Document Pack (Bookmarked) - HAC Committee 25 02 26
West Dunbartonshire Council · 25 February 2026
Back to Housing & Communities Committee — 25 February 2026 and its agenda
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Agenda Housing and Communities Committee Date: Wednesday, 25 February 2026 ___________________________________________________________________ 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 Services Chief Officer – Resources Date issued: 12 February 2026 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice* and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. *http://www.west-dunbarton.gov.uk/privacy/privacy-notice/ Page 2
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HOUSING AND COMMUNITIES COMMITTEE WEDNESDAY, 26 FEBRUARY 2026 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 - 13 Submit for approval as a correct record, the Minutes of the Meeting of the Housing and Communities Committee held on 19 November 2025. 7 SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT Submit report by the Divisional Commander, Police Scotland providing Members with an update for Quarter 3 on local policing in West Dunbartonshire. 15 - 25 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 MORE HOMES WEST DUNBARTONSHIRE – WEST 43 - 53 DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME Submit report by the Chief Officer – Housing Services providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 9 HOUSING EMERGENCY ACTION PLAN UPDATE 55 - 82 Submit report by the Chief Officer – Housing Services 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 HOUSING CAPITAL INVESTMENT PROGRAMME 83 - 109 Submit report by the Chief Officer – Housing Services providing an overview of Housing Revenue Account (HRA) proposed capital investment and spending plans and assess options for future investment. 11 LOCK-UP AND GARAGE SITE REVIEW UPDATE 111 - 123 Submit report by the Chief Officer – Housing Services providing an update on the ongoing review of Lock-Ups and Garage sites managed within the Housing Revenue Account, seeking approval for the introduction of a refreshed Lock-Up policy and revised guidance for the operation of garage sites and outlining the condition and future approach for the 14 garage site plots located at Portpatrick Road, Old Kilpatrick. 12 HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) 125 - 134 Submit report by the Chief Officer – Resources advising of the 2025/2026 HRA budget position on 31 October 2025 and the forecast position of the HRA reserves as of 31 March 2026. Page 4
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13 HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) 135 - 143 Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 31 October 2025 (Period 7). 14 GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 7 (31 OCTOBER 2025) 145 - 152 Submit report by the Chief Officer – Resources providing an update on the financial performance to 31 October 2025 (Period 7) of General Fund Revenue services under the remit of the Housing and Communities Committee. ______________________________________________________________ Page 5
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HOUSING AND COMMUNITIES COMMITTEE At a Hybrid Meeting of the Housing and Communities Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 19 November 2025 at 10.00 a.m. Present: 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; Alan Douglas, Chief Officer - Regulatory and Regeneration; Craig Wilson, Building Services Manager; Iain Skene, Procurement Manager; Claire McKay, Housing Development Co-ordinator; Ryan Chalmers, Section Head (Revenues and Benefits); Christopher Anderson, Section Head and Principal Solicitor; Nicola Moorcroft and Lynn Straker, Committee Officers. Also attending: Divisional Commander Gary I’Anson 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 Provost Karen Murray Conaghan and Councillor William Rooney. 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 20 August 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 2 for 2025/26 on local policing in West Dunbartonshire. After discussion and having heard, the Divisional Commander, the Superintendent and the Chief Officer - Regulatory and Regeneration, 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 the Group Commander and Watch Commander in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the update provided. HOUSING SERVICES DELIVERY PLAN 2025/26 MID-YEAR PROGRESS REPORT A report was submitted by the Chief Officer - Housing providing an update on progress of the Housing Services Delivery Plan 2025/26. Page 8
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After discussion and having heard the Chief Officer - Housing, the Housing Development and Homelessness Manager, the Housing Operations Manager and the Building Services Manager, in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. HOUSING EMERGENCY ACTION PLAN A report was submitted by the Chief Officer - Housing providing an update on the Housing Emergency Action Plan (HEDAP) which was formulated to address the emergency following the Council’s housing emergency declaration on 1 May 2024. After discussion and having heard the Chief Officer - Housing, the Housing Development and Homelessness Manager and the Housing Development Co- ordinator 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; (2) to note a further West Dunbartonshire Housing Emergency summit would be hosted by the Council on 2nd February 2026; (3) to note the Scottish Governments response to the national emergency in paragraphs 4.11 - 4.12 of the report and what it means for West Dunbartonshire Council’s Housing and Homelessness services summarised in paragraphs 4.13 - 4.18 of the report; (4) to note the Housing Bill passed through Parliament on 30 September 2025 and note the future increased statutory requirements on the Council’s Housing and Homelessness services; and (5) to note the Chief Officer - Housing would continue to bring an update report on the HEDAP to future Housing and Communities committee meetings. ADJOURNMENT The Chair adjourned the meeting for a short recess. The meeting reconvened at 11.45 a.m. with all those Members listed in the sederunt in attendance. ‘MORE HOMES WEST DUNBARTONSHIRE’ – STRATEGIC HOUSING INVESTMENT PLAN (SHIP) 2025/26 - 2029/30 A report was submitted by the Chief Officer - Housing 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. Page 9
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After discussion and having heard the Chief Officer - Housing, the Housing Development and Homelessness Manager and the Building Services Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) the draft SHIP 2026/27 - 2030/31 as appended to the report, designed to continue the delivery of an ambitious programme of new affordable homes in compliance with the West Dunbartonshire Local Housing Strategy 2022 - 2027; and (2) to 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 (3) to invite the Chief Officer - Housing to implement the investment plan inclusive of the Council’s new home delivery in partnership with relevant stakeholders. MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted by the Chief Officer - Housing providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. After discussion and having heard the Chief Officer - Housing and the Housing Development and Homelessness Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach, including: - (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; (2) to recognise 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; and Page 10
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(3) to 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. SCOTTISH SOCIAL HOUSING CHARTER ANNUAL BENCHMARKING AND MID- YEAR PROGRESS REPORT A report was submitted by the Chief Officer - Housing 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. After discussion and having heard the Chief Officer - Housing in further explanation the Committee agreed:- (i) to note the content of the report recognising how the Council performed compared to its peers during 2024/25 and mid-year progress in terms of meeting the outcomes of the Scottish Social Housing Charter. (ii) to note that following the approval of the Annual Assurance Statement by the Committee on 20 August 2025, this has been submitted to the Scottish Housing Regulator as per the regulatory requirement and notes the progress made in relation to areas of non-compliance highlighted. (iii) to note that the annual Charter Performance Report for 2024/25 has been published and a summary will be provided to all tenants with the winter edition of the Housing News, and (iv) 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. FORMER TENANTS RENT ARREARS WRITE-OFFS A report was submitted by the Chief Officer - Housing seeking approval for the write- off of rent arrears for former tenants. After discussion and having heard the Chief Officer - Housing, the Section Head (Revenues and Benefits) and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee agreed to approve the write off of former tenant arrears accounts, totalling £135,418.22. Page 11
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BUILDING SERVICES PROCUREMENT (APPROVAL REQUIRED TO AWARD) A report was submitted by the Chief Officer - Housing seeking approval of completed tender processes for Building Services. After discussion and having heard the Chief Officer - Housing, the Procurement Manager and the Chief Officer - Regulatory and Regeneration, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of the report; and (2) approve the contract award to the contractor listed within the table in paragraph 4.2 of the report. BUILDING SERVICES PROCUREMENT (APPROVAL REQUIRED TO TENDER) A report was submitted by the Chief Officer - Housing seeking approval of updated tender requirements information for Building Services. After discussion and having heard the Chief Officer - Housing, the Procurement Manager and the Building Services Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of the report. (2) to approve the procurement processes to tender the requirements listed within the table in paragraph 4.4 of the report; and (3) to delegate approval to award contracts to successful bidders to the Chief Officer - Housing. * Councillor McBride left the meeting at the point. HOUSING REVENUE ACCOUNT (HRA) REVENUE BUDGETARY CONTROL REPORT TO 31 AUGUST (PERIOD 5) A report was submitted 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. After discussion the Committee agreed:- (1) to note a projected favourable variance (underspend) on the HRA Revenue Account of £1.150m, a significant improvement on the period 3 forecast; (2) to note the forecast 31 March 2026 HRA reserve position of £1.761m which is £0.601m above the HRA prudential target of £1.160m; and Page 12
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(3) to note further opportunities to deliver an increased HRA surplus, including the targeting of efficiencies across all areas of the HRA revenue account budget, would be explored. HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 AUGUST 2025 (PERIOD 5) A report was submitted by the Chief Officer - Resources providing an update on the HRA capital programme to 31 August 2025 (Period 5). After discussion the Committee agreed:- (1) to note the position of the 2025/26 HRA capital budget and the HRA capital plan as 31 August 2025; (2) to 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; (3) to note all projects are currently on track to achieve planned completion dates and that eleven projects are forecast to deliver a total underspend of £6.481m against five-year project life budgets; (4) to note in year financial performance was 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; and (5) to note thirty-two projects are reporting as off track in 2025/26 with an anticipated under spend of £9.812m against 2025/26 budgets reducing the forecast one-year borrowing requirement to £39.445m. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 5 (31 AUGUST 2025) A report was submitted 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. After discussion the Committee agreed:- (1) to note the account currently showed a projected annual favourable variance of £0.002m; and (2) to note the progress on efficiencies incorporated into 2025/2026 budgets. The meeting closed at 12.24 p.m. Page 13
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April to Dec 25 Total Crime 849 Crimes Incidents 19,693 Recorded Dishonesty Crimes 1539 Domestic Abuse Inc 1115 +10.7% +13.5% +4.7% -0.3% +27.8% +30%* Road Deaths & Serious Injuries 26 +0.3%* Sexual Crime 221 -584*PYTD +77*PYTD, +130*5YR AVG +183*PYTD, +341*5YR AVG +50*PYTD, +113*5YR AVG -3*PYTD, +113*5YR AVG +48*PYTD, +67*5YR AVG +6*on PYTD +9*PYTD Violent Crime 1066 Missing People 196 Counter Terrorism -66*PYTD -25%* +12*PYTD, -6*5YR AVG Common Assault 796 +12.9% Housebreaking 105 Disorder Complaints 2740 The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average +11.3% -2.9% Page 15 ITEM 7a
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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 31st Dec 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. 3, acquisitive crimes have increased by 13.5% from 1356 to 1539 crimes compared to the same period last year. This is largely attributed to a rise in shoplifting’s (+58) common thefts (+41), vehicle crime (+44) and housebreaking’s (+12) during 2025/26. Public Protection Group 2 sexual crimes have also risen by 27.8% with 221 crimes recorded compared to 173 at the end of 2024/25. This is largely due to an increase in the number of crimes relating to indecent images/communications from 48 to 99 crimes with the majority predominantly being committed via online platforms. Both sexual assaults and rape offences have seen marginal reductions compared to the same period last year. Road Safety & Road Crime The number of fatal road traffic collisions within West Dunbartonshire has remained consistent to the position in 2024/25 with one recorded during both reporting periods. Road traffic collisions resulting in serious injuries have risen slightly with 25 recorded compared to 19 last year while those resulting in slight injuries have reduced by 4. Serious Organised Crime As at the end of Qtr. 3 drugs supply crimes show a reduction of 51% from 70 to 34 crimes while possession charges have also decreased from 347 to 285 crimes. Across Argyll & West Dunbartonshire 20 crimes linked to persons associated with serious and organised crime have been recorded and £109,226 has been seized under POCA since 1st April 2025. Violence & ASB At the end of Qtr. 3, Group 1 crimes of violence have reduced marginally with 1066 crimes compared to 1069 the previous year to date. Anti-social behaviour (ASB) related crimes have also risen from 910 to 959 due to increases in breach of the peace/threatening abusive behaviour (+67) 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 7513 8362 Total number of incidents 20,277 19,693 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 (+14.3%). 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 (-4.6%) and a marginal reduction in crimes of violence. Road traffic offences (+27.8%) continue to experience the most significant increase year on year from 1974 to 2523 crimes followed by acquisitive crimes (+183 crimes). Page 18
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OFFICIAL ACQUISITIVE CRIME At the end of Qtr. 3, shoplifting crimes have seen an increase of 9.5% compared to the previous year from 612 to 670 and are currently above the previous 5-year average (405). Year to date an additional 49 shoplifting crimes have been detected year on year, while the detection rate has risen from 55% to 57.6%. Motor vehicle crimes have increased by 46.2%, which is due to a rise in thefts from motor vehicles through 2025 from 26 to 70 crimes, which is also considerably above the previous 5-year average (33). The increase has largely been attributed to a repeat offender whose MO was to target insecure (unlocked) vehicles for personal belongings at various loci in both Clydebank and Alexandria, which have since been detected. The DR for vehicle crime is at 37.6%. Housebreaking crimes have increased by 12 from 93 to 105 crimes. The increase is largely due to a rise in crimes at domestic dwelling’s (+10), while housebreakings at commercial premises have seen a slight reduction (-6). Approx. 55% of crimes at dwellings were recorded as attempts or HBWI’s with no property being stolen. The detection rate for housebreaking overall is currently at 36%, which is a slight increase from 34% in 2024/25. Common thefts have risen by 13% compared to the previous year from 315 to 356 crimes, which is currently above the 5-year average of (160). The detection rate has also increased, rising from 25.1% to 27.3% year on year. In number terms an additional 18 crimes have been detected. The Division successfully applied for funding though the National Retail Crime Task Force which resulted in the formation of a Divisional Retail Crime Unit. The funding has allowed for additional patrols in and around the main town centre retail business areas to further compliment the Community Policing model. This new unit has been very successful and since its inception mid-November, they have made notable detections of the most active criminals with regards retail crime. The court has imposed custodial sentences on a number of individuals which has provided the retailers with the confidence that shoplifting is being taken seriously. This is evidenced by the increase in reports being made to officers as their dedicated presence in the main shopping areas is appreciated by the retail workers. The increase in detections is testament to these dedicated patrols in both uniform and plain clothes. We are working in partnership with the National Crime Unit and Retailers Against Crime (RAC) to increase the likelihood of identifying offenders by accessing their national databases of travelling criminal’s images and identities. Page 19
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OFFICIAL Both rape and sexual assaults have seen a combined reduction of 7%. In terms of online offences, we continue to work tirelessly to combat these as we recognise that although these crimes do not involve physical contact, they can have a very serious and lasting negative impact on the victim. Our Youth Engagement Officers are delivering inputs on misogynistic behaviours, online sexual harms and domestic violence with the intention of preventing the youths becoming the future perpetrators of such criminality. Additionally, our YEOs are speaking with children who have, or are, witnessing domestic violence and intervening to prevent those behaviours becoming normalised. We are engaging with the public through social media. We are partners in the VAWG group and have recently approached the larger private sector companies in West Dun seeking buy-in to highlight the seriousness of domestic violence. Through this initial engagement, we have been asked to deliver an input on coercive behaviours to a mixed gender group of employees at a business as part of their own staff welfare programme. Speaking about domestic violence and sexual violence can give victims the confidence to report matters and others the confidence to no longer accept what is inappropriate behaviours which sometimes can be dismissed as just ‘work banter.’ At the end of Qtr. 3 2025/26, Group 2 crimes have increased by 59% (+49) compared to the same period last year. Despite the overall increase both rape offences and sexual assaults have recorded marginal reductions from 47 to 43 and 57 to 54 crimes respectively. Much of the overall rise in Group 2 figures is due to a rise in online sexual activity involving indecent images/communications. Approximately 98% of rape crimes occurred in a private space setting with the majority being committed by persons known to the victim. Similarly, around 68% of sexual assaults also occurred in a private place and 96% of crimes were committed by persons known to the victim. Just over half of all sexual assaults (51%) recorded during the current reporting period related to non-recent reports. Both the detection rates for rape and sexual assault have risen significantly by 13.3% and 28.2% on PYTD respectively. Crimes relating to indecent images/communications have experienced a considerable increase compared to last year from 48 to 99 crimes with the majority being committed by strangers via online platforms. Approx. 25% of recorded offences were committed by 2 repeat offenders, which have since been detected. The number of domestic abuse incidents has increased by 4.7% compared to PYTD from 1065 to 1115, while the number of crimes recorded have also risen by 13.8% from 782 to 890 as at the end of Qtr. 3. The crime/incident conversion rate has reduced marginally from 50.7% to 50.3%. A total of 196 missing person reports had been recorded by the end of Qtr. 3, which is a decrease of 25% from 262 last year. PUBLIC PROTECTION Page 20
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OFFICIAL At the end of Qtr. 3, the number of fatal road collisions in West Dunbartonshire, remains unchanged from the position last year with one recorded during both periods. Serious injuries have increased by 6 from 19 to 25, while the number of slight injuries has decreased by 4 from 26 to 22. The number of serious injuries involving children has risen marginally from 1 to 3. Offences relating to motor vehicles have seen a considerable increase of 27.8% from 1974 to 2523 (+549). Speeding offences have experienced the highest increase (+274) followed by vehicle defect such as construction and lighting offences (+121) and unlawful use of motor vehicle such as licence, insurance and registration offences (+117). 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 1 1 Number of persons seriously injured 19 25 Number of persons slightly injured 26 22 Number of children seriously injured 1 3 As stated above, the substantial increase in road traffic offences is as a direct result of pro- active policing across West Dunbartonshire. Specialist traffic officers, supported by their divisional colleagues, have been ensuring those using the roads are doing so in line with road traffic legislation. We are briefing officers daily and this includes intelligence on persons driving illegally be that under the influence of drugs or alcohol or without the required documentation. We are targeting these individuals who are a danger to other road users and pedestrians. Our very successful school road safety days presented during 2025 will be repeated in 2026 across West Dunbartonshire. The Preventions & Partnerships Team have, similarly to our work around VAWG, approached both Chivas and Aggreko in Dumbarton seeking to deliver road safety inputs to their apprentices as part of their own employee wellbeing responsibilities. These companies have younger staff driving to and from work at all hours resourcing 24/7 coverage shift patterns. The offer has been very well received, and dates are being agreed for the events. From early December, we have been accessing the Scottish Government road safety campaign resources relating to the launch of the Real Roads Don’t Reset – new Road Safety Scotland campaign targeting young drivers. The campaign addresses drink and drug-driving reminding young drivers of the potentially devastating consequences for themselves, their passengers and other road users. It also reinforces the penalties they could face, including points, driving bans, fines and even prison. The campaign messaging will change in January with new creative assets which specifically look at speeding as a risky behaviour. The creative taps into this audience's love of gaming, reiterating the key message ‘Real Roads Don’t Reset’. Driving under the influence is a dangerous game. There are no extra lives so the campaign urges drivers to think twice before they get behind the wheel if under the influence. ROAD SAFETY AND ROAD CRIME Page 21
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OFFICIAL Across Argyll & West Dunbartonshire, 20 crimes linked to persons associated with serious and organised crime have been recorded and £109,226 has been seized under POCA since 1st April 2025. As at the end of Qtr. 3, drug supply charges have reduced from 70 to 34 crimes, which is currently below the previous 5-year average (60), while drug possession charges have seen a decrease of 17.9% from 347 to 285 crimes. The monies seized under POCA seizures has increased by 194.3% since the end of the previous quarter, £37,109 to £109,226. A substantial sum removed from the criminal fraternity that would have been re-invested to peddle further harms. The reduction in the overall number of persons charged with drug supply offences is mainly due to the instigation of new tactics and longer-term investigations targeting higher level criminals involved in the production and supply of controlled drugs. These investigations are protracted however focussing policing activity on these individuals continues to achieve far more impactful results to better disrupt the supply of controlled drugs into our communities. A change of service provider for addictions services across West Dunbartonshire has been confirmed, services will be moving from DACA and Alternatives to With You. Appropriate partnership work is ongoing to ensure a smooth transition of services for those people already engaging with services and also for those persons being referred into services from police custody. This is part of the overall Alcohol & Drug Partnership work to reduce the number of people with addictions, some who resort to criminality to fund their addiction. All monies spent to purchase controlled drugs at street level is funding serious and organise crime. Youth Engagement Officers are delivering inputs on drug harms and the dangers of using such commodities. We are working with our Trading Standards partners to target retailers supplying counterfeit cigarettes and vapes and also developing intelligence to target unscrupulous shop keepers selling products to underage persons. SERIOUS & ORGANISED CRIME Page 22
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OFFICIAL VIOLENCE & ANTI-SOCIAL BEHAVIOUR A considerable volume of violent crime is directly related to the consumption of alcohol; we are conducting licensed premise visits to monitor levels of intoxication. We are statutory partners within the Alcohol & Drug Partnership and will be placing more emphasis on alcohol addiction & misuse as we move through 2026. We will be looking at over provision of alcohol availability and working with our Trading Standards colleagues to ensure we impact on any alcohol sales to persons under 18. We are working with the retail sector and providing security surveys with recommendations for improving staff and premises safety and security. Robbery investigations, by their very nature, are often prolonged and require the deployment of scenes of crime officers. Any subsequent forensic opportunities take a considerable period to be processed allowing for the identification and arrest of perpetrators. This is evidenced by the fluctuating detection rates of robbery crimes. The detection can be made and attributed to following reporting periods. We have several robbery crimes currently being investigated and the detection rate is expected to increase over the following months. Levels of violence in West Dunbartonshire overall have reduced marginally by 0.3% from 1069 to 1066 (-3) crimes. Approx. 56% of all crimes took place in a private place. Furthermore, almost 40% of public space crimes were committed by persons known to the victim. Despite an overall reduction, the number of common assaults has risen from 719 to 796 year on year. Serious assaults have decreased from 58 to 45 crimes (-22.4%) year on year while robberies have seen an increase of 25% (+7 crimes). Approx. 56% of serious assaults occurred within a public space and around 64% of crimes were committed by persons known to the victim. Half of all 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 14 crimes occurring within a residential premise and 14 related to street robberies. The remaining 8 crimes occurred within a commercial locus. Half of all robbery crimes were committed by persons known to the victim with 4 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 71.1% from 72.4% PYTD. Page 23
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OFFICIAL Common assaults continue to experience an increase of 10.7% from 719 to 796 and is currently above the 5-year average (666). This has been offset however by a 21.4% reduction in assaults on police and emergency workers (-31 crimes). Around 60% of common assaults occurred in private space settings and in nearly half of public space crimes, offenders were known to victims. Much of the increase on last year is attributed to a rise in domestic assaults from 230 to 298 crimes as at the end of Qtr. 3. Across the recording period the number of ASB related calls to Police Scotland has increased slightly by approx. 5.6% compared to last year. Similarly anti-social related offences (Group 6) have increased by 5.4% with 959 crimes recorded compared to 910 PYTD, however the current figure remains marginally below the previous 5-year average (1008). VIOLENCE & ANTI-SOCIAL BEHAVIOUR During this reporting period, the area experienced a substantial volume of calls relating to the misuse of fireworks, generally coded as public nuisance calls which play into the overall ASB figures. We have an ongoing investigation into the firework disorder, and this has involved many hours of CCTV interrogation. Our CID are leading this enquiry. The recent upgrade to the CCTV infrastructure is of great importance and benefit to both the police and the residents of West Dunbartonshire. The provision of CCTV is crucial to our activities around ASB and general disorder in public places. The quality of CCTV footage has been greatly enhanced increasing the likelihood of positive identification of persons involved in criminality. The mere presence of CCTV has a positive impact on reducing ASB. The CCTV team, based within Clydebank Police Office, have an excellent working relationship with our officers and their knowledge and experience of working in the local areas is invaluable. The Preventions Team and dedicated Disclosure Officer are collaborating with both the WD ASB Team and the area Registered Social Landlords to ensure we are disclosing ASB by tenants at the earliest opportunity in line with the legislation to allow for proportionate executive action to be taken against those responsible without undue delay. 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 74.5%, which is above the position as at the end of Qtr. 3 during the 2024/25 reporting period (73%) and the position in the West (71%). Overall satisfaction nationally with contacting the police was at 67% in Quarter 3, no percentage change 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 for Q3, the table above shows YTD stats. Overall Satisfaction (3,704) L Division (134) Argyll & Bute (36) West Dumbartonshire (41) 67% 69% 81% 56% Healthy Performance Assessments Under our People Plan, we are keen to engage in proactive initiatives which can assist in creating a positive working environment where our people feel valued and help maximise availability to the front line. This in turn will put us in the strongest position to serve our local communities. In keeping with our priority of creating a thriving workforce, we are very pleased to have offered Healthy Performance Assessments with Optima Health, at sites across L Division from December 2025 to March 2026. What are Healthy Performance Assessments? Healthy Performance Assessments are completely voluntary and confidential onsite health assessments lasting approximately 30 minutes. Officers will be provided with a same day report of their results. The assessments include - Height & weight - Blood Pressure - Resting heart rate - Diabetes - Body fat % - Lifestyle Review - Bowel Screening (optional) Hydration % - Total Cholesterol – Basal Metabolic Rate – HDL (good cholesterol – Estimated Daily Calories – Total/Good Cholesterol ratio 74.5% Satisfied/Very Satisfied - YTD Total of 432 responses Page 25
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Scrutiny Report 2025-26 Q3 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire Page 27 ITEM 7b
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202610/02/26 © 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 Q3 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire Page 28
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2025-26 Q31. Summary 113 Fires 81 113 False Alarms 314 19 0 0 Fire Fatalities 12 2 28 UFAS 202610/02/26 © 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 (Good Intent) Fire (Building) False Alarm (UFAS) Fire (Vehicle) Flooding / Water Rescue Vehicle (Non-fire) Humanitarian 66 49 35 32 32 28 15 14 10 9 Fire Safety AuditsHome Fire Safety Visits Total Incidents (Incl. Incompletes) 3783 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 83 visits over this recording period. 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) 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires 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 2025-26 Q3 24 18 34 18 33 23 33 26 29 29 25 29 26 29 31 19 Deliberate Fires 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 2025-26 Q3 73 76 182 30 178 45 168 71 84 65 87 49 94 90 81 56 Non-Domestic Fires 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 2025-26 Q3 5 7 11 0 7 4 10 9 4 6 8 6 5 7 6 5 Unwanted Fire Alarm Signals 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 2025-26 Q3 83 28 136 25 52 119 101 46 31 51 101 34 35 29 42 108 Road Traffic Collisions 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 2025-26 Q3 5 10 12 2 9 4 5 7 7 8 7 9 6 8 7 8 Page 30
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2. Trends 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on Previous 16 quarters (4 years) Accidental Dwelling Fire Casualties 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 2025-26 Q3 0 0 9 2 5 6 3 1 2 6 0 1 2 2 4 2 Non-Fire Casualties 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 2025-26 Q3 5 1414 3 3 6 7 9 8 6 4 4 10 6 6 3 Road Traffic Collision Casualties 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 2025-26 Q3 2 5 9 0 0 96 1 1 3 1 3 2 3 1 2 Home Fire Safety Visits 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 2025-26 Q3 300 8372 239 199 203 264260 220 107106 239 227 229 213 224 Fire Safety Audits 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 2025-26 Q3 14 37 46 1 19 35 1617 23 18 12 23 22 36 11 37 Page 31
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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 by 1, from the previous quarter and by 15 for Q3 year on year. 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires in this period Extent of Damage Incidents Not applicable 14 Limited to item 1st ignited 2 Limited to floor of origin (not whole building) 1 Limited to room of origin 1 Source of Ignition (Top 10) Cooking appliance Electricity supply Heating equipment Naked flame Other appliance or equipment Smoking Related 11 2 2 1 1 1 Trend by Quarter (4 years) 15 20 25 30 35 18 Incidents by Ward Dumbarton Leven Clydebank Central Clydebank Waterfront Kilpatrick Lomond 6 5 4 1 1 1 2025-26 Q33. Accidental Dwelling Fires Page 32
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4. Accidental Dwelling Fire Casualties Non-Fatal Casualties Fatal Casualties Nature of Injury/Cause of Death Casualties 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 the number of accidental dwelling fire casualties has remained at 0. There were no fatal dwelling fire casualties over this recording period. 202610/02/26 © 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 Q3 0 0 1 0 0 0 Page 33
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5. Non-Fire Casualties 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on 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 10 to 14, which we will continue to actively monitor. Unfortunately, we have recorded two non-fire fatal casualties in this period (an increase from 1 non-fire fatal in the previous quarter). These are incidents where SFRS responds to assist agencies, such as Police Scotland and Scottish Ambulance. Casualties by Ward Leven Clydebank Central Dumbarton Lomond Clydebank Waterfront Kilpatrick 4 3 3 2 1 1 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 Hypothermia 4 Cuts/Lacerations 2 Back / Neck injury (spinal) 1 Chest / Abdominal injury 1 Collapse 1 Drowning 1 Not known 1 Other 1 Other medical condition 1 Overcome by gas, smoke or toxic fumes; asphyxiation 1 2025-26 Q3 12 2 18 1 9 2 Page 34
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6. Deliberate Fires Property Type Incident Refuse 45 Road Vehicle 9 Other outdoors (including land) 8 Grassland, woodland and crops 6 Dwelling 4 Non Residential 2 Other Residential 1 Outdoor structures 1 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 81 to 76. 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Clydebank Waterfront Leven Dumbarton Clydebank Central Kilpatrick Lomond 18 16 14 13 9 6 Trend by Quarter (4 years) 0 50 100 150 200 76 Deliberate Fires in this period 2025-26 Q3 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 Page 35
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7. Non-Domestic Fires 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 an increase in Non-Domestic fires from 0 to 7, which we will continue to monitor. 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on Non-Domestic Fires in this period 2025-26 Q3 Top 15 Property Types Property Type Incidents Retail 3 Hospitals and medical care 1 Public Utilities 1 Religious 1 Sheltered Housing - not self contained 1 6 (85.7%) 1 (14.3%) Accidental Deliberate Incidents by Ward Dumbarton Clydebank Central Clydebank Waterfront Leven 3 2 1 1 Extent of Damage Not applicable Limited to item 1st ignited 4 3 Trend by Quarter (4 years) 0 5 10 7 Page 36
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8. Unwanted Fire Alarm Signals 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 numbers reduce in this type of incident This is highlighted by the steady and continued reduction from to 29 to 28 in this report. 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on Unwanted Fire Alarm Signals in this period 2025-26 Q3 Top 15 Property Types Property Type Incidents Hospitals and medical care 9 Residential Home 9 Hotel/motel 2 Sheltered Housing - not self contained 2 Warehouses and bulk storage 2 Boarding House/B&B for homeless/asylum seekers 1 Industrial Manufacturing 1 Industrial Processing 1 Retail 1 Incidents by Ward Clydebank Waterfront Dumbarton Lomond Kilpatrick Leven Clydebank Central 11 6 5 3 2 1 Trend by Quarter (4 years) 50 100 28 Page 37
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9. Road Traffic Collisions 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 8 to 10 incidents, which we will continue to monitor. There were no fatal casualties and one casualty taken to hospital with serious injuries. 202610/02/26 © 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 Q3 Incidents by Ward Clydebank Waterfront Dumbarton Lomond Kilpatrick 5 2 2 1 Trend by Quarter (4 years) 5 10 10 5 0 5 0 4 1 Property Type Incidents Car 9 Lorry/HGV 1 Incident Type Incidents Vehicle (Non-fire) 10 Page 38
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10. Home Fire Safety Visits 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on 11. Fire Safety Enforcement Job Type Count Audit 37 Short Post Fire Audit 1 The SFRS referral pathway for HFSVs, aims 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. Audits by Ward Dumbarton Clydebank Waterfront Leven Lomond 22 6 6 3 2025-26 Q3 HFSVs by Ward Leven Dumbarton Clydebank Waterfront Kilpatrick Clydebank Central Lomond 20 17 16 15 10 5 Home Fire Safety Visits 83 Page 39
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12. Community Safety & Engagement 202610/02/26 © Scottish Fire & Rescue ServiceReport generated on 2025-26 Q3 Community Safety Campaigns/ Safety Messaging Bonfire/Firework safety In the lead up to 5 November, our Community Action Team and operational crews delivered bonfire/firework safety presentations across West Dunbartonshire primary and secondary schools. The sessions covered the risks linked to bonfires and fireworks and highlighted how young people can stay safe during this busy period. Pupils engaged well and asked useful questions, and staff welcomed the support in reinforcing key safety messages ahead of Bonfire Night. Thank you to everyone involved for helping promote safer choices in our communities. We were also happy to see the positive support and multi-agency cooperation once again from West Dunbartonshire Council Departments and Police Scotland, in the publication of the Bonfire & Firework Joint Protocol. Each year, this process strengthens our partnership working and provides opportunities to review our prevention actions in the lead up to Bonfire Night. Christmas Gift Appeal The SFRS Christmas Gift Appeal, delivered in partnership with Y-Sort it, was a huge success in 2025. Thanks to the generosity of the public and supporting partner agencies, a large number of toys and gifts were collected, ensuring that local children and families received much needed support over the festive period. Home Fire Safety Visit We launched a new referral process for Home Fire Safety Visits, designed to better identify and support individuals at higher risk. This update introduces a streamlined digital referral system and improves collaboration through a new data sharing framework. The final phase for partner access will be available soon, with further updates to follow. To support the roll out, SFRS will be providing ongoing training and guidance to partner organisations, ensuring they can use the new system effectively. These improvements reflect our continued commitment to enhancing fire safety and reducing fire related incidents across Scotland. 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. 202610/02/26 © 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 the Chief Officer, Housing Housing and Communities Committee: 25th February 2026 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: (ii) Notes the completion of the Gilmour Avenue development in January 2026; and (iii) Invite the Chief Officer, Housing, to carry out the procurement of, and to subsequently award, the contract up to budgeted costs for the new build development at the former Frank Downie Care Home at Ottawa Crescent, Dalmuir; 3. Background 3.1 In West Dunbartonshire the Affordable Housing Supply Programme (AHSP) is delivered through a More Homes West Dunbartonshire strategic approach which has successfully delivered over one thousand new affordable homes in West Dunbartonshire and includes the Council’s own new home building programme. 3.2 The Strategic Housing Investment Plan (SHIP) 2026-2031, 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 2025. The SHIP outline plans to contribute to meet the Council Administration’s aim of delivering 2500 new affordable and social rented homes over the 10-year period 2022-2032. 4. Main Issues More Homes West Dunbartonshire - Delivery Programme ITEM 8 Page 43
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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 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 beyond 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 Page 44
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development. This development is also a finalist in the Scottish Housing Awards 2025 in the Excellence in Regeneration and Sustainability category. 4.8 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 121 children out of homelessness and into a secure tenancy. 4.9 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: - Willox Park Phase 1, 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. 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. McTaggarts have asked for an extension of time. The new completion date is 9th February 2026. The tenants have received communications on their moving arrangements which the Council is facilitating. Gilmour Avenue, Hardgate This 2x 3-bedroom development was completed and handed over in January 2026. HSCP has identified occupants for one of the houses and a tenant household on the transfer list have been allocated for the other. House Type Sustainability Standard Number of New Homes Flat 2bed/3person Net Zero 2 Flat 1 bed/2person Net Zero 15 Page 45
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Willox Park Phase 2 Feasibility studies for the site are showing an increased site capacity of 22 new homes from 21 homes The current proposed housing mix is highlighted below: - McTaggart Construction have been awarded the design and build contract which will also include the demolition of the existing homes following completion of Phase 1. All homes are being designed to housing for varying needs standards and dementia friendly principles to encourage ageing in place and inclusive living. 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. Bonhill Gap Site Strategy The 28 units of housing at Braehead (17 homes) and Campbell Street (11 homes) went on site in August 2025 and are scheduled to complete within a 56-week period. The Council have been successful in achieving above benchmark Affordable Housing Supply Programme funding from the Scottish Government amount to over £131k per home. The sites are currently facilitating work experience for West Dunbartonshire residents who have presented from the Working4U Project Search team. The tender for the O’Hare project (6 units) was returned on 30th October. The evaluation process has now been complete, and JR Group have been successful with a tender price of £1.5m We anticipate grant levels to be consistent with the award for the wider Bonhill Gap site development. 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 Type Sustainability Standard Number of New Homes Bungalow 1bed/2person Net Zero 14 Bungalow 1bed/2person w/c Net Zero 2 Cottage Flat 1bed/2person UF Net Zero 3 Cottage Flat 1bed/2person LF Net Zero 3 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 Page 46
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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 late 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 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. Following work on the feasibility the optimum house type and number of homes (mix of cottage flats and family houses) would be circa 15 new homes to meet housing need. West Thomson Street (former Clydebank Health Centre) Demolition of the former Clydebank health centre building was completed in late 2024. 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: - 4 bed general needs Net Zero 2 5 bed general needs Net Zero 4 7 bed general needs Net Zero 2 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 Page 47
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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. As planned, 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. Following a competitive procurement exercise, CCG have been awarded the contract for the design and build of the development. Dennystoun Forge Gypsy/Traveller Site The project has been scored and assessed as a priority in the new Strategic Housing Investment Plan, 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 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 consists of 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 Page 48
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The Council’s appointed main contractor, CCG, 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 achieved 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. 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 Council’s Strategic Housing Investment Plan 2026/27-2031/32 which was approved at the Housing and Communities Committee of 19th November 2025. The contractor will be undertaking more detailed site investigation to determine what is possible in terms of future housing mix. Ottawa Crescent The Council are working to enter into a design and build contract with the current site owner to deliver 21 amenity homes, similar to the successful developments at Creveul Court, Alexandria and Mount Pleasant, Old Kilpatrick. This was assessed as a strategic housing priority in the Strategic Housing Investment Plan approved in November. This is a flat site which would lend itself well to this type of housing as we strategically prepare for an ageing population. The proposed housing Mix is provided below: House/Flat Type Bedrooms Number Flat GF WCH 1 3 Flat with lift 2 9 GF Cottage Flat 1 2 FF Cottage Flat 1 2 Bungalow 1 5 It is now planned to carry out a procurement exercise to award the design and build construction contract to deliver the new homes at Ottawa Crescent, Dalmuir, Clydebank within the approved budget. As the site has been granted planning permission, it could be on site in Summer 2026. Buyback Programme Total number of properties purchased in 2025/26 financial year 29 Page 49
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Total Purchase Value £2,733,500 There are currently 6 properties under offer, 1 of which is a 5 apt bungalow which will assist in meeting medical housing need in West Dunbartonshire. Below is a breakdown of purchases, into electoral wards for this financial year: 4.10 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 586 new homes for social rent; these additional homes bring council tax revenue of around £815k 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. PROPERTY SIZE PURCHASED 5 apt 6 4 apt 11 3 apt 3 2 apt 9 Buyback Acquisitions 2025/26 No of Acquisitions (as at 15/01) Ward 1 - Lomond 3 Ward 2 – Leven 10 Ward 3 – Dumbarton 3 Ward 4 – Kilpatrick 4 Ward 5 – Clydebank Central 5 Ward 6 – Clydebank Waterfront 4 Total 29 Page 50
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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. 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. Page 51
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8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 As part of a rent consultation exercise in 2025, 92% of respondents indicated their support for the Council’s ambitious plans to deliver the Housing Revenue Account (HRA) new council house build programme. In addition, there was positive support for the wider delivery of new build housing as part of the 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: 30 January 2026 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Mikayla Deeley, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email mikayla.deeley@west- dunbarton.gov.uk Page 52
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Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy West Dunbartonshire Council’s Strategic Housing Investment Plan Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 53
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 25 February 2026 ___________________________________________________________________ Subject: West Dunbartonshire Housing Emergency Declaration Action Plan 1. Purpose 1.1 The purpose of this report is to provide members with an update on the Housing Emergency Declaration Action Plan (HEDAP). 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 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 update from a second West Dunbartonshire Housing Summit which took place on 2nd February 2026 in 4.3 of this report. (iii) Note further updates on the Scottish Government response to the national emergency in sections 4.11 – 4.16 of this report and what it means for West Dunbartonshire Council’s Housing and Homelessness Services. (iv) Note the Housing Bill has now received Royal Assent on 6 November 2026 as detailed in section 4.17 of this report and note the sections to be taken forward in 2026/27. (v) Note our Housing First Service has been expanded utilising additional funds from the Scottish Government as detailed in 6.4, (vi) Note the Chief Officer, Housing will continue to bring an update report to future Housing and Communities committee meetings. 3. Background 3.1 On the 1 May 2024 Housing and Communities Committee agreed to declare a Housing Emergency in West Dunbartonshire due to extreme and unprecedented pressures facing housing and homelessness services in WDC. 3.2 This was despite positive achievements across Housing 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 ITEM 9 Page 55
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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 and the following metrics highlighted the pressures on Housing and Homelessness 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. The expected new homeless assessments in excess of 1000 are 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 of around 24% in 2024/25, significantly contributed to the Housing Emergency Declaration. 3.6 West Dunbartonshire Council was the fifth local authority to declare a housing emergency following declarations made in Argyll and Bute, Edinburgh, Glasgow, and Fife. Since the West Dunbartonshire declaration, a further eight local authorities have followed suit and made a housing emergency declaration (South Lanarkshire, West Lothian, Angus, Scottish Borders, Dumfries and Galloway, Aberdeen, East Renfrewshire and East Lothian). Therefore 13 of 32 Scottish local authorities have declared housing emergencies, including four of the six housing stock transfer authorities. 3.7 Significantly on the 15 May 2024, the Scottish Government declared a National Housing Emergency in the Scottish Parliament. They launched their 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, 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, Page 56
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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. A Housing Summit of key Housing and Community Planning stakeholders was organised in February 2025. A second successful West Dunbartonshire Housing Summit was held on 2 February 2026 with over 60 attendees from every West Dunbartonshire Registered Social Landlord, Health and Social Care colleagues, Community Planning Partners, Tenant Leaders, Third Sector and Elected Members. Positive conversations took place on further collaborative actions and discussions for the coming year. A refreshed action plan will be presented to the Housing and Communities Committee in May 2026 reflecting the outputs of the Housing Summit. 4.4 There are now a total of 68 actions within the plan. Of which 35 are now fully complete with another 19 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 then 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, 26 new homes at Pappert, 2 at Gilmour Avenue and the completion of 17 new homes at Willox Park Phase to meet demand. The delivery of these new homes is supported by The Council’s buyback scheme targeting housing need in West Dunbartonshire with a particular focus on larger family homes, 29 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. It is unlikely for any significant updates to be issued until after the elections in May. 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 continues to reduce further to 125 in 2025/26. The new repairs policy is being monitored since its rollout in April 2025. Progress has been made on the review of supported accommodation with one of our units closing to allow the next stages to be taken forward. A campaign drive along with additional actions to help promote and maximise the use of Homeswapper (mutual exchange scheme) to further meet housing need has been continuing with further progress to be made into 2026/27. The new empty homes strategy has brought 39 homes back into use year to date in 25/26, five of which have brought back into use as council homes. Our damp and mould sensor project continues to roll out across Page 57
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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 including exploring one access to housing. The transfer led allocations approach for new builds continues to be implemented and the outcomes of this will be reviewed at the end of the year. There has also been significant progress made around a public awareness campaign on homelessness but further progress it hoped through improved information on the webpages. 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 are continuing into 2026/27. 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. The review of building services is now complete which ensured value for money for the service and tenants. 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: 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 For the full list action plan and details can be found here. Since the launch of the plan progress has been made and funds distributed. Page 58
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4.13 The Council, both at political and officer levels has called for fairer funding distribution of Housing and Homelessness funding and this will need to continue. The recent additional allocation of £310k from an additional £40 million to support our acquisition programme while welcomed, the distribution funding formula used is heavily weighted to the larger local authorities. 4.14 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 under Awaab’s Law details were laid out including timescales and penalties on 21 January 2026 with the law coming into effect on 6th October 2026. 4.15 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. From this £1 million uplift of Rapid Rehousing Transition funds for Housing First we were awarded £25,863 and £92,137 from the £3 million capital funding to expand Housing First. This has enabled us to procure a new youth Housing First service as a pilot, and double our wider Housing First support 4.16 On 22 January the First Minister has announced the creation of “More Homes Scotland”. A new executive agency that will work to accelerate new house building by focusing on large-scale affordable housing projects; rural and island housing; acquiring, preparing and releasing land; enabling infrastructure work to unlock stalled sites; and closer working with the Scottish National Investment Bank to make best use of private finance. The agency should be up and running by 2027/28. 4.17 Several of the actions are included within the new Housing Bill, which was passed by parliament on 30 September, and received Royal Assent on 6 November 2026. The initial areas which will be progressed from 2026/27 will be Awaab’s Law, updates on Domestic Violence protections and assessments of Rent controls but as further guidance is produced the impacts will be taken to a future the Housing and Communities Committee in 2026/27. 5. People Implications 5.1 Some of the actions involved are additional and not within current remits and therefore may lead to additional staffing resources. The new legislative duties also may require additional staffing resources. 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. Page 59
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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 £310k 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 A procurement exercise has been carried out to expand the Housing First Support service and trial a youth pilot using the additional £118,000 as detailed in 4.16. In line with our Scheme of Delegation approval was granted from the Chief Officer for Housing. 6.5 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. 6.6 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 In Q3 we have seen a significant increase of the use of Bed & Breakfast from five occasions in Q1 to 80. This has also then led to our first breaches of the Unsuitable Accommodation Order with 29 in Q3 and 0 in both previous quarters. This is due to increase demands and bottlenecks around needs for 1- and 4-bedroom properties. Reinforcing our need for a new build programme to build to match our needs. 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. Page 60
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9. Equalities Impact Assessment (EIA) 9.1 An EIA has been carried out and there are no negative equalities impacts due to this update. A separate EIA screening will be conducted for any policy changes because of the implementation of the HEDAP. 10. Consultation 10.1 The 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 Date: 11th February 2026 ___________________________________________________________________ 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, January 2026 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 61
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Housing Emergency Declaration Action Plan January 2026 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 Issue letter to the housing minister highlight the Housing Emergency declaration and requesting that the full AHSP is restored. 30-Aug-2024 Yes Highlight within SHIP and Programming Process the impacts of cuts to the AHSP 31-Oct-2024 Yes Participate in a number of Member and Officer groups and influence agenda to maximise AHSP budget settlement 31-Mar-2025 Yes H/HEDAP/2024/ 001 Continue to lobby SG for increase in AHSP funding in partnership with COSLA/SOLACE/ ALACHO 31-Mar- 2025 Review impact of discussions with Scottish Government 31-Mar-2025 Yes John Kerr Presentation to West Dunbartonshire Strategic Housing Providers Forum 30-Aug-2024 Yes Carry out prioritisation exercise 21-Oct-2024 Yes 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 Draft SHIP approved by More Homes Project Board 31-Oct-2024 Yes John Kerr H/HEDAP/2024/ 003 Deliver new Strategic Housing Investment Plan 31-Oct- 2024 Jamie Dockery ITEM 9 - APPENDIX 1 Page 62
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 004 Deliver the Council's approved new build programme for 24/25 helping meet the identified housing need. 01-Mar- 2025 Dawn Conner SHIP to be prepared and draft submitted to the Scottish Government by October 31 31-Oct-2024 Yes Develop and acquire More Homes Project Board approval for proposal to ensure the acceleration and prioritisation of new home delivery. 31-Dec-2024 Yes H/HEDAP/2024/ 005 Examine ways to accelerate new build delivery considering housing emergency declaration 31-Dec- 2024 Develop revised Strategic Local Programme in partnership with Scottish Government Yes John Kerr Year-end total buybacks Yes 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 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 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. 31-Mar-2025 Yes Laura Hanna Participate in Housing Investment task force discussions 25-Sep-2024 Yes Continue to develop own proposals in partnership with external agencies and potential investors 31-Mar-2025 Yes H/HEDAP/2024/ 007 Explore innovative housing investment and partnership models to maximise housing investment approaches 31-Mar- 2026 Proposal paper to More Homes Project Board to define policy 31-Mar-2025 No John Kerr Page 63
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 008 In partnership with the Scottish Government review the planning and consenting system considering the national housing emergency to increase the scale and pace of development across all tenures 28-Feb- 2025 actions from the meeting - attended by chief planning officer 28-Feb-2025 Yes Michael Mulgrew Detail development priorities within SHIP 31-Oct-2024 Yes Housing Development Service design to be completed 30-Sep-2025 Yes H/HEDAP/2024/ 009 Review HRA resource allocation across the Council to help facilitate/deliver new build programme 28-Feb- 2026 Bring forward any actions to help increase the new build programme 28-Feb-2025 No John Kerr Approval for Gilmour Avenue modular development 25-Sep-2024 Yes Develop revised approach based on review and share with development partners 31-Dec-2024 Yes 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-Mar- 2026 Review Gilmour Avenue development on completion 31-Mar-2025 No John Kerr H/HEDAP/2024/ 011 Examine the capacity of the HRA to deliver agreed 29-Aug- 2025 review for 2024/25 31-Mar-2025 Yes Peter Barry Page 64
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To housing ambitions Participation in Scottish Government trawl process 30-Sep-2024 Yes Special More Homes Board scheduled for November to look at the opportunities with other service departments (now Housing Summitt). 28-Feb-2025 Yes 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-Mar- 2025 Plan agreed at More Homes Board to inform delivery plans for 2026/27 12-Mar-2026 No John Kerr H/HEDAP/2024/ 013 Review Affordable Housing Design Standard 31-May- 2026 Review plan in parallel with existing standards framework 31-May-2026 No John Kerr H/HEDAP/2024/ 014 Increase provision of Mid- Market Rent properties as a viable housing option for homeless and housing applicants 31-Dec- 2026 As Strategic housing authority collaborate with a number of developing housing association to look at the inclusion of MMR properties as an addition to the Strategic Housing Investment Plan 31-Dec-2026 No John Kerr H/HEDAP/2024/ 062 Refresh Housing Needs and Demand Assessment (HNDA) within a local WDC perspective 30-Jun- 2026 Prioritise the use of local systems to determine wider housing need and demand requirements 30-Jun-2026 No John Kerr; Claire McKay H/HEDAP/2024/ 063 Carry out a 31-Aug- 2026 31-Aug-2026 Jamie Dockery; Michael Mulgrew Page 65
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To review of planning design standards (Housing development and planning) 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 Continue to Improve our approach to empty council homes 31-Dec-2024 Yes Craig Wilson Implement and monitor measures to improve the control and generation of non-essential repairs. 30-Aug-2024 Yes Based on performance and progress made on reducing the number of empty homes agree to continue to monitor and postpone any decision on a fixed term moratorium. 27-Sep-2024 Yes Continue to implement improvement actions in the void management improvement plan including increasing productivity and reducing the average cost to bring an empty home back to the Councils' relet standard. 29-Nov-2024 Yes H/HEDAP/2024/ 016 Consider a fixed term moratorium on non-essential housing repairs to focus activity around bring empty homes back into use 20-Dec- 2024 Craig Wilson Page 66
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To Review evidence to make final decision on a 3-month (last quarter of 2024/2025) moratorium on non-essential housing repairs to focus resources on the repair of the Councils' housing properties. 13-Dec-2024 Yes Complete review of referral/communication processes between void team and Helptomove 30-Sep-2024 Yes Engage with Consumer 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 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 Explore other providers to establish if can provide additional support to helpthemove arrangements Yes Nicola Pettigrew Seek HACC approval of new strategy - aim to bring 25 properties per year back into use 30-Nov-2024 YesH/HEDAP/2024/ 018 Accelerate the reduction of private sector empty homes by delivering a new Long Term Empty Homes Strategy 31-Mar- 2025 Review numbers of empty homes brough back into use at end of current financial year 31-Mar-2025 Yes Karen Rae Carry put early consultation with tenants to inform revised Repairs Policy and ensure tenant priorities are delivered. 30-Jun-2024 Yes HRA Value for Money Group to develop revised Repairs Policy which will meets tenant priorities and reflects input from key stakeholders. 31-Aug-2024 Yes H/HEDAP/2024/ 019 Deliver with tenant representatives a new repairs policy 30-Nov- 2024 20-Nov-2024 Yes Stefan Kristmanns Page 67
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To Seek approval for revised Repairs Policy from Housing and Communities Committee November 2024. H/HEDAP/2024/ 020 Ensure new repairs policy achieves key objectives 30-Nov- 2024 Ensure new repairs policy achieves key objectives 30-Nov-2024 Yes Craig Wilson Review and agree the new 70% allocation to transfer applicants for all new builds 30-Aug-2024 Yes new media/drive for downsizing etc 16-Feb-2025 Yes 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 current transfer incentive scheme 28-Feb-2025 Yes Claire McKay Introduce notification to Repair and Maintenance Manager on voids properties due for return on back of transfer move in advance of sign-up 30-Sep-2024 Yes Introduce robust pre-allocation house assessments process which embeds ongoing discussions with Building Services to highlight condition of voids and recharges as required 30-Sep-2024 Yes Introduced homeless liaison meetings in advance handover dates to identify existing WDC tenants with open homeless case 30-Sep-2024 Yes Prepare lettings initiative action plan 30-Sep-2024 Yes Identify properties for each quota and engage with relevant teams to finalise 31-Oct-2024 Yes H/HEDAP/2024/ 022 Actively introduce a pre letting process initially linked to the transfer led allocation process for new build social housing 27-Mar- 2026 Review house assessment form to ensure capturing relevant information via HO mobile app 26-Mar-2026 No Nicola Pettigrew 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 YesH/HEDAP/2024/ 023 Deliver the recommendation 31-Mar- 2026 Claire McKay Page 68
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To HACC approval on options 30-Nov-2025 Yes Carry out procurement exercise to meet new needs and options agreed 28-Feb-2026 Nos from the Supported Housing Review bring future updates decisions to Feb/May HACC 30-Mar-2026 No Establish project plan and resource requirement 30-Nov-2024 Yes Initial Report findings to be presented and recommendations agreed at Better Homes Project Board 31-Mar-2026 No Stock assessment to be undertaken against key technical and operational indicators to assess performance 31-Mar-2026 No Finding to inform refreshed Housing Asset Management Strategy which will be presented to August Housing and Communities Committee 07-May-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 Implementation Plan including the focused regeneration initiatives to be led by Housing Development Co-ordinator (Better Homes) 31-May-2026 No Jackie McRory 1000 Homes 31-Oct-2024 YesH/HEDAP/2024/ 025 Continue to roll out our approach to address condensation, dampness and mould within our homes through the use of smart technology that strengthens housing management 31-Mar- 2025 2000 homes 31-Mar-2025 Yes Emily Dorrian Initial Proposal developed 18-Oct-2024 Yes The initial introduction of 2 new compliance roles to be managed within the housing service and dedicated to HRA properties (phase 1) 28-Feb-2025 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 H/HEDAP/2024/ 026 Deliver new proactive approach to ensure our housing stock continues to meet all statutory 01-Jul- 2026 John Kerr Page 69
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To compliance requirements Implementation of Phase 1 29-May-2026 No Obtain baseline data to support VFM in promoting mutual exchange options with applicants 30-Sep-2024 Yes Review functionality and best practice with Home Swapper 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 home swapper 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 home swapper 31-May-2025 Yes Identify additional resource required to support home swapper back admin functions required 31-Oct-2025 Yes Ensure resource is in place - modern apprentice 30-Apr-2026 No H/HEDAP/2024/ 027 Maximise use of Home Swapper to meet rehousing need of transfer applicants 29-May- 2026 Review VFM annual costing of home swapper and consider if in-house platform could be developed (similar to rent insights approach) 22-May-2026 No Nicola Pettigrew Gather all information on all leases for an overview 30-Nov-2024 Yes 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 Yes 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-Mar- 2026 Bring final updates/decisions to HIB to sign off 28-Mar-2026 No John Kerr H/HEDAP/2024/ 029 Deliver housing Capital Investment Programme to ensure all 31-Mar- 2025 31-Mar-2025 Yes Alan Young Page 70
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To homes meet the Scottish Housing Quality Standard H/HEDAP/2024/ 030 Maximise the use of existing housing systems to support effective stock management 31-Mar- 2026 Review and introduction of new asset management database 31-Mar-2026 No Graham Watters Agree baseline principles in terms of the scheme 31-Oct-2025 Yes 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 H/HEDAP/2024/ 064 Explore establishing a common downsizing WDC wide scheme and a mutual exchange site 31-Mar- 2026 Explore requirements of a dedicated resource to facilitate increased numbers if downsizers and mutual exchanges 31-Mar-2026 No Claire McKay Icon Name 3: Enhancing housing access & prevention of homelessness Code & Title Status Progress Due Date Milestone Due Date Done Assigned To Review current information on different platforms 31-Oct-2025 Yes explore option of stock and turnover tool being added to the public 06-Feb-2026 Yes H/HEADP/2024/ 065 Carry out a communications audit to ensure tenants and services fully informed on housing availability in WDC 31-Mar- 2026 create a briefing and offer to attend services team meetings to discuss housing in WDC 31-Mar-2026 No Claire McKay Page 71
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To 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 Set up meeting with all seniors management from both HSCP and Housing/Homeless to take forward discussions 29-Nov-2024 YesH/HEDAP/2024/ 032 Strengthen strategic leadership approach with HSCP regarding housing emergency 30-Jun- 2025 Follow up actions from joint meeting 25-Apr-2025 Yes Peter Barry; Margaret- Jane Cardno set up new meeting of the housing bill group now Bill is through stage 1 30-Oct-2024 Yes Discuss options for task force - link to timeline for the bill 29-Nov-2024 Yes H/HEDAP/2024/ 033 Establish a Task Force approach to engage public bodies to promote prevention measures linked to the Housing (Scotland) Bill 31-Mar- 2026 Develop West Dunbartonshire approach 31-Mar-2026 No John Kerr Finalise draft of strategy following consultation (Aug until Dec) 31-Dec-2024 Yes Seek HACC approval of new strategy 28-Feb-2025 Yes 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 Embed and deliver new strategy 01-Apr-2025 Yes Claire McKay VAWG partnership supportive of action H/HEDAP/2024/038 but will be carrying out a self-assessment of the group where Prevention will be a key element 30-Nov-2024 YesH/HEDAP/2024/ 035 In partnership with 31-Dec- 2024 Claire McKay Page 72
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To Violence Against Women Partnership deliver a refreshed focus on preventing negative housing situations as a result of domestic abuse. deliver action H/HEDAP/2024/038 31-Dec-2024 Yes Service redesign Principles and staff consultative exercise undertaken 31-Dec-2026 Yes Job evaluation 31-Jan-2026 No Direct Matches & Matching Pools and Expressions of Interest 28-Feb-2026 No H/HEDAP/2024/ 035a Full implement the introduction of the Housing Solutions Service following on from the Homelessness Service redesign 30-May- 2026 Service Rebranding Action List 31-Mar-2026 No Joanne Sutherland Agree in principle online form and tweak to ensure all aspects covered 30-Sep-2024 Yes RSL to seek Committee approval on form before being finalised 30-Nov-2024 Yes Agree data sharing agreement and Information to be used on the website for all involved and link 13-Jun-2025 Yes 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 Launch online form 01-Oct-2025 Yes Claire McKay this is linked to Action 48 being achieved first 31-Oct-2024 Yes Joanne Sutherland Page 73
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To 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 Housing Options Survey and presentation to all casework staff 31-Dec-2025 Yes H/HEDAP/2024/ 037 Introduce a comprehensive housing options interviews at application stage to manage demand and options 31-Mar- 2026 Review process once new structure in place 31-Mar-2026 No Decision paper for Housing Improvement Board to agree the extent of the review 31-Aug-2024 Yes meeting of Co-ordinators to agree the remit 30-Sep-2024 Yes new paper to HIB agreeing new proposals of the remit 31-Dec-2024 Yes update guidance and relevant policies on agreed remit 31-Dec-2024 Yes 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 communicate and update new remit to all staff 31-Jan-2025 Yes Claire McKay Review current open Homeless cases with children 06-Dec-2024 Yes Joint meeting between Homelessness and Housing operations focusing cases who do not have an offer 20-Dec-2024 Yes following on identify any new processes to be implemented and rolled out to help continually reduce times children spend in temporary accommodation 31-Jan-2025 Yes Using additional Temporary accommodation funds to focus on acquisitions for those households in temp with children waiting on offers 06-Apr-2025 Yes 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 ongoing monthly monitoring of numbers to review and maximise offers 31-Jul-2025 Yes Claire McKay Carry out recent research around stigma and homeless with view to creating further actions to take forward 20-Dec-2024 Yes Liaise with WDC comms team on appropriate campaign actions 31-Jan-2025 Yes 03-Feb-2025 Yes H/HEDAP/2024/ 040 Design and deliver a dynamic public awareness campaign 31-Mar- 2026 Donna Kirkwood; Mayra Nunes Page 74
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To Review WDC homeless webpage content to ensure appropriate language/images used around homelessness. Identify positive case studies detailing household circumstances and support provided by WDC to resolve homelessness to highlight help available and realities of homelessness. 31-Mar-2025 Yesfocused on the realities of homelessness and housing need 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 Linked to action 48 being achieved first 31-Oct-2024 YesH/HEDAP/2024/ 042 Introduce a consistent assessment of housing and support needs regardless of if a tenant or presenting as homeless 31-Dec- 2025 review support process once new housing solutions services are rolled out 30-Sep-2025 Yes Claire McKay; Joanne Sutherland Develop new job profile to meet changing requirements 31-Aug-2025 Yes Recruitment of new co-ordinator required to take forward 31-Mar-2026 Yes H/HEDAP/2024/ 043 Develop and implement a new approach to resettlement and humanitarian schemes 31-May- 2026 New co-ordinator to review current approach 31-May-2026 Claire McKay Page 75
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To 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 Objective 1 - whole system approach 27-Apr-2025 Yes Objective 2 - rapid rehousing (16 weeks) 27-Apr-2025 Yes Objective 3 - interim housing options 27-Apr-2025 Yes H/HEDAP/2024/ 045 Deliver the outcomes of the Rapid Rehousing Transition Plan 30-Apr- 2025 Objective 4 - housing first 27-Apr-2025 Yes Claire McKay Linked to Action 48 being achieved first 31-Oct-2024 Yes review in line with decrease of pathway 1 and increased need to for temp 13-Apr-2025 Yes H/HEDAP/2024/ 046 Explore expanding a homelessness prevention approach and better managed demand for temporary accommodation 31-Mar- 2026 Prevention workshops (young people/DV) to take place with casework 27-Mar-2026 No Joanne Sutherland Action 48 needs achieved first 31-Oct-2024 YesH/HEDAP/2024/ 047 Introduce a "Mediation First" approach to housing applications for 16–19-year-olds (as a homelessness prevention approach) 31-Mar- 2026 Restructure - once in place and introduction of youth specialist team put process in place 31-Mar-2026 No Joanne Sutherland actions 37, 42, 46 and 47 can then follow on from this action if achieved 31-Oct-2024 Yes prepare a paper/proposal on option for consideration to take to the access to housing meeting 06-Nov-2025 Yes Paper on the possible vision to be taken to Access to Housing Group in Oct 25 28-Nov-2025 Yes H/HEDAP/2024/ 048 Implement a ‘One Door’ preventative housing access system under one service to 30-Jun- 2026 John Kerr Page 76
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To Agree principles relating to new one door housing access system aligned to the new Housing Solutions service 17-Apr-2026 Noprepare for new prevention duties. Develop implementation plan 15-May-2026 No review current provision 31-Mar-2025 YesH/HEDAP/2024/ 049 Upscale the Housing First programme through collaborative commissioning 31-Mar- 2026 Take forward actions agreed following HSCP meeting 31-Mar-2026 No Claire McKay H/HEDAP/2024/ 050 Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire 31-Mar- 2027 Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire 31-Mar-2027 No Claire McKay Review current information available to the public 08-Aug-2025 Yes create a project plan following the review of information on our webpages 12-Oct-2025 Yes 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 Make contact with other partners to provide better understood housing information 31--Mar-2026 No Donna Kirkwood; Claire McKay Contact other LAs with supported lodgings 06-Mar-2026 YesH/HEDAP/2024/ 066 Include exploring use of supported lodging whilst reviewing different temporary accommodation for young people 01-Apr- 2026 Review feasibility following staff restructure 06-Mar-2026 No Claire McKay; Mayra Nunes John Kerr Page 77
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To Carry out modelling reviewing backlog, expected demand and turnover with a view to reducing current letting ask 30-Apr-2025 YesH/HEDAP/2024/ 067 Review housing allocation % to households who experience homelessness 01-May- 2025 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 Building services action plan created 31-Oct-2024 YesH/HEDAP/2024/ 051 Complete the review of Building Services Repairs and Maintenance service costs to deliver immediate efficiencies to the HRA 31-Mar- 2025 Deliver action plan - include service efficiencies 31-Mar-2025 Yes Craig Wilson H/HEDAP/2024/ 052 Explore innovative housing investment and partnership models to maximise housing investment approaches 30-Nov- 2026 Develop a local plan to take forward an element of the Housing Investment Task Force recommendations. 30-Nov-2026 No John Kerr Peter Barry Page 78
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To 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 YesH/HEDAP/2024/ 053 Carry out review of HRA contributions to other non- housing Council service areas 31-Mar- 2026 take forward actions following whole system review of all HRA payments by Chief Finance Officer 31-Mar-2026 No 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 Following the delivery of refreshed housing revenue account business plan examine the introduction of a multi- year rental and investment strategy. 30-Nov-2026 No Stefan Kristmanns several actions part of the review already taken place saving money 31-Mar-2025 YesH/HEDAP/2024/ 056 Review Building Services structures and external contractors to ensure best value 31-Dec- 2025 Last actions as part of the review to be taken forward 30-Nov-2025 Yes Peter Barry; Craig Wilson H/HEDAP/2024/ 057 Working with other local authority 31-Mar- 2025 Joint work with COSLA 01-Mar-2025 Yes Claire McKay Page 79
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To partner re- examine housing finance position in Scotland to promote the delivery of new social housing including the treatment of historic HRA Capital Debt H/HEDAP/2024/ 058 Review homelessness services funding with aim of being able to reduce level of unsuitable temporary accommodation. 31-Dec- 2026 Review to be undertaken to inform budget provision from 2027/28 31-Dec-2026 No John Kerr 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 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 Page 80
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Appendix 1 Code & Title Status Progress Due Date Milestone Due Date Done Assigned To zero in social housing is met with national funding to ensure rental income can be utilised for improving current and developing new social housing. Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed PI Status Alert Warning OK Unknown Data Only Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Page 81
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Appendix 1 Risk Status Alert High Risk Warning OK Unknown Page 82
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 25 February 2026 __________________________________________________________________ Subject: Housing Capital Investment Programme 1. Purpose This purpose of this report is to provide the Housing and Communities Committee (the Committee) with an overview of Housing Revenue Account (HRA) proposed capital investment and spending plans and assess options for future investment. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of this report and the financial pressures on the Council’s Housing Revenue Account and the actions that have been taken to improve the wider health of the HRA and ensure tenant and service investment priorities are delivered, including the reduction in the borrowing requirement in 2025/2026 by £6m as outlined in 4.10 of this report; (ii) Approves that the Council’s Better Homes Investment Programme proceeds as detailed in sections 4.14 - 4.20 through Option 2 which will see a proposed 50% reduction in capital spend on environmental works form part of the tenant rent consultative exercise for 2027/28 which will commence in October 2026, subject to discussion with tenant representatives. (iii) Approves the delivery of the Council’s More Homes Affordable Housing Supply Programme set out in the Strategic Housing Investment Plan (SHIP) and proceeds as detailed at 4.37-4.47 of this report, and with Option 2 to target the delivery of 25 new council homes every year from 2028/29-2031/32, subject to ongoing review in terms of deliverability and affordability and discussion with tenant representatives. (iv) Note the remedial actions led by the Chief Officer, Housing to address the financial challenges by progressing a plan to replenish and maintain HRA reserves to above prudential levels and work towards a CFCR (Capital Financed from Current Revenue) strategy. The aim of this approach is to reduce future borrowing as seen with the £6m borrowing reduction in 2025/26 and mitigate future borrowing cost risks, while still delivering tenant and service investment priorities and (v) Invites the Chief Officer, Housing to fully refresh the HRA 30-year business plan and develop a future rental and investment strategy ITEM 10 Page 83
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and report back to the Housing and Communities Committee later this year. 3. Background 3.1 On 5 March 2025 the Council approved an 8% rent increase for 2025/26 to deliver tenant priorities and the Housing Capital Investment Plan for the 5- year period until 2029/30. 3.2 The capital investment plan estimated expenditure over the five-year period of £291m with capital grant / other income of £50m resulting in a net borrowing requirement of £241m. This estimated borrowing was split between £175m (73%) for investment in current homes and £66m (27%) to deliver the More Homes West Dunbartonshire programme inclusive of the Council’s buyback programme. This is illustrated in Table 1. Table 1 – Housing Capital Investment Plan 2025-2030 agreed March 2025 HRA Financial Position 3.3 The HRA, consistent with many other HRAs across Scotland, is under financial pressure. Whilst the HRA revenue budgetary control report (BCR) presented to the Committee today projects a 2025/26 in-year surplus of £1.087 million this has been driven by lower HRA debt servicing costs including a non-recurring in year benefit through debt restructuring. The BCR also confirms there remain high cost and demand pressures in areas such as: Responsive/void repairs Bad debt provisions Void loss and council tax Furthermore, staff costs have increased in particular due to the increase in employer national insurance contributions. This has proved a challenge to a 25/26 £m 26/27 £m 27/28 £m 28/29 £m 29/30 £m Total £m 1 More Homes Expenditure 30.2 33.7 16.5 12.7 23.3 116.4 2 More Homes Grant Income -15.3 -11.9 -4.8 -5.8 -12.6 -50.4 3 Net More Homes Expenditure / Borrowing Requirement (1-2) 14.9 21.8 11.7 6.9 10.7 66.0 4 Better Homes Expenditure / Borrowing Requirement 40.4 36.8 35.9 31.7 30.0 174.8 5 Total Borrowing Requirement (3 + 4) 55.3 58.6 47.6 38.6 40.7 240.8 6 % of Borrowing that relates to More Homes (including buyback programme) 26.9% 37.2% 24.6% 17.9% 26.3% 27.4% 7 % of Borrowing that relates to Better Homes 73.1% 63.8% 75.4% 83.1% 73.7% 72.6% Page 84
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number of housing providers across Scotland and is one of the causes of above inflation rent increases in 2026/27 and beyond. 3.4 Table 2 provides a HRA financial analysis, alongside the proposed HRA capital investment detailed in the rent consultation exercise. It confirms the Council has: higher rents than most other Scottish councils (though below the national social rented average) a lower proposed rent increase in 2026/27 than most Scottish councils the second highest housing debt level per home of all Scottish Local Authorities Consequently, as with public sector finances in general, HRA finances will remain challenged for the near future with revenue and capital plans requiring rent increases in the region of 7% over the next few years to provide sufficient income to meet increasing operating and debt financing costs. Table 2 also advises of expected HRA capital debt levels in March 2030 based on existing borrowing plans. Table 2 – HRA Financial Analysis HRA Rent - Rent was increased by 8% from April 2025. The average council house rent in 2025/26 was £102.28. (52-week basis) Scottish Housing Network HRA statistics for the 2024/25 financial year reported West Dunbartonshire had the fifth highest council house rents in Scotland behind Edinburgh City Council, Aberdeenshire, Renfrewshire, and Orkney Councils. Wheatley Homes the largest housing association operating in Scotland (Loretto Housing in West Dunbartonshire) also have a higher average rental charge. Housing Rent Analysis 24/25 Page 85
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2026/27 Rent Increase - The 2026/27 tenant rent consultation has a base option of a 6.7% rent increase and three additional options. The options are: Rent Increase Includes 1 6.7% (average weekly increase of £6.84) Maintaining all services tenants receive Delivering New Build housing programme Delivering Capital Investment programme to improve existing Council homes Tenant Priority Budget of £200k for tenant- led improvements 2 6.95% (average weekly increase of £7.09) Option 1 plus: Additional expenditure of £140k to re-instate open space maintenance to 2024/25 funding levels. 3 7.2% (average weekly increase of £7.35) Option 1 plus: Additional £3.6m of Capital Investment during 2026/27 expanding the Buy Back Scheme to deliver 24 additional Council homes for rent. 4 7.45% (average weekly increase of £7.60) Option 1 plus: Additional expenditure of £140k to re-instate open space maintenance to 2024/25 funding levels. Additional £3.6m of Capital Investment during 2026/27 expanding the Buy Back Scheme to deliver 24 additional Council homes for rent. There are a range of cost pressures contributing to the rent increase, the key pressures being increased employee costs (pay award, national insurance changes, employer pension costs) and increased debt servicing costs as capital debt increases. HRA financial modelling for the next five years takes account of additional income from new build and buyback properties, and significant revenue cost pressures that require to be addressed including the impact of current capital investment plans on HRA borrowing and associated debt financing costs. This modelling indicates that annual rent increases of around 7% per annum over the period 2027/28 – 2030/31 are needed to provide the sufficient income to meet increasing operating and debt financing costs. The housing service will as part of future planning look at ways to reduce operating costs without impacting negatively on the quality of life of our current and future tenants. The information below highlights the average rent increases across Scottish local authorities in 2025/26. Page 86
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As part of our rent consultation exercise, we have benchmarked our proposed rent increase for 2026/2027 with comparable councils. Current available contextual information is provided below. Around 60% of Council tenants receive assistance with rent through housing benefit or universal credit. Council Proposed 2026/27 Rent Increase Aberdeenshire 12% Angus 8% Dundee 8% Falkirk 8% Highland 8% Renfrewshire 7.5% Shetland 7.5% East Ayrshire 7% East Lothian 7% Edinburgh 7% West Dunbartonshire 6.7% Perth and Kinross 6.5% Clackmannanshire 6% Moray 6% Stirling 5.8% Aberdeen 5% Orkney 4% West Lothian 3.5% Rent Affordability - An affordability analysis undertaken prior to the commencement of the Council’s 2026/27 rent consultation determined Council WDC rents are on average £77 (42%) less than Market Rents with all properties comfortably below the equivalent average market rent. In addition, all households on minimum income can afford Council rents assuming the 35% rent to income ratio. Using equivalised income measures, all tenant household types spend under 35% of their income on Page 87
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housing, in some cases as little as 14%. Single adults on Universal Credit are the only group exceeding the 30% mark. Reserves - HRA reserves are forecast to be circa £1.70m in March 2026, which exceeds the prudential HRA reserve target of £1.16m. The current rent increase assumption of around 7% per annum over the period 2027/28 – 2030/31 is predicted to maintain reserves at March 2026 levels over the next 5 years. Interest Rates - HRA financial modelling for the next five years assumes a 4.25% interest rate on debt. Interest rates have been volatile over the last 3 years with the interest payable on council debt sharply increasing placing strain on HRA finances. An increase in the interest rate is considered the most significant financial risk to HRA finances. To illustrate, HRA capital debt is forecast to be £414m in March 2027. An increase of 0.25% to 4.50% in 2026/27 would add around £1m annually to HRA costs placing considerable pressure on HRA finances. The current modelled rent increase would need to be increased by circa 1.5%. Similarly, a reduction of 0.25% to 4.00% would reduce HRA costs by £1m annually, this could be utilised by decreasing the modelled rent increase by 1.5% or strengthening reserves. Currently most financial institutions are projecting interest rates will continue to fall, however there is no clear consensus around the speed or depth of the projected reductions. Capital Debt - The HRA had £348m of HRA capital debt in March 2025, circa £33,500 of capital debt per lettable unit (excluding surplus stock). For 2024/25 West Dunbartonshire had the second highest HRA debt level per lettable unit in Scotland. Current HRA capital investment plans will increase debt servicing costs to circa £40m by 2029/30 and contribute to the 7% projected rent strategy needed over the next three years. The Housing Investment Taskforce, established by the Scottish Government, reported in Summer 2025, and set out a series of actions to support investment in new and existing business models. This included an action to seek to write-off of historic HRA debt to provide immediate capacity for new supply. If this were to be achieved, it would require agreement with the UK Government and would have a significant positive impact on the Council’s HRA financial position. 3.5 As a housing provider with landlord responsibilities for over 10,500 properties, the housing service must be agile to continue to deliver tenant priorities in a challenging strategic and financial landscape. A balance needs to be struck between meeting tenant needs, maintaining and improving existing assets, building new homes to meet identified need, and keeping rent levels as affordable as possible. This balance is achieved in West Dunbartonshire through strong tenant participation mechanisms. These have highlighted Page 88
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continued tenant support for the Council’s housing investment plans as highlighted below. 3.6 In November 2024, the Housing Service conducted an independent Tenant Satisfaction Survey. The survey highlighted HRA cost pressures to tenants and asked tenants to outline their two most important spending priorities within this context. Feedback overwhelmingly showed that the two top spending priorities for tenants to be a responsive and high-quality housing repairs service and building new Council homes: 3.7 The survey findings were reported to the Housing and Communities Committee on 26 February 2025, which approved the recommendation for the Chief Officer, Housing to ensure tenant spending priorities were reflected in the delivery of investment plans over the next three-year period. 3.8 The tenant satisfaction survey highlighted 86% of tenants felt their rent represents good value for money. Only 2.6% of tenants felt the rent is poor value for money, a reduction from 15% in the previous survey in 2022. Table 3, taken from the Scottish Housing Regulator Charter Return, highlights the Scottish local authority average for this measure is 80%. Table 3 - % of tenants who feel rent represents good value for money. Housing Emergency Council % of tenants Stirling Council 93% Loretto Housing Association (Wheatley) 93% West Dunbartonshire Council 86% River Clyde Homes 85% All RSLs (Scotland) 82% All Social Landlords 82% All Local Authorities 80% East Dunbartonshire Council 76% Renfrewshire Council 70% Page 89
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3.9 In May 2024, informed by extreme pressures facing housing and homelessness services in meeting statutory duties, the Council declared a Housing Emergency. This prompted the development of the Housing Emergency Declaration Action Plan which had four strategic themes. Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. Make Best Use of Existing Stock. Enhancing Housing Access and the prevention of homelessness. Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets. 3.10 The Scottish Government’s Housing Emergency Action Plan, published in September 2025, sets out a range of enhanced and accelerated actions to tackle the national housing emergency. The plan is structured through the following three pillars: 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. Building our future – maximising investment in Scotland’s housing sector. The plan includes a commitment of funding of £4.9billion over the next four years to support the delivery of over 25,000 new social rented homes in Scotland. 3.11 This national intervention provides both an opportunity and a challenge. While the enhanced resources will support the expansion of the Council’s Affordable Housing Supply Programme and enable delivery of much-needed new homes, the Council must also ensure alignment with evolving national priorities 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 distribution of funding, the Council will review the current 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. Main Issues 4.1 In response to the financial challenges facing the Council’s HRA, the Chief Officer, Housing chairs a weekly HRA Value for Money (VFM) Group. It consists of senior staff across housing and finance and has overseen interventions that have positively impacted on HRA finances, including preventing the HRA from fully exhausting its reserves in 2024/25, and the improved financial position reported to Council. This group is progressing a plan to maintain HRA reserves to above prudential levels and to develop a future CFCR (Capital Funded from Current Revenue) strategy to enable the Council to deliver tenant investment priorities with a reduced need to borrow to deliver those investment plans. 4.2 The HRA VFM Group also targeted efficiencies across HRA income and expenditure in advance of the rent consultation, targeting reduced spend Page 90
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across budgets not aligned with tenant and service priorities. These targeted reductions helped reduce the rent increase in the options developed for the tenant consultation exercise which was launched on 30 October 2025 and are outlined in Table 2. This efficiency work will also be one of the building blocks to progress to deliver on a future CFCR strategy that will help reduce future borrowing risks. The consultation closed on the 23 January 2026, and the outcome will inform the rent setting report to West Dunbartonshire Council on 4 March 2026. 4.3 The proposed rent increase of 6.7% - 7.45% will help support the ongoing financial viability of the HRA and provide financial headroom for the capital investment needed to deliver agreed tenant priorities. However, further actions are required to reduce the impact of borrowing commitments over the next period. This will include a full refresh of the HRA 30-year business plan, this essential piece of work will report to the Housing and Communities Committee in Autumn 2026 and inform a future rental and investment strategy from 2027/28 and beyond. 4.4 As highlighted in Table 1, the Housing Capital Investment Plan approved March 2025, assumed borrowing levels of circa £241m, as illustrated below: Year Estimated Borrowing (£m) 2025/26 55.3 2026/27 58.6 2027/28 47.6 2028/29 38.6 2029/30 40.8 Total 240.9 4.5 These borrowing requirements include expenditure to support the decision taken by the Council meeting on 1 March 2023 to approve a 5% rent increase for 2023/24. The 5% rent increase levered borrowing for an additional £50m of capital expenditure over a five-year period (2023/24-2027/28). This investment decision was taken at a time when borrowing costs were at historically low levels. Since that decision was made, global events have contributed to a significant increase in council borrowing costs. 4.6 The decision to borrow an additional £50m and agree the tenant priorities with tenant representatives has led to the following positive outcomes: Scaling up of the Council’s buyback scheme, supported by Scottish Government funding, strengthening the financial viability of the HRA and helping meet housing need particularly in relation to family homes. An agreed approach to eradicating damp and mould issues in council properties through a multi-year investment in environmental sensors. The Council is the sector leader in this area, and this will prove to be prudent expenditure as we prepare for the introduction of Awaab’s law as part of the Housing (Scotland) Act 2025 in March 2026. Awaab’s law is designed to protect social and private tenants from unsafe housing conditions, specifically requiring landlords to investigate and fix damp and mould within mandatory timeframes, it was introduced following the tragic death of 2-year-old Awaab Ishak caused by prolonged exposure to mould in his family’s housing association home in Rochdale, England in 2020. Page 91
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Tenant-initiated upgrades to CCTV provision within our multi storey homes to improve the quality of life for the tenants and help minimise vandalism, wider anti-social behaviour and criminality, and reduce future repair costs. 4.7 These three priorities contributed £20.8m of the additional £50m included as part of the Enhanced Housing Capital Programme. The remaining £29.2m has been earmarked to support existing investment programmes including external wall insulation and heating system replacements. Approximately £12.8m has been added to the HRA borrowing since 2023/24 to support these investment programmes. 4.8 As referenced within paragraph 4.3 there requires an element of service intervention to reduce borrowing levels in the short term to help maintain the ongoing financial viability of the HRA and rent affordability for our current and future tenants. These interventions have been led by the Chief Officer, Housing supported by senior colleagues in housing and finance, and they have reprofiled housing investment plans which were reported to the October 2025 meeting of the Council. This reprofiling has ensured tenant investment priorities will continue to be delivered in parallel with the planned reduction in HRA borrowing requirements. 4.9 On 27 August 2025, the Housing and Communities Committee agreed budget adjustments that revised the 2025/26 capital expenditure budget to £55.6m and the capital income budget to £6.3m, resulting in an updated one-year borrowing requirement of £49.3m from £55.3m as illustrated in Table 4 below. 4.10 The Chief Officer, Housing will continue to lead the HRA VFM Group to identify areas where capital and revenue spend can be minimised without significantly impacting on tenant and service priorities and will progress a plan which will reduce borrowing requirements as outlined in Table 4. Table 4: HRA Borrowing Projections Year Approved Borrowing Commitment £m Refreshed Borrowing Commitment £m Proposed Change to Borrowing Commitment £m 2025/26 55.3* 49.3** - 6. 2026/27 58.6* 50.0*** - 8.6 2027/28 47.6* 50.5*** +2.9 2028/29 38.6* 37.9*** -0.7 2029/30 40.7* 37.1*** -3.6 Total 240.8 224.8 -16 *Approved 5th March 2025 ** Approved 27th August 2025 ***Projected 4.11 The impact of reduced borrowing has been included as part of the preparation of the rent consultation exercise with tenant representatives through the Joint Rent Group, which is the established tenant consultative and engagement forum for issues directed related to the financial health of the HRA and is chaired by the Housing and Communities Committee Convener. Page 92
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4.12 The Housing Capital Investment Programme is underpinned by a strategic framework aligned to the Council’s housing objectives, statutory duties, and tenant priorities. Those evidenced tenant priorities are highlighted in paragraph 3.6 and confirm the building of new homes to be the top capital spending priority with the lowest being environmental improvements and tackling damp and mould. While the Council continues to explore further options for reduced capital investment, these decisions need to be considered alongside the Council’s legal and regulatory frameworks. 4.13 Specifically, the Council holds a statutory duty to ensure housing stock meets the Scottish Housing Quality Standard (SHQS). This effectively sets a guide for necessary capital expenditure informed by our housing asset management data. Any reduction in investment that compromises these standards would result in a breach of regulations. It would also be counter productive as insufficient planned investment in viable housing stock would lead to the Council incurring significantly higher reactive repair costs in the future. 4.14 Better Homes Option Analysis As a result, three assessed options to reduce spend in these areas from 2027/28 to 2030/31 are as follows: Option 1 – Maintain planned housing investment programme. Option 2 – 50% reduction in spend on environmental works. Option 3 – 50% reduction in spend on environmental sensor programme (tackling damp and mould) Table 5a: Option 1 – Maintain planned housing investment programme. 27/28 £m 28/29 £m 29/30 £m 30/31 £m Total Borrowing Requirement Current Environmental Works 1.2 1.2 1.2 1.2 4.8 Current Environmental Sensor Programme 1.5 1.5 1.5 0.0 4.5 Table 5b: Option 2 – 50% Reduction in Environmental Works 27/28 £m 28/29 £m 29/30 £m 30/31 £m Total Borrowing Requirement Current Environmental Works 1.2 1.2 1.2 1.2 4.8 Option 2 – Revised Environmental Works 0.6 0.6 0.6 0.6 2.4 Table 5c: Option 3 - Environmental Sensor Programme Reduction 27/28 £m 28/29 £m 29/30 £m 30/31 £m Total Borrowing Requirement Current Environmental Sensor Programme 1.5 1.5 1.5 0.0 4.5 Page 93
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Option 3 – Revised Environmental Sensor Programme 0.75 0.75 0.75 0.75 3 4.15 Tables 5b and 5c illustrate: Option 2 - annual reduction in borrowing of £0.600m and total reduction of £2.4m over 4 years Option 3 – annual reduction in borrowing of £0.750m and total reduction of £1.5m over 4 years 4.16 Table 5d summarised the changes to the overall borrowing requirements for the three options. Table 5d: Revised HRA Borrowing Projections from 2027/28-2030/31. Option 1 Borrowing £m Option 2 Borrowing £m Option 3 Borrowing £m 2027/28 50.5 49.9 49.75 2028/29 37.9 37.3 37.15 2029/30 37.1 36.5 36.35 2030/31 38.6 38 39.35 Totals 164.1 161.7 162.6 4.17 The reduction in borrowing requirement for the three options would reduce debt servicing costs which would support lower rent increases. This is summarised in Table 5e. Table 5e: Indicative impact on rent of options 2 and 3 Option 2 - Reduced Cost of Borrowing £,000 Option 2 - Impact on Rent % Option 3 - Reduced Cost of Borrowing £,000 Option 3 - Impact on Rent % 2027/28 26 -0.04% 32 -0.05% 2028/29 70 -0.10% 88 -0.12% 2029/30 114 -0.15% 146 -0.19% 2030/31 157 -0.20% -69 0.09% Table 5e highlights option 2 would reduce future rent increases by 0.04% in 2027/28 up to 0.2% in 2030/31. Option 3 would reduce future rent increases by 0.05% in 2027/28 up to 0.19% in 2029/30 but require a 0.09% increase in 2030/31 unless the environmental sensor programme was ceased without being inclusive of the Council’s total housing stock. This is because the programme would require to be extended. 4.18 Following approval of the Housing Act 2025, the Scottish Government on 21st January 2026 introduced legislation for Awaab’s Law (detailed in paragraph 4.6 of this report) to come into force across the social rented sector from Page 94
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March 2026, starting with tackling damp and mould to ensure cases are swiftly investigated and acted upon as appropriate. 4.19 The Council’s agreed approach to eradicating damp and mould issues in council homes is supported by a strong preventative strategic response through the investment in environmental sensors to prevent future damp and mould issues within our homes and improve tenant’s health and wellbeing. Option 3 as detailed above would dilute this strategic intention. Maintaining the current proposed expenditure would lead to wider revenue savings through the spend to save preventative approach supporting the financial health of the HRA together with the health of tenants. Therefore, the officer view is that the Council should not pursue Option 3. For the same rationale a fourth option which would have seen options 2 and 3 combined was not considered. 4.20 Option 2 is recommended. It provides a £2.4m borrowing reduction consistent with the wider financial strategy for the HRA over a 4-year period with minimal impact on statutory standards, evidenced tenant priorities and also maintains compliance with the introduction of Awaab’s Law through the Housing Scotland Act 2025 and the Council’s wider approach to tenant safety, unlike Option 3 and the potential combined option of 2 and 3. It is therefore proposed that Option 2 will form part of the rent consultation exercise in 2027/28 which will commence in October 2026. Affordable Housing Supply Programme 4.21 A key element of the Housing Capital Investment Plan is the Council’s Affordable Housing Supply Programme. Financing the new build programme, as with every element of expenditure incurs additional costs that adds to financial challenges and requires a strategic approach to ensure the service can deliver on evidenced tenant priorities. In terms of the cost of new build homes this is partially mitigated by a 15% premium applied to new build home rents. The refreshed Strategic Housing Investment Plan approved by the Housing and Communities Committee in November 2025 reprofiled our development plans, which has positively impacted on our projected borrowing requirements in the short term. 4.22 The delivery of new social homes, including new council homes, plays a key role in: tackling the housing emergency combatting poverty, principally child and fuel poverty revitalising local economies and assisting with wider economic recovery negating the impacts of the current cost of living crisis improving social, economic and health outcomes for tenants providing a huge capacity for significant preventative savings to wider society and public finance and delivering net zero ambitions. 4.23 It is also clear the need for new social homes will continue to increase in the economic and social environment the Council is operating in, including demographic challenges such as an ageing population. West Page 95
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Dunbartonshire’s Strategic Housing Investment Plan 2026-2031 addresses these challenges. 4.24 Furthermore, the addition of new homes has a significant longer term positive impact on the financial health of the HRA although, as with any expenditure, it does place pressure on rent levels in the short and medium terms. All projects, before commencement, are subject to a robust viability assessment as part of the Affordable Housing Supply Programme grant funding eligibility rules 4.25 The long-term positive impact on the financial sustainability of the HRA from the development of new homes is outlined using the modelling from the currently on-site development at Bonhill. This development delivers 28 new homes including a number of large homes as set out in Table 6. Table 6: Bonhill Gap Site Housing Mix 4.26 Key Financial Assumptions and Model – Bonhill (28 homes) Rental Income – The site is projected to generate £213,552 of rental income in year 1. For future years it has been assumed rent will increase by 3% per annum (general assumption of 2% CPI plus 1%) Capital Costs and Loan Charges - The site has a development capital cost of £6.983m (£249,375 per unit) of which £3.360m was assumed to be funded through Scottish Government Affordable Housing Supply Grant. This therefore requires net borrowing of £3.622m. Based on borrowing £3.622m over 60 years, and assuming a loan interest rate of 4.25%, the Council would repay £10.011m over the life of the loan, including repayment of the principal and the interest. This equates to £166,850 per annum. Operating Costs – Operating costs are assumed to be £2,750 per unit so 28 homes at £2,750 per annum = £77,000. For future years highlighted in Table 7 it has been assumed operating costs will increase by 2% per annum (general assumption of 2% CPI). Operating costs includes all management and maintenance costs including staff, responsive repair and maintenance costs and includes provision for void periods and bad debt provision. Replacement Costs – Assumption there will be no replacement costs in years 1-15 then fixed costs of £1,500 per unit per annum so a total of £42,000 per annum. House Size Sustainability Standard New Homes 1bed wheelchair Net Zero 4 1 bed general needs Net Zero 10 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 Page 96
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Number of Tenants – 10,500 Table 7: - Bonhill Gap Site Housing Development Financial Modelling Year Rent Revenue (£) Operating Costs (£) Capital Replacement (£) Net Revenue (£) Loan Repayment (£) Surplus /Deficit (£) Cumulative Surplus (£) Per Tenant Impact (£) 1 213,552 77,000 0 136,552 166,850 -30,298 -30,298 -2.89 5 240,355 83,347 0 157,008 166,850 -9,842 -101,184 -9.64 7 254,992 86,714 0 168,278 166,850 1,428 -104,055 -9.91 10 278,637 92,022 0 186,615 166,850 19,765 -63,492 -6.05 13 304,474 97,654 0 206,820 166,850 39,970 35,779 3.41 15 323,016 101,599 0 221,417 166,850 54,567 137,497 13.10 16 332,707 103,631 42,000 187,076 166,850 20,226 157,723 15.02 20 374,465 112,200 42,000 220,265 166,850 53,415 320,281 30.50 22 397,270 116,733 42,000 238,537 166,850 71,687 454,373 43.27 30 503,250 136,772 42,000 324,478 166,850 157,628 1,400,255 133.36 4.27 Table 7 shows, over the 60-year borrowing life, the cost and benefit to HRA. The Bonhill Development, based on this modelling, achieves: Cash-flow positive from Year 7 Cumulative Surplus from Year 13 A 30-year surplus of £1.4m to support the wider HRA. This evidences that the site is financially viable over its life. Furthermore the 48% grant ratio and £249,375 per unit cost maintain the project within affordability thresholds. The 28 new homes will also generate additional council tax revenue. However, the financial modelling highlights a continued need for rent increases to be higher than the CPI rate. 4.28 It should be noted that council tenants in new build council homes are subject to a 15% rental premium and as a result will contribute more to the cost of new home developments through this. Those tenants benefit with lower fuel bills because of the superior energy efficiency performance of the new build homes compared with existing stock. 4.29 The modelling summarised within this report conservatively includes a 60- year lifetime of the new asset (council home). However, in reality our new build homes will be a longer-term asset to the HRA of over 100 years. 4.30 The Bonhill development is one of the Council’s current developments within our wider new home build programme More Homes West Dunbartonshire which has approval to deliver 212 new homes before the end of 2027/28: - Table 8: Current More Homes Delivery Programme Willox Park, Dumbarton Ph1 17 Bank St, Alexandria 22Page 97
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4.31 Key Financial Assumptions and Model- More Homes Committed Programme (212 homes) The same modelling scenarios are applied as in Table 7 to this wider programme, (for illustrative purposes it is assumed that all complete in year 1). Rental Income – The More Homes Committed Programme is projected to generate £1,618,752 of rental income in year 1. For future years it has been assumed rent will increase by 3% per annum (general assumption of 2% CPI plus 1%) Capital Costs and Loan Charges - The combined next phase developments has a total development capital cost of £54.06m (£255k per unit) of which £25.44m (£120k per home) is projected to be funded through Scottish Government Affordable Housing Supply Grant. This therefore requires net borrowing of £28.62m. Based on borrowing £28.62m over 60 years, and assuming a loan interest rate of 4.25%, the Council would repay £79.53m over the life of the loan, including repayment of the principal and the interest. This equates to £1.33m per annum. Operating Costs – Operating costs are assumed to be £2,750 per unit so 212 homes at £2,750 per annum = £583k. For future years highlighted in Table 9 it has been assumed operating costs will increase by 2% per annum (general assumption of 2% CPI). Operating costs includes all management and maintenance costs including staff, responsive repair and maintenance costs and includes provision for void period and bad debt provision. Replacement Costs – Assumption there will be no major component replacement costs in years 1-15 then fixed costs of £1,500 per unit per annum so a total of £318k per annum. Number of Tenants – 10,500 Table 9: - More Homes committed new build programme financial modelling. Bonhill Gap Sites, Alexandria 28 Dennystoun Forge, Dumbarton 20 West Thomson St, Clydebank 42 Willox Park Dumbarton Ph 2 22 Ottawa Crescent, Dalmuir 21 28 Bridge St, Alexandria 8 Silverton, Dumbarton 9 O’Hare, Alexandria 6 Queen Mary Avenue, Clydebank 17 Total 212 Page 98
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Year Rent Revenue (£) Operating Costs (£) Capital Replacement (£) Net Revenue (£) Loan Repayment (£) Surplus/ Deficit (£) Cumulative Surplus (£) Per Tenant Impact (£) 1 1,618,752 583,000 0 1,035,752 1,325,443 -289,691 -289,691 -27.54 9 2,050,587 679,969 0 1,371,618 1,325,443 46,175 -1,156,316 -110.12 10 2,112,105 693,348 0 1,420,757 1,325,443 95,314 -1,061,002 -101.05 15 2,448,509 761,347 0 1,694,162 1,325,443 368,719 216,694 20.64 16 2,521,964 775,174 318,000 1,428,790 1,325,443 103,347 320,041 30.48 20 2,838,493 831,262 318,000 1,689,231 1,325,443 363,788 1,373,238 130.78 25 3,290,591 903,251 318,000 2,069,340 1,325,443 743,897 4,306,661 410.16 30 3,814,697 977,528 318,000 2,519,169 1,325,443 1,193,726 9,345,623 890.06 4.32 Table 9 shows, over the 60-year borrowing life, and the cost and benefit to the HRA. The More Homes Committed New Build Programme based on this modelling, achieves: Cash-flow positive from Year 9 Cumulative Surplus from Year 15 A 30-year surplus of £9.3m to support and strengthen the wider HRA. This evidences that the sites are financially viable over its life. Furthermore, the projected 47% grant ratio and £255k per unit cost maintain the project within the affordability thresholds. The 212 new homes will also generate additional council tax revenue. 4.33 The financial assessment modelled in Table 9 has been scenario tested looking at the following sensitivity scenarios: - Scenario 1 – 4% per annum rent increases (CPI (2%) + 2%) and 2% cost inflation. Scenario 2 – 5% per annum rent increases (CPI (2%) +3 %) and 2% cost inflation. Scenario 3 – 6% per annum rent increases (CPI (2%) + 4%) and 2% cost inflation. Scenario 4 – 5% per annum rent increases (CPI (3%) = 2%) and 3% cost inflation (CPI uprated) Table 10 - More Homes committed new build programme Sensitivity Testing Scenario First Positive Annual Surplus Cumulative Surplus Achieved Year 30 Surplus/Deficit (£) Baseline case (Rent CPI at 2% plus 1% = 3% Operating Costs CPI at 2%) Year 9 Year 15 +£1,193,726 Scenario 1 (Rent CPI at 2% plus 2% = 4% Operating Costs CPI at 2%) Year 8 Year 14 +£1,750,000 Scenario 2 (Rent CPI at 2% plus 3% = 5% Operating Costs CPI at 2%) Year 7 Year 12 +£2,500,000 Scenario 3 (Rent CPI at 2% plus 4% = 6% Operating Costs CPI at 2%) Year 6 Year 10 +£3,500,000 Scenario 4 ( (Rent CPI at 2% plus 3% = 5% Operating Costs CPI at 2% plus 1% = 3%) Year 8 Year 13 +£2,100,000 Page 99
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Table 10 illustrates that in all the modelled scenarios the project will breakeven significantly within the 60-year borrowing period meaning the project is viable overall. However, it again highlights a need for rent increases to be higher than the CPI rate in the coming period to protect the financial health of the HRA. 4.35 Notwithstanding the positive long-term benefit to the HRA the Council’s home building programme also has a short to medium term negative impact on rent levels with the examples above in Table 7 and Table 9 highlighting this. 4.36 As part of the Housing Capital Investment Programme approved by Council in March 2025 it was assumed there would be a £42.5m allocation in uncommitted new build projects up until 2030/31, of which £7m has been allocated against new approved projects included in the Table 8 of this report leaving £35.5m budget provision exclusive of affordable housing supply programme grant funding. A number of future sites are identified in the West Dunbartonshire Strategic Housing Investment Plan which was approved by the Housing and Communities Committee in November 2025, these include the following future development opportunities. These future development opportunities will be subject to a robust financial and viability assessment prior to any formal approval. It should also be noted that other future development opportunities could be identified through the Local Development Plan for the delivery of social housing and the sites identified below are therefore not exhaustive: More Homes Option Analysis 4.37 While the delivery of new homes is a high-confidence strategy for strengthening the long-term health of the HRA and is the main route to tackle our housing and homelessness emergency, it adds to HRA costs until such time as the project returns an in-year surplus. To assess the optimum short term delivery model for the development of new Council Homes the following options have been assessed: Option 1 – 45 homes a year - Current Delivery Model = 45 new homes per year (180 new homes) for the 4 years 2028/29-2031/32 (The additional cost of borrowing is £292k in year 1, £584k in year 2, £876k in Year 3 and £1.168m from Year 4-Year 60) Option 2 – 25 homes a year - Revised Delivery Model = 25 new homes per year (100 homes) for the 4 years 2028/29-2031/32 (The additional cost of borrowing is £163k in year 1, £325k in year 2, £488k in Year 3 and £650k from Year 4-Year 60) Artizan Centre, Dumbarton North Mountblow, Clydebank Gray Street, Alexandria Queens Quay Site C, Clydebank Edinbarnet, Faifley Skypoint, Faifley Central Radnor Park, Clydebank Sheltered Housing Regeneration, Various Page 100
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Option 3 – No investment in new homes over the four-year period 2028/29- 2031/32. (while no additional borrowing costs will be required it will lead to reduced projected income to the HRA and increased expenditure to the Council’s General Fund through higher homelessness and lower council tax income than would otherwise be the case). 4.38 West Dunbartonshire continues to be in midst of a housing emergency with 5,688 households on the Council waiting list as of 30 September 2025. Furthermore, there are 424 homeless households and 257 children experiencing homelessness. In the last quarter of 2025 over 90 households required to be placed in bed and breakfast accommodation. This emphasises that the need for more Council housing is acute, and therefore the risks associated with Option 3, with no further investment in new homes, will increase homelessness and not contribute to the longer-term financial health of the HRA. On that basis the officer recommendation is not to progress Option 3. 4.39 Research undertaken by Policy Scotland/Cyrenians estimates the cost of an incidence of homelessness to a local authority at £23k. It would also mean the Council would lose over a 4-year period £32m of available grant funding. 4.40 The delivery of these new homes within Option 1 and Option 2 in as yet unknown development sites, has been modelled in Tables 11 and 13 below and demonstrates consistent outcomes as the current development appraisals modelled above for Bonhill and the Committed More Homes Programme. Option 1 – (45 homes a year) Rental Income – The proposal is projected to generate £351k of rental income in year 1. For future years it has been assumed rent will increase by 3% per annum (general assumption of 2% CPI plus 1%). Capital Costs and Loan Charges – Option 1 would have a development capital cost of £46.8m (£260k per home) of which £21.6m (£120k per home) is projected to be funded through Scottish Government Affordable Housing Supply Grant. This therefore requires net borrowing of £25.2m. Based on borrowing £25.2m over 60 years, and assuming a loan interest rate of 4.25%, the Council would repay £68.33m over the life of the loan, including repayment of the principal and the interest. This equates to £1.17m per annum. Operating Costs – Operating costs are assumed to be £2,750 per unit for the 45 homes in year 1 this would be £123,750. For future years it has been assumed and illustrated within Table 11 operating costs will increase by 2% per annum (general assumption of 2% CPI). Operating costs includes all management and maintenance costs including staff, responsive repair and maintenance costs and includes provision for void period and bad debt provision. Page 101
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Replacement Costs – Assumption there will be no replacement costs in years 1-15 then fixed costs of £1,500 per unit per annum so a total of £318k per annum. Number of Tenants – 10,500 Table 11 – Option 1 – 45 new homes a year Year Rent Revenue (£) Operating Costs (£) Capital Replacement (£) Net Revenue (£) Loan Repayme nt (£) Surplus/ Deficit (£) Cumulative Surplus (£) Per Tenant Impact (£) 1 351,000 123,750 0 227,250 292,000 -64,750 -64,750 -6.17 2 722,060 252,225 0 469,835 584,000 -114,165 -178,915 -17.04 3 1,114,904 388,000 0 726,904 876,000 -149,096 -328,011 -31.24 4 1,468,453 527,000 0 941,453 1,168,000 -226,547 -554,558 -52.82 5 1,512,506 537,540 0 974,966 1,168,000 -193,034 -747,592 -71.20 10 1,753,408 593,488 0 1,159,920 1,168,000 -8,080 -1,169,922 -111.42 11 1,806,010 605,358 0 1,200,652 1,168,000 32,652 -1,137,270 -108.31 15 2,032,680 655,258 0 1,377,422 1,168,000 209,422 -571,875 -54.46 20 2,356,433 723,457 270,000 1,362,976 1,168,000 194,976 -124,536 -11.86 21 2,427,126 737,926 270,000 1,419,200 1,168,000 251,200 126,664 76.68 25 2,731,752 798,755 270,000 1,663,997 1,168,000 495,997 1,732,209 165.00 30 3,166,848 877,789 270,000 2,036,059 1,168,000 868,059 5,295,797 504.36 4.41 Table 11 shows, over the 60-year borrowing life, the cost and benefit to the HRA. Option 1 based on this modelling, achieves: Cash-flow positive from Year 11 Cumulative Surplus achieved at Year 21 A 30-year surplus of £5.3m to support and strengthen the wider HRA. This evidences that the site is financially viable over its life. Furthermore, the projected 46% grant ratio and £260k per unit cost maintain the project within the affordability thresholds. The 180 new homes will also generate additional council tax revenue. 4.42 The financial assessment modelled in Table 11 has been scenario tested looking at the same sensitivity scenarios highlighted in 4.33 of this report but have been stress tested further through the introduction of scenarios 5 and 6 - o Scenario 5 – Borrowing rate increased to 5% o Scenario 6 – Borrowing rate increased to 10% Page 102
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Table 12 Option 1 Sensitivity Testing Scenario First Positive Annual Surplus Cummulative Surplus Achieved Year 30 Surplus/Deficit (£) Baseline case (Rent CPI at 2% plus 1% = 3% Operating Costs CPI at 2%) Year 11 Year 21 +£868k Scenario 1 (Rent CPI at 2% plus 2% = 4% Operating Costs CPI at 2%) Year 10 Year 20 +£1,650,000 Scenario 2 (Rent CPI at 2% plus 3% = 5% Operating Costs CPI at 2%) Year 9 Year 19 +£2,300,000 Scenario 3 (Rent CPI at 2% plus 4% = 6% Operating Costs CPI at 2%) Year 8 Year 17 +£3,200,000 Scenario 4 ( (Rent CPI at 2% plus 3% = 5% Operating Costs CPI at 2% plus 1% = 3%) Year 10 Year 20 +£1,950,000 Scenario 5 (as with baseline), but with 5% capital borrowing rate Year 13 Year 27 +£756k Scenario 6 (as with baseline), but with 10% capital borrowing rate Year 35 Year 57 -£444k 4.43 Option 2 (25 homes a year) Rental Income – The site is projected to generate £195k of rental income in year 1. For future years it has been assumed rent will increase by 3% per annum (general assumption of 2% CPI plus 1%) Capital Costs and Loan Charges – Option 2 would have a development capital cost of £26m (£260k per home) of which £12m (£120k per home) is projected to be funded through Scottish Government Affordable Housing Supply Grant. This therefore requires net borrowing of £14m. Based on borrowing £14m over 60 years, and assuming a loan interest rate of 4.25%, the Council would repay £38.03m over the life of the loan, including repayment of the principal and the interest. This equates to £650k per annum. Operating Costs – Operating costs are assumed to be £2,750 per unit (£68,750 in year 1). For future years it has been assumed and illustrated in Table 13 operating costs will increase by 2% per annum (general assumption of 2% CPI). Operating costs includes all management and maintenance costs including staff, responsive repair and maintenance costs and includes provision for void period and bad debt provision. Replacement Costs – Assumption there will be no replacement costs in years 1-15 then fixed costs of £1,500 per unit per annum so a total of £150k per annum. Number of Tenants – 10,500 Page 103
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Table 13 – Option 2 - 25 homes per year Year Rent Revenue (£) Operating Costs (£) Capital Replacement (£) Net Revenue (£) Loan Repayment (£) Surplus/D eficit (£) Cumulative Surplus (£) Per Tenant Impact (£) 1 195,000 68,750 0 126,250 162,500 -36,250 -36,250 -3.45 2 401,700 140,250 0 261,450 325,000 -63,550 -99,800 -9.50 3 619,200 215,625 0 403,575 487,500 -83,925 -183,725 -17.50 4 815,808 293,250 0 522,558 650,000 -127,442 -311,167 -29.63 5 840,282 299,115 0 541,167 650,000 -108,833 -420,000 -40.00 10 974,117 330,247 0 643,870 650,000 -6,130 -662,731 -63.12 11 1,003,340 336,852 0 666,488 650,000 16,488 -646,243 -61.55 15 1,129,267 364,619 0 764,648 650,000 114,648 -338,856 -32.27 19 1,270,999 394,675 150,000 726,324 650,000 76,324 19,436 1.85 20 1,309,129 402,568 150,000 756,561 650,000 106,561 125,997 12.00 21 1,348,403 410,620 150,000 787,783 650,000 137,783 263,780 25.12 25 1,517,639 444,468 150,000 923,171 650,000 273,171 1,147,969 109.33 30 1,759,360 490,728 150,000 1,118,632 650,000 468,632 3,087,753 294.07 4.44 Table 13 shows again, over the 60-year borrowing life, the cost and benefit to the HRA. Option 2 based on this modelling, achieves: Cash-flow positive from Year 11 Cumulative Surplus achieved from Year 19 A 30-year surplus of £3m to support and strengthen the wider HRA. This evidences that the site is financially viable over its life. Furthermore, the projected 46% grant ratio and £260k per unit cost maintain the project within the affordability thresholds. The 100 new homes will also generate additional council tax revenue per annum. 4.45 The financial assessment modelled in Table 12 has been scenario tested looking at the same sensitivity scenarios highlighted in the previous modelling example and this is shown at Table 14: Table 14 – Option 2 – Sensitivity Analysis Scenario First Positive Annual Surplus Cummulative Surplus Achieved Year 30 Surplus/Deficit (£) Baseline case (Rent CPI at 2% plus 1% = 3% Operating Costs CPI at 2%) Year 11 Year 19 +£468k Scenario 1 (Rent CPI at 2% plus 2% = 4% Operating Costs CPI at 2%) Year 10 Year 18 +£1,050,000 Scenario 2 (Rent CPI at 2% plus 3% = 5% Operating Costs CPI at 2%) Year 10 Year 18 +£1,500,000 Scenario 3 (Rent CPI at 2% plus 4% = 6% Operating Costs CPI at 2%) Year 9 Year 17 +£2,200,000 Scenario 4 (Rent CPI at 2% plus 3% = 5% Operating Costs CPI at 2% plus 1% = 3%) Year 10 Year 18 +£1,250,000 Scenario 5 (as with baseline), but with 5% capital borrowing rate Year 14 Year 27 +357k Scenario 6 (as with baseline), but with 10% capital borrowing rate Year 41 Not within 60 years -£552k Page 104
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4.46 A further detailed comparison of Option 1 and 2 is outlined in Table 15 below. Option 1, in terms of a projected 80% higher borrowing requirement to deliver the 45 homes a year places added risk to the shorter-term health of the Housing Revenue Account with the required additional annual capital spend. 4.47 Option 2 balances tackling ongoing housing and homelessness pressures in the midst of a housing emergency with maintaining shorter term financial sustainability of the HRA and the need to avoid overstretching borrowing capacity. It may be more prudent at this time to plan forward with Option 2 and review that on an ongoing basis to see if additional financial capacity could deliver much needed more homes without adding financial risk to the HRA the financial capacity will be investigated through the planned HRA Business Plan refresh exercise. It is therefore the officer recommendation to plan ahead with Option 2. Table 15 Option 1 and 2 comparison Metric Option 1 45 homes/year programme (180 homes) Option 2 25 homes/year programme (100 homes) Difference (45 vs 25) Notes / Reason for Difference Total homes 180 100 +80 homes Scale difference Total Borrowing Requirement £25.2m £14m +£11.2m 80% additional borrowing requirement with Option 1 proportional to number of homes. Cumulative Surplus Achieved 21 years 19 years +2 years Option 1 longer as larger programme includes higher absolute borrowing. First Positive Annual Surplus Year 11 (£33k) Year 11 (£16k) +£17k Both achieve first positive annual surplus in Year 11 positively impacting on the financial health of the HRA Year 1 Surplus/Deficit -£64,750 -£36,250 -£28,500 Only 45/25 of the 180/100 delivered. Proportional to number of new homes. Year 2 Surplus/Deficit -£114,165 -£63,550 -£50,615 Only 90/50 of the 180/100 delivered. Proportional to number of new homes Year 3 Surplus/Deficit -£149,096 -£83,925 -£65,171 Only 135/75 of the 180/100 delivered. Proportional to number of new homes Year 4 Surplus/Deficit -£226,547 -£127,442 -£99,105 Full capacity reached; Annual deficits increase to highest point in the modelling. Year 5 Surplus/Deficit -£193,034 -£108,833 -£84,201 Deficits begin to lessen from this point in both scenarios. Year 10 Cumulative Surplus -£1,169m -£662,731 -£507,191 Both negative at Year 10; larger programme has bigger absolute deficit Year 20 Cumulative Surplus -£124,536 +£125,997 -£250,533 Option 2 has a positive cumulative surplus at this point, it is a further year before Option 1 (Year 21)achieves this. Year 30 Cumulative Surplus £5.3m £3.1m +£2.2m Larger scale eventually produces higher surplus despite higher borrowing costs 4.48 The Scottish Government have committed to providing additional resource to the delivery of new housing. It is recommended that, in addition to existing new build plans will deliver 212 homes, the Council commits to the delivery of an additional 25 new homes a year from 2028/29 to 2031/2032 (Option 2, 100 additional homes). This resource can be met within the existing housing Page 105
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capital investment programme from the future new build and regeneration budget line. 4.49 The additional resource committed by the Scottish Government is up to £4.9bn investment over the next four years for the delivery of new homes, an increase of around 20% on the current affordable housing supply programme budget, the additional funding will see an increased Resource Planning Allocation (RPA) allocation for all Scottish local authorities and the 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. 4.50 As indicated previously he Council’s More Homes West Dunbartonshire approach has evidenced strong support from council tenants. The transfer led approach to the allocation of new build housing has also strengthened support for the new build programme with tenants, as this approach prioritises existing council tenants with a housing need on the allocation of the new homes, and fosters additional lets required to support the wider housing access system. 4.51 An example of this has seen the three most recently completed new home developments (Clydebank East/Mount Pleasant/Pappert) significantly contributing to meeting wider housing need within West Dunbartonshire communities and combined have contributed to lifting 124 children out of homelessness and into a secure tenancy. 4.52 The plans and actions highlighted within this report, including the partnership approach with tenant representatives, has laid the foundations for the annual rent consultation exercise which completed in January 2026 and will inform the Rent Setting and Capital Investment report to West Dunbartonshire Council in March 2026. 5. People Implications 5.1 The delivery of the Housing Capital Investment Programme is managed through existing resources. 6. Financial and Procurement Implications Financial 6.1 Housing and Finance officers will continue to assess the ongoing affordability of future investment and spending plans within the context of the Housing Revenue Account Business Plan. Current plans are assessed as being within the affordability thresholds. 6.2 The viability assessments of new home development opportunities factor in assumed grant benchmark levels, if any assessment highlights viability concerns housing officers will initially engage with the Scottish Government More Homes Team to assess additional grant funding requirements to Page 106
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ensure project viability. West Dunbartonshire Council has a long-standing positive relationship with the Scottish Government team in this regard and have successfully worked collaboratively to ensure above benchmark grant levels on a number of new home projects. Procurement 6.3 All new development sites will be subject to new detailed procurement strategies and the opportunities highlighted within the report will continue to be prioritised. 6.4 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 Interest rate increases are the key risk to HRA finances with regards all investment programmes. If interest rates rise there will be a proportionate increased impact on rent levels without action to reduce other costs. The interest rate assumptions for outstanding capital debt are based on advice received from the Council’s external treasury advisors. Borrowing rates are influenced by a range of macro-economic factors and there is a high likelihood that the interest rate charged on outstanding council debt will be different from the figure used in financial planning. The current risk approach is to tolerate this financial risk given the scope to revise future HRA revenue and HRA capital plans to reduce cost and minimise the impact on future rent levels which is highlighted within this report. 7.2 The risk from higher interest rates is further mitigated by having more fixed/long term borrowings as opposed to shorter term borrowing. HRA total capital debt is expected to be circa £414m in 2027. If the pooled interest rate was 2% higher on March 27 (6.25% as opposed to 4.25%) then the HRA debt servicing costs would be around £8m higher, placing upward pressure on rents to meet the increased costs. However, this scenario is unlikely. 7.3 The other financial risks to the ongoing challenging financial position of the HRA are included within this report. This includes that without the proposed remedial actions in terms of spending and investment commitments that impact on borrowing levels, rent increases will be required in future years which could risk the affordability of council housing. . 7.4 A further risk identified is if spending decisions are not aligned to service and tenant priorities there is a risk of heightened regulatory engagement and decreasing levels of tenant satisfaction which are currently at a record high Page 107
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level, however this will be mitigated through the approved processes including the HRA VFM Group and the Joint Rent Group. This risk is compounded if planned investment is not delivered in terms of current and future Council homes the Council will fail to meet identified housing need, which will lead to increased homelessness, time in temporary accommodation, and will result in increased pressure to other Council and HSCP budgets. 7.5 West Dunbartonshire continues to be in midst of a local and national housing emergency with the second highest homelessness rate in Scotland the need to maintain and increase housing supply is acute, if this strategic aim was compromised an exponential risk would be placed on the Council’s ability to meet its statutory requirements without detrimentally impacting on the wider financial health of the Council. 8 Environmental Sustainability 8.1 Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 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 Consultation has taken place with all housing services with a collective responsibility in delivering services to council tenants and finance and legal, the paper also supports the ongoing consultation and involvement in the implementation of actions with tenant representatives. 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 to all the council’s strategic priorities. Peter Barry Chief Officer, Housing Date: 11th February 2026 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Page 108
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Appendices: None Background Papers: Strategic Housing Investment Plan 2026-2031 60 new build viability assessment tables Wards Affected: All Page 109
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 25 February 2026 Subject: Lock Up and Garage Site Review Update 1. Purpose 1.1 The purpose of this report is to update members on the ongoing review of Lock Ups and Garage sites managed within the Housing Revenue Account. The paper seeks approval for the introduction of a refreshed lock up policy and revised guidance for the operation of garage sites. In addition, the paper outlines the condition and future approach for the 14 garage site plots located at Portpatrick Road, Old Kilpatrick. 2. Recommendations 2.1.1 It is recommended that the Housing and Communities Committee: (i) Approve the refreshed Lock Up Policy attached as appendix 1 to this report: (ii) Note the revised Garage site procedure attached as appendix 2 to this report: and (iii) Note the actions being taken in relation to the Portpatrick Road garage sites which will see a. notices to quit be issued to all garage plot tenants, effective from 1 April 2026; b. all tenants will be requested to remove their garage structures by the termination date; and c. any structures not removed will be demolished by the Council, with all associated costs recharged to the relevant tenant. 3. Background 3.1 The Council owns and manages 21 garage sites comprising 155 plots, of which 41 are currently vacant. The Council does not own the structures situated on these sites, but leases plots where the leaseholder is then responsible for constructing and maintaining their removable garage structure. 3.2 In addition to the garage sites, the Council also manages lock up, which are a permanent structure leased to residents to store a car. There are currently forty- five sites throughout the local area, including twenty-three in Alexandria, five in ITEM 11 Page 111
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Dumbarton, two in Old Kilpatrick and fifteen in Clydebank. In total there are 608 lock ups managed by the Council’s housing service. 3.3 A on-going review of the lock ups and garage sites is currently being undertaken to maximise their value to both the housing revenue account and the wider communities of West Dunbartonshire, and this report highlights the first outputs of this review. 4. Main Issues 4.1 The management and maintenance of lock up and garage sites has been identified as an improvement action in a number of housing service plans. A review is currently being undertaken through the Council’s Better Homes Project Board and are looking at a number of initiatives which would see these Housing Revenue Account (HRA) assets be improved for the betterment of Council tenants. Some of these initiatives include the following: - A review of the current charging levels. Stock condition survey of all lock ups. An options appraisal of each garage site for future use. 4.2 While, the above initiatives are being progressed, one of the early findings of the review identified was the need to strengthen the management of both the lock up and garage site operational delivery. To assist with this an officer within the housing service has assumed responsibility for the management of both and while this will strengthen operational management, allocation and maintenance, the need for written procedures to support staff and tenants was also identified as a priority action. As a result, a new garage site policy has been introduced and was approved following consultation at the Better Homes Project Board in January 2026. In addition, a new lock up policy has been developed and is presented as Appendix 1 of this report. 4.3 The lock up policy outlines the terms and conditions for the rental and use of Lock Ups (storage garages) provided by West Dunbartonshire Council. It ensures fair access, safe usage, and proper management of these facilities across all forty-five lock up locations in West Dunbartonshire. Portpatrick Road Garage Sites 4.4 As part of the ongoing review, an initial assessment was made at the garage site located at Portpatirck Road, Old Kilpatrick. It was identified that many garages are in poor condition and attracting anti-social behaviours such as fly- tipping. 4.5 Further investigation identified a significant number of the garage structures to be in poor structural condition with some requiring extensive repairs. This deterioration has negatively affected the visual amenity of the area and has raised safety concerns for the wider community. 4.6 In addition, a number of the garage plots have tenants with outstanding arrears. This presents a clear financial risk to the Housing Revenue Account and highlights challenges in enforcing payment compliance under the current lease arrangements. Page 112
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4.7 Investigations have confirmed that none of the garages are being used for their intended purpose of storing private motor vehicles. This constitutes a breach of the lease agreement and suggests that the site is being used for alternative, unauthorised purposes. 4.8 The site has increasingly become a location for fly-tipping and other forms of misuse, adversely affecting the local environment and contributing to concerns regarding anti-social behaviour. These ongoing issues have resulted in numerous complaints from the Community Council and local residents. Summary Review of the individual garage plots: Garage number Condition of Garage Condition of Let GS1 Good condition Unlet GS2 Good condition Unlet GS3 Poor condition Let GS4 Poor condition Unlet GS5 Plot is Void Unlet GS6 Plot is Void Unlet GS7 Poor condition Let GS8 Poor condition Let GS9 Plot is Void Unlet GS10 Poor condition Let GS11 Plot is Void Unlet GS12 Poor condition Let GS13 Poor condition Let GS14 Poor condition Let 4.9 It is proposed to issue notices to quit which will require all current tenants to vacate their plots and remove any garage structures by the termination date. Page 113
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This may cause inconvenience and potential financial burden for tenants who have invested in their structures. To mitigate this, clear communication and reasonable notice periods will be provided. 4.10 The removal of deteriorated garages and the elimination of fly-tipping will significantly improve the visual amenity and safety of the area. This action will reduce environmental hazards and anti-social behaviour, creating a cleaner and more secure space for local residents 4.11 The site has been identified as a strategic location for sustainable transport initiatives. It has been approved for the installation of electric vehicle (EV) charging infrastructure and parking adaptations to support modern mobility needs. To progress these plans, the Council’s procurement team is actively reviewing suitable frameworks and contractual options that will enable timely and cost-effective delivery of the project. This approach aligns with the Council’s commitment to reducing carbon emissions and promoting greener transport solutions. More detailed information on this will be brought to a future Committee meeting. 5. People Implications 5.1 The delivery of the review is managed through existing resource within the Housing Development & Homelessness team. 6. Financial and Procurement Implications Financial 6.1 The removal of existing garage structures and clearance of the site will incur costs related to demolition, waste disposal, and potential enforcement actions for non-compliance. Where tenants fail to remove their structures by the agreed termination date, all associated costs will be recharged to the relevant tenant in line with Council policy. However, in cases where a garage does not have an identifiable owner, the Council will assume responsibility for demolition and associated costs. These costs will be considered within the Council’s Housing Capital Investment Plan. 6.2 If the redevelopment of the site moves forward with the installation of the EV charging infrastructure, then no Council investment will be required. The appointed EV charging company will cover all costs associated with converting the site for parking and installing EV charging infrastructure. In addition, the Council will benefit from a new revenue stream through an annual land usage fee paid by the EV charging provider for each charging bay, ensuring a sustainable financial return without upfront capital expenditure. As above, more information on this will be brought to a future Committee meeting. Procurement 6.2 To progress the redevelopment, the Council’s procurement team is actively reviewing suitable frameworks and contractual options to ensure timely and Page 114
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cost-effective delivery. This will include consideration of existing national and local frameworks for EV infrastructure, ensuring compliance with procurement regulations and best value principles. Collaboration between Housing, Procurement, and Sustainability teams will be essential to manage supplier engagement and project implementation. 7. Risk Analysis 7.1 There is a risk that some tenants may fail to remove their garage structures by the termination date, resulting in additional costs and delays. This will be mitigated through clear communication, reasonable notice periods, and enforcement measures where necessary. 7.2 The decision to terminate leases and clear the site may generate negative feedback from tenants. This risk will be managed through proactive engagement and transparent communication. 7.3 The removal of the garage structures may generate waste and potential environmental hazards. Appropriate waste management and compliance with environmental regulations will be enforced to minimise impact. 8 Environmental Sustainability 8.1 The proposed actions will deliver significant environmental benefits. The removal of the garage structures and the elimination of fly-tipping will reduce environmental impacts and improve the overall visual amenity of the area. 8.2 If the redevelopment of the site for electric vehicle charging infrastructure and improved parking facilities goes ahead, this will support the Council’s commitment to reducing carbon emissions and promoting sustainable transport solutions. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery at this time and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 Consultation has taken place with key internal stakeholders, including the Housing Development Team, Housing Operations, Procurement, and the Legal Team, to ensure alignment with strategic objectives and compliance with procurement regulations. Concerns raised by the Community Council regarding the current condition of the site have been noted, and an update will be provided as further progress is made. Further consultation will be carried out with affected tenants to provide clear guidance on lease termination, removal requirements, and timelines, ensuring transparency and minimising disruption. 11. Strategic Assessment Page 115
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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, the recommendations noted above were discusses and approved at the Better Homes Board. Peter Barry Chief Officer, Housing Date: 30 January 2026 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Beats Csibi - Housing Development Officer, Housing Development and Homelessness Team, Housing, , email: beata.csibi@west-dunbarton.gov.uk Appendices: 1 Lock Up policy 2 Garage Site Guidance Background Papers: None Wards Affected: All/Ward 6 (Portpatrick Road) Page 116
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1 West Dunbartonshire Council Lock Up Policy 1. Purpose This policy outlines the terms and conditions for the rental and use of Lock Ups (storage garages) provided by West Dunbartonshire Council. It ensures fair access, safe usage, and proper management of these facilities. There are currently 45 sites throughout the local area, including 23 in Alexandria, 5 in Dumbarton, 2 in Old Kilpatrick and 15 in Clydebank. 2. Eligibility Lock Ups are available to residents living within approximately one mile of a Lock Up site. Priority will be given to residents who have a Blue Badge. Tenants of WDC may have an application refused on the following grounds: Rent arrears amounting to more than 4 weeks rent and no agreement in place to repay the debt; Not keeping to the arrangement to repay the outstanding housing related debt; or Had previously been a tenant of a WDC lock-up or garage site and the tenancy had to be terminated for any reason. Only one tenancy for a WDC lock up can be held at any time. 3. Permitted Use Lock Ups are mainly for vehicle storage only. The dimensions are 2.23m breadth, 5.1m length and 2.23m high maximum, so may not however be suitable for larger vehicles. Storage of household items will be at your own risk, business use or the storage of hazardous materials is prohibited. Any misuse may result in termination of the rental agreement and potential recharges for clearance. ITEM 11 - APPENDIX 1 Page 117
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2 4. Rental Charges *Council Tenants: £7.28 per week. *Non-Council Tenants: £8.74 per week. Ways to pay – By direct debt and standing order You can arrange to pay by direct debit or standing order. This means that your rent is paid automatically from your bank account. You can arrange a form by calling contact centre on 01389 738282. These forms are also available on the Council’s website. By telephone Call our contact centre on 01389 738 282 or call our automatic telephone service 0161 6226948. Have your reference number to hand. By internet You can pay via the Council website, www.west-dunbarton.gov.uk by clicking on the option to “Pay It” or going directly to the payments page which details a number of options, West Dunbartonshire Council - Main Menu (e-paycapita.com) Current charges are subject to a ongoing review and charges will be reviewed annually. 5. Allocation Process Applications are submitted online via the Council’s website where an Officer will allocate based on availability and your proximity to lock-ups. A waiting list may apply in high-demand areas. To apply, visit: West Dunbartonshire Council Lock Up Rental: https://www.west-dunbarton.gov.uk/housing/lock-up/ If you are being offered a lock up, an officer will contact you and arrange for missives to be signed, and keys passed over. You have 3 working days to accept an offer, or the void will be offered to the next applicant on the list. Page 118
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3 6. Termination of Tenancy The Council, or the Tenants, must provide 7 days’ notice to terminate the Lock Up rental. All outstanding payments must be cleared by the termination date. The lock ups must also be emptied and any remaining items left that the Council must remove will result in you being recharged. 7. Maintenance and Security Tenants are responsible for reporting any damage or security concerns. You can report a repair online at www.west-dunbarton.gov.uk/housing/maintenance- repairs or you can use your My West Dunbartonshire Account if you have created one. You can also call 0800 073 8708 during office hours 8:30 am to 4:30 pm Monday – Thursday, 8:30 am to 4:00 pm Friday. If access is required to carry out a repair, it is the tenants responsibility to ensure access can be provided to allow work to be completed. This includes moving any stored items out of the way temporarily if needed. 8. Breach of Policy Breaches (e.g., misuse, non-payment, subletting) may result in: Immediate termination of the agreement. Recharges for repairs or clearance. Ineligibility for future lock-up rentals. Lock-ups cannot be assigned, exchanged sublet or succeeded to. Page 119
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4 9. Complaints Complaints can be made to the service area directly and you can appeal any decision made during the processing of the application or duration of the tenancy of a lock-up by emailing - Garages.Lockups@west-dunbarton.gov.uk. If not satisfied with the outcome of the above or you do not feel comfortable going directly to the service area, complaints can be made to the Customer Relations Team. See the ‘Complaints Handling Information’ section of the Councils website, where online forms can be completed or alternatively contact Customer Relations by email on the details provided on the website. Page 120
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1 West Dunbartonshire Council Garage Site Procedure 1. Purpose The Council owns plots of land, which were originally designed for use as garage sites. Tenants and owner/occupiers can rent a plot from the West Dunbartonshire Council and can, with planning permission, erect their own garages on these plots. This procedure outlines the terms and conditions for the rental and use of existing garage sites provided by West Dunbartonshire Council. As void plots are no longer available for rent, the procedure ensures that current facilities are utilised safely and managed in a consistent and effective manner. For more information on getting planning permission for erecting a structure on your existing garage site plot you can visit the website here - Planning applications - general advice | West Dunbartonshire Council 2. Permitted Use Garage sites are for the construction of single garages and are for the storing of vehicles only. They should not be used for the storage of household items, hazardous materials, or used for any business purposes. Any misuse may result in termination of the rental agreement and potential recharges for clearance. 3. Rental Charges The rental charge for the garage sites is £100 per year. If you do not pay the rent when it is due each year, we can terminate this Agreement on giving you at least seven days notice, evict you from the garage site plot and charge you for any loss we suffer including repair to the garage structure, the removal of the garage and contents (if necessary) and our legal expenses. You can make this payment several different ways as set out below: By direct debt and standing order You can arrange to pay by direct debit or standing order. This means that your rent is paid automatically from your bank account. You can arrange a form by calling contact centre on 01389 738282. These forms are also available on the Council’s website. ITEM 11 - APPENDIX 2 Page 121
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2 By telephone Call our contact centre on 01389 738 282 or call our automatic telephone service 0161 6226948. Have your reference number to hand. By internet You can pay via the Council website, www.west-dunbarton.gov.uk by clicking on the option to “Pay It” or going directly to the payments page which details a number of options, West Dunbartonshire Council - Main Menu (e-paycapita.com) Rental charges will be reviewed annually. 4. Termination of Tenancy We, or you, may end the tenancy at any time by giving at least 28 days written notice to each other. Where possible we will give our reasons for the notice of termination. If we give you formal notice to quit, you must vacate the garage site plot by the date stated in the notice. All outstanding payments must be cleared by the termination date. The garage site must also be cleared or any structures, (unless we have given prior consent for the structure to remain), and items remaining that the Council must remove, will result in you being recharged. 5. Maintenance and Security Tenants are responsible maintaining their garage plot, and any structure they have placed upon it, and are required to keep the site in a tidy condition. Garage sites will be visited and checked by an officer and details of the general condition will be recorded. If a site / structure has deteriorated to an extent where it is considered unsafe, and clean-ups must be undertaken by building services, this will result in a recharge for the garage site tenant. 6. Breach of Policy You must not use the garage site for the storage of anything other than a vehicle as laid out in permitted use. Any misuse may result in termination of the rental agreement and potential recharges for clearance. Garage sites can be assigned or succeeded to as long as there are no arrears on the account. Page 122
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3 The current owner can express their wish to pass the tenancy, along with the structure, over to another person by contacting us on the following email address - Garages.Lockups@west-dunbarton.gov.uk. Garage sites cannot be exchanged or sublet, and any transfer of the tenancy may only take place with the prior written agreement of the Council. The Council is under no obligation to approve a transfer. Page 123
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Housing and Communities Committee: 25 February 2026 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 October 2025 (Period 07) 1. Purpose 1.1 The purpose of this report is to advise committee of the 2025/26 Housing Revenue Account (HRA) revenue budget position on 31 October 2025 and the forecast position for HRA reserves on 31 March 2026. 2. Recommendations 2.1 Members are asked to: i. note the HRA is forecasting a 2025/26 surplus of £1.087m, a projected favourable variance (underspend) of £1.052m. ii. note the forecast 31 March 2026 HRA reserve position of £1.698m which is £0.538m above the HRA prudential target of £1.160m. 3. Background 3.1 The Council approved the 2025/26 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 The HRA is forecasting a 2025/26 surplus of £1.087m, a reduction of £0.063m on the period 5 forecast of a £1.150m surplus. The movement between the BCR07 and BCR05 is summarised in Exhibit 1. The variance between BCR07 forecast and the 2025/26 budget is summarised in Exhibit 2. The key changes in the forecast are: • termination of the block building insurance policy as agreed by Council on 29 October 2025 • increased demand for repairs • reduction in ad-hoc greenspace works • reduced debt interest payments following the use of £1.992m of suspense account balances to reduce HRA capital debt. ITEM 12 Page 125
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Exhibit 1 – Movement between Forecast at BCR07 and BCR05 Budget Heading Forecast BCR07 £m Forecast BCR05 £m Change £m Key Driver Employees 8.102 8.102 - Property 1.582 1.386 0.196 £187k for block building insurance termination payment. Transport 0.177 0.177 - Supplies & Services 0.422 0.409 0.013 Central Support 2.586 2.586 - Other Expenditure 0.384 0.397 -0.013 Repairs & Maintenance 12.545 12.469 0.076 Increased repair demand Greenspace 0.664 0.772 -0.108 Reduced spend on ad-hoc works Bad Debt Provision 1.269 1.269 - Void Loss / Council Tax 1.120 1.120 - Loan Charges 27.228 27.332 -0.104 Reduced debt interest cost HRA Expenditure 56.079 56.001 0.078 HRA Income -57.166 -57.151 -0.015 HRA Surplus -1.087 -1.150 0.063 Exhibit 2 - Forecast BCR07 compared to Budget 25/26 Budget Heading Forecast BCR07 £m Budget 2025/26 £m Variance £m Employees 8.102 7.855 0.247 Property 1.582 1.349 0.233 Transport 0.177 0.154 0.023 Supplies & Services 0.422 0.418 0.004 Central Support 2.586 2.584 0.002 Other Expenditure 0.384 0.420 -0.036 Repairs & Maintenance 12.545 12.173 0.372 Open Space Maintenance 0.664 0.908 -0.244 Bad Debt Provision 1.269 1.119 0.150 Void Loss / Council Tax 1.120 0.831 0.289 Loan Charges 27.228 29.055 -1.827 HRA Expenditure 56.079 56.866 -0.787 HRA Income -57.166 -56.901 -0.265 HRA Surplus -1.087 -0.035 -1.052 4.2 The variances between forecast and budget are detailed below. Page 126
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Employee Costs - £0.247m 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 estimated. 4.5 The HRA estimates assumed 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 2025/26 and a 3.5% increase in 2026/27. The forecast reflects the 4% pay award with the higher award creating a £0.080m cost pressure in 2025/26. Property Costs - £0.233m Adverse. 4.6 On 29 October 2025 Council agreed to terminate the ‘Right to Buy’ Block Building Insurance Scheme which provides building insurance cover to owners of former council houses purchased under the terms of the Right to Buy legislation. The termination of the scheme will take effect on 31 March 2026 and the insurance provider has confirmed there will be a cancellation penalty of £166,904 plus Insurance Premium Tax at 12% making a total penalty of £186,933. 4.7 The property insurance spend will overspend by £170,000 against budget this year because of an unplanned increase in the 2025/26 premium. This additional cost has been partly offset by underspends on electricity, gas, and rates. Repair and Maintenance - £0.372m Adverse. 4.8 The £12.173m HRA repair and maintenance budget is forecasting an overspend against budget. There continues to a high responsive repair demand with delivery costs forecast to be £1.090m over budget. A range of mitigations totalling approximately £0.700m 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 - £0.244m Favourable. 4.9 The favourable variance against the open space maintenance budget reflects the close working 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. Page 127
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Bad Debt Provision - £0.150m Adverse. 4.10 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. 4.11 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). 4.12 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. 4.13 Council tax payments for longer term void houses are forecast to reduce by £0.060m in 2025/26 compared to 2024/25 as more longer-term voids are let. However forecast council tax payments for 2025/26 are £0.150m compared to a target of £0.050m. Although there has been an overall reduction in voids being delayed due to meter issues, there 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. 4.14 There has been considerable progress in reducing void numbers and void rent loss. The void rent loss is forecast to reduce by £0.125m in 2025/26 compared to 2024/25 as void numbers reduce, however forecast void loss for 2025/26 is £0.876m compared to a target of £0.700m. 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 - £1.827m Favourable. 4.15 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 Homes (new build) capital programme led to HRA debt being £348m on 31 March 2025, £8m less than anticipated. HRA capital borrowing in 2025/26 is forecast to be £15m less than planned. Lower borrowing reduces HRA capital debt and lowers debt servicing costs. 4.16 There are further favourable variances due to one off benefits to the HRA that were reported to Council in October. The early termination of long-term fixed rate loans delivered a benefit to the HRA of £0.818m. This benefit will be used to reduce HRA interest payments. Council also approved the allocation of £1.992m of funds held in a General Fund suspense account to the HRA. These funds will be used to repay HRA capital debt, further reducing HRA capital debt and lowering debt servicing costs. Page 128
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4.17 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. 4.18 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. Laurence Slavin Chief Officer – Resources Date: 25 February 2026 ___________________________________________________________________ Page 129
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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 130
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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 4,726 8,102 247 3% Property Costs 1,349 818 1,582 233 17% Transport Costs 154 103 177 23 0% Supplies, Services And Admin 418 246 422 4 1% Support Services 2,584 1,508 2,586 2 0% Other Expenditure 420 224 384 (36) -9% Repairs & Maintenance 12,173 7,234 12,545 372 3% Open Space Maintenance 908 387 664 (244) -27% Bad Debt Provision 1,119 751 1,269 150 13% Void Loss (Council Tax / Lost Rents) 831 670 1,120 289 35% Loan Charges / CFCR 29,055 15,883 27,228 (1,827) -6% Total Expenditure 56,866 32,550 56,079 (787) -1% House Rental Income (55,961) (32,835) (56,288) (327) 1% Lockup Rental Income (232) (134) (230) 2 -1% Other Rental income (137) (78) (134) 3 -2% Factoring Income (448) (251) (430) 18 -4% Miscellaneous Income (123) (49) (84) 39 -32% Total Income (56,901) (33,347) (57,166) (265) 0% Net Expenditure (35) (797) (1,087) (1,052) 31 October 2025 Subjective Summary Forecast Variance 2025/26 ITEM 12 - APPENDIX 1 Page 131
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2025 PERIOD 7 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 % Property Costs 1,349 1,582 233 17% Main Issues Mitigating Action Anticipated Outcome A year end overspend. Subjective Description HRA property costs out with the repair and maintenance of council dwellings. This includes rates for shops and offices, utility costs, insurance, cost of HRA offices. Variance Narrative Council agreed at the October 2025 meeting to an early termination of the owners' block building insurance contract. The early termination requires the HRA to pay a termination fee of £187,000. None Variance Analysis Subjective Analysis Forecast Variance 2025/26 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. Employees received 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. Variance Analysis Forecast Variance 2025/26 Subjective Description Subjective Analysis RAG Status ITEM 12 - APPENDIX 2 Page 132
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2025 PERIOD 7 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Repairs & Maintenance 12,173 12,545 372 3% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Open Space Maintenance 908 664 (244) -27% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Bad Debt Provision 1,119 1,269 150 13% Main Issues Mitigating Action Anticipated Outcome A year end underspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Greenspace works across HRA open space. Ad-hoc greenspace works within the curtilage of void properties and within properties let to the homeless service. Variance Narrative Officers have reviewed the frequency and specification of greenspace works and targeted spending reduction in line with tenant priorities. None 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. Officers have reviewed the repairs spend and identified a potential saving against the 2025/26 repair and maintenance revenue budget by transferring qualifying repair spend to the HRA capital programme, primarily revenue funded works that extends asset lifespan. 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 Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs and factoring services. 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. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Page 133
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 October 2025 PERIOD 7 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 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Loan Charges / CFCR 29,055 27,228 (1,827) -6% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % House Rental Income (55,961) (56,288) (327) 1% Main Issues Mitigating Action Anticipated Outcome A year end over-recovery Subjective Description Income from the letting of housing stock to tenants 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 Void numbers and council tax payments for longer term void houses are forecast to exceed budget.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, supported by helpthemove to find solutions for these complex meter issues. 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 Analysis A year end overspend. Variance Analysis Forecast Variance 2025/26 Variance Narrative Subjective Analysis 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 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 has reduced debt servicing costs across debt repayment and debt interest. Furthermore, HRA capital spend 2025/26 is forecast to be less than budget, lowering the HRA borrowing requirement in 2025/26 and, consequently, lowering interest payments. Finally, Council agreed in October 25 to transfer £1.992m of Energy Efficiency Scotland Area Based Scheme (EESABS) funding to the HRA. This funding will be used to reduce HRA capital debt, thereby lowering HRA debt interest payments. None. Page 134
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Housing and Communities Committee: 25 February 2026 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 31 October 2025 (Period 7) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 31 October 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 October 2025. ii) Note project life performance is monitored against a £345.311m project life expenditure estimate, a £80.378m project life income estimate and a £264.933m 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 £7.999m 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 there is an anticipated under spend of £9.475m against 2025/26 budgets reducing the forecast one-year borrowing requirement to £39.782m. 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 its meeting on the 27 August 2025, the Housing and Communities 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 £264.933. A summary of the revised capital budgets is set out in Exhibit 1. ITEM 13 Page 135
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Exhibit 1: HRA Capital Estimates 2025/26 – 2029/30 2025/26 Forecast BCR07 (£m) 2025/26 Budget (£m) Variance (£m) Project Life Forecast BCR07 (£m) Project Life Budget (£m) Other Capital 6.690 7.433 -0.743 26.052 26.267 Component Replacement 14.778 20.881 -6.103 87.908 93.567 Void 5.775 5.258 0.517 19.873 19.873 Structural & Environmental 1.905 3.762 -1.857 16.653 17.320 Support Costs 3.100 3.100 - 17.155 17.155 More Homes 17.972 15.113 2.859 171.129 171.129 Total Expenditure 50.220 55.547 -5.327 338.770 345.311 Total Income -10.438 -6.290 -4.148 -81.836 -80.378 Prudential Borrowing 39.782 49.257 -9.475 256.934 264.933 4. Main Issues 4.1 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR07 Appendix 2 – HRA Capital Detail BCR07 4.2 The HRA capital summary report at Appendix 1 reports that: • project life expenditure is forecast to be less than budget by £6.541m over the 5-year period of the capital plan. • one project has forecast project life income of £1.458m more than the project budget • consequently, prudential borrowing will be £7.999m 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: • 2025/26 forecast spend of £50.220m, a £5.327m underspend against the 2025/26 budget. • 2025/26 forecast income of £10.438m, a £4.148m over-recovery against the 2025/26 budget. • 2025/26 prudential borrowing forecast of £39.782m, £9.475m less than the approved budget for 2025/26. 4.4 Commentary on the 2025/26 variances above £50,000 are set out in Exhibit 2 below. Exhibit 2: Project Over / Underspends 2025/2026 as at BCR07 Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 1 Capitalised Minor Works 3.500 3.715 -0.215 Reduced contractors spend. Page 136
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 2 Environmental Sensors 1.500 2.000 -0.500 Underspend due to challenges getting access to properties 3 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. 4 External Component Renewal - Roofs 1.360 2.550 -1.190 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. 5 Doors/Window Component Renewals 3.800 4.985 -1.185 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. 6 External Stores / Garages / Bin Stores 0.000 0.048 -0.048 Works are being funded from the capitalised minor works budget. 7 Secure entry component renewals 0.000 0.100 -0.100 Works are being funded from the capitalised minor works budget. 8 Statutory / Compliance Works 0.150 0.594 -0.444 Health and safety works are now being delivered across two years. 9 Energy Improvements / Efficiency Works 0.000 0.058 -0.058 Works are being funded from the capitalised minor works budget. 10 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. Page 137
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 11 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. 12 Void House Programme 5.775 5.258 0.517 Overspend due to mix of work requiring contactors in addition to in-house team. 13 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. 14 Environmental Renewal - Paths & Environment 1.130 1.000 0.130 Overspend due to mix of work requiring contactors in addition to in-house team. Overspend will be re-profiled across future years. 15 Asbestos Management Works 0.200 0.242 -0.042 Demand lower than anticipated. Underspend will reduce borrowing requirement 16 Multi Storey Flat Strategy 0.400 1.720 -1.320 Revised projection based on timing of programme. 17 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. 18 Demolition Programme 0.213 0.140 0.073 Revised projection based on timing of programme. 19 Clydebank East 0.365 0.250 0.115 Revised projection based on development project plan. 20 Pappert 0.875 0.730 0.145 Revised projection based on development project plan. 21 Willox Park Phase1 3.398 2.980 0.418 Revised projection based on development project plan. 22 Bank Street 0.839 1.500 -0.661 Revised projection based on development project plan. 23 Bonhill Gap Sites 5.145 1.600 3.545 Revised projection based on development project plan. Page 138
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Project 25/26 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 24 Silverton 0.050 0.100 -0.050 Revised projection based on development project plan. 25 Queen Mary Avenue 1.000 0.800 0.200 Revised projection based on development project plan. 26 Future New Build & Related Regeneration Projects 0.000 0.550 -0.550 Revised projection based on development project plan. 27 Scottish Govt Buyback Grant -2.378 -0.550 -1.828 Revised projection based on the distribution of Scottish Government acquisition funding. 28 Bank Street -0.839 -1.500 0.661 Revised projection based on the application of the Strategic Local Programme 29 Bonhill Gap Sites -3.360 -1.600 -1.760 Revised projection based on the application of the Strategic Local Programme 30 West Thomson Street -0.350 -0.375 0.025 Revised projection based on the application of the Strategic Local Programme 31 Other Grant -1.712 -0.406 -1.206 Additional Scottish Government Net Zero Funding awarded to fabric first energy efficiency works. Additional Scottish Government grant to support capital works on properties allocated to the resettlement service 4.5 Budget assumptions are required to forecast costs / income, especially where projects span multi-year and project finances have yet to be finalised. It is therefore likely that the projected year end position will change during the year. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. Page 139
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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. ________________ Laurence Slavin Chief Officer – Resources Date: 25 February 2026 Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR07 Appendix 2- HRA Capital Details BCR07 Background Papers: Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget, and Rent Levels for 2025/26 - Council 5 March 2025. Wards Affected All Wards Page 140
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Period 7 - 31 October 2025 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 87,908 (5,659) 11 - - - Void Capital 19,873 19,873 - 1 - - - Structural & Environmental 17,320 16,653 (667) 4 - - - Support Costs 17,155 17,155 - 1 - - - Affordable Housing Supply Programme 171,129 171,129 - 5 12 12 - Total Expenditure 345,311 338,770 (6,541) 30 12 12 - Total Income (80,378) (81,836) (1,458) 4 12 12 - Total 264,933 256,934 (7,999) ITEM 13 - APPENDIX 1 Page 141
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All Approved HRA Capital Projects at Period 07 _ 31 October 2025 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 - 418 3,243 3,661 - 668 418 640 (28) OCE2 Capitalised Minor Works Rolling 31/03/2026 12,623 - 1,817 10,591 12,408 (215) 3,715 1,817 3,500 (215) OCE3 Better Homes Priority Budget Rolling 31/03/2026 1,175 - 33 1,142 1,175 - 275 33 275 - OCE4 Environmental Sensors Programme Rolling 31/03/2026 7,897 - 719 7,178 7,897 - 2,000 719 1,500 (500) OCE5 Housing CCTV Installation Programme Rolling 31/03/2026 750 - 635 115 750 - 750 635 750 - 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 - 3,628 22,424 26,052 (215) 7,433 3,628 6,690 (743) MCR1 Targeted SHQS /EESSH compliance works Rolling 31/03/2026 30,163 - 1,967 26,568 28,535 (1,628) 6,628 1,967 5,000 (1,628) MCR2 External Component Renewal - Roofs Rolling 31/03/2026 13,204 - 750 11,264 12,014 (1,190) 2,550 750 1,360 (1,190) MCR3 Doors/Windows Component Renewals Rolling 31/03/2026 23,190 - 2,423 19,582 22,005 (1,185) 4,985 2,423 3,800 (1,185) 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 - 1,046 10,725 11,771 - 2,268 1,046 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 - 874 7,965 8,839 (1,250) 2,850 874 1,600 (1,250) MCR10 Bathroom & Shower Replacement Rolling 31/03/2026 3,000 - 386 2,414 2,800 (200) 800 386 600 (200) Major Component Replacement 93,567 - 7,446 80,462 87,908 (5,659) 20,881 7,446 14,778 (6,103) VOC1 Void House Strategy Programme Rolling 31/03/2026 19,873 - 3,343 16,530 19,873 - 5,258 3,343 5,775 517 - Void Capital 19,873 - 3,343 16,530 19,873 - 5,258 3,343 5,775 517 STE1 Defective structures/component renewals Rolling 31/03/2026 4,389 - 166 3,598 3,764 (625) 800 166 175 (625) STE2 Environmental Renewal - Paths & Environment Rolling 31/03/2026 5,436 - 676 4,760 5,436 - 1,000 676 1,130 130 STE3 Asbestos Management Works Rolling 31/03/2026 1,239 - 140 1,057 1,197 (42) 242 140 200 (42) STE4 Multi Storey Flat Strategy Rolling 31/03/2026 6,256 - 108 6,148 6,256 - 1,720 108 400 (1,320) Structural & Environmental 17,320 - 1,090 15,563 16,653 (667) 3,762 1,090 1,905 (1,857) SUP1 Salaries / Central Support / Overhead Rolling 31/03/2026 17,155 - 1,808 15,347 17,155 - 3,100 1,808 3,100 - Support Costs 17,155 - 1,808 15,347 17,155 - 3,100 1,808 3,100 - AHP1 Buy Backs Rolling 31/03/2030 21,387 - 1,848 19,539 21,387 - 4,380 1,848 4,000 (380) AHP2 Demolition Programme Rolling 31/03/2029 1,140 - 213 927 1,140 - 140 213 213 73 AHP3 Contingency Rolling 31/03/2030 530 - - 428 428 (102) 102 - - (102) AHP4 Clydebank East Project 30/04/2025 33,643 32,953 33,087 556 33,643 - 250 134 365 115 AHP5 Pappert Project 30/06/2025 9,034 8,169 9,044 10- 9,034 - 730 875 875 145 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 733 459 688 45 733 - 264 229 263 (1) AHP8 Willox Park Phase1 Project 31/12/2025 5,531 1,951 4,004 1,527 5,531 - 2,980 2,053 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 1,671 7,850 9,521 - 1,600 1,430 5,145 3,545 AHP12 Clydebank Health Centre Project 31/12/2027 15,642 1,017 1,337 14,305 15,642 - 375 320 380 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 40 439 4,101 4,540 - 800 399 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 62 4,067 4,129 - 400 3 400 - 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 - - 932 932 102 150 - 252 102 Affordable Housing Supply Programme 171,129 50,146 58,219 112,910 171,129 0 15,113 8,073 17,972 2,859 Total Expenditure 345,311 50,146 75,534 263,236 338,770 (6,541) 55,547 25,388 50,220 (5,327) Full Project Life ITEM 13 - 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All Approved HRA Capital Projects at Period 07 _ 31 October 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) - 0 60 CAPI15 Owners Recoveries Rolling 31/03/2030 (3,500) - (1,300) (2,200) (3,500) - (1,500) (1,300) (1,500) - CAPI16 Other Grant Rolling 31/03/2030 (406) - (932) (932) (1,864) (1,458) (406) (932) (1,712) (1,306) CAPI17 HRA Loan Repayments Rolling 31/03/2030 (5) - (1) (4) (5) - (1) 1- (1) - Total Income (80,378) (23,581) (25,992) (55,844) (81,836) (1,458) (6,290) (2,411) (10,438) (4,148) Prudential Borrowing Requirement 264,933 26,565 49,542 207,392 256,934 (7,999) 49,257 22,977 39,782 (9,475) Full Project Life In Year Page 143
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 25 February 2026 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2025/26 as at Period 7 (31 October 2025) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 October 2025 (Period 7) of General Fund Revenue services under the remit of the Housing and Communities Committee. 2. Recommendations 2.1 Members are asked to i) note the account currently shows a projected annual favourable variance of £0.244m. 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. The Financial Update report to Council on 29 October 2025 advised that two further areas of service activity that were previous managed within council suspense accounts, the Resettlement Service and the Energy Efficiency Scotland Area Based Scheme project, would have their income and expenditure recorded in the General Fund this financial year. The Council Budgetary Control report on 17 December 2025 incorporated these two services within the General Fund with the revised portfolio of service areas for this committee detailed below. Service Area Budgeted Expenditure £m Budgeted Income £m Budgeted Net Expenditure £m Homelessness Services 5.069 -4.241 0.828 Resettlement Service 0.668 -0.668 - Private Sector Housing 0.016 - 0.016 Private Sector Housing Grant 0.425 -0.382 0.043 Energy Efficiency Scotland Area Based Scheme 0.583 -0.583 - Anti-Social Behaviour & CCTV 0.535 -0.230 0.305 Housing Maintenance Trading Organisation 20.581 -20.872 -0.293 Total 27.875 -26.976 0.899 ITEM 14 Page 145
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4. Main Issues 4.1 Appendix 1 reports the forecast outturn for the services at £0.655m, a projected favourable variance of £0.244m. Service Area Forecast Outturn £m Budgeted Net Expenditure £m Variance £m Homelessness Services 0.854 0.828 0.026 Resettlement Service -0.262 - -0.262 Private Sector Housing 0.016 0.016 Private Sector Housing Grant 0.043 0.043 Energy Efficiency Scotland Area Based Scheme - - Anti-Social Behaviour & CCTV 0.297 0.305 -0.008 Housing Maintenance Trading Organisation -0.293 -0.293 - Total 0.655 0.899 -0.244 4.2 The Homelessness Service is the only service forecasting an adverse variance. The current forecast is for a small overspend of £0.026m compared to the previous forecast to November committee of a £0.017m overspend. 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. The Resettlement Service is forecasting a positive variance of £0.262m. The UK and the Scottish Government provide grant income to help the council to meet the cost of supporting refugees within local communities. It is forecast that the grant income that the council will receive this year will exceed the direct cost of providing resettlement support. Other council service areas also provide support to refugees and this surplus income will be reallocated at the end of the financial year. 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 £0.049m will be achieved. (see Appendix 4) Page 146
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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. 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: 25 February 2026 ___________________________________________________________________ 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 147
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 October 2025 Actual Outturn 2024/25 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend Annual RAG Status £000 £000 £000 £000 £000 % £000 £000 687 828 462 854 26 3% - 26 - Resettlement Services - 16 (262) (262) 0% - (262) 11 16 10 16 - 0% - - 41 Private Sector Housing Grant 43 25 43 - 0% - - - Energy Efficiency Scotland Area Based Scheme - - - - 0% - - 312 305 164 297 (8) -3% - (8) - (293) (301) (293) - 0% - - 1,051 899 376 655 (244) -27% - (244) Housing Maintenance Trading Organisation Total Net Expenditure Service / Subjective Summary Annual Variance 2025/26 Homelessness Services Private Sector Housing Anti Social Behaviour & CCTV ITEM 14 - APPENDIX 1 Page 148
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 October 2025 PERIOD 7 Actual Outturn 2024/25 Service Summary Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status £000 £000 £000 £000 £000 % 14,172 Employee 15,300 8,289 14,526 (774) -5% 2,564 Property 2,905 1,768 2,993 88 3% 1,152 Transport and Plant 1,191 647 1,109 (82) -7% 5,650 Supplies, Services and Admin 5,716 3,374 5,623 (93) -2% 1,178 Payments to Other Bodies 1,734 670 1,547 (187) -11% 1,019 Other 1,029 600 1,029 0 0% 25,735 Gross Expenditure 27,875 15,348 26,827 (1,048) -4% (24,684) Income (26,976) (14,972) (26,172) 804 -3% 1,051 Net Expenditure 899 376 655 (244) -27% £000 £000 £000 £000 £000 % 1,686 Employee 1,710 1,009 1,695 (15) -1% 2,133 Property 2,352 1,370 2,353 1 0% 14 Transport and Plant 14 7 12 (2) -14% 78 Supplies, Services and Admin 68 40 82 14 21% 840 Payments to Other Bodies 925 463 840 (85) -9% - Other - - - - 0% 4,751 Gross Expenditure 5,069 2,889 4,982 (87) -2% (4,064) Income (4,241) (2,427) (4,128) 113 3% 687 Net Expenditure 828 462 854 26 3% £000 £000 £000 £000 £000 % - Employee 269 125 269 - 0% - Property 71 41 71 - 0% - Transport and Plant 2 1 2 - 0% - Supplies, Services and Admin 159 83 159 - 0% - Payments to Other Bodies 167 16 65 (102) -61% - Other 0 0 0 - 0% - Gross Expenditure 668 266 566 (102) -15% - Income (668) (250) (828) (160) -24% - Net Expenditure - 16 (262) (262) 0% £000 £000 £000 £000 £000 % - Employee - - - - 0% - Property - - - - 0% - Transport and Plant - - - - 0% - Supplies, Services and Admin - - - - 0% 11 Payments to Other Bodies 16 10 16 - 0% - Other - - - - 0% 11 Gross Expenditure 16 10 16 - 0% - Income - - - - 0% 11 Net Expenditure 16 10 16 - 0% £000 £000 £000 £000 £000 % 42 Employee 42 26 44 2 5% 118 Property 177 128 177 - 0% - Transport and Plant - - - - 0% (2) Supplies, Services and Admin - (2) (2) (2) 0% 207 Payments to Other Bodies 206 111 206 - 0% - Other - - - - 0% 365 Gross Expenditure 425 263 425 - 0% (324) Income (382) (238) (382) - 0% 41 Net Expenditure 43 25 43 - 0% £000 £000 £000 £000 £000 % - Employee 283 - 283 - 0% - Property - - - - 0% - Transport and Plant - - - - 0% - Supplies, Services and Admin - - - - 0% - Payments to Other Bodies 300 - 300 - 0% - Other - - - - 0% - Gross Expenditure 583 - 583 - 0% - Income (583) - (583) - 0% - Net Expenditure - - - - 0% Annual Variance 2025/26 Homelessness Services All Services Private Sector Housing Resettlement Services Energy Efficiency Scotland Area Based Scheme Private Sector Housing Grant ITEM 14 - APPENDIX 2 Page 149
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 October 2025 PERIOD 7 Actual Outturn 2024/25 Service Summary Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Annual Variance 2025/26 £000 £000 £000 £000 £000 % 293 Employee 273 140 254 (19) -7% 71 Property 141 83 141 - 0% - Transport and Plant - - - - 0% - Supplies, Services and Admin 1 - 1 - 0% 120 Payments to Other Bodies 120 70 120 - 0% - Other - - - - 0% 484 Gross Expenditure 535 293 516 (19) -4% (172) Income (230) (129) (219) 11 5% 312 Net Expenditure 305 164 297 (8) -3% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 12,151 Employee 12,723 6,989 11,981 (742) -6% 242 Property 164 146 251 87 53% 1,138 Transport and Plant 1,175 639 1,095 (80) -7% 5,574 Supplies, Services and Admin 5,488 3,253 5,383 (105) -2% - Payments to Other Bodies - - - - 0% 1,019 Other 1,029 600 1,029 - 0% 20,124 Gross Expenditure 20,579 11,627 19,739 (840) -4% (20,124) Income (20,872) (11,928) (20,032) 840 4% - Net Expenditure (293) (301) (293) - 0% Anti Social Behaviour & CCTV Housing Maintenance Trading Organisation Page 150
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Homelessness Services 828 854 26 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Resettlement Services - (262) (262) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading Organisation (293) (293) - 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service supports refugees to establish a safe, stable and independent life within local communities. Receipt of resettlement grant with costs incurred within other service areas. The income has not been reallocated as it all sits within the General Fund No mitigating action. An over recovery is expected. 31 October 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 This service seeks to prevent homelessness occurring across the authority and improves access to support services Reduced placements in bed and breakfast accommodation is the main factor for underspend against the payment to other bodies budget. There is a corresponding income shortfall because of the reduced housing benefit income for bed and breakfast placements. The service will minimise any overspend through tight control on recruitment and the maximisation of housing benefit income across temporary accommodation properties and Ashton View supported accommodation properties. A year end overspend. ITEM 14 - APPENDIX 3 Page 151
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2026/26 - BCR07 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 - 2 CCTV Service Reduction HE04 31 31 - 49 49 - STATUS: COMPLETE ITEM 14 - APPENDIX 4 Page 152