Plan and Housing Land Audit. In particular, we will engage with Planning colleagues over the housing content of the forthcoming new LDP which is scheduled to be adopted in 2028. 25. Energy Efficiency, Environmental Standards and Sustainability 25.1 Local Authorities are among a wide range of public bodies required to meet the duties place on them by the Climate Change (Scotland) Act 2009.1 In this context, developments arising from the SHIP must take account of the change agenda. New Build developments must contribute to the Single Outcome Agreement local outcome commitment to reduce fuel poverty. 25.2 The Council has introduced a pioneering a new higher standard for Council and Housing Association homes being built in West Dunbartonshire. The West Dunbartonshire Design Standard applies to all new build projects being supported by the Affordable Housing Supply Programme and requires these homes to meet a higher standard than the statutory minimum. New homes constructed under this scheme will achieve at least an Energy Efficiency Rating of B and an Environmental Impact Rating of B. As well as improving energy efficiency, the policy will encourage better external design and internal space standards. The Design Standard was shortlisted for the prestigious Chartered Institute of Housing (Scotland) 2016 National Good Practice Excellence Awards in the category “Excellence in Housing Innovation”. The West Dunbartonshire Design Standard will be reviewed in 2026 with a view to improving the standard of new affordable housing still further. 25.3 West Dunbartonshire Council is part of Scotland’s Housing Network, a benchmarking and practice exchange organisation covering over 120 local authorities and RSLs across Scotland, representing almost 90% of the sector’s stock. We are engaged with the work the SHN is doing, in partnership with the Scottish Government, on a housing development performance framework for benchmarking of new build projects. 25.4 The Council continues to encourage the consideration of district heating systems or other innovative measures which contribute to meeting climate change objectives. For example, the new homes at Queens Quay benefit from the ambitious district heating scheme forming a part of the Clydebank waterfront development. 26. Equalities Issues Page 118
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26.1 West Dunbartonshire Council is committed to delivering good quality services which are underpinned by a clear understanding of Equality and Diversity and to promoting and sustaining equality and inclusion, and equality and diversity principles. 26.2 An integrated Equalities impact assessment was carried out which predicted that the Local Housing Strategy would have an overwhelmingly positive impact. 27. Strategic Environmental Assessment 27.1 A Strategic Environmental Assessment (SEA) pre-screening report has been carried out in respect of the parent Local Housing Strategy. The Council has determined that a SEA is not required in this instance. 28. Monitoring 29.1 Monitoring of progress will be carried out through the Council’s performance management system and through key structures such as the Housing Providers Forum, the Housing Improvement Board, the More Homes Project Board and programme review meetings with the Scottish Government. A new SHIP will be submitted annually to the Scottish Government each October and will be the subject of a report to the Housing and Communities Committee. Page 119
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 19th November 2025 Subject: More Homes West Dunbartonshire – West Dunbartonshire Council Affordable Housing Supply Delivery Programme 1. Purpose 1.1 This purpose of this report is to provide the Housing and Communities Committee an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach, including: - a. Site starts at the Bonhill Gap site development (Campbell Street/Braehead), Bank Street and Queen Mary Avenue; b. The formal completions of 133 new homes for social rent in 2025/26 to date which has led to 117 children being taken out of a homeless environment and; c. amendments to the handover dates of the Gilmour Avenue and Willox Park Phase 1 projects; (ii) Recognises the significant achievement of the Clydebank East new build regeneration project which was awarded the Affordable Housing Development of the Year Award in the Herald Property Awards in September 2025; (iii) Note the continued 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 3. Background 3.1 In West Dunbartonshire the Affordable Housing Supply Programme (AHSP) is delivered through a More Homes West Dunbartonshire strategic approach which has successfully delivered over one thousand new affordable homes in ITEM 11 Page 121
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West Dunbartonshire and includes the Council’s own new home 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 contribute to meet the Council Administration’s aim of delivering 2500 new affordable and social rented homes over the 10-year period 2022-2032. A new SHIP will be presented to the Housing and Communities Committee in November for approval which will build on the previous plan. 4. Main Issues More Homes West Dunbartonshire - Delivery Programme 4.1 Building new affordable homes has an important role to play in revitalising local economies and assisting with post-pandemic and economic recovery plans, negating the impacts of the current cost of living crisis and combatting poverty principally child and fuel poverty. It is also clear that the need for affordable homes has and will increase in the current ongoing economic environment. 4.2 The delivery of new affordable homes has a key role to play in revitalising local economies and assisting with wider 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 both in a local and national context. 4.3 In July 2025, Shelter published its study The Social Value of New Social Housing in Scotland which calculated that each new social home in Scotland can generate on average £11,639 in social value within just six months of a tenant moving in. This figure includes a £990.44 saving to the public purse and £10,648 in wellbeing value to the tenant, who benefits from improved opportunities such as securing employment, better health, transport connections, and reduced housing costs, thanks to a new social home. The research report’s key conclusion is that it has shown that new social housing is driving improvements in social, economic and health outcomes for its residents, and where this impact is achieved, there is huge capacity for significant preventative savings to wider society. 4.4 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. 4.5 As the largest affordable housing developer in West Dunbartonshire, the Council has identified a number of development sites for new council homes to address existing and new housing need. The design of these homes Page 122
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provides sustainable homes using innovative technology and delivering on our low carbon ambitions including Passivhaus and other net zero carbon opportunities. We anticipate the new homes delivered by the Council will have a minimum lifespan of 100 years. 4.6 The Council’s More Homes West Dunbartonshire approach has evidenced strong support from council tenants and was recently highlighted as one of the top two key future spending priority areas for tenants through the comprehensive tenant satisfaction survey reported to the Housing and Communities Committee in February 2025. 4.7 In September 2025, the Council’s major housing led regeneration project which overseen the development of 88 new council homes at Clydebank East was awarded the prestigious Herald Property Awards - Affordable Housing Development of the Year Award recognising this high-quality housing development. This development is also a finalist in the Scottish Housing Awards 2025 in the Excellence in Regeneration and Sustainability category. 4.8 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 provided 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 The practical completion was 6th June 2025, and the project has been selected as finalist in the Scottish Housing Awards in the Net Zero in Housing category. Mount Pleasant, Old Kilpatrick The 19-unit development, which is designed for elderly residents and delivers high quality amenity housing, completed ahead of schedule in Spring 2025. The housing mix is outlined below for information: Page 123
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This project has been selected as a finalist in the Scottish Housing Awards in the Excellence in health and wellbeing category. The three most recent new home developments completed highlighted above have significantly contributed to meeting housing need within West Dunbartonshire communities and combined have contributed to lifting 117 children out of homelessness and into a secure tenancy. Willox Park Phase 1/2, Doveholm, Dumbarton The Phase 1 development of seventeen new homes for the elderly at a former care home site will comprise of the housing mix below. House Type Sustainability Standard Number of New Homes Flat 2bed/3person Net Zero 2 Flat 1 bed/2person Net Zero 15 This 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 to make sure the process of moving into the new facility is as easy and streamlined as possible. The units have all been allocated. The original move to the new facility was planned for 30th November 2025. Unfortunately, there has been a delay in the programme due to issues with the fabrication of the steel balconies for the new homes. As such, the new completion date is 29th January 2026. The tenants have received communications on the delay which is longer due to the construction Christmas closedown. In terms of the Phase 2 programme feasibility studies for the site have confirmed an optimum site capacity of 21 new homes and the design and build contract will also include the demolition of the existing homes following completion of Phase 1. Phase 2 is part of the wider housing regeneration plans for the Willox Park area and priority to the new homes in Phase 2 will be given to the tenants within Phase 1 in the first instance. 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 124
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Bonhill Gap Site Strategy The 28 units of housing at Braehead (17) and Campbell Street (11) went on site in August 2025 and is scheduled to complete within a 56-week period. The new tender for the O’Hare project (6 units) was returned on 30th October. The evaluation process is ongoing to appoint the main contractor for these six homes. The housing mix of the full Bonhill Gap Site development programme is highlighted in the table below and will include 8 large family homes to meet the key identified need: - House Size Sustainability Standard Number of New Homes 1bed wheelchair Net Zero 4 1 bed general needs Net Zero 16 2 bed wheelchair Net Zero 3 3 bed general needs Net Zero 3 4 bed general needs Net Zero 2 5 bed general needs Net Zero 4 7 bed general needs Net Zero 2 Bank Street, Alexandria The development will consist of twenty-two sheltered/amenity housing units in partnership with the HSCP. A site start was achieved in October 2025 and is scheduled for completion in January 2027. 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 As reported to the August Housing and Communities Committee the tender return was some £2.4m below the initial estimated cost. This development as with the development at Willox Park, involved the existing tenants at Gray Street who have been consulted throughout the design process and will be assisted to make the transition as smooth as possible. The Council is currently undertaking feasibility studies in terms of future options for Gray Street, Alexandria and will provide an update to the Housing and Communities Committee in February 2026. West Thomson Street (former Clydebank Health Centre) Demolition of the former Clydebank health centre building was completed in late 2024. Page 125
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The proposed development will provide 42 new homes - 15 units of family housing and 27, fully accessible, sheltered/amenity homes for the elderly. The proposed housing mix is noted 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 planning application for this site was submitted 8th October 2025. We are continuing to temporarily suspend lettings within the Young Street sheltered housing complex unless in emergency circumstances as we complete the consultative exercise which will see the sheltered/amenity new housing provision potentially as replacement housing for the existing Young Street tenants. Consultation with the residents is on-going. We have held 4 consultation meetings with the residents, including visiting with the residents and their families who were unable to attend previous meetings. The consultative phase will continue throughout the planning process, and the Young Street tenants will have the opportunity to visit the Willox Park Phase 1 homes to give more informed feedback of a potential new homes within this development. Gilmour Avenue, Hardgate The development started on site on 23rd September 2024. Following the administration of the initial contractor (Connect Modular), CCG were appointed to complete the 2x 3-bedroom homes. However, due to issues with utilities companies delaying the programme, the new homes will not be handed over until 24th November 2025 from 30th October. 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 to 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 Page 126
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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 has now issued guidance on how these projects will be funded through the Affordable Housing Supply Programme for 2026/27, and this will influence our discussions going forward. Queen Mary Avenue, Clydebank (Clydebank Gap Sites) This development proposes 17 new units on the now demolished Queen Mary Day Centres in Drumry which was acquired from the Council’s General Fund at market value. House Type Sustainability Standard Number of New Homes 1 bed/2 person Cottage Flat Net Zero 10 2 bed/3 person WCH Cottage Flat Net Zero 1 3 bed/4 person Cottage Flat Net Zero 1 3 bedroom terraced house Net Zero 3 4 bedroom semi-detached Net Zero 2 The Council’s appointed main contractor has undertaken the design stage for this site and successfully initiated a site start on the 20th October with a planned programme of 61 weeks. This start date is only one year and one month after the demolition highlighting the success of the procurement and design strategy for this project and the ability to deliver at pace within the context of the current housing emergency. Dumbuie Avenue and Smollett Road (Silverton Regeneration) The council have been assembling this site for over 10 years, following structural issues with the previous properties located within the sites which were demolished in November 2024. 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 terrace properties 2 x 4 bed 1 3 bed Page 127
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Following approval from the Housing and Communities Committee 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), the project is now included within the draft Council’s Strategic Housing Investment Plan 2026/27-2031/32 which is submitted for approval at the Housing and Communities Committee of 19th November 2025. Buyback Programme Total number of properties purchased in 2025/26 financial year 20 Total Purchase Value £1,650,000 PROPERTY SIZE PURCHASED 6 apt 0 5 apt 2 4 apt 8 3 apt 2 2 apt 8 There are currently 6 properties under offer, of which 5 are three bedroom or more homes to meet housing need in West Dunbartonshire. 4.9 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 was increased to a minimum of £11,053m. This has been further increased to £11.386m following the awarding of an additional £333k in 2025/26 for acquisitions to accelerate children moving out of temporary accommodation environments. Council Officers are currently participating in positive discussions with the Scottish Government’s More Homes team to further increase the RPA for 2025/26 and members will be advised of the outcome of these discussions before the end of this calendar year. 4.10 The announcement of the additional £333k funding to West Dunbartonshire from the additional £40m national increased allocation was part of the Scottish Government’s Housing Emergency Action Plan announcements published in September 2025 which set out a range of new enhanced and accelerated actions to tackle the national housing emergency. The plan is structured through three pillars highlighted below: - Ending children living in unsuitable accommodation as a vital part of the Scottish Government’s determination to end child poverty; Supporting the needs of vulnerable communities, and; Building our future – maximising investment in Scotland’s housing sector 4.11 Positively the plan committed to a £4.9bn investment over the next four years for the delivery of new homes, this will see an increased RPA allocation for all Page 128
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Scottish local authorities and the welcome introduction of multiyear funding allocations to strengthen the delivery of strategic housing investment plans. Once the Scottish Government makes formal announcements on this aspect of the Action Plan, such as the increased funding and how this will be distributed to local authorities, the Council will review the programme with a focus on maximising investment opportunities and ensuring the delivery of affordable housing continues to meet the needs of West Dunbartonshire’s communities. 4.12 The Housing Service are continuously looking for opportunities to provide additional new build council homes and will bring any potential site to the Housing and Communities Committee with as much information as possible as part of the regular More Homes update paper. 5. People Implications 5.1 The delivery of the More Homes delivery programme is managed through existing resource within the Housing Development & Homelessness team funded from the Housing Capital Investment Programme. 6. Financial and Procurement Implications Financial 6.1 The Council has to date delivered 584 new homes for social rent; these additional homes bring council tax revenue of around £810k per year to West Dunbartonshire Council. 6.2 On 5 March 2025 supported by tenant representatives the Council approved the Housing Capital Programme 2025-2030 which saw appropriate resources committed to the delivery of new council homes in West Dunbartonshire. A net expenditure budget of £69m for the affordable housing supply programme inclusive of acquisitions is factored into the 5-year HRA Capital Programme. As it currently stands, it is anticipated that this programme will complete within 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 4.8 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. Page 129
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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. 7.3 Housing supply continues to be the key factor in terms of the national and local housing emergencies and if not increased and/or demand reduced it will lead to continued pressures on other Council and Health and Social Care Partnership service areas such as Homelessness which will have negative financial implications for the wider Council’s general fund. 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 Page 130
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positive support for the wider delivery of new build housing as part of the current 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: 5 November 2025 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Mikayla Deeley, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email mikayla.deeley@west- dunbarton.gov.uk Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy West Dunbartonshire Council’s Strategic Housing Investment Plan Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 131
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 19 November 2025 ___________________________________________________________________ Subject: Scottish Social Housing Charter Annual Benchmarking and Mid-Year Progress Report 1. Purpose 1.1 The purpose of this report is to provide members with benchmarking information relating to 2024/25 and a mid-year update in terms of how the Council’s Housing and homelessness service is performing against the Scottish Social Housing Charter indicators and meeting the requirements of the Scottish Housing Regulator’s Regulatory Framework. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of this report recognising how the Council performed compared to our peers during 2024/25 and mid-year progress in terms of meeting the outcomes of the Scottish Social Housing Charter. (ii) Notes that following the approval of our Annual Assurance Statement by the Committee on 20 August 2025, that this has now been submitted to the Scottish Housing Regulator as per our regulatory requirement and notes the progress made in relation to areas of non-compliance highlighted. (iii) Notes that our annual Charter Performance Report for 2024/25 has now been published and a summary will be provided to all tenants with the winter edition of the Housing News, and (iv) Agrees that a full annual progress report on the Scottish Social Housing Charter and Regulatory Framework inclusive of the Council’s Annual Assurance Statement will be submitted to the August 2026 meeting of the Housing and Communities Committee. 3. Background 3.1 The Scottish Government’s first Scottish Social Housing Charter came into force in April 2012. This was reviewed during 2016 and again in 2021 and the resulting revised Charter was approved by the Scottish Parliament and has effect from 1 November 2022. 3.2 The purpose of the Charter is to help improve the quality and value of the services that social landlords provide by: ITEM 12 Page 133
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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 to assess and report on how well landlords are performing. 3.3 The Scottish Housing Regulator published a revised Regulatory Framework and associated statutory guidance for social landlords in February 2024 which has effect from 1 April 2024, and the reporting timetable is outlined below: When Who What Throughout year Housing Improvement Board/Tenant Representatives Assess performance against the Charter Outcomes May each year Housing Development Submission of Annual Return on the Charter (ARC) to the Scottish Housing Regulator August each year Scottish Housing Regulator Publish a report about each social landlord with key data from its ARC on their website October each year Convener of Housing and Communities Committee Submission of Annual Assurance Statement (AAS) to the Scottish Housing Regulator October each year Housing Development Publication of annual Charter Performance Report for tenants and other customers by April each year Scottish Housing Regulator Publish an Engagement Plan for each landlord, highlighting areas where they are seeking further assurance, based on performance against Charter Indicators and outcomes and compliance with statutory obligations by April each year Scottish Housing Regulator Publish a report on the analysis of the sectors’ performance in achieving the Charter Outcomes 3.4 On the 6 August 2014, Members of the Housing and Communities Committee agreed that twice yearly reports be provided as follows: August Committee - Scottish Social Housing Charter Annual Update Report, and November Committee - Scottish Social Housing Charter Annual Benchmarking Report and Mid-Year Progress Report (April-September). 4. Main Issues 4.1 A report to the August 2025 meeting of the Housing and Communities Committee outlined the content of our current Engagement Plan published by the Regulator in April 2025, detailed 2024/25 performance compared to the previous year and against annual targets set and highlighted key areas of concern that would be monitored closely by the Housing Improvement Board, within the context of the Housing Emergency declared by the Council in May 2024. 4.2 This report also sought approval for our Annual Assurance Statement which was approved by the Committee and has subsequently been submitted to the Scottish Housing Regulator within the timescale outlined in the Regulatory Framework. Page 134
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4.3 The key areas of focus in relation to the Scottish Social Housing Charter and Regulatory Framework highlighted in this report are as follows: Annual benchmarking data based on data published by the Scottish Housing Regulator at the end of August 2025. Mid-year progress against key measures of performance in relation to achieving the Charter Outcomes. An update in terms of the progress made in the areas of non-compliance highlighted in our Annual Assurance Statement. The production and publication of our annual Charter Performance Report for tenants and other customers. The continued development of effective tenant scrutiny arrangements in conjunction with tenants and other customers. Benchmarking of key performance indicators 4.4 The Scottish Housing Regulator currently uses 32 Charter Performance Indicators to monitor the performance of all social landlords against the Charter outcomes and standards. 4.5 Both our Annual Return on the Charter and annual performance information submitted to Scotland’s Housing Network provide opportunities to compare our performance against other landlords and to identify areas for improvement. This process is known as “benchmarking”. 4.6 The Regulator publishes a Landlord Report for every social landlord in Scotland on their website by the end of August each year. This report contains key data from the Annual Return on the Charter (18 key indicators) and compares our performance with a Scottish average figure inclusive of all housing providers. 4.7 Our most recent Landlord Report and a PowerPoint report providing more detailed benchmarking and trend information are, provided as background papers to this report. 4.8 Key findings from the benchmarking data available are outlined below: Status Key Peer group compared to is all other local authority landlords, as well as Wheatley Homes Glasgow. Top quartile 2nd quartile 3rd quartile 4th quartile Communication 2022/23 Value 2023/24 Value 2024/25 Value 2022/23 Rank 2023/24 Rank 2024/25 Rank Average time in working days to respond to a Stage 1 complaint 10.36 days 5.98 days 6.84 days Average time in working days to respond to a Stage 2 complaint 34.9 days 22.8 days 24.0 days Page 135
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Customer Satisfaction 2022/23 Value 2023/24 Value 2024/25 Value 2022/23 Rank 2023/24 Rank 2024/25 Rank % of tenants satisfied with the overall service 61.3% 61.3% 87.0% % of tenants who feel their landlord is good at keeping them informed about their services 75.8% 75.8% 86.8% % of tenants satisfied with the opportunities given to participate in decision making 69.2% 69.2% 87.2% % of tenants who feel that the rent represents good value for money 60.5% 60.5% 85.6% Quality of Housing 2022/23 Value 2023/24 Value 2024/25 Value 2022/23 Rank 2023/24 Rank 2024/25 Rank % of properties meeting the Scottish Housing Quality Standard 32.2% 51.2% 69.8% % of existing tenants satisfied with the quality of their home 62.7% 62.7% 87.8% Repairs, Maintenance and Improvements 2022/23 Value 2023/24 Value 2024/25 Value 2022/23 Rank 2023/24 Rank 2024/25 Rank Average length of time taken to complete emergency repairs 4.5 hours 5.1 hours 5.1 hours Average length of time taken to complete non-emergency repairs 9.31 days 10.94 days 12.16 days % of reactive repairs carried out completed right first time 85.7% 85.6% 85.9% How many times in the reporting period did you not complete a gas safety check within 12 months 0 0 0 % of tenants satisfied with the repairs and maintenance service 83.7% 94.8% 88.3% Neighbourhood and Community 2022/23 Value 2023/24 Value 2024/25 Value 2022/23 Rank 2023/24 Rank 2024/25 Rank % of tenants satisfied with the management of the neighbourhood they live in 62.7% 62.7% 86.0% % of tenancy offers refused 51.7% 46.6% 42.5% % of anti-social behaviour cases resolved 97.1% 98.1% 96.6% % housed who maintained their tenancy for at least 12 months 94.1% 92.8% 91.9% The average time to complete applications for medical adaptations 73.0 days 45.4 days 46.5 days Page 136
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4.9 The table below provides a more local analysis comparing West Dunbartonshire Council’s performance against comparable neighbouring housing organisations (3 neighbouring local authorities Renfrewshire, East Dunbartonshire and Stirling and River Clyde Homes operating in Inverclyde). West Dunbartonshire Council East Dunbartonshire Council Renfrewshire Council Stirling Council River Clyde Homes HOMES AND RENT Total Number of Homes 10,547 3,864 12,078 6,090 6,093 Rent increase 8.0% 4.0% 7.5% 7.2% 5.0% Homeless People 2022/23 Value 2023/24 Value 2024/25 Value 2022/23 Rank 2023/24 Rank 2024/25 Rank % of applications where household has experienced rough sleeping the night before presentation 3.3% 3% 3% Households assessed as homeless per 10,000 of households* 238 235 208 % of all homeless cases re-assessed within 12 months (repeat homeless) 4.4% 4.3% 4.5% Average time in days from application to assessment 13 12 13 Households in temporary accommodation per 10,000 of households* 68 62 62 Average total time (days) spent in temporary accommodation for cases that closed 172 177 158 Average time in days from homeless assessment to case closure 189 175 182 Value for Money 2022/23 Value 2023/24 Value 2024/25 Value 2022/23 Rank 2023/24 Rank 2024/25 Rank Average time to re-let properties 33.6 days 34.99 days 25.9 days Void rent loss expressed as a % of the total amount of rent due 1.28% 1.01% 0.85% Rent collected as a % of total rent due 98.50% 99.09% 99.58% Gross rent arrears as % of total rent due 10.00% 9.44% 8.81% Page 137
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West Dunbartonshire Council East Dunbartonshire Council Renfrewshire Council Stirling Council River Clyde Homes QUALITY AND MAINTENANCE OF HOMES % of homes meeting the SHQS 69.8% 58.9% 80.0% 55.7% 85.0% Average length of time taken to complete emergency repairs 5.1 hours 3.8 hours 5.2 hours 3.5 hours 4.1 hours Average length of time taken to complete non-emergency repairs 12.2 days 11.4 days 6.9 days 7.0 days 23.3 days % of reactive repairs carried out completed right first time 85.9% 85.1% 90.1% 92.0% 75.8% % of tenants who have had repairs carried out on the last 12 months who were satisfied with repairs and maintenance service 88.3% 88.8% 77.2% 82.5% 92.2% NEIGHBOURHOODS % of anti-social behaviour cases resolved 96.6% 21.5% 96.8% 94.1% 91.8% VALUE FOR MONEY Rent collected as % of total rent due 99.6% 104.0% 100.8% 103.0% 100.7% Void rent loss expressed as a % of the total amount of rent due 0.85% 1.0% 1.3% 1.5% 5.9% Average length of time taken to re-let homes 25.9 days 114.8 days 37.3 days 69.7 days 243.4 days 4.10 Performance improvement targets for 2024/25 for all the Charter Indicators have been agreed based on robust benchmarking information and previous performance. These targets challenge the housing service to meet our ambition to be one of Scotland’s top performing landlord organisations. Mid-year progress achieving the Charter Outcomes 4.11 Of the 32 Charter Indicators, 11 are reported on a six-monthly basis to the Housing and Communities Committee, alongside 3 indicators relating to homelessness (which are not part of the Charter return). 4.12 A summary of performance for the period April 2025 – September 2025 for these indicators is outlined in the table below: Page 138
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Status Key Target Met or exceeded Target narrowly missed (within agreed range) Target missed Quality of housing Mid-year Target Mid-year Value Status % of properties meeting the Scottish Housing Quality Standard 78% 75.6% Repairs, Maintenance and Improvements Mid-year Target Mid-year Value Status Average length of time taken to complete emergency repairs 4 hours 4.8 hours Average length of time taken to complete non- emergency repairs 9.7 days 12.5 days % of reactive repairs appointments that were kept 93.6% 91.6% How many times in the reporting period did you not complete a gas safety check within 12 months 0 0 % of tenants satisfied with the repairs and maintenance service 91.8% 87% Estate Management, Anti-Social Behaviour, Neighbour Nuisance and Tenancy Disputes Mid-year Target Mid-year Value Status % of anti-social behaviour cases resolved 96% 94.4% Tenancy Sustainability Mid-year Target Mid-year Value Status % of new tenants who maintained their tenancy for at least 12 months 93% 91.4% Homeless People Mid-year Target Mid-year Value Status % of all homeless cases who received a decision within 28-day target 95% 98.9% % of households requiring temporary accommodation, to whom an offer was made 100% 100% Breeches of the Unsuitable Accommodation Order 0 0 Value for Money Mid-year Target Mid-year Value Status Average length of time to re-let homes 25 days 23.5 days Void rent loss expressed as a % of the total amount of rent due 0.85% 0.9 % Gross rent arrears as a % of total rent due 9.3% 9.1% 4.13 Of these 14 key indicators, 6 are meeting the targets set, with another 6 narrowly missing this target. Overall, this translates to 86% of these key indicators either meeting or almost achieving target. Annual Assurance Statement update 4.14 Based on our performance against the Charter Outcomes and the information in the AAS self-assurance toolkit, the following areas of material non-compliance were identified and highlighted in our AAS approved by Committee in August 2025 Page 139
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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). 4.15 At the end of August 2025, a total of 8601 of our properties had a valid EICR in place, which equates to 81.5% of our housing stock. The most recent update provided to the Better Homes Board projects that by the end of 2025/26 this figure will have risen to 93.3% and by the end of July 2026 to 99.4%. 4.16 It is expected that properties without an EICR in place at this point, will all be labelled in abeyance in terms of SHQS compliance, as we will have exhausted the contact process and been unable to gain access to these properties. 4.17 Despite the significant challenges in terms of homelessness and pressures around the provision of temporary accommodation, we have not reported any breaches of the Unsuitable Accommodation Order so far in 2025/26, although the use of bed and breakfast accommodation did rise significantly. 4.18 The tender for a new satisfaction survey of factored owners has been completed and contractor appointed. Fieldwork will begin in November 2025 and a report outlining results is expected in late December 2025 and will be reported to the Housing and Communities Committee in February 2026 before inclusion in the Annual Return on the Charter for 2025/26 in May 2026. Production and publication of Annual Charter Performance Report 4.19 The Scottish Housing Regulator requires all social landlords to produce an Annual Charter Performance Report for their tenants and other customers no later than 31 October each year. 4.20 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. 4.21 Following the introduction of the Charter and in preparation for our first report, a working group of tenants and officers was established and successfully agreed which indicators should feature in the report and the best style and format to ensure that the report is user friendly and easy to understand. 4.22 Further engagement was conducted with tenant representatives to review and update the report, in preparation for the revised Charter coming into effect. This consultation again influenced the style, content, and format of the report and the update of the Service Standards that are in place across housing services, and Page 140
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which are reported regularly to tenants and other service users (via website and insert with Housing News). 4.23 Our Annual Charter Performance Report for 2024/25 was published online within the required timescale. The narrative in the report is based on the annual self- assessment exercise of our performance, and a summary of the report will be sent to every tenant with the winter edition of the Housing News. The full report will be sent to tenant groups, members of the WDTRO, members of the Scrutiny Panel and the Scottish Housing Regulator. 4.24 Following the introduction of revised Charter Indicators by the Scottish Housing Regulator which came into effect in April 2025, we have committed to engage with tenant representatives to fully review the content and style of our Annual Charter Performance Report and the Service Standards that are in place across Housing Services. Tenant Scrutiny Arrangements 4.25 The statutory Regulatory Framework for housing and homelessness services demands that tenants participate in scrutinising landlords’ performance against the Charter and requires that: The form of involvement has been agreed with tenants. Involvement is effective and meaningful and that tenants have a real say in assessment of performance. The approach is publicised to tenants, and Landlords’ can demonstrate the agreed approach is being implemented. 4.26 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. 4.27 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 were 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, Page 141
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2024/25 looking at the processes around reporting repairs. 4.28 All of the recommendations made in the Panel’s eight reports to date were approved by the Housing Improvement Board and progress in terms of implementing these are monitored and regular feedback provided to the Scrutiny Panel. 4.29 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. 4.30 The work of the Scrutiny Panel has been nationally recognised as finalists in Scottish Housing Awards through the work that they do to ensure that tenant scrutiny is a valued part of the Councils approach to performance management. 4.31 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). 4.32 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 Scottish Social Housing Charter and compliance with the Regulatory Framework is managed from within existing staffing resources. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications in relation to this report. The improvement plan informed by the Charter self-assessment exercise is being delivered from within existing budgets. 7. Risk Analysis 7.1 There is a significant risk that failure to respond appropriately to the requirements of the Scottish Social Housing Charter and the Regulatory Framework would attract an adverse reaction from the Scottish Housing Regulator and may have wider consequences for the Council in the context of Best Value. 7.2 At the time of writing, we expect our next Engagement Plan to be published in April 2026. Page 142
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8. Environmental Sustainability 8.1 The delivery of the council’s housing investment programmes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. The recommendations within this report do not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 The Council has in place a well-established and proactive tenant and resident’s organisational structure. The WDTRO meet with the Council (co-chaired by the Convener of the Housing and Communities Committee) on a bi-monthly basis to discuss all issues relating to the Housing Service. 10.2 There remains a strong appetite among tenants and customers to continue to participate actively to improve housing services in West Dunbartonshire. This is reflected in the successful partnership approach adopted to develop the Charter Performance Report and the on-going activities of the WDTRO, the Joint Rent Group the West Dunbartonshire Scrutiny Panel. 10.3 The Council is committed to ensure consultation continues and will support arrangements to increase tenant scrutiny activities and assess our performance in line with the requirements under the Scottish Social Housing Charter and the SHR’s Regulatory Framework. Our approach was commended via an external validation exercise by the Tenant Participation Advisory Service (TPAS) Scotland, who in 2023 again awarded West Dunbartonshire Council, a Gold Accreditation for excellence in tenant participation. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improving local housing and environmentally sustainable infrastructure. Peter Barry Chief Officer, Housing Date: 5 November 2025 ___________________________________________________________________ Page 143
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Person to Contact: John Kerr, Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing, email: john.kerr@west-dunbarton.gov.uk Stefan Kristmanns, Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing, email: stefan.kristamanns@west-dunbarton.gov.uk Appendices: None Background Papers: 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 Scottish Housing Regulator WDC Landlord Report 2024-25, August 2025 West Dunbartonshire Council | Scottish Housing Regulator Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update, Report by Chief Officer, Housing, Housing and Communities Committee, 20 August 2025 West Dunbartonshire Council Performance Analysis Visit, PowerPoint presentation by Scotland’s Housing Network September 2025 Annual Charter Performance Report 2024/25 “Involving You to Improve Housing Services” West Dunbartonshire Council’s Tenant Participation Strategy 2025- 2028. Tenant participation strategy | West Dunbartonshire Council Wards Affected: All Page 144
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing and Employability Housing and Communities Committee: 19 November 2025 Subject: Former Tenant Rent Arrears Write Off 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the write-off of rent arrears for former tenants. 2. Recommendations 2.1 It is recommended that Committee approves the write off of former tenant arrears accounts totaling £135,418.22. 3. Background 3.1 At the Council meeting held on 21st December 2016, Council agreed to increase Financial Regulation D4 which gives the Chief Officer - Resources authority to write-off individual debts. It was agreed to increase this from £1,000 to £5,000. 3.2 Individual debts exceeding £5,000 can be written off only with the approval of Committee. 4. Main Issues 4.1 When a tenancy ends and there are current tenant arrears of rent outstanding from the current and previous years a former tenant rent account is created. The Council’s total rent that is due to be collected for 2024/25 was £49.813m and 99.58% was collected in that year. 4.2 The Council has to consider writing-off arrears of rent which it has not been possible to collect or which it considers will not be recoverable. It should be noted that, although these cases are written-off, a record of the arrears is maintained and there is nothing to prevent later pursuit of the debt if new information becomes available in the future, with the exception of prescribed debts. 4.3 The accounts submitted for write off are for former tenants and fall into the unreasonable to pursue, due to being unable to trace or deceased categories. ITEM 13 Page 145
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4.4 Former tenant arrears where our diligence action has been exhausted are requested to be written off. Examples of the actions that have been taken include – telephone calls text messages letters house visits 4.5 For former tenants that have moved out-with our area, attempts will be made to locate them by Corporate Debt and our debt partners by using various systems which include the local authority collection and tracing application (LoCTA). LoCTA provides the Council with access to other local authorities data alongside other national datasets, which include – Council Tax records Benefit records Business Rates Voters Roll Equifax Credit Rating TransUnion Credit Rating Companies House 4.6 Various attempts to recovery the debt are made, which include increased trace attempts for former tenants that have moved out-with our area, engagement attempts and consideration to further avenues for recovery which included discussions with our debt partners which can result in cases being reviewed for longer. These cases have exhausted all recovery attempts. 4.7 Unfortunately, former tenants with arrears over £5,000 tend to lead chaotic lifestyles which can include addition issues, health and various other issues. The cases for write off have had periods of non- engagement followed by periods of rent being paid by tenant and/or Housing Benefit or Universal Credit. Due to the level of income received by tenants, they can be paying their on-going rent charge with only small amount available to be paid to arrears. This arrangement can be sustained for months without issue and suddenly this ceases with officers having no immediate success in contacting tenants with arrears building. When the tenant does engage, a new arrangement is made however arrears have increased and this circle can unfortunately continue. 4.8 As full records are maintained for all cases written off if in future circumstances change this debt may be reinstated. This also includes cases that our managed debt partners have fully exhausted recovery attempts. The total proposed write-off is 18 cases totaling £135,418.22. 4.9 The officers during engagement and the recovery process ensure tenants know we can provide support, either financial or through W4U and that they should engage if they are struggling rather than ignoring the issue, hoping it will resolved itself and avoiding officers for weeks/months. The engagement process is often successful but unfortunately not in all cases with some tenants that fail to engage until court action. Once court action has been started, tenants will engage with officers and this will continue Page 146
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for a period and then suddenly it ceases, until we are back to court action stage and this cycle can continue. 5. People Implications 5.1 There are no people implications. 6. Financial & Procurement Implications 6.1 Sufficient provision exists for this write off. There are no procurement implications. 7. Risk Analysis 7.1 If write offs are not approved, this will affect the monitoring of performance against targets for performance indicators and budget monitoring within the Housing Revenue Account (HRA). 8. Equalities Impact Assessment (EIA) 8.1 No significant issues were identified in a screening for potential equality impact of this report. 9. Strategic Environmental Assessment (SEA) 9.1 There is no requirement to carry out a SEA 10. Consultation 10.1 Consultation has taken place with Housing and Legal Services. 11. Strategic Assessment 11.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 5 strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council’. Peter Barry Chief Officer – Housing and Employability Date: 26/10/2025 ________________________________________________________________________________________ Person to contact: Ryan Chalmers, Section Head (Revenues & Benefits) Council Offices, Church St, Dumbarton Telephone (01389) 737557 Email: ryan.chalmers@west–dunbarton.gov.uk Appendix: None Background Papers: Detailed list of proposed write offs Wards affected: All Council wards Page 147
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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 (Approval required to Award) 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 the 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 14 Page 149
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Requirement: Joint provision of void property cleaning services for housing/homeless Total Estimated Annual Value Number of bids received Preferred bidder Lot 1 (Homeless Properties) £170,155 7 New Two Ltd. Lot 2 (Void Properties) £127,900 9 Campbell cleaning service 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. 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. Page 150
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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: 15 October 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: Nil Background Papers: Nil Wards Affected: All Page 151
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief officer Housing and Employability Housing and Communities Committee: 19 November 2025 ______________________________________________________________ Subject: Building Services Procurement Provision update (Approval required to Tender) 1. Purpose 1.1 The purpose of this report is to advise Committee of updated tender requirements information for Building Services. 1.2 To seek Committee approval to continue with necessary procurement and tender processes. 1.3 To seek Committee approval to allow subsequent award of contract by the Chief officer of Housing. 2. Recommendations 2.1 It is recommended that Members: i. Note the contents of this report. ii. Approve the procurement processes to tender the requirements listed within the table in section 4.4 of this report; and iii. Delegate approval to award contracts to successful bidders to the Chief officer of Housing & Employability. 3. Background 3.1 Building Services and Corporate Procurement Unit have been making good progress in letting necessary contracts to ensure full compliance with Council Standing Orders, Council Financial Regulations and all Procurement Regulation. 3.2 Building Services provides, on behalf of the Council, a high quality repairs and maintenance service for the Council’s housing and non- housing properties. These tenders are needed to support the delivery of these services. 4. Main Issues 4.1 A review of the historic spend on the previous versions of these contracts and estimated volumes of known and expected works has taken place, costs identified are expected to have increased over the intervening period and projected costs are as detail in the table below. ITEM 15 Page 153
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4.2 The Council will develop bespoke Framework Agreements for Subcontractors and Specialist Contractors for Building Services which will ensure an open and transparent method of identifying suitably competent and qualified contractors by means of a legally compliant procurement route ensuring value for money with a mechanism for controlling rates within the contracts. As part of the Procurement exercise the project team will pro-actively target local SMEs using trade directories, local knowledge and by using social media channels to encourage bids. There will also be engagement with Business Support and the Chamber of Commerce. A Meet the Buyer event and Supplier Development Day will take place ahead of the tender going live with training and support offered to potential bidders. 4.3 The Council will also call off from collaborative framework agreements through Scotland Excel and Scottish Procurement Alliance. The Contract Strategy determined that the best procurement route was a blended approach with a mixture of collaborative Framework Agreements being utilised where available and setting up a Council Framework Agreement for the rest of the requirements. When a Framework Agreement is identified as the best procurement route, a mini competition is one of the procedures for awarding contracts. A further competition based on refined requirements is conducted with all suitable contractors to determine which contractor is the most economically advantageous contractor 4.4 The following contracts will be required to deliver a comprehensive repairs and maintenance service for a period of up to four years from the date of let. They will be of sufficient size, scope and duration to cover the estimated volume of work for the period in question and will be awarded to suitably qualified and competent suppliers and contractors. Requirement: Subcontractors and Specialist Contractors for Building Services Framework Agreement Open Tender Total Estimated four year Value Funded By HRA Revenue / Capital and CRA Priority Lot 1: Landscaping £1,260,000 Capital & Revenue High Lot 2: Asbestos Removal £1,092,000 Capital & Revenue High Lot 3: Flooring £1,040,000 Capital & Revenue High Lot 4: Metal Fabrications £1,572,000 Capital & Revenue High Lot 5: Scaffolding £1,280,000 Capital & Revenue High Lot 6: Electrical Specialist including Entry Systems £4,020,000 Capital & Revenue High Lot 7: Laundry Equipment £192,000 Capital & Revenue High Page 154
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Lot 8: UPVC Windows & Doors £11,400,000 Capital & Revenue High Lot 9: Small Job £2,600,000 Capital & Revenue High Lot 10: Void Property and refurbishment £4,800,000 Capital & Revenue High Requirement: Calling off from Collaborative Framework Agreements Total Estimated four year Value Funded By HRA Revenue / Capital and CRA Priority Lift Equipment – Calling off from Scottish Procurement Alliance £1,100,000 Capital & Revenue High Asbestos Survey – Calling off from Scotland Excel Framework £290,000 Capital & Revenue High Modern Facilities Installations and Improvement - Calling off from Scottish Procurement Alliance £14,000,000 Capital & Revenue High 4.5 All procurement activity carried out by the Council in excess of £50,000 is subject to a contract strategy. The strategy for the contracts as listed in the table at 4.4 will include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. 4.6 This procurement exercise will be conducted in accordance with the Corporate Procurement Unit in close consultation with Building Services officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulations. A Contract Strategy document was also approved on 15 October 2025 5. People Implications 5.1 Progressing these procurement processes will require significant Officer time resource from Building Services, Consultancy Services, Housing Operations and Corporate Procurement teams. 6. Financial Implications 6.1 Costs of the support contracts will be funded by both Capital and Revenue budgets through the Housing Revenue Account, Central Repairs Account and Housing Maintenance Trading Account. 6.2 Costs of contracts listed under 4.4 are included within existing budgets. Page 155
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7. Risk Analysis 7.1 On-going investment, in-line with business plans, will allow the Council to meet its landlord, health and safety and quality standards obligations whilst providing appropriate asset management. 7.2 Procurement related risks and mitigation/management measures will be identified as part of the development of tendering strategies for the individual requirements. 8. Equalities Impact Assessment (EIA) 8.1 An Equalities Impact Assessment or screening as appropriate will have been carried out. The report does not propose altering any existing policy or pattern of service delivery. 9. Strategic Assessment 9.1 This report contributes to the Council’s Strategic Priorities and in particular towards: i. Improving economic growth and employability. ii. Improving local housing and environmentally sustainable infrastructure; and iii. Improving the wellbeing of communities. 10. Consultation 10.1 Finance and Legal have been consulted regarding the set up of the contracts referred to in this report. 10.2 The Corporate Procurement team have been consulted in the development of this report. They will provide assistance and professional guidance with the administration of the tender exercises. Peter Barry Chief Officer Housing & Employability Date: 15 October 2025 ______________________________________________________________ Persons to Contact: Alistair Norris Contracts Manager Cochno Street, Clydebank, Telephone: 01389 738200, e-mail: alistair.norris@westdunbarton.gov.uk Page 156
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Appendices: Nil Background Papers: Contract Strategy Wards Affected: All Page 157
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 19 November 2025 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 August 25 (Period 05) 1. Purpose 1.1 The purpose of this report is to advise committee of the 2025/26 HRA revenue budget position at 31 August 2025 and the forecast position for HRA reserves on 31 March 2026. 2. Recommendations 2.1 Members are asked to: i. note a projected favourable variance (underspend) on the HRA Revenue Account of £1.150m, a significant improvement on the period 3 forecast. ii. note the forecast 31 March 2026 HRA reserve position of £1.761m which is £0.601m above the HRA prudential target of £1.160m. iii. note further opportunities to deliver an increased HRA surplus, including the targeting of efficiencies across all areas of the HRA revenue account budget, will be explored. 3. Background 3.1 The Council approved the 2025/26 Housing Revenue Account (HRA) revenue budget on the 5 March 2025 with a prudential reserve target of £1.160m. HRA prudential reserves were £0.611m on 31 March 2025. 4. Main Issues 4.1 This report advises committee of the key issues contributing to the HRA forecasting a 2025/26 surplus of £1.150m, an improvement of £1.431m on the period 3 forecast of a £0.281m deficit. The movement between the period 3 forecast and the current forecast is summarised in Exhibit 1 and the variance between the period 5 forecast and the 2025/26 budget is summarised in Exhibit 2. The improved financial position is primarily due to a reduced loan charge forecast. There are two key drivers for lower debt servicing costs: a forecast reduction in 2025/26 HRA borrowing resulting in lower interest payments a one off HRA credit following early repayment of four long term loans. ITEM 16 Page 159
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Exhibit 1 – Movement between Forecast at BCR03 and BCR05 Budget Heading Forecast BCR03 £m Forecast BCR05 £m Change £m Key Driver Employee Costs 8.111 8.102 -0.009 Property Costs 1.381 1.386 0.005 Transport Costs 0.177 0.177 - Supplies, Services and Admin 0.409 0.409 - Support Services 2.584 2.586 0.002 Other Expenditure 0.437 0.397 -0.040 Reduced abatement spend Repairs & Maintenance 12.353 12.469 0.116 Increased repair demand Open Space Maintenance 0.772 0.772 - Bad Debt Provision 1.269 1.269 - Void Loss / Council Tax 1.100 1.120 0.020 Slightly higher void loss forecast Loan Charges 28.571 27.332 -1.239 Reduced 2025/26 HRA capital borrowing One off credit from loan repayment HRA Expenditure 57.164 56.001 -1.063 HRA Income -56.883 -57.151 -0.268 Additional house rent income HRA Surplus 0.281 -1.150 -1.431 Exhibit 2 - Forecast BCR05 compared to Budget 25/26 Budget Heading Forecast BCR05 £m Budget 2025/26 £m Variance £m Employee Costs 8.102 7.855 0.347 Property Costs 1.386 1.349 0.037 Transport Costs 0.177 0.154 0.023 Supplies, Services and Admin 0.409 0.418 -0.009 Support Services 2.586 2.584 0.002 Other Expenditure 0.397 0.420 -0.023 Repairs & Maintenance 12.469 12.173 0.296 Open Space Maintenance 0.772 0.908 -0.136 Bad Debt Provision 1.269 1.119 0.150 Void Loss / Council Tax 1.120 0.831 0.289 Loan Charges 27.332 29.055 -1.723 HRA Expenditure 56.101 56.866 -0.765 HRA Income -57.151 -56.901 -0.250 HRA Surplus -1.150 -0.035 -1.115 Page 160
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4.2 The variances between forecast and budget are detailed below. Employee Costs - £0.347m Adverse. 4.3 The main employee cost pressures relate to employers’ national insurance contribution costs and a higher than budgeted 2025/26 pay settlement. 4.4 The HRA did not budget for the increase in employers’ national insurance costs in 2025/26. When the decision was made not to provide for additional national insurance costs in the HRA estimates, it assumed the Scottish Government would provide sufficient additional funding to enable the Council to compensate the HRA for this cost pressure. However, the increase was not fully funded and therefore national insurance costs are forecast to be £170,000 more than estimate. 4.5 The HRA estimates allowed for a 3% pay award for 2025/26. On the 13 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 the 4% pay award with the higher award creating an £80,000 HRA cost pressure. Repair and Maintenance - £0.296m Adverse. 4.6 The £12.173m HRA repair and maintenance budget is forecasting a slight overspend against budget. There continues to a high responsive repair demand with delivery costs forecast to be £990,000 over budget. A range of mitigations are in place to address the cost pressure, including tighter controls on contractor use and the capitalisation of Electrical Installation Condition Report (EICR) spend that complements the environmental sensor programme. Open Space Maintenance - £0.136m Favourable. 4.7 The favourable variance against the open space maintenance budget reflects the close working with between housing and greenspace staff to deliver a saving against environmental budgets relating to revised work specifications and streamlined processes in relation to void and temporary accommodation properties. There is also joint work progressing between Housing and Greenspace to undertake a review of HRA areas maintained across the general open space maintenance programme with the findings due to be reported to March Council. Bad Debt Provision - £0.150m Adverse. 4.8 The HRA needs to make prudent financial provision for uncollected income across a range of HRA debts, including rent arrears, rechargeable repairs, factoring services and capital works. 4.9 HRA income levels have increased over the past few years because of council house rent increases, a 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 161
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4.10 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 - £0.289m Adverse. 4.11 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. Although there has been an overall reduction in voids being delayed due to meter issues, there still remains a smaller number of longer-term properties with complex meter issues that are causing delays with the utility companies. Officers will continue to work with utility companies, to find solutions for these complex meter issues. 4.12 There has been considerable progress in reducing void numbers and void rent loss. The void rent loss is forecast to reduce by £125,000 in 2025/26 compared to 2024/25 as void numbers reduce, however forecast void loss for 2025/26 is £876,000 compared to a target of £700,000. Reducing void loss is an operational priority and the Council’s Void Working Group and Building Services Improvement Plan will support further improvement in this key area. Loan Charges - £1.723m Favourable. 4.13 The 2025/26 HRA loan charge estimates were based on anticipated 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 opening debt level will attract lower debt servicing costs. 4.14 HRA capital borrowing in 2025/26 is forecast to be £15m less than planned. Approximately £6m of the reduced borrowing was advised to Council at BCR03 and primarily related to revised cashflows across the More Homes programme. Given the significant financial pressures on the HRA and the impact of elevated borrowing costs on HRA revenue budgets, and consequently rent, officers have reviewed the 2025/26 HRA capital programme to identify opportunities to reduce 2025/26 borrowing through more efficient commissioning of capital works and through some reprofiling of programmed spend into future years. The HRA capital BCR report to this same Council meeting provides a full explanation of the planned borrowing reductions. 4.15 There is a further favourable variance because the Council’s Finance Team, in conjunction with our Treasury Advisers (MUFG), identified an opportunity to terminate £33.1m of long-term fixed rate loans in return for a discounted repayment amount. The four loans were due to mature between 2064 and 2078. More information on the one-off financial benefit this has delivered is detailed in the Finance Update presented to this same Council meeting. The benefit to the HRA in 2025/26 is £818,000. Page 162
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4.16 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. There is a risk that HRA debt interest payments are more than forecast. Income - £0.250m Favourable. 4.17 The favourable variance against the HRA income budget relates to house rental income exceeding budget. A prudent approach was taken when setting the rental income budget from 2025/26 given the uncertainty over the timing of new build and buy back properties being available for rent. A mid-year review has forecast rental income to exceed budget. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified between now and the end of the financial year. This can affect all service areas. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9. Consultation 9.1 All services involved in delivering the HRA revenue budget have been consulted during the compilation of this report. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Page 163
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Laurence Slavin Chief Officer – Resources Date: 19 November 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 164
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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 3,376 8,102 247 3% Property Costs 1,349 577 1,386 37 3% Transport Costs 154 74 177 23 0% Supplies, Services And Admin 418 170 409 (9) -2% Support Services 2,584 1,077 2,586 2 0% Other Expenditure 420 165 397 (23) -5% Repairs & Maintenance 12,173 5,147 12,469 296 2% Open Space Maintenance 908 322 772 (136) -15% Bad Debt Provision 1,119 529 1,269 150 13% Void Loss (Council Tax / Lost Rents) 831 467 1,120 289 35% Loan Charges 29,055 11,381 27,314 (1,741) -6% Total Expenditure 56,866 23,285 56,001 (865) -2% House Rental Income (55,961) (23,446) (56,270) (309) 1% Lockup Rental Income (232) (97) (233) (1) 0% Other Rental income (137) (56) (134) 3 -2% Factoring Income (448) (179) (430) 18 -4% Miscellaneous Income (123) (35) (84) 39 -32% Total Income (56,901) (23,813) (57,151) (250) 0% Net Expenditure (35) (528) (1,150) (1,115) 31 August 2025 Subjective Summary Forecast Variance 2025/26 ITEM 16 - APPENDIX 1 Page 165
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2025 PERIOD 5 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Employee Costs 7,855 8,102 247 3% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Repairs & Maintenance 12,173 12,469 296 2% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Open Space Maintenance 908 772 (136) -15% Main Issues Mitigating Action Anticipated Outcome A year end underspend Subjective Description Open space maintenance on HRA land and ad-hoc works on void and homeless properties instructed by housing staff Variance Narrative Reduce work specifcation agreed with Greenspace to delvier an in-year saving. This saving is currently under review. None Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Variance Analysis Forecast Variance 2025/26 Subjective Description Subjective Analysis RAG Status 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% provision. Management will target staffing efficiencies, including tighter controls on staff recruitment and overtime. A year end overspend. Officers have reviewed the repairs spend and identified a potential saving against the 2025/2026 repair and maintenance budget by transferring qualifying repair spend to the HRA capital programme, primarily revenue funded works that extend the lifespan of the assets. Furthermore, Electrical Installation Condition Report (EICR) spend that is complementary to the environmental sensor installation programme has also been funded from the HRA capital programme. A year end overspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Responsive and planned repair and maintenance services to houses and lockups and income recovered from tenant rechargeable and owner occupier repairs. Variance Narrative A high volume of repair orders and ongoing inflationary pressures are driving up costs, with the most significant pressure across responsive repair budgets ITEM 16 - APPENDIX 2 Page 166
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2025 PERIOD 5 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 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 831 1,120 289 35% Main Issues Mitigating Action Anticipated Outcome Variance Analysis Subjective Analysis Forecast Variance 2025/26 A year end overspend. Variance Analysis Forecast Variance 2025/26 Variance Narrative Subjective Analysis RAG Status RAG Status 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. Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs and factoring services. 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 also working with the council tax team / the assessor service to secure maximum relief for several of our longer-term void properties. 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. Page 167
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/2026 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 August 2025 PERIOD 5 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Loan Charges 29,055 27,314 (1,741) -6% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % House Rental Income (55,961) (56,270) (309) 1% Main Issues Mitigating Action Anticipated Outcome 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. Furthermore, the forecast at BCR05 is for the HRA capital spend 25/26 to be less than budget, lowering the HRA borrowing requirement 25/26 and, consequently, lower then budgeted interest charges this year. Finally, there is a one off treasury management credit of £818,000 available for the HRA following a restructure of a number of council loans. None. Variance Analysis A year end over-recovery Subjective Description Income from the letting of housing stock to tenant and to the homeless service. Variance Narrative A prudent approach was taken when setting the income budget from 2025/26 given the uncertainty over the timing of new build and buy back properties being available for rent. A mid- year review has forecast rental income to be £309,000 (0.5%) more than budget. None. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Page 168
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 19 November 2025 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 31 August 2025 (Period 5) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 31 August 2025. 2. Recommendations 2.1 Committee is asked to: i) Note the position of the 2025/26 HRA capital budget and the HRA capital plan as 31 August 2025. ii) Note project life performance is monitored against a £345.311m project life expenditure estimate, a £80.379m project life income estimate and a £264.932m five-year borrowing requirement. iii) Note all projects are currently on track to achieve their planned completion dates and that eleven projects are forecast to deliver a total underspend of £6.481m against their five-year project life budgets. iv) Note in year financial performance is monitored against a 2025/26 capital expenditure budget of £55.547m, 2025/26 capital income budget of £6.290m and a one-year borrowing requirement of £49.257m. v) Note thirty-two projects are reporting as off track in 2025/26 with an anticipated under spend of £9.812m against their 2025/26 budgets reducing the forecast one-year borrowing requirement to £39.445m. 3. Background 3.1 The Council approved the HRA Capital Plan for 2025/26 to 2029/30 on 5 March 2025. The HRA capital plan approved £70.590m of capital expenditure and £15.324m of capital income in 2025/26, creating a borrowing requirement of £55.266m. 3.2 At the previous meeting on the 27 August 2025, the committee agreed budget adjustments that revised the 2025/26 capital expenditure budget to £55.547m and the capital income budget to £6.290m, an updated one-year borrowing requirement of £49.257m. Committee also approved a revised project life budget of £264.932m. A summary of the revised capital budgets is set out in Exhibit 1. ITEM 17 Page 169
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Exhibit 1: HRA Capital Estimates 2025/26 – 2029/30 Project Life Budget (£m) 2025/26 Budget (£m) Project Life Forecast BCR05 (£m) 2025/26 Forecast BCR05 (£m) Other Capital Expenditure 26.267 7.433 26.052 6.738 Component Replacement 93.567 20.881 89.226 14.468 Void Capital 19.873 5.258 19.873 5.700 Structural & Environmental 17.320 3.762 16.653 1.875 Support Costs 17.155 3.100 17.155 3.100 More Homes Programme 171.129 15.113 171.129 17.962 Total Expenditure 345.311 55.547 340.088 49.843 Total Income -80.379 -6.290 -81.636 -10.398 Prudential Borrowing 264.932 49.257 258.452 39.445 4. Main Issues 4.1 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR05 Appendix 2 – HRA Capital Detail BCR05 4.2 The HRA capital summary report at Appendix 1 reports that: project life expenditure is forecast to be less than budget by £5.223m over the 5-year period of the capital plan. one project has forecast project life income of £1.258m more than the project budget consequently, prudential borrowing will be £6.481m less than the approved project life budget over the 5-year period of the capital plan. 4.3 Appendix 2 reports all projects with their approved in year and project life estimates as well as their 2025/2026 expenditure and income forecasts. The appendix reports: 2025/2026 forecast spend of £49.843m, a £5.704m underspend against the 2025/2026 budget. 2025/2026 forecast income of £10.398m, a £4.108m over-recovery against the 2025/2026 budget 2025/2026 prudential borrowing will be £39.445m, £9.812m less than the approved plan for 2025/2026. 4.4 Commentary on the 2025/2026 variances are set out in Exhibit 2 below. Exhibit 2: Project Over / Underspends 2025/2026 as at BCR05 Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 1 Special Need Adaptations 0.668 0.688 0.020 Small overspend to be re- profiled across future years. Page 170
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 2 Capitalised Minor Works 3.500 3.715 -0.215 Reduced contractors spend. Underspend will reduce borrowing requirement 3 Environmental Sensors 1.500 2.000 -0.500 Underspend due to challenges getting access to properties. Underspend will be re- profiled across future years. 4 Targeted SHQS /EESSH compliance works 5.000 6.628 -1.628 Underspend reflects the changing mix of the capital programme with an increased number of mixed tenure blocks that require owner consent before work can start. This necessary process delays project start. Underspend to be re-profiled across future years. 5 External Component Renewal - Roofs 1.250 2.500 -1.250 Underspend reflects the changing mix of the capital programme with an increased number of mixed tenure blocks that require owner consent before work can start. This necessary process delays project start. Underspend will reduce borrowing requirement. 6 Doors/Windows Component Renewals 3.600 4.985 -1.385 Underspend due to challenges getting access to properties. Install team to continue programmed addresses and revisit no accesses to use materials already supplied. Underspend will reduce borrowing requirement. 7 External Stores / Garages / Bin Stores 0.000 0.048 -0.048 Works are being funded from the capitalised minor works budget. Underspend will reduce borrowing requirement Page 171
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 8 Secure entry component renewals 0.000 0.100 -0.100 Works are being funded from the capitalised minor works budget. Underspend will reduce borrowing requirement. 9 Statutory / Regulatory Compliance Works 0.150 0.594 -0.444 Health and safety works are now being delivered across two years. Underspend will be re- profiled across future years. 10 Energy Improvements / Energy Efficiency Works 0.000 0.058 -0.058 Works are being funded from the capitalised minor works budget. Underspend will reduce borrowing requirement. 11 Kitchen Upgrade 1.600 2.850 -1.250 Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. Underspend will reduce borrowing requirement. 12 Bathroom & Shower Replacement 0.600 0.800 -0.200 Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. Underspend will reduce borrowing requirement. 13 Void House Strategy Programme 5.700 5.258 0.442 Contractor voids spend greater than budgeted. Overspend will be re-profiled across future years. 14 Defective structures /component renewals 0.175 0.800 -0.625 Underspend projected as future blocks are pre- inspected for condition and re-prioritisation for completion if necessary. Building Services resources are assisting in the void house programme of work. Underspend will reduce borrowing requirement. Page 172
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 15 Environmental Renewal - Paths & Environment 1.100 1.000 0.100 Overspend due to mix of work requiring contactors in addition to in-house team. Overspend will be re-profiled across future years. 16 Asbestos Management Works 0.200 0.242 -0.042 Demand lower than anticipated. Underspend will reduce borrowing requirement 17 Multi Storey Flat Strategy 0.400 1.720 -1.320 Revised projection based on timing of programme. Underspend will be re- profiled across future years. 18 Buy Backs 4.000 4.380 -0.380 Revised projection based on the anticipated programme of thirty-five acquisitions to be completed in 25/26. Underspend will be re- profiled across future years. 19 Demolition Programme 0.206 0.140 0.066 Revised projection based on timing of programme. In year overspend will be re- profiled across future years 20 Clydebank East 0.365 0.250 0.115 Revised projection based on development project plan. In year overspend will be re- profiled across future years. 21 Pappert 0.872 0.730 0.142 Revised projection based on development project plan. In year overspend will be re- profiled across future years. 22 Willox Park Phase1 3.398 2.980 0.418 Revised projection based on development project plan. In year overspend will be re- profiled across future years. 23 Bank Street 0.839 1.500 -0.661 Revised projection based on development project plan. In year underspend will be re-profiled across future years. Page 173
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 24 Bonhill Gap Sites 5.145 1.600 3.545 Revised projection based on development project plan. Overspend will be re-profiled across future years. 25 Silverton 0.050 0.100 -0.050 Revised projection based on development project plan. In year underspend will be re-profiled across future years. 26 Queen Mary Avenue 1.000 0.800 0.200 Revised projection based on development project plan. In year overspend will be re- profiled across future years. 27 Future New Build & Related Regeneration Projects 0.000 0.550 -0.550 Revised projection based on development project plan. In year underspend will be re-profiled across future years. 28 Scottish Govt Buyback Grant -2.378 -0.550 -1.828 Revised projection based on the distribution of Scottish Government acquisition funding 29 Bank Street -0.839 -1.500 0.661 Revised projection based on the application of the Strategic Local Programme 30 Bonhill Gap Sites -3.360 -1.600 -1.760 Revised projection based on the application of the Strategic Local Programme 31 Clydebank Health Centre -0.350 -0.375 0.025 Revised projection based on the application of the Strategic Local Programme 32 Other Grant -1.612 -0.406 -1.206 Additional Scottish Government Net Zero Funding awarded to fabric first energy efficiency works 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. Page 174
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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. 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. Page 175
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________________ Laurence Slavin Chief Officer – Resources Date: 19 November 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 BCR05 Appendix 2- HRA Capital Details BCR05 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 176
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Period 5 - 31 August 2025 Appendix 1 Summary HRA Capital Expenditure Project Life Budget Project Life Forecast Spend Project Life Variance Rolling Programmes Projects Projects On Track / Complete Projects Off Track £000 £000 £000 Other Capital Expenditure 26,267 26,052 (215) 8 - - - Major Component Replacement 93,567 89,226 (4,341) 11 - - - Void Capital 19,873 19,873 0 1 - - - Structural & Environmental 17,320 16,653 (667) 4 - - - Support Costs 17,155 17,155 0 1 - - - Affordable Housing Supply Programme 171,129 171,129 0 5 12 12 - Total Expenditure 345,311 340,088 (5,223) 30 12 12 - Total Income (80,378) (81,636) (1,258) 4 12 12 - Total 264,933 258,452 (6,481) ITEM 17 - APPENDIX 1 Page 177
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All Approved HRA Capital Projects at Period 05 _ 31 August 2025 Appendix 2 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 Approved 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 31/03/2026 3,661 - 288 3,373 3,661 - 668 288 688 20 OCE2 Capitalised Minor Works Rolling 31/03/2026 12,623 - 1,106 11,302 12,408 (215) 3,715 1,106 3,500 (215) OCE3 Better Homes Priority Budget Rolling 31/03/2026 1,175 - 6 1,169 1,175 - 275 6 275 - OCE4 Environmental Sensors Programme Rolling 31/03/2026 7,897 - 444 7,453 7,897 - 2,000 444 1,500 (500) OCE5 Housing CCTV Installation Programme Rolling 31/03/2026 750 - 287 463 750 - 750 287 750 - OCE6 QL Development Rolling 31/03/2026 50 - 1 49 50 - 10 1 10 - OCE7 Gypsy Travellers Site Rolling 31/03/2026 15 - 5 10 15 - 15 5 15 - OCE8 Airport Noise Rolling 31/03/2026 96 - - 96 96 - - - - - Other Capital Expenditure 26,267 - 2,137 23,915 26,052 (215) 7,433 2,137 6,738 (695) MCR1 Targeted SHQS /EESSH compliance works Rolling 31/03/2026 30,163 - 1,437 28,726 30,163 0 6,628 1,437 5,000 (1,628) MCR2 External Component Renewal - Roofs Rolling 31/03/2026 13,204 - 574 11,330 11,904 (1,300) 2,550 574 1,250 (1,300) MCR3 Doors/Windows Component Renewals Rolling 31/03/2026 23,190 - 1,806 19,999 21,805 (1,385) 4,985 1,806 3,600 (1,385) MCR4 External Stores / Garages / Bin Stores Rolling 31/03/2026 247 - - 199 199 (48) 48 - - (48) MCR5 Secure entry component renewals Rolling 31/03/2026 500 - - 400 400 (100) 100 - - (100) MCR6 Statutory / Regulatory Compliance Works Rolling 31/03/2026 1,106 - - 1,106 1,106 - 594 - 150 (444) MCR7 Heating Improvement Works Rolling 31/03/2026 11,771 - 705 11,066 11,771 - 2,268 705 2,268 - MCR8 Energy Improvements / Energy Efficiency Works Rolling 31/03/2026 297 - - 239 239 (58) 58 - - (58) MCR9 Kitchen Upgrade Rolling 31/03/2026 10,089 - 552 8,287 8,839 (1,250) 2,850 552 1,600 (1,250) MCR10 Bathroom & Shower Replacement Rolling 31/03/2026 3,000 - 247 2,553 2,800 (200) 800 247 600 (200) Major Component Replacement 93,567 - 5,321 83,905 89,226 (4,341) 20,881 5,321 14,468 (6,413) VOC1 Void House Strategy Programme Rolling 31/03/2026 19,873 - 2,265 17,608 19,873 - 5,258 2,265 5,700 442 - Void Capital 19,873 - 2,265 17,608 19,873 - 5,258 2,265 5,700 442 STE1 Defective structures/component renewals Rolling 31/03/2026 4,389 - 174 3,590 3,764 (625) 800 174 175 (625) STE2 Environmental Renewal - Paths & Environment Rolling 31/03/2026 5,436 - 479 4,957 5,436 - 1,000 479 1,100 100 STE3 Asbestos Management Works Rolling 31/03/2026 1,239 - 85 1,112 1,197 (42) 242 85 200 (42) STE4 Multi Storey Flat Strategy Rolling 31/03/2026 6,256 - 44 6,212 6,256 - 1,720 44 400 (1,320) Structural & Environmental 17,320 - 782 15,871 16,653 (667) 3,762 782 1,875 (1,887) SUP1 Salaries / Central Support / Overhead Rolling 31/03/2026 17,155 - 1,292 15,863 17,155 - 3,100 1,292 3,100 - Support Costs 17,155 - 1,292 15,863 17,155 - 3,100 1,292 3,100 - AHP1 Buy Backs Rolling 31/03/2030 21,387 - 1,243 20,144 21,387 - 4,380 1,243 4,000 (380) AHP2 Demolition Programme Rolling 31/03/2029 1,140 - 207 933 1,140 - 140 207 206 66 AHP3 Contingency Rolling 31/03/2030 530 - - 530 530 - 102 - 102 - AHP4 Clydebank East Project 30/04/2025 33,643 32,953 33,085 558 33,643 - 250 132 365 115 AHP5 Pappert Project 30/06/2025 9,034 8,169 9,041 7- 9,034 - 730 872 872 142 AHP6 Mount Pleasant Project 30/04/2025 5,357 4,900 5,282 75 5,357 - 382 382 382 - AHP7 7-9 Gilmour Avenue Project 30/09/2025 733 459 467 266 733 - 264 8 263 (1) AHP8 Willox Park Phase1 Project 31/12/2025 5,531 1,951 3,313 2,218 5,531 - 2,980 1,362 3,398 418 AHP9 Willox Park Phase2 Project 30/06/2027 5,355 - 1 5,354 5,355 - 100 1 100 - AHP10 Bank Street Project 31/12/2026 5,797 297 483 5,314 5,797 - 1,500 186 839 (661) AHP11 Bonhill Gap Sites Project 30/09/2026 9,521 241 656 8,865 9,521 - 1,600 415 5,145 3,545 AHP12 Clydebank Health Centre Project 31/12/2027 15,642 1,017 1,186 14,456 15,642 - 375 169 380 5 AHP13 Silverton Project 31/03/2027 2,889 29 29 2,860 2,889 - 100 - 50 (50) AHP14 Queen Mary Avenue Project 31/12/2026 4,540 40 223 4,317 4,540 - 800 183 1,000 200 AHP15 Queens Quay Site C Project 31/03/2020 7,231 31 31 7,200 7,231 - - - - - AHP16 Dennystoun Forge – New Build Project 30/09/2027 4,129 59 61 4,068 4,129 - 400 2 400 - AHP17 28 Bridge Street Project 31/03/2027 810 - - 810 810 - 60 - 60 - AHP18 Ottawa Crescent Project 30/06/2027 6,000 - - 6,000 6,000 - 250 - 250 - 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 55,308 115,821 171,129 0 15,113 5,162 17,962 2,849 Total Expenditure 345,311 50,146 67,105 272,983 340,088 (5,223) 55,547 16,959 49,843 (5,704) Full Project Life Page 178
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All Approved HRA Capital Projects at Period 05 _ 31 August 2025 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 Approved 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) - (2,378) (1,828) CAPI2 Clydebank East Project 30/04/2025 (12,605) (12,605) (12,605) - (12,605) - - - - - CAPI3 Pappert Site Project 30/06/2025 (3,725) (3,475) (3,725) - (3,725) - (250) (250) (250) - CAPI4 Mount Pleasant Project 30/04/2025 (1,838) (1,838) (1,838) - (1,838) - - - - - 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 Bank Street Project 31/12/2026 (2,220) (258) (258) (1,962) (2,220) - (1,500) - (839) 661 CAPI8 Bonhill Gap Sites Project 30/09/2026 (3,748) (378) (378) (3,370) (3,748) - (1,600) - (3,360) (1,760) CAPI9 Clydebank Health Centre Project 31/12/2027 (4,781) (966) (966) (3,815) (4,781) - (375) - (350) 25 CAPI10 Silverton Project 31/03/2027 (1,080) - - (1,080) (1,080) - - - - - CAPI11 Queen Mary Avenue Project 31/12/2026 (2,040) (140) (140) 1,900- 2,040- - - - - - CAPI12 Queens Quay Site C Project 31/03/2020 (4,814) (2,086) (2,014) (2,800) (4,814) - 72 72 72 - CAPI13 Dennystoun Forge – New Build Project 30/09/2027 (2,400) - - (2,400) (2,400) - - - - - 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) - 1,168- (2,332) (3,500) - (1,500) (1,168) (1,500) - CAPI16 Other Grant Rolling 31/03/2030 (406) - (832) (832) (1,664) (1,258) (406) (832) (1,612) (1,206) CAPI17 HRA Loan Repayments Rolling 31/03/2030 (5) - - (5) (5) - (1) - (1) - Total Income (80,378) (23,581) (25,759) (55,877) (81,636) (1,258) (6,290) (2,178) (10,398) (4,108) Prudential Borrowing Requirement 264,933 26,565 41,346 217,106 258,452 (6,481) 49,257 14,781 39,445 (9,812) Full Project Life In Year ITEM 17 - APPENDIX 2 Page 179
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 19 November 2025 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2025/26 as at Period 5 (31 August 2025) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 August 2025 (Period 5) 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 favourable variance of £0.002m. 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 £0.901m 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 0.535 -0.230 0.305 Housing Maintenance Trading Organisation 20.581 -20.872 -0.291 Total 26.626 -25.725 0.901 ITEM 18 Page 181
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4. Main Issues 4.1 Appendix 1 reports the forecast outturn for the services at £0.899m, a projected favourable variance of £0.002m 4.2 The Homelessness service is the only service forecasting an adverse variance. The current forecast is for a small overspend of £0.017m compared to the previous forecast to August committee of a £0.099m overspend. August committee was advised that homelessness service managers would review service staffing levels and review rent recovery performance across homeless lets to reduce overspends. The service has put in place a series of actions that will improve financial performance and service managers will continue to target further efficiencies that can eliminate the remaining overspend. 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 2025/2026 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. 9. Consultation 9.1 All services involved in delivering the budgets have been consulted in the compilation of this report. Page 182
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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: 19 November 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 183
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WEST DUNBARTONSHIRE COUNCIL Appendix 1 REVENUE BUDGETARY CONTROL 2025/26 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 August 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 £000 687 828 115 845 17 2% 0 17 11 16 8 16 0 0% 0 0 41 Private Sector Housing Grant 43 19 43 0 0% 0 0 312 305 116 289 (16) -5% 0 (16) 0 (291) (97) (294) (3) -1% 0 (3) 1,051 901 161 899 (2) 0% 0 (2) Housing Maintenance Trading Organisation Total Net Expenditure Service / Subjective Summary Annual Variance 2026/26 Homelessness Services Private Sector Housing Anti Social Behaviour & CCTV ITEM 18 - APPENDIX 1 Page 184
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 August 2025 PERIOD 5 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 5,714 14,035 (713) -5% 2,564 Property 2,834 1,238 2,937 103 4% 1,152 Transport and Plant 1,189 462 1,107 (82) -7% 5,650 Supplies, Services and Admin 5,559 2,346 5,452 (107) -2% 1,178 Payments to Other Bodies 1,267 456 1,279 1200% 1% 1,019 Other 1,029 429 1,029 0 0% 25,735 Gross Expenditure 26,626 10,645 25,839 (787) -3% (24,684) Income (25,725) (10,484) (24,940) 785 -3% 1,051 Net Expenditure 901 161 899 (1) 0% £000 £000 £000 £000 £000 % 1,686 Employee 1,710 586 1,715 5 0% 2,133 Property 2,352 979 2,369 17 1% 14 Transport and Plant 14 4 12 (2) -14% 78 Supplies, Services and Admin 68 25 80 12 18% 840 Payments to Other Bodies 925 318 937 12 1% 0 Other 0 0 0 0 0% 4,751 Gross Expenditure 5,069 1,912 5,113 44 1% (4,064) Income (4,241) (1,797) (4,268) (27) -1% 687 Net Expenditure 828 115 845 17 2% £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 8 16 0 0% 0 Other 0 0 0 0 0% 11 Gross Expenditure 16 8 16 0 0% 0 Income 0 0 0 0 0% 11 Net Expenditure 16 8 16 0 0% Private Sector Housing Annual Variance 2026/26 Homelessness Services All Services ITEM 18 - APPENDIX 2 Page 185
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 August 2025 PERIOD 5 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 18 44 2 5% 118 Property 177 96 177 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 80 206 0 0% 0 Other 0 0 0 0 0% 365 Gross Expenditure 425 193 425 0 0% (324) Income (382) (174) (382) 0 0% 41 Net Expenditure 43 19 43 0 0% £000 £000 £000 £000 £000 % 293 Employee 273 102 257 (16) -6% 71 Property 141 59 141 0 0% 0 Transport and Plant 0 2 0 0 0% 0 Supplies, Services and Admin 1 0 1 0 0% 120 Payments to Other Bodies 120 50 120 0 0% 0 Other 0 0 0 0 0% 484 Gross Expenditure 535 213 519 (16) -3% (172) Income (230) (97) (230) 0 0% 312 Net Expenditure 305 116 289 (16) -5% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 12,151 Employee 12,723 5,008 12,019 (704) -6% 242 Property 164 104 250 86 52% 1,138 Transport and Plant 1,175 456 1,095 (80) -7% 5,574 Supplies, Services and Admin 5,490 2,322 5,373 (117) -2% 0 Payments to Other Bodies 0 0 0 0 0% 1,019 Other 1,029 429 1,029 0 0% 20,124 Gross Expenditure 20,581 8,319 19,766 (815) -4% (20,124) Income (20,872) (8,416) (20,060) 812 4% 0 Net Expenditure (291) (97) (294) (3) 1% Housing Maintenance Trading Organisation Private Sector Housing Grant Anti Social Behaviour & CCTV Page 186
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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 % Housing Maintenance Trading Organisation (291) (294) (3) 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 31 August 2025 Budget Details Variance Analysis Variance 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 ITEM 18 - APPENDIX 3 Page 187
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2026/26 - BCR05 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 18 - APPENDIX 4 Page 188