Document Pack (Bookmarked) - HAC 13 05 26
West Dunbartonshire Council · 13 May 2026
Back to Housing & Communities Committee — 13 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Official Agenda Housing and Communities Committee Date: Wednesday, 13 May 2026 ___________________________________________________________________ Time: 14:00 ___________________________________________________________________ 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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Official Distribution:- Provost Karen Murray Conaghan Councillor Ian Dickson Councillor Gurpreet Singh Johal (Chair) Councillor David McBride Councillor Michelle McGinty Councillor Lawrence O’Neill Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor William Rooney Councillor Hazel Sorrell (Vice Chair) Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer – Housing Services Chief Officer – Resources Date issued: 29 April 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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Official HOUSING AND COMMUNITIES COMMITTEE WEDNESDAY, 13 MAY 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 7 - 12 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 25 February 2026. 7 SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT Submit report by the Divisional Commander, Police Scotland providing Members with an update Quarter 4 on local policing in West Dunbartonshire. 13 - 23 7 (b)/ Page 3
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Official (b) FIRE AND RESCUE SCRUTINY REPORT 25 - 40 Submit report by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. 8 HOUSING SERVICES DELIVERY PLAN 2025/26 YEAR-END PROGRESS AND HOUSING SERVICES DELIVERY PLAN 2025/26 41 - 71 Submit report by the Chief Officer – Housing Services setting out the year-end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27. 9 HOUSING EMERGENCY ACTION PLAN 73 - 102 Submit report by the Chief Officer – Housing Services providing an update on the Housing Emergency Action Plan (HEDAP) which was formulated to address the emergency following the Council’s housing emergency declaration on 1st May 2024. 10 MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL’S AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME 103 - 115 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. 11 WEST DUNBARTONSHIRE COUNCIL’S TENANT 117 - 160 PARTICIPATION STRATEGY 2025-28 - ANNUAL PROGRESS REPORT Submit report by the Chief Officer – Housing Services providing an update on the implementation of “Involving You to Improve Housing Services” West Dunbartonshire’s Tenant Participation Strategy which covers the period 2025- 28. 12 PROCUREMENT OF THE PROVISION OF FURNITURE FOR SUPPORTED AND TEMPORARY ACCOMMODATION 161 - 172 Submit report by the Chief Officer – Housing Services seeking approval to initiate a procurement process for the provision of furniture and household items for the Council’s supported and temporary accommodation. Page 4
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Official 13 HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) 173 - 182 Submit report by the Chief Officer – Resources advising of the 2025/2026 HRA budget position on 31 January 2026 and the forecast position of the HRA reserves as of 31 March 2026. 14 HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) 183 - 192 Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 31 January (Period 10). 15 GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 10 (31 JANUARY 2026) 193 - 201 Submit report by the Chief Officer – Resources providing an update on the financial performance to 31 January 2026 (Period 10) 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, 25 February 2026 at 10.01 a.m. Present: Provost Karen Murray Conaghan and Councillors Ian Dickson, Gurpreet Singh Johal, David McBride, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Martin Rooney, William Rooney, Hazel Sorrel and Sophie Traynor. Attending: Peter Hessett, Chief Executive; Peter Barry, Chief Officer – Housing Services; John Kerr, Housing Development and Homelessness Manager; Nicola Pettigrew, Housing Operations Manager; Claire McKay, Housing Development Co-ordinator; Beats Csibi, Housing Development Officer; Christopher Anderson, Section Head and Principal Solicitor; Nicola Moorcroft, Committee Officer. Also attending: Divisional Commander Gary I’Anson, Chief Inspector Lynn Edwards and Chief Inspector Simon Shanks, Police Scotland; Group Commander Kevin Rennie and Watch Commander Chris Spence, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apology: An apology for absence was intimated on behalf of Councillor Kevin Crawford. Councillor Gurpreet Singh Johal in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor 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 carried out 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 Meeting of the Housing and Communities Committee held on 19 November 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 an update for Quarter 3 on local policing in West Dunbartonshire. After discussion and having heard the Divisional Commander and both Chief Inspectors, 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. MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted 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 homes building programme. After discussion and having heard the Chief Officer – Housing Services, the Housing Development and Homelessness Manager, and the Housing Development Co- Page 8
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ordinator in further explanation and in answer to Members’ questions, the Committee agreed: (1) to note the contents of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach; (2) to note the completion of the Gilmour Avenue development in January 2026; and (3) to invite the Chief Officer – Housing Services 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. HOUSING EMERGENCY ACTION PLAN UPDATE A report was submitted by the Chief Officer – Housing Services providing an update on the Housing Emergency Action Plan (HEDAP) which was formulated to address the emergency following the Council’s housing emergency declaration on 1st May 2024. After discussion and having heard the Chief Officer – Housing Services, the Housing Development and Homelessness Manager, and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the progress to date and the implementation of the key actions of the Housing Emergency Action Plan as summarised in paragraphs 4.1 to 4.10 of the report and in the action plan update within Appendix 1 to the report; (2) to note the update from a second West Dunbartonshire Housing Summit which took place on 2nd February 2026, as detailed in paragraph 4.3 of the report; (3) to note the further updates on the Scottish Government response to the national emergency, detailed in paragraphs 4.11 to 4.16 of the report and what this means for West Dunbartonshire Council’s Housing and Homelessness Services; (4) to note: (i) the Housing Bill received Royal Assent on 6 November 2025 as detailed in paragraph 4.17 of the report; and (ii) the sections to be taken forward in 2026/27; (5) to note the Housing First Service had been expanded utilising additional funds from the Scottish Government as detailed in paragraph 6.4 of the report; and (6) to note the Chief Officer – Housing Services would continue to bring an update report to future Housing and Communities Committee meetings. Page 9
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HOUSING CAPITAL INVESTMENT PROGRAMME A report was submitted by the Chief Officer – Housing Services providing an overview of Housing Revenue Account (HRA) proposed capital investment and spending plans and assessing options for future investment. After discussion and having heard the Chief Officer – Housing Services, the Housing Development Homelessness Manager, and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of the 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 paragraph 4.10 of the report; (2) to approve that the Council’s Better Homes Investment Programme proceeds as detailed in paragraphs 4.14 to 4.20 through Option 2, which would 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; (3) to approve 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 paragraphs 4.37 to 4.47 of the 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; (4) to note the remedial actions led by the Chief Officer – Housing Services 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, it being noted that the aim of the 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 (5) to invite the Chief Officer – Housing Services to fully refresh the HRA 30-year business plan and develop a future rental and investment strategy and report back to the Housing and Communities Committee later in the year. LOCK-UP AND GARAGE SITE REVIEW UPDATE A report was submitted 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 Page 10
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condition and future approach for the 14 garage site plots located at Portpatrick Road, Old Kilpatrick. After discussion and having heard the Chief Officer – Housing Services and the Housing Development Officer in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the refreshed Lock-Up Policy which formed Appendix 1 to the report; (2) to note the revised Garage site procedure which formed Appendix 2 to the report; (3) to note the actions being taken in relation to the Portpatrick Road garage sites which will see:- (a) notices to quit being 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; and (4) that a list of letting statistics be circulated to all Committee Members, for all lock-ups and garages within their particular Ward. HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted 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. After discussion and having heard the Chief Officer – Housing Services in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the HRA was forecasting a 2025/26 surplus of £1.087m, a projected favourable variance (underspend) of £1.052m; and (2) to note the forecast 31 March 2026 HRA reserve position of £1.698m which was £0.538m above the HRA prudential target of £1.160m. HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 OCTOBER 2025 (PERIOD 7) A report was submitted by the Chief Officer – Resources providing an update on the Page 11
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HRA capital programme to 31 October 2025 (Period 7). After discussion and having heard the Chief Officer – Housing Services and the Housing Development Homelessness Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the position of the 2025/26 HRA capital budget and the HRA capital plan as at 31 October 2025; 2) to note project life performance as monitored against a £345.311m project life expenditure estimate, a £80.378m project life income estimate and a £264.933m five-year borrowing requirement; (3) to note all projects were currently on track to achieve planned completion dates and that eleven projects were forecast to deliver a total underspend of £7.999m against their five-year project life budgets; (4) to 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; and (5) to note there was an anticipated underspend of £9.475m against 2025/26 budgets reducing the forecast one-year borrowing requirement to £39.782m. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 7 (31 OCTOBER 2025) A report was submitted 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. After discussion and having heard the Chief Officer – Housing Services in further explanation, the Committee agreed:- (1) to note the account currently showed a projected annual favourable variance of £0.244m; and (2) to note the progress on efficiencies incorporated into 2025/2026 budgets. The meeting closed at 11.39 a.m. Page 12
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April 25 to Mar 26 Total Crime 1087 Crimes Incidents 25,877 Recorded Dishonesty Crimes 2068 Domestic Abuse Inc 1487 +9.1% +17.5% +2.6% +1.1% +8.4% +17.9%* Road Deaths & Serious Injuries 33 +2.4%* Sexual Crime 284 -540*PYTD +87*PYTD, +170*5YR AVG +308*PYTD, +490*5YR AVG +38*PYTD, +161*5YR AVG +15*PYTD, +184*5YR AVG +22*PYTD, +58*5YR AVG +5*on PYTD +84*PYTD Violent Crime 1441 Missing People 285 Counter Terrorism -60*PYTD -17.4%* +15*PYTD, -22*5YR AVG Common Assault 1047 +12.7% Housebreaking 133 Disorder Complaints 3583 The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average +10.9% -2% ITEM 7a Page 13
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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 March 2026. 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 14
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OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of Qtr. 4, acquisitive crimes have increased by 17.5% from 1760 to 2068 crimes compared to the same period last year. This is largely attributed to a rise in shopliftings (+107), common thefts (+47), vehicle-related thefts (+81) and housebreakings (+15) during 2025/26. Public Protection Group 2 sexual crimes have also seen an increase of 8.4% with 284 crimes recorded compared to 262 at the end of 2024/25. This is largely due to an increase in the number of crimes relating to indecent images/communications from 75 to 112 crimes with the majority predominantly being committed via online platforms. Both sexual assaults and rape offences have seen slight reductions compared to the same period last year. Road Safety & Road Crime The number of fatal road traffic collisions within West Dunbartonshire has reduced marginally from the position in 2024/25 with only 1 collision recorded compared to 2 during the previous reporting period. Road traffic collisions resulting in serious injuries have risen slightly with 32 recorded compared to 26 last year while those resulting in slight injuries have reduced by five. Serious Organised Crime As at the end of Qtr. 4, drugs supply crimes show a reduction of 42% from 79 to 46 crimes while possession charges have also decreased from 449 to 420 crimes. Across Argyll & West Dunbartonshire 26 crimes linked to persons associated with serious and organised crime have been recorded and £506,641 has been seized under the Proceeds of Crime Act 2002 (POCA) since 1st April 2025. Violence & ASB At the end of Qtr. 4, Group 1 crimes of violence have increased slightly with 1441 crimes compared to 1426 the previous year to date. Anti-social behaviour (ASB) related crimes have also risen from 1207 to 1280 due to increases in breach of the peace/threatening and abusive behaviour offences (+88) 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 15
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OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 9,983 11,070 Total number of incidents 26,417 25,877 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 year on year from 9983 to 11070, representing an increase of 10.9% (which is the same increase as the 5-year average). All crime types have experienced an increase compared to last year with road traffic offences experiencing the highest increase (+20.2%) year on year, followed by acquisitive crimes (+308 crimes) and crimes against society (+106 crimes) such as drug and weapons offences. Despite this the overall number of incidents reported to the police over the previous year is marginally lower than the 5-year average. This general upward trajectory is representative of the national crime recording picture. Page 16
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OFFICIAL OFFICIAL ACQUISITIVE CRIME At the end of Qtr. 4, shoplifting crimes have seen an increase of 13.4% compared to the previous year from 801 to 908 and are currently above the previous 5-year average (542). Year to date an additional 39 shoplifting crimes have been detected year on year, while the overall detection rate has reduced marginally from 56.4% to 54.1%. Motor vehicle crimes have increased by 77.9%, which is largely due to a continued rise in thefts from motor vehicles from 29 to 77 crimes, which is also considerably above the previous 5-year average (43). Thefts of vehicles have also risen from 63 to 84 crimes year on year. Much of the increase was previously 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 detection rate for vehicle crime is at 35.6% (-3.8% PYTD). Housebreaking crimes have increased by 12.7% from 118 to 133 crimes. The increase is largely due to a rise in crimes at domestic dwellings (+16), while housebreakings at commercial premises have also risen slightly (+7). Nearly half of all HB offences were recorded as attempts or HBWI’s with no property being stolen. The detection rate for housebreaking overall is currently at 38%, which is a slight increase from 34% in 2024/25. Common thefts have risen by 11.4% compared to the previous year from 413 to 460 crimes, which is currently above the 5-year average of (422). The detection rate has increased slightly, rising from 25.2% to 27.8% year on year. In number terms an additional 24 crimes have been detected. Recent policing activity in West Dunbartonshire shows a strong focus on tackling acquisitive crime through targeted enforcement of prolific offenders and partnership working. Preventative work is equally important. The national Retail Crime Taskforce, launched in 2025, continues supporting retailers improving reporting, deterrence and offender management. This has included the recent launch of an online reporting portal for shoplifting, allowing the online submission of CCTV evidence, to speed up the reporting and investigation of such offences. Locally, this is complemented by partnership activity with businesses, such as the ongoing roll-out of the shop link radios in West Dunbartonshire, and initiatives such as Partnerships Against Rural Crime, which share intelligence and promote security measures to reduce opportunities for theft. Current levels of acquisitive crime in West Dunbartonshire show modest increases - particularly in shoplifting, fraud and vehicle-related theft - mirroring national trends where acquisitive crime has risen year-on-year and remains above the five-year average. This increase is representative of the broader national picture, driven by post-pandemic demand and evolving offending methods. Page 17
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OFFICIAL OFFICIAL Recent police activity in West Dunbartonshire demonstrates a clear focus on public protection, particularly around domestic abuse, violence against women and girls (VAWG), vulnerable children and missing persons. Locally, we continue to prioritise domestic abuse as a high-risk area, supported by national campaigns which seek to challenge abusive behaviour, encourage early intervention and police reporting. Domestic abuse remains a significant concern in the area, with West Dunbartonshire recording one of the highest incident rates in Scotland, reinforcing the need for proactive safeguarding and partnership work. In relation to VAWG and vulnerable persons, police undertake joint working with social work, education and third-sector partners to identify at-risk children and respond to missing person reports swiftly, recognising links to exploitation and harm. Multi-agency public protection arrangements (MAPPA) and regular risk-assessment processes ensure ongoing monitoring of high-risk individuals. Overall, current activity reflects a preventative, partnership-driven approach, combining enforcement with early intervention to safeguard vulnerable people and build community confidence. At the end of Qtr. 4 2025/26, Group 2 crimes have increased by 8.4% (+22) compared to the same period last year. Despite the overall increase both rape offences and sexual assaults have recorded slight reductions from 65 to 59 and 93 to 80 crimes respectively. Much of the overall rise in Group 2 figures is due to a continued rise in online sexual activity involving indecent images/communications. Approximately 94% of rape crimes occurred in a private space setting with the majority being committed by persons known to the victim. Similarly, around 67% of sexual assaults also occurred in a private place and 94% of crimes were committed by persons known to the victim. Nearly half of all sexual assaults (49%) recorded during the current reporting period related to non-recent reports. The detection rate for rape has remained quite consistent compared to last year at 55.9%, while the detection rate for sexual assault has risen by 15.4% from 40.9% to 56.3%. Crimes relating to indecent images/communications have experienced a considerable increase compared to last year from 75 to 112 crimes with the majority being committed by strangers via online platforms. Approx. 30% of recorded offences were committed by 3 repeat offenders, which have since been detected. The number of domestic abuse incidents has increased by 2.6% compared to PYTD from 1449 to 1487, while the number of crimes recorded have also risen by 9.4% from 1061 to 1161 as at the end of Qtr. 4. The crime/incident conversion rate has risen marginally from 49.9% to 50.2%. A total of 285 missing person reports have been recorded by the end of Qtr. 4, which is a decrease of 17.4% from 345 last year. PUBLIC PROTECTION Page 18
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OFFICIAL At the end of Qtr. 4, the number of fatal road collisions in West Dunbartonshire, has reduced marginally by one from the position last year. Serious injuries have increased from 26 to 32, while the number of slight injuries have seen a slight decrease (-5). The number the number serious injuries involving children has risen marginally from 2 to 3. Offences relating to motor vehicles have seen a considerable increase of 20.2% from 2695 to 3239 (+544). Speeding offences have experienced the highest increase (+222) followed by unlawful use of motor vehicle such as licence, insurance and registration offences (+148) and vehicle defect such as construction and lighting offences (+95). 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 2 1 Number of persons seriously injured 26 32 Number of persons slightly injured 35 30 Number of children seriously injured 2 3 Recent and current police activity in West Dunbartonshire to improve road safety and tackle road traffic crime reflects a combination of targeted enforcement, national campaigns and strong partnership working. Road safety and road crime remain key priorities within Argyll and West Dunbartonshire. The reduction in fatalities from collisions in West Dunbartonshire is welcome and the number of injury collisions almost remains static, with only a slight year on year variation. Locally, officers undertake proactive patrols and intelligence-led deployments focusing on the “Fatal Five” offences: speeding, careless driving, drink and drug driving, mobile phone use and failure to wear seatbelts. These are the main contributory factors in serious and fatal collisions. The notable increase in recorded road traffic offences year on year is reflective of our pro-active approach to road policing across West Dunbartonshire. A range of national initiatives underpin this activity. Campaigns are delivered through a national road safety calendar, ensuring consistent messaging across Scotland while allowing local flexibility. Operation Close Pass is a key example, where officers monitor driver behaviour around cyclists, providing guidance or enforcement where unsafe passing occurs. Additionally, seasonal operations - such as winter safety campaigns - combine enforcement with advice on vehicle condition and safe driving. Partnership working is central at a local level. Police collaborate with West Dunbartonshire Council, Transport Scotland and the Safety Camera Partnership to deliver engineering, enforcement and education measures. This includes the use of mobile safety cameras to deter speeding. Decriminalised Parking Enforcement, led by the local authority, also supports road safety by improving traffic flow and reducing hazardous parking. Preventative work extends to schools and communities, where road safety education programmes and active travel initiatives aim to instil safe behaviours from an early age. Overall, current activity combines visible enforcement with education and partnership initiatives, aligning local efforts with national strategy to reduce collisions, tackle dangerous driving and improve safety for all road users. ROAD SAFETY AND ROAD CRIME Page 19
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OFFICIAL OFFICIAL Across Argyll & West Dunbartonshire, 26 crimes linked to persons associated with serious and organised crime have been recorded and £506,641 has been seized under POCA since 1st April 2025. As at the end of Qtr. 4, drug supply charges have reduced from 79 to 46 crimes, which is currently below the previous 5-year average (75), while drug possession charges have seen a decrease of 6.5% from 449 to 420 crimes. Recent policing activity in West Dunbartonshire demonstrates a sustained focus on disrupting serious and organised crime, with particular emphasis on drug supply networks. The work of our Serious and Organised Crime Team (SOCT) continues to impact on the criminal activities of those involved. The seizure of £506,641 under POCA since 1st April 2025 is not an insignificant amount of money. This is money that will not be re-invested into further illegal activity including the supply of illegal drugs which brings so much misery to many. The primary harm caused by organised crime groups locally relates to drug misuse. This includes addiction, violence, exploitation of vulnerable individuals and associated acquisitive crime used to fund drug dependency. There has been no significant year on year variation in the number of drug related deaths and near fatal overdoses in West Dunbartonshire, which bucks the national trend as virtually all areas are showing significant increases. It nonetheless remains the case that our levels in West Dunbartonshire remain amongst the highest per head of population. Preventative work is delivered through partnership working. We are engaging with ongoing work between us and many of our partners across the third sector who are referring, supporting, signposting and diverting those involved in criminality to fund an addiction. We continue to contribute to the Alcohol & Drug Partnership, Drug Death Review Group, Rapid Action Drug Alerts & Response (RADAR) Group to reduce the number of people dependent on drugs and alcohol while supporting those impacted by the individual’s addiction. SERIOUS & ORGANISED CRIME Page 20
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OFFICIAL VIOLENCE & ANTI-SOCIAL BEHAVIOUR Recent police activity in West Dunbartonshire to address crimes of violence, including robbery, has centred on targeted enforcement and partnership prevention. Officers have been carrying out intelligence-led patrols in identified hotspots, undertaking proactive stop-search activity, and targeted operations against repeat violent offenders. There has been an overall rise in violent crime, although it is encouraging to see a reduction in the number of serious assaults and an increase in the number of those detected. Robbery levels remain relatively low, although there has been a small year on year increase. The overall increase in recorded violent crime mirrors the national picture, although it remains a concern that approximately one third of our recorded assaults in West Dunbartonshire are domestic abuse related, with many repeat victims. Levels of violence in West Dunbartonshire overall have increased slightly by 1.1% from 1426 to 1441 (+15) crimes. Approx. 55% of all crimes took place in a private place. Furthermore, almost 40% of public space crimes were committed by persons known to the victim. Much of the increase is attributed to the rise in common assaults from 960 to 1047 year on year. Serious assaults have decreased from 75 to 63 crimes (-16%) year on year while robberies have risen marginally from 39 to 42. Approx. 57% of serious assaults occurred within a public space and around 55% of crimes were committed by persons known to the victim. Around 47% of crimes were committed whilst the victim and/or offender was under the influence of alcohol and/or drugs. Robberies were largely spit 60/40 public/private space with 18 crimes occurring within a residential premise and 16 related to street robberies. The remaining 8 crimes occurred within a commercial locus. Approx. 57% of robbery crimes were committed by persons known to the victim with 7 being domestic related. The detection rate for robbery has reduced by 7.3% from 69.2% to 61.9%, while the detection rate for serious assault has seen a marginal increase at 71.4% from 69.3% the previous year. Page 21
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OFFICIAL OFFICIAL Common assaults continue to experience an increase of 9.1% from 960 to 1047 and is currently above the 5-year average (877). This has been offset by a slight reduction of 5.2% in assaults on police and emergency workers (-10 crimes). Around 58% 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 324 to 389 crimes as at the end of Qtr. 4. Across the recording period the number of ASB related calls to Police Scotland has increased slightly by approx. 3.4% compared to last year. Similarly anti-social related offences (Group 6) have increased by 6% with 1207 crimes recorded compared to 1280 PYTD, while the current figure is marginally above the previous 5-year average (1277). VIOLENCE & ANTI-SOCIAL BEHAVIOUR Operation Ballaton, which is a multi-agency safety initiative led by Police Scotland to manage peak visitor periods in Balloch and Loch Lomond, was again launched in April 2026 at the Headquarters of the Loch Lomond and Trossachs National Park Authority in Balloch. This is a tried and tested operation we lead, partnering with the British Transport Police, West Dunbartonshire Council, the National Park Authority and other key partners, with the aim of curbing anti-social behaviour, promoting water safety. By maintaining a high-visibility presence at transport hubs and in Balloch Park and local area, we all work together to protect residents and ensure the area remains a safe, welcoming destination, and ensuring the smooth flow of seasonal tourism. In general terms, partnership working is key to preventing all forms of anti-social behaviour. Collaborative working has focused on early intervention, youth diversion and education. Multi- agency approaches have been targeting underlying causes such as alcohol misuse, deprivation and youth violence. Our approach combines enforcement with prevention, with a focus on reducing harm and improving community safety. Of note, the fine level for ASB fixed penalty notices issued by police has just almost been doubled from £40 to £70, which might have something of a deterrent effect if that is the penalty for minor ASB offences. Page 22
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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 74.4%, which is slightly above the position as at the end of the 2024/25 reporting period (73%) and the position in the West (71%). Community Engagement Event in Balloch – Saturday 11th April 2026 The "To Emergencies and Beyond" family fun day took place at Lomond Shores, Balloch, on Saturday 11th April 2026. This was a free event showcasing the emergency services and various public service agencies. Persons attending were able to engage with personnel, explore emergency vehicles and watch live demonstrations. The event was organised by Police Scotland and featured dozens of other agencies, including the Scottish Fire and Rescue Service, Scottish Ambulance Service, HM Coastguard and many others. Highlights of the day included live water safety demonstrations by the Loch Lomond Rescue Boat, police dog displays and CPR demonstrations, along with performances by the Police Scotland Pipe Band. The event, which included a ‘quiet hour’ to facilitate the attendance of persons with neurodivergent conditions, was extremely well attended. The event fostered good community relations and received much positive publicity. Body Worn Video (BWV) Police Scotland has completed its national rollout of body worn cameras, with officers in West Dunbartonshire now routinely equipped as of April 2026. This modernisation effort focuses on three primary benefits: 1. Better Evidence: Real-time, high- quality footage provides objective records for court, leading to swifter justice, more guilty pleas, and less reliance on written statements. 2. Accountability: The cameras ensure transparency for both the public and the police. Knowing interactions are recorded deters misconduct and allows for the faster, fairer resolution of complaints. 3. Public Trust: By providing unbiased evidence of professional conduct and helping to de-escalate tense situations, the technology is designed to boost community confidence and strengthen the bond between the police and the public. Overall, the initiative represents a significant shift toward a more transparent, efficient, and modern justice system. 74.4% Satisfied/Very Satisfied Total of 583 responses Page 23
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Scrutiny Report 2025-26 Q4 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire ITEM 7b Page 25
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202628/04/26 © 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 Q4 West Dunbartonshire Performance and Scrutiny Group West Dunbartonshire Page 26
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2025-26 Q41. Summary 106 Fires 70 89 False Alarms 265 12 1 0 Fire Fatalities 12 2 29 UFAS 202628/04/26 © 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) Fire (Building) Inter-Agency False Alarm (UFAS) False Alarm (Good Intent) Humanitarian Flooding / Water Rescue Fire (Vehicle) Vehicle (Non-fire) 66 34 32 30 29 21 15 9 8 7 Fire Safety AuditsHome Fire Safety Visits Total Incidents (Incl. Incompletes) 2173 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 73 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 27
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2. Trends Previous 16 quarters (4 years) 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires 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 2025-26 Q4 25 16 34 33 18 23 33 26 29 19 2929 26 29 19 31 Deliberate Fires 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 2025-26 Q4 168 74 182 30 178 45 71 84 65 87 49 8094 90 56 81 Non-Domestic Fires 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 2025-26 Q4 11 11 0 7 4 10 9 4 6 8 6 5 7 7 6 5 Unwanted Fire Alarm Signals 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 2025-26 Q4 119 29 136 25 52 101 46 31 28 51 101 34 35 29 42 108 Road Traffic Collisions 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 2025-26 Q4 9 6 12 2 9 10 4 5 7 7 8 7 6 8 7 8 Page 28
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2. Trends 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Previous 16 quarters (4 years) Accidental Dwelling Fire Casualties 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 2025-26 Q4 5 1 9 02 6 3 1 2 6 1 2 2 02 4 Non-Fire Casualties 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 2025-26 Q4 9 1414 3 3 6 7 8 6 14 4 4 6 10 6 3 Road Traffic Collision Casualties 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 2025-26 Q4 9 4 0 0 96 1 1 3 1 3 2 3 5 1 2 Home Fire Safety Visits 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 2025-26 Q4 239 73 264 72 239 203 260 199 220 107106 227 229 213 83 224 Fire Safety Audits 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 2025-26 Q4 12 21 46 1 19 3735 1617 23 18 23 22 36 11 37 Page 29
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202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires in this period Extent of Damage Incidents Limited to item 1st ignited 8 Not applicable 6 External roof only 1 Limited to room of origin 1 Source of Ignition (Top 10) Cooking appliance Smoking Related Electricity supply Heating equipment Industrial equipment Matches and candles Naked flame Other domestic style appliance 8 2 1 1 1 1 1 1 Trend by Quarter (4 years) 15 20 25 30 35 16 Incidents by Ward Clydebank Waterfront Clydebank Central Dumbarton Kilpatrick Leven Lomond 7 5 1 1 1 1 2025-26 Q43. Accidental Dwelling Fires SFRS is dedicated to reducing accidental dwelling fires in domestic properties across Scotland. This commitment is evident through our proactive measures, community engagement, and continuous improvement strategies. SFRS employs a range of proactive measures to prevent fires before they start. One of their key initiatives is the HFSV program, where Community Action Teams and Operational Crews visit homes to assess fire risks and provide tailored advice on fire prevention. These visits often include the installation of smoke alarms and heat detectors to comply with Scottish Government legislation thus ensuring that homes are equipped to detect fires early. Over this quarterly reporting period we see a decrease in accidental dwelling fires across West Dunbartonshire by 3, from the previous quarter and by 18 for Q4 year on year. Page 30
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4. Accidental Dwelling Fire Casualties Non-Fatal Casualties Fatal Casualties Nature of Injury/Cause of Death Casualties Overcome by gas, smoke or toxic fumes; asphyxiation 1 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Dumbarton 1 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 Q4 1 0 0 0 1 0 SFRS is committed to reducing accidental dwelling fire casualties across all communities in Scotland. This dedication is reflected in our comprehensive reduction strategies, community-focused initiatives, and continuous efforts to improve fire safety. Through strategic initiatives, community engagement, a data-driven approach, support for vulnerable groups, and continuous improvement, we strive to make every home in Scotland safer. Our efforts not only save lives but also foster a culture of fire safety awareness and prevention within our communities. Over this reporting period the number of accidental dwelling fire casualties has increased by 1 from the previous quarter. While the year on year comparison sees a drop from 9 to 1 There were no fatal dwelling fire casualties over this recording period. Page 31
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5. Non-Fire Casualties 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward Lomond Leven Clydebank Central Dumbarton Kilpatrick 5 4 2 2 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 Fracture 4 Chest pain / Heart condition / Cardiac arrest 3 Bruising 2 Unconscious, fitting or unresponsive (no other evident significant injury) 2 Head injury 1 Hypothermia 1 Not known 1 2025-26 Q4 12 2 11 0 4 8 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 the number of non-fire casualties remain unchanged at 14, which we will continue to actively monitor. Unfortunately, we have recorded two non-fire fatal casualties in this period (the same as previous quarter). These are incidents where SFRS responds to assist agencies, such as Police Scotland and Scottish Ambulance. Page 32
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6. Deliberate Fires Property Type Incident Refuse 43 Grassland, woodland and crops 11 Non Residential 6 Other outdoors (including land) 6 Road Vehicle 5 Dwelling 2 Outdoor structures 1 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Clydebank Central Dumbarton Clydebank Waterfront Leven Kilpatrick Lomond 18 17 16 10 7 6 Trend by Quarter (4 years) 0 50 100 150 200 74 Deliberate Fires in this period 2025-26 Q4 Hour of Day 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 We are committed to reducing deliberate fire setting, recognising the significant dangers it poses to communities and the environment. Deliberate fires can endanger lives, cause property damage, and divert valuable resources away from genuine emergencies. We have several strategies to reduce this type of incident including: Community Engagement: We actively engage with communities to raise awareness about the risks and consequences of deliberate fire setting. This includes educational programs aimed at children and young people in West Dunbartonshire Schools. Collaboration with Partners: We collaborate with various partners, including Police Scotland, Community Wardens and with local schools. Reporting and Prevention: We encourage the public to report any suspicious activities or build-up of rubbish that could potentially be set on fire Over this reporting period there was a reduction in deliberate fires from 80 to 74. Page 33
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7. Non-Domestic Fires 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Non-Domestic Fires in this period 2025-26 Q4 Top 15 Property Types Property Type Incidents Car Parks 2 Education 2 Hospitals and medical care 2 Residential Home 2 Religious 1 Retail 1 Sheltered Housing - not self contained 1 (54.5%) (45.5%) 6 5 Accidental Deliberate Incidents by Ward Clydebank Central Clydebank Waterfront Dumbarton Lomond 5 4 1 1 Extent of Damage Limited to item 1st ignited Not applicable Limited to floor of origin (not whole building) 7 3 1 Trend by Quarter (4 years) 0 5 10 11 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 7 to 11, which we will continue to monitor. Page 34
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8. Unwanted Fire Alarm Signals 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Unwanted Fire Alarm Signals in this period 2025-26 Q4 Top 15 Property Types Property Type Incidents Hospitals and medical care 13 Sheltered Housing - not self contained 4 Hotel/motel 3 Residential Home 3 Warehouses and bulk storage 3 Industrial Manufacturing 1 Laboratory/research Establishment 1 Other Residential Home 1 Incidents by Ward Clydebank Waterfront Leven Lomond Dumbarton Kilpatrick Clydebank Central 11 6 4 3 3 2 Trend by Quarter (4 years) 50 100 29 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 have seen a trend of steady reduction in this type of incident. In this reporting period however, we have recorded a slight increase from previous quarter, from 28 to 29. Year on year comparison shows a reduction from 35 to 29. Page 35
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9. Road Traffic Collisions 202628/04/26 © 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 Q4 Incidents by Ward Dumbarton Lomond Clydebank Waterfront Leven 2 2 1 1 Trend by Quarter (4 years) 5 10 6 4 0 0 0 2 2 Property Type Incidents Car 5 Van 1 Incident Type Incidents Vehicle (Non-fire) 6 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 saw a reduction in RTCs over this recording period from 10 to 6 incidents, which we will continue to monitor. 2 casualties were taken to hospital with serious injuries, but no fatal casualties were recorded. Page 36
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10. Home Fire Safety Visits 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on 11. Fire Safety Enforcement Job Type Count Audit 21 Consultation 6 Audits by Ward Dumbarton Leven Clydebank Waterfront Lomond Clydebank Central Kilpatrick 6 5 3 3 2 2 2025-26 Q4 HFSVs by Ward Clydebank Waterfront Dumbarton Clydebank Central Kilpatrick Leven Lomond 19 15 14 12 7 6 Home Fire Safety Visits 73 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. Page 37
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12. Community Safety & Engagement 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on 2025-26 Q4 Community Safety Campaigns/ Safety Messaging Anthony Nolan Register Crew Commander David Yule, conducted a successful Anthony Nolan registration event at Our Lady and St Patrick’s High School. Pictured, are some of the potential life savers that joined the register. A big thank you to all that participated. Operation Ballaton Launch We attended the launch of Operation Ballaton. Led by Police Scotland, it brings partners together to support safety across Loch Lomond and The Trossachs National Park. As the weather improves, this joint approach helps keep everyone safe during the busy summer period. "Firefighter for a Day" Engagement Sessions We continue to work with local Education Officers and school staff, to develop and deliver our single day Firefighter experience for young people. These events are delivered by a combination of our Community Action Team and Operational Personnel. 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 38
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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. 202628/04/26 © Scottish Fire & Rescue ServiceReport generated on Page 39
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Design, figures and charts by the Business Intelligence team. Page 40
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing Services Committee: Housing and Communities Committee 17 May 2026 Subject: Housing Services Delivery Plan 2025/26 - Year-end Progress & Housing Services Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Housing and Communities Committee on 7 May 2025 and mid-year progress reported on 19 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Plan’s 21 actions is summarised below: Progress No. (%) Completed 16 Overdue 4 Cancelled 1 4.4 Overdue actions relate to the following and will be carried forward and completed in 2026/27: ITEM 8 Page 41
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Develop a refreshed approach to tenant safety inclusive of Awaabs law; 90% complete - awaiting guidance from the Scottish Government before this can be completed, anticipated to be completed by end of May’26; Develop approach to the new Social Housing Net Zero Standard; 50% complete- Scottish Government working reestablished and work anticipated to be completed over the coming year; Deliver new Housing Asset Management Strategy; 50% complete- the stock condition survey is anticipated to be completed by end of May’26 to allow for the strategy to be finalised. Workforce action: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies, 91% complete – SOM compliance within Housing Asset & Investment is ongoing in partnership with Strategic HR. 4.5 Year-end data is not available for the PIs. The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2026/27 Delivery Plan 4.6 The 2026/27 Delivery Plan is set out at Appendix 2. 4.7 Key priorities include: Preventing Homelessness; Improving the tenant and prospective tenant journey; Tenant Safety and Wellbeing; New Housing Supply and Sustainable Housing; Delivering the Housing Capital Investment Programme; and Implementing changes in accordance with the Housing (Scotland) Act 2025. 4.8 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Housing and Communities Committee around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Housing Services may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. Page 42
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8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Peter Barry Service Area: Housing Services Date: 16 April 2026 _____________________________________________________________ Person to Contact: Nicola Docherty nicola.docherty@west-dunbarton.gov.uk Appendices: Appendix 1: Housing Services Delivery Plan 2025/26 - Year-end Progress Appendix 2: Housing Services Delivery Plan 2026/27 Background Papers: Housing Services Delivery Plan 2025/26 – Housing and Communities Committee, 7 May 2025 Housing Services Delivery Plan 2025/26 Mid-year Progress – Housing and Communities Committee, 19 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 43
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Appendix 1 - H&E Delivery Plan Year-end Progress 2025-26 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Action Statu s Progress Due Date Note Owner Complete second phase of CCTV equipment and infrastructure modernisation and improvements 30- Sept- 2025 This action has been successfully completed. During the project some unforeseen technical challenges caused some delay, these have now been resolved, and all work is fully completed. Nicola Pettigrew Delivery of Housing Solutions Strategy 31-Mar- 2026 This action has been successfully completed. The strategy was signed off Feb 25 HACC and began rolling out April 2025 and new action plan created to take the implementation forward. John Kerr Develop a refreshed approach to tenant safety inclusive of Awaabs law 31-Mar- 2026 This action has not been fully completed. To date the working group has been established however we are waiting for Scottish Government Guidance before finalising our approach to ensure we meet the new legislative requirements. Anticipated to be completed by end of May 2026. John Kerr Objective 2. Our residents’ health and wellbeing remain a priority Action Statu s Progress Due Date Note Owner Develop and introduce a new preventative focused 31-Mar- 2026 Phase 1 of this action has been completed with the system being fully developed, over the coming year the focus will be on introducing over the coming year. John Kerr ITEM 8 - APPENDIX 1 Page 44
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Action Statu s Progress Due Date Note Owner housing access system (phase 1) Objective 3. Our residents are supported to increase life and learning skills Action Statu s Progress Due Date Note Owner Deliver on key objectives of the Housing Emergency Action Plan 31-Mar- 2026 This action has been completed. The identified actions for the coming year will be reported with he housing emergency update report at spring HACC. John Kerr Housing Solutions Strategy actions to be implemented 31-Mar- 2026 This action has been completed. Considerable focus on the introduction of the new housing solution service and preventative approach. John Kerr 2. Our Environment Objective 6. Our neighbourhoods are sustainable and attractive Action Statu s Progress Due Date Note Owner Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31- Mar- 2026 This action has been completed. Capital Investment programme for 25- 26 continues to progress completions and contributes to maintaining and progressing SHQS compliance. Alan Young Page 45
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Action Statu s Progress Due Date Note Owner Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing (EESSH). 31- Mar- 2026 This action has been completed. Capital Investment programme for 25- 26 continues to progress EWI and contribute to EESSH compliance Alan Young Develop and introduce a wider national rented home strategy This action has been cancelled as it was a response to elements within the Housing Bill, these have now been removed from the Housing Bill through the parliamentary process, and this action is no longer required. John Kerr Develop approach to the new Social Housing Net Zero Standard 31- Mar- 2026 The Scottish Government working group has been reintroduced and WD are participants on this working group. Work on this will progress over the following year and we will continue with the fabric first approach in preparation for new standards. John Kerr Deliver on the More Homes Programme 31- Mar- 2026 This action has been completed. The New Strategic Housing Investment Plan (2026/27 - 2030/31) was approved in November 2025. Over the last year we have completed on 64 new properties and 35 buybacks and an additional 46 Empty Homes have been brought back into use. John Kerr Deliver new Housing Asset Management Strategy 31- Mar- 2026 This action has not been completed within year and has been delayed due to stock modelling exercise that requires to be carried out. It is anticipated that this will take place in May 2026, and the strategy will be developed and anticipated to be reported to HACC in November 2026. John Kerr Implement digital improvement for housing operations (mobile app) 31- Mar- 2026 This action has been successfully completed. To date we have developed the case management system compatible with the IHMS to allow housing officers to manage caseloads; the focus to date has been on pre tenant and new tenant visits. Work will continue throughout the year to roll this out to all housing officers. Nicola Pettigrew Page 46
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Action Statu s Progress Due Date Note Owner Implement digital improvement for housing operations (self-serve portal) 31- Mar- 2026 This action has been successfully completed. To date we have completed the automation of the housing application process and implemented a range of housing functions to the serve service portal to demonstrate continuous improvement and demonstrate continuous improvement. Nicola Pettigrew Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. 07-April- 2026 Building services improvement plan identified key improvement areas to increase satisfaction with the service. Recent satisfaction with repairs achieved 90.2% demonstrating the significant progress made over the last few years. Craig Wilson Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at risk of the intervention powers of the Scottish Housing Regulator 16-April- 2026 Assessment remains as previous, however increased risk concerns have been identified and included within the Councils Annual Assurance Statement which was submitted to the Housing Regulator in October John Kerr Page 47
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities we will be unable to adequately meet housing needs due to rising costs and reduction in funding. 16-April- 2026 Assessment upgraded and linked to the housing emergency declaration 2024. Key aspect of housing emergency action plan is to accelerate homeless prevention activities in advance of homeless prevention duties as noted in the current Housing Act. John Kerr Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. 07-April- 2026 No change to risk score, programme for investment and upgrades to council housing continues into 26-27 and a further five year programme to 26-30. Alan Young 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Statu s Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and 31- Mar- 2026 This action has been completed, with significant progress made. The Building Services improvement plan continues to be implemented, with ongoing focus on automation, communication, and culture. Regular 1-to-1s with frontline staff are embedded, alongside monthly toolbox talks, monthly newsletters, and biannual Be the Best conversations. Peter Barry Page 48
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Action Statu s Progress Due Date Note Owner promotion of a diverse workforce There has been a noticeable positive shift in culture, with continued emphasis on maintaining effective back-to-basics conversations. Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31- Mar- 2026 This action has been completed. Recruitment and retention approaches for hard-to-fill roles have been reviewed across service areas, alongside career pathways and access to learning and qualifications within Housing Services. Building services employees are encouraged to undertake HNC Construction Management courses, and apprentices are supported with an additional year of training to improve qualifications and future employment opportunities. Work is also underway to explore costings and information for a Housing Options Toolkit for all frontline Housing Operations staff. Peter Barry Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31- Mar- 2026 This action has been not yet been completed. Flexible working and flexible retirement options have been implemented, alongside ongoing value-for-money initiatives discussed at monthly meetings to ensure standards are met without exceeding obligations, while effectively managing throughput and customer expectations. Fixed-term posts within Building Services have been readvertised and successfully filled. Work continues with HR to review HA structure for SOM compliance. Peter Barry Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce 31- Mar- 2026 This action has been completed. Management skills and effectiveness have been refreshed through the introduction of Power BI service reports across Housing Operations, now in place for Team Leaders and above. New reports covering areas such as, abatements, decants, voids, and lettings are actively used. Balanced scorecards are scheduled between Team Leaders and Management to help reduce spend while maintaining value for money and service quality. Ongoing Peter Barry Page 49
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Action Statu s Progress Due Date Note Owner monitoring continues to ensure management capability remains effective in addressing service demands and financial pressures. Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Statu s Progress Due Date Note Owner Implement improvement plan for Building Services – year 4 31- Mar- 2026 This action has been successfully completed. All actions have been completed and reviewed to identify continuous improvement for the new action plan. Craig Wilson Externalise reroofing programme 31- Mar- 2026 This action has been successfully completed. The procurement exercise for the new contractor was carried out with committee approval granted in August. Initial consultation work was carried out regarding the TUPE arrangements of staff and has now been fully implemented. Craig Wilson Reduce the actual days taken to Bring Back to Relet Standard (BRS) a void property. 31- Mar- 2026 This action has been successfully completed. Work has been done to improve productivity around management of void properties. In the first half of the year, we have seen a reduction in days taken as a result of targeted action. We will continue over the rest of this year to ensure continued success. Craig Wilson Page 50
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to implement IHMS system across building services The effective implementation of the IHMS system will delivery efficiency, improve case tracking, capture customer satisfaction and improve service delivery. 07-April- 2026 The risk has reduced significantly due to extensive development work to enhance the service. This includes mobile working for maintenance to enable input of repairs on site, rolling out van stock to improve on first time fixes and development of HAVs for to allow monitoring and recording of Hand Arm Vibration Syndrome. Craig Wilson PI Status Target significantly missed Target narrowly missed Target met or exceeded Data only – no target set Long Term Trends Improving No Change Declining Action Status Overdue Not on track In Progress and on track Completed Risk Status Alert Warning OK Short Term Trends Improving No Change Declining Page 51
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2026-27 DELIVERY PLAN Housing Services ITEM 8 - APPENDIX 2 Page 52
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Contents 2. PERFORMANCE REVIEW ................................................................................................................................................................................................................... 2 3. STRATEGIC ASSESSMENT .................................................................................................................................................................................................................. 5 4. RESOURCES .................................................................................................................................................................................................................................... 12 FINANCE .......................................................................................................................................................................................................................................................... 12 EMPLOYEES ...................................................................................................................................................................................................................................................... 14 6. APPENDIX 1: ACTION PLAN............................................................................................................................................................................................................. 14 Page 53
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1. Introduction Housing Services comprises a wide range of services covering Building Services, Housing Asset & Investment, Housing Development and Homelessness and Housing Operations & ASB. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Housing & Communities Committee twice yearly, at mid-year and year-end. 2. Performance Review The management team completed a detailed review of 2025/26 performance, focusing on the following: 2025/6 Delivery Plan year-end progress; Local Government Benchmarking Framework (LGBF) comparative data Scottish Housing Network comparative data; Association for Public Service Excellence (APSE) comparative data; Scottish Housing Regulator Tenant Satisfaction Survey feedback Citizens’ Panel feedback; Complaints; Tenant Participation and Engagement; Continuous Improvement Other benchmarking/feedback/ etc. This review highlighted our key achievements in 2025/26 as well as the challenges to be addressed in 2026/27. These are summarised below. Page 54
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Key Achievements 2025/26 Housing Services achievements The biennial Tenant Satisfaction survey that covers all areas of Housing Services, demonstrated significant improvement in tenant satisfaction in key areas such as: overall satisfaction with their Landlord (87%, up 25.7% points); satisfaction with the quality of their home (87.2%, up 25.1% points); satisfaction with the management of their neighbourhood (86%, up 23.3% points) and satisfaction that rent costs represented good value (85.6% up 25.1% points). As well as showing improvement over the two years, the results showed that West Dunbartonshire Housing Services performed better than the Scottish local authority average. Launch of the Common housing application form in partnership with six local social housing providers; this further demonstrates our commitment to improving the customer journey. Building Services Significant steps towards delivering on new service structure. This will allow us to deliver more effectively on key objectives including productivity and financial accountability going forward. Significant financial efficiencies were made around reducing spend on overtime budget, resizing the painter resources and externalising the roofing contract. Implemented the new repairs policy. Improved productivity internally including to reduce non-specialist sub-contractor spend. Reduction in spend in the average void costs. Housing Asset & Investment Significant improvements made to council owned properties in relation to energy efficiency improvements contributing to the Council strategic priority as well as contributing to potential reduction in fuel poverty for tenants. Significant progress made to council owned properties in relation to SHQS contributing to the Council strategic priority in housing standards that are fit for purpose. Housing Development and Homelessness Secured £780k from social housing net zero fund from Scot government to deliver energy efficiency measure in non- traditional construction properties in the Clydebank area. Page 55
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Awarded the Affordable Housing Development of the Year at The Herald Property Awards for Scotland 2025 Completed Pappert, Mount Pleasant, Gilmore Avenue and Willow Park (phase one) providing 65 additional homes, consisting of mainstream housing and dedicated sheltered accommodation at Willox Park. In addition, we completed the acquisition of a further 35 new homes through our buyback scheme. Through the work of the empty homes scheme, in the last year we brought 45 empty homes back into circulation. Implemented the Housing First Service for Young People in West Dunbartonshire, providing specialist support for young people with complex needs to sustain their own home. Housing Operations Consistently increased number of lets year on year resulting in an increase of 20.32% over the last four years (959 compared with 797). Continued reduction in housing offers refused from the previous year (40% compared with 42%) Maintained reduction in void properties, over the last five years this has reduced from 366 to 140 in 2025/26. Relet times have seen significant improvement, over the last year this has reduced over the last five years from 45.76 days to 23.19 days, work continues through the void working group to ensure continued improvement. CCTV installation completed this includes a suite of 406 state of the art cameras, this will support our teams promote community safety and help protect communities and vulnerable people, alongside supporting Police Scotland with the detection of crime including wilful fire-raising and intercepting drug dealing in our estates. Restructured the Anti Social Behaviour (ASB) service to incorporate decimalised parking enforcement to generate an income for the Council and improve accessibility in traffic enforcement areas. In addition, this has upskilled the previous neighbourhood team into the redesigned Intervention Team to manage category C ASB cases and respond to ASB call outs and disturbances. Challenges Housing emergency, there are a number of key strategic housing challenges which the Council will be required to negotiate over the next 12-month period. Similar to other Scottish Local authority areas, we have a record number of homeless households in temporary accommodation, and access to suitable housing is proving to be extremely challenging. Added to the challenges around homelessness and housing access, will be the impact of the cost-of-living pressures on local communities. The requirement to increase housing supply is critical. Page 56
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There has been an overall reduction in voids being delayed due to meter issues, however, 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 ‘help to move’ to find solutions for these complex meter issues. Managing customer expectations amid sustained housing demand with stock availability, where waiting lists highlight a mismatch between available property types and customer demand, requiring enhanced expectation management approaches. Housing Supply - recent Scottish Government increases to the Affordable Housing Supply Programme and council grant levels are positive in respect of our ability to deliver more social homes. However, to meet the requirements there requires to be more joined up thinking across all spheres of government, the proposal to look at HRA debt relief through the work of the Scottish Government’s Housing Investment Taskforce could provide such an opportunity. Rising costs including borrowing costs, inflation and pay costs which has provided significant and sustained challenges in managing the HRA 3. Strategic Assessment The Housing Services team completed a strategic assessment and performance review to determine the major influences on service delivery and strategic priorities going forward into 2026/27. As a result of this assessment, the following factors were recognised as having a significant influence on the work of service in 2026/27: Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. These challenges are experienced sharply in the Housing Service with unprecedented pressure on the Housing Revenue Account (HRA). The Council declared a Housing Emergency in 2024, and this requires action to reduce costs to the HRA including from across the Council. Further action is required to ensure a balanced budget, replenish HRA reserves and seek to increase financial resources to reduce borrowing and protect services for tenants. There are pressures on borrowing costs which impact on the capital programme, increased demand particularly through increased Page 57
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homelessness presentations and other financial challenges balanced by a requirement to keep rent rises as low as possible without compromising the quality and reach of tenant services. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within this service, £17.951m of the revenue budget which has been identified as being more susceptible to fluctuations are: The Homeless projected income from DWP budget of £4.356m is sensitive due to the nature of the service, as the income received will be dependent on client presentations. The HRA repairs/maintenance budget of £12.688m is demand lend to a large extent so can fluctuate based on need and cost of materials. The void rent loss budget £0.907m is dependent on turnover of tenants and the time taken to repair the void property which can vary based on the condition of the property that tenants leave their home. Local Housing Strategy & Housing to 2040/National Housing emergency Action Plan The Local Housing Strategy (LHS) sets out how West Dunbartonshire Council and its partners plan to address the housing and housing-related opportunities and challenges over the next five-year period 2022-27. In 2026/27, we will continue to implement the new strategy in 2026/27 and develop the new LHS plan 2028-33 to address newly arising housing matters such as the housing emergency. The Housing (Scotland) Act 2001 (‘the 2001 Act’) places a statutory requirement on local authorities to produce a LHS that sets out its strategy, priorities and plans for the delivery of housing and related services. It should demonstrate the local authority’s strategic approach to dealing with key housing-related issues such as: Delivering high quality housing and housing related services across all tenures; setting out its contribution to the effective integration of health and social care; and showing how the LHS is supporting the Scottish Government National Outcomes and Targets, whilst reflecting the needs and priorities of the local authority area. Page 58
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Our LHS is aligned with the vision around Housing to 2040 which highlights: - A well-functioning housing system: people can find, and afford, the right home for their needs. This will involve making the best out of the housing stock we have, providing people with good investment options and ultimately ensuring the housing system is fair; High-quality sustainable homes: all homes, regardless of the tenure or age of the home, should be well-designed and high quality. They should be easily maintained, have clear running costs and be low carbon. Further, all homes should be occupied; Sustainable Communities: Places should be vibrant, well connected and well designed. They should include a variety of houses to enable people to move as their needs change and be designed to promote health and well-being including quality green space; and Homes that meet people's needs: homes should support well-being, and areas should offer a diverse range of homes to allow people to move. People should be able to easily access information about their housing rights alongside services to support their independence. In 2026/27, we will respond fully to Housing to 2040 within the wider development of the Local Housing Strategy and National Housing Emergency Plan. Housing (Scotland) Act 2025 (“the 2025 Act”) The Housing (Scotland) Act 2025, introduced on 6 November 2025, aims to reform the housing sector and enhance homelessness prevention with provisions rolling out between 2025 and 2028. The “2025 Act” focuses on rented housing and homelessness, introducing significant changes to improve tenant rights incorporating Awaab’s Law and ensuring housing stability. A cornerstone of the “2025 Act” is the introduction of a homelessness prevention duty, the “2025 Act” imposes an “ask and act” duty on public bodies like social landlords, health boards, and police to identify and address housing risks up to six months before homelessness occurs, extending the current two-month threshold. This proactive approach seeks to reduce crisis interventions, though its success hinges on adequate funding and housing supply, The “2025 Act” will also strengthen tenant protections and granting the ability to keep pets and personalise homes, fostering a sense of security and belonging. In 2026/27, we will respond positively to the requirements of the new Housing (Scotland) Act 2025 include developing a new preventative housing solutions access service. Page 59
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Housing Solutions Strategy The strategy was produced in partnership with key stakeholders, which importantly included in-depth consultation with households experiencing homelessness and staff working in the service and takes accounts of these opinions around how we can end homelessness in West Dunbartonshire. Following this process, four Key Objectives for West Dunbartonshire Council were clear, and they are: 1. Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions, 2. Where homelessness does occur households are rehoused quickly, 3. Review and ensure there are a wide range of support services available to prevent and end homelessness, and 4. Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. In 2026/27, we will develop and introduce a new prevention focused housing access system. New Housing Supply West Dunbartonshire Council through the Strategic Housing Investment Plan delivered 1000 new homes for the West Dunbartonshire Communities. These properties all meet national and local standards providing exemplar energy efficiency and enhanced space. In 2026/27, we will continue to push the boundaries in terms of our housing building programme putting quality first and driving forward plans to tackle the housing emergency and address the climate emergency within funding availability through the Council’s own resources supported by grant funding from the Scottish Government’s affordable housing supply programme. Better Homes/Sustainability Scotland has set a legally binding target of net-zero greenhouse gas emissions by 2045. Around 14% of emissions in Scotland come from homes. Around 22% of homes in Scotland are social housing so as a strategic landlord we have a significant part to play. All future council homes will be built to a net zero carbon standard. The Climate Change (Scotland) Act 2009 places duties on all public bodies to contribute to emission reduction targets (Mitigation); deliver programmes to increase resilience against Climate Change (Adaptation), and to act in a ‘Sustainable’ way. Page 60
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In response, we intend to further develop our strategic housing asset management strategic approach and commitment to environmental sustainability which will allow us to build new homes and manage existing stock and assets in a way that will make them fit for generations to come. Key to this will be developing a new Housing Capital Investment Programme that combines our approach to decarbonisation and positively impacting on fuel poverty. In 2026/27, we will carry out a full stock assessment to inform future housing investment plans. Housing Capital Investment Programme A refreshed Housing Revenue Account (HRA) Capital Plan for period 2026/31, was agreed at Council March 2026. The programme will help deliver the requirements of the Scottish Housing Quality Standards (SHQS), the Energy Efficiency Standard for Social Housing (EESSH) its landlord obligations, health and safety responsibilities and deliver the Council’s new build programme. Delivering the programme in line with the budget, timescales and implementation plan is a significant priority. A revised plan will be agreed to account for the additional investment. In 2026/27, we will continue to continue to progress improvements in SHQS and EESSH compliance. Zero Bills project As part of our commitment to actively pursue sustainable housing initiatives aimed at achieving net zero emissions, improving energy efficiency, and addressing affordable housing needs through comprehensive strategies and policies, we will work in partnership with energy provider Octopus Energy, on a Zero Bills initiative, on a limited number of properties, a framework designed to support the decarbonisation of homes while guaranteeing zero bills for residents. In 2026/27, we will progress the ‘Zero Bills’ pilot project in a limited number of properties. Housing: Improving customer journey and support During 2024/25, we reviewed the customer journey to ensure the service is able to adapt to change and is reflective of new ways of engagement and working, this included exploring the opportunity for implementing digital improvements into service delivery. In addition to the tenant portal, we will continue to identify and review a number of processes and procedures using technology and automation to ensure efficient working practices and improved customer journey. In 2026/27, we will continue to expand the implementation of digital technologies to drive efficiency and a modernised service. The focus of this work will include further development of areas using the Integrated Housing Management system and greater emphasis on the tenant portal. Page 61
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Tenant safety and Wellbeing Ensuring tenant safety remains a key priority for the service. In 2026/27 we will continue to monitor, assess, and report on the performance. As part of our commitment to this we will pay particular focus on ensuring that we implement action to meet the requirement of Awaab’s law, that came into force in October 2025. The process to gain access to properties to complete an EICR has been under review to increase the number of completed inspections. The current cost-of-living crisis, and in particular rising energy costs, will mean that many tenants face difficulties in heating their homes. So, it is now more important than ever that we have robust procedures for managing reports and instances of mould and dampness. The process for mould and dampness in tenants’ homes has been revised to effectively manage and eradicate dampness. Using a prevention and treatment approach, we will continue to install environmental sensors to gather intelligence and data on root causes which will help to inform our work. Additionally, environmental sensors are paired with a tenant app that provides real-time insights into the home’s temperature and humidity levels. This tool helps tenants monitor their environment and take proactive steps to maintain a healthy living space. We will continue to advise tenants on prevention measures to reduce the risk of condensation and dampness occurring in properties. Treatment works include improved ventilation, heat recovery ventilation systems to promote moisture removal, external penetrating dampness and mould removal treatments. In 2026/27, we will continue to roll out the installation of environmental sensors in our Council properties and educating and supporting tenants. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. We have established a range of cross service working groups across key areas to improve the customer journey. Services, such as Estates/caretaking, Allocations and Voids and have a range of other short-term working groups looking at ASB and CCTV. These groups will look at a range of aspects including existing processes, systems and interaction with customers to identify improvements to our service delivery areas. Page 62
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Housing Voids The Void working group, chaired by Housing Operations Manager, has been established to reduce the time taken to re-let properties. The significant priority to reduce the number of void properties will continue into 2026/27. Housing services will work with the internal partners to improve re-let times. Decants We have continued to reduce the number of decants through improved joint working with Housing Operations and Building Services. In 2026/27 we will continue to have this as a key area of focus. Rent areas We established a joint working group with Housing Operations, Homelessness and the Corporate Debt teams to work together to review and improve cross service processes in relation to pre-tenancy and in tenancy activity, to support tenancy sustainment and rent management. Electrical Meter related issues Weekly liaison meeting established between Housing Operations and Building Services and Help To Move, we will continue to work together in 2026/27 to find solutions around electrical meter related issues in our voids. Awaab’s Law working group In order to ensure we meet the requirements of Awaab’s Law; to improve procedures around the management of mould and dampness, the housing management team have established a working group to ensure this work is prioritised and managed effectively. Review groups Housing Services Review Groups, service specific review groups meet quarterly to ensure improvement in key area of the Scottish Social Housing Charter. Tenant scrutiny Panel The Tenant Scrutiny Panel (TSP) is a group of tenant volunteers that evaluates housing services to ensure they meet the needs of tenants and comply with established standards. The TSP plays a crucial role in assessing how well housing services align with the standards set out in the Scottish Social Housing Charter from a service user perspective. Page 63
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Improvement Plan for Building Services Over the last five years the Building Services management team have identified a number of key service improvements that focused on reviewing processes and procedures to ensure they were fit for purpose, provided efficient ways of working and delivered strong customer focused services. In 2026/27, we will focus on training and embedding the new processes and procedures of the Building Services Improvement Plan. Action Plan & Risks The challenges identified at section 2 and the key factors identified in Section 3 have informed Housing Services priorities for 2026/27. Appendix 1 sets out the action plan to address them, including the relevant risks and the performance indicators and targets that will enable progress to be monitored and reported to stakeholders. It also incorporates the Strategic workforce actions. The Council has identified risks at both a strategic and service level. Strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In planning for 2026/27, the Housing Services team considered the Council’s strategic risks and identified risks specific to the service. These are set out in the action plan at Appendix 1 alongside actions to mitigate these, with the aim of improving or maintaining the current position (i.e. the current risk score). 4. Resources Finance Housing Services has a net General Services revenue budget of £1.257m and a nil capital budget in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Page 64
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Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27(£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) Private Sector Housing 0.016 - 0.016 - Energy Efficiency Scotland Area Based Scheme 1.570 1.570 - - Resettlement Services 0.440 0.440 - - Homelessness Services 5.313 4.389 0.924 - Private Sector Housing Grant 0.430 0.382 0.048 - CCTV & Anti-Social Behaviour 0.489 0.220 0.269 - Total 8.258 7.001 1.257 - Housing Services also have responsibility for a considerable HRA, both revenue and capital. Gross Expenditure (Revenue) £m Gross Expenditure Capital £m HRA budget 2026/27 60.880 63.285 Page 65
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Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31st March 2026) are as follows: Absence in 2025/26 The quarterly absence statistics for Housing Services are shown below together with the Council average for the same periods for comparison. The figures for Housing Services have been higher than the Council average for annual FTE days lost in 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Housing Services 7.02% 7.64% 9.4% 8.67% 17.94 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 5. Appendix 1: Action Plan 1. Our communities Service Area Headcount FTE Building Services 289 274.5 Housing Asset & Investment 18 16 Housing Development & Homelessness 96 88.6 Housing Operations 137 132.4 TOTAL 540 511.5 Page 66
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Appendix 1 Our neighbourhoods are safe, resilient, and inclusive Performance Indicator 2026/27 Target Owner % of anti-social behaviour cases resolved 96% Nicola Pettigrew Number of incidents directed to Police by Public Space CCTV team 400 Nicola Pettigrew % of Public Space CCTV cameras operational 98% Nicola Pettigrew Number of breaches of the Unsuitable Accommodation Order 0 John Kerr Action Due Date Owner Carry out a full stock assessment to inform future housing investment plans 31/03/26 John Kerr Develop the Local Housing strategy for 2028-33 31/03/26 John Kerr Our residents’ health and wellbeing remains a priority Performance Indicator 2026/27 Target Owner Number of children in temporary accommodation Data PI John Kerr Action Due Date Owner Develop and introduce a new preventative focused housing solutions access system 31/03/26 John Kerr Deliver on key objectives of the Housing Emergency Action Plan 31/03/26 John Kerr 2. Our Environment Page 67
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Appendix 1 Our neighbourhoods are sustainable and attractive Performance Indicator 2026/27 Target Owner Number of new supply social housing for rent (all supply) TBA John Kerr Tenancy Sustainment Levels within Housing First TBA John Kerr % satisfaction with quality of new build council housing (SHN) TBA John Kerr % of properties that require a gas safety record which had a gas check and record completed by the anniversary date TBA Craig Wilson % of youth homeless levels in West Dunbartonshire TBA John Kerr The number of incidences of youth homelessness in West Dunbartonshire is reduced TBA John Kerr % of council dwellings that meet the Scottish Housing Quality Standard TBA Alan Young % of Council houses that are energy efficient TBA Alan young % of all homeless cases re-assessed within 12 months (repeat homelessness) TBA John Kerr Action Due Date Owner Implement digital improvement for housing service (self-serve portal) 31/03/26 Nicola Pettigrew Implement further phase of digital improvement for housing operations (mobile app) 31/03/27 Nicola Pettigrew Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31/03/27 Alan Young Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing. 31/03/27 Alan Young Explore opportunity for partnership working with Octopus energy to promote zero bills homes 31/03/27 Alan Young Deliver on the More Homes Programme 31/03/26 John Kerr Implement our approach to the new Social Housing Net Zero Standard 31/03/26 John Kerr Service Risk Description Current Assessment Target Assessment Owner Page 68
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Appendix 1 Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at risk of the intervention powers of the Scottish Housing Regulator. John Kerr Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities, we will be unable to adequately meet housing needs due to rising costs and reduction in funding. John Kerr Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. Alan Young Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. Craig Wilson Failure to optimise implement IHMS system across building services The effective implementation of the IHMS system will deliver efficiency, improve case tracking, capture customer satisfaction and improve service delivery. Craig Wilson Housing emergency Assessment of key workstream planned to exit the current Housing Emergency. John Kerr Page 69
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Appendix 1 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar- 2027 All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar- 2027 All Managers Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce 31-Mar- 2027 All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar- 2027 All Managers Develop an action to respond regulatory leadership changes in terms of Housing 31-Mar- 2027 John Kerr Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2026/27 Target Owner % of tenants satisfied with the overall service provided by their landlord TBA John Kerr Average length of time to re-let properties TBA Nicola Pettigrew % of council rent that was lost due to houses remaining empty TBA Nicola Pettigrew Percentage of repairs appointments kept TBA Craig Wilson Average time taken (in days) to complete medical adaptations TBA Alan Young Average time (in days) to inspect and repair empty homes TBA Craig Wilson Average length of time (in hours) taken to complete emergency repairs TBA Craig Wilson Page 70
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Appendix 1 Percentage of reactive repairs carried out completed right first time TBA Craig Wilson Average time taken (in days) to complete non-emergency repairs TBA Craig Wilson % of tenants satisfied with the repairs and maintenance service TBA Craig Wilson % of properties returned from repairs within target TBA Craig Wilson Action Due Date Owner Reduce the actual days taken to Bring Back to Relet Standard (BRS) a void property. 31/03/27 Craig Wilson Embed Client Function to monitor Building Services quality and performance including financial performance 31/03/27 Craig Wilson Embed new repairs policy with a focus on adhering to target time responses 31/03/27 Craig Wilson *PI targets with TBA, targets will not be determined until the housing improvement board meets in June 2026 to agree new targets based on year-end performance. End of document Page 71
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 13 May 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 Action Plan (HEAP). 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 the addition of three actions to the action plan following the housing summit, in section 4.4 (iii) Noted updated stats in section 3.7 related to 2025/26. (iv) Note update that an additional three actions have been added to the plan following the housing summit as noted in section 4.3 (v) Note updates on the Scottish Government response to the national emergency in sections 4.11 – 4.15 of this report and what it means for West Dunbartonshire Council’s Housing and Homelessness Services. (vi) Note some key dates for parts of the Housing Act Scotland 2025 in sections 4.16. (vii) 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, ITEM 9 Page 73
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• Progress in reducing the number of empty homes (council voids); and • The construction of new council homes at the following development sites Clydebank East, Mount Pleasant, Pappert and Gilmour Avenue. 3.3 Despite this, housing demand increased 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 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). Dundee have been the 14th to Declare an emergency in March 2026 taking the total of fourteen out of thirty-two local authorities, including four of the six housing stock transfer authorities. 3.6 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. 3.7 Current updated figures for 2025/26. • Nearly four thousand on the housing waiting list. • 245 households in temporary accommodation, with eighty-four children. • Forty-three breaches of the Unsuitable Accommodation Order, with a total of 174 placements in Bed and Breakfast • Over one thousand homeless applications 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, Page 74
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• 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, 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. 4.3 The first Housing Summit of key Housing and Community Planning stakeholders was organised in February 2025. A second and successful 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. The project board held in March have agreed to add the following three actions to the plan from the summit. • Explore options to share services with Housing Associations to increase new supply; • Review processes and protocols between HSCP and landlords to expand joint working for more vulnerable tenants; • Explore additional actions to improve access to the private rented sector. 4.4 With the new actions there are now a total of 71 actions within the plan. Of which 37 are now fully complete with another 18 actions more than 50% complete. 4.5 A full progress report is attached as Appendix 1 of this report and some highlights are summarised in the sections below: - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing 4.6 The Housing and Communities Committee Convenor wrote to the housing minister requesting the reinstatement of the funding cut to the Affordable Housing Supply Programme funding. Our funding for the Affordable Housing Supply Programme has been reinstated. The Council supported by tenant prioritisation has continued to deliver much needed new homes. In 2025/26 the Council has overseen the completion of 76 new homes with the Willox Park and Gilmour Avenue coming off site in the last quarter. This included WDC first modular home site at Gilmour Avenue which can help speed up housebuilding. 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, 35 buybacks completed in 2025/26 with a further 5 currently under offer. This included seven 4-bedroom properties. The planning review is now at national level which West Dunbartonshire Council fed into and Page 75
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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 continued to be further progress on reducing voids in 2025/26 and now sit around 130. The new repairs policy continues to be monitored since its rollout in April 2025 which is now seeing a reduction in times to complete repairs. Continued progress on our review of supported accommodation. 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. A new downsizing scheme has just been agreed and seeking agreement from other registered social landlords in early 2026/27. The new empty homes strategy has brought 46 homes back into use in 2025/26, six of which have brought back into use as council homes. Our damp and mould sensor project continues to roll out across our housing stock, and the review of our leased properties has been completed with some actions from the review to be taken forward in 2026/27. 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. Our No Homes for Domestic Abuse will be reviewing in 2026/27 with new legislation due to be enacted in 2026. Year 1 actions of the new Housing Solutions Strategy have been completed with ongoing conversations into 2026/27 about a 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. Overhaul of our webpages has been agreed and will be taken forward in 2026/27 to continue to tackle homelessness stigma but also to enable more informed choices. 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. A decision on this continues to be outstanding from the United Kingdom Government. The review of building services is now complete which ensured value for money for the service and tenants. Page 76
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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. 4.13 As reported at February committee we received an additional £310,000 for acquisitions and £25,863 of Rapid Rehousing Transition Funds for Housing First and £92,137 capital funds for extending Housing First tenancies. All monies were spent in 2025/26. 4.14 On 22 January the First Minister has announced the creation of “More Homes Scotland”, with the intention that it will be up and running by 2027/28. A new executive agency that will work to accelerate new house building. The housing minister announced the Blueprint on 26 March 2026. Stating four core principles; 1. Greater use of land assembly and preparation powers 2. Enhanced support for planning and development delivery 3. Standardisation and simplified commissioning 4. Flexible funding to drive economic growth 4.15 A meeting with the Scottish Government’s Housing Emergency Division was held in March 2026 to discuss our plans and received positive feedback regarding our approach to the Housing Emergency and our actions and progress made so far. 4.16 Several of the actions are included within the new Housing Act, which received Royal Assent on 6 November 2025. The following sections relevant to West Dunbartonshire Council have dates; • 1st April 2026 – Data Collection Power – Local Authorities and Scottish Ministers can ask for information on level of rent from landlords, • 6th October 2026 – Awaabs Law – new legal for landlords to investigate and repair damp and mould hazards within specific timescales Page 77
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• 6th October 2026 – Succession of a tenancy – qualifying time a person has lived in a tenancy to succeed a tenancy on the death of the tenant will reduce from 12 to 6 months, • 1st April 2027 – ending a joint tenancy - introducing another way to end joint tenancies A full briefing on the impacts for West Dunbartonshire Council will be provided to Committee once guidance has been issued. 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 Action Plan (HEAP) will need to be considered within the context existing resources available to West Dunbartonshire Council across both the General Fund and Housing Revenue Account (HRA). There is currently no additional Grant or Subsidy funding available to Councils because of declaring a Housing Emergency. 6.2 The Housing Emergency Project Board will consider how existing resources can be utilised to ensure delivery of the HEAP. 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 was drawn down from the Affordable Housing Supply Programme funding for 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 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. 6.5 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. Page 78
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Mitigation of these risks are included within the HEDAP, and these will be managed through the Housing Emergency Project Board. 7.3 There continued to be an increase in Bed & breakfast use from 5 in Q1 to a total of 147 in total and a total of 43 breaches. 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. 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. 10.2 Consultation continues with our stakeholders via our Housing Summits which has resulted in additional actions being added to our action plan. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. • Our Communities - Resilient and Thriving • Our Environment - A Greener Future • Our Economy - Strong and Flourishing • Our Council - Inclusive & Adaptable Peter Barry Chief Officer, Housing and Employability Date: 29th April 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 Page 79
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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, April 2026 Background Papers: Housing Emergency Declaration, Housing and Communities Committee, May 2024 Housing Emergency Update, Housing and Communities Committee, February 2026 Tackling Scotland’s Housing Emergency, Scottish Government, September 2025 Supporting documents - Tackling Scotland's Housing Emergency - gov.scot Wards Affected: All Page 80
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Housing Emergency Declaration action plan Generated on: 29 April 2026 Report Layout: Housing Scorecard with Action and PI codes Icon Name 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 001 Continue to lobby SG for increase in AHSP funding in partnership with COSLA/SOLACE/ ALACHO 31-Mar- 2025 Issue letter to the housing minister highlight the Housing Emergency declaration and requesting that the full AHSP is restored. 30-Aug-2024 Yes John Kerr Highlight within SHIP and Programming Process the impacts of cuts to the AHSP 31-Oct-2024 Yes Participate in a number of Member and Officer groups and influence agenda to maximise AHSP budget settlement 31-Mar-2025 Yes Review impact of discussions with Scottish Government 31-Mar-2025 Yes H/HEDAP/2024/ 002 Refresh Strategic Housing Investment Plan to ensure the delivery of new homes to meet acute housing need in West Dunbartonshire 29-Nov- 2024 Presentation to West Dunbartonshire Strategic Housing Providers Forum 30-Aug-2024 Yes John Kerr Carry out prioritisation exercise 21-Oct-2024 Yes Draft SHIP approved by More Homes Project Board 31-Oct-2024 Yes H/HEDAP/2024/ 003 Deliver new Strategic Housing Investment Plan 31-Oct- 2024 Jamie Dockery ITEM 9 - APPENDIX 1 Page 81
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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 H/HEDAP/2024/ 005 Examine ways to accelerate new build delivery considering housing emergency declaration 31-Dec- 2024 SHIP to be prepared and draft submitted to the Scottish Government by October 31 31-Oct-2024 Yes John Kerr Develop and acquire More Homes Project Board approval for proposal to ensure the acceleration and prioritisation of new home delivery. 31-Dec-2024 Yes Develop revised Strategic Local Programme in partnership with Scottish Government Yes H/HEDAP/2024/ 006 Scale up and extend the Buy Back Scheme to meet the key housing demand factors including the provision of temporary accommodation 31-Mar- 2025 Yearend total buybacks 31-Mar-2025 Yes Laura Hanna 17 buy backs completed so far, this financial year (11 Larger properties 3 bed + & 6 non-larger 1 & 2 beds) We have a further 8 under offer awaiting completion (2 Larger properties 3 bed + & 6 non-larger 1 & 2 beds) Yes We have completed 13 buy backs so far in this financial year, with another 9 properties under offer, awaiting completion. 7 of these properties have been let so far, with 4 of the lets going to homeless applicants. Yes H/HEDAP/2024/ 007 Explore innovative housing investment and partnership models to maximise 30-Jun- 2026 Participate in Housing Investment task force discussions 25-Sep-2024 Yes John Kerr Continue to develop own proposals in partnership with external agencies and potential investors 31-Mar-2025 Yes Proposal paper to More Homes Project Board r to define policy 31-Jun-2026 No Page 82
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To housing investment approaches 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 Peter Barry; Alan Douglas; Michael Mulgrew H/HEDAP/2024/ 009 Review HRA resource allocation across the Council to help facilitate/deliver new build programme 30-Jan- 2026 Detail development priorities within SHIP 31-Oct-2024 Yes John Kerr Housing Development Service design to be completed 30-Sep-2025 Yes Once new co-ordinator in place - will bring forward any actions to help increase the new build programme 31-Dec-2025 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 30-Jun- 2026 Approval for Gilmour Avenue modular development 25-Sep-2024 Yes John Kerr Develop revised approach based on review and share with development partners 31-Dec-2024 Yes Review Gilmour Avenue development 16-Jun-2026 No H/HEDAP/2024/ 29-Aug- review for 2024/25 31-Mar-2025 Yes Peter Barry Page 83
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To 011 Examine the capacity of the HRA to deliver agreed housing ambitions 2025 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 30-Nov- 2026 Participation in Scottish Government trawl process 30-Sep-2024 Yes John Kerr Special More Homes Board scheduled for November to look at the opportunities with other service departments (now Housing Summitt). 28-Feb-2025 Yes Plan agreed at More Homes from 2027/28 04-Nov-2026 No H/HEDAP/2024/ 013 Review Affordable Housing Design Standard 31-Mar- 2027 John Kerr H/HEDAP/2024/ 014 Increase provision of Mid- Market Rent properties as a viable housing option for homeless and housing applicants 30-Apr- 2027 John Kerr H/HEDAP/2024/ 062 Refresh Housing Needs and Demand Assessment (HNDA) within a local WDC 31-Mar- 2027 Reviewed when best suited to carry this out 31-Mar-2026 Yes John Kerr; Claire McKay Create a timeline and action plan 30-May-2026 No Page 84
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To perspective H/HEDAP/2024/ 063 Carry a review of design standards (Housing development and planning) 31-Aug- 2026 Agreed to align with the new Local development plan update 27-Apr-2026 Yes Jamie Dockery; Michael Mulgrew Gather data to feed into the new LDP4 30-Jun-2026 No H/HEDAP/2024/ 069 Explore options to provide services to other landlords to increase house supply 31-Mar- 2027 John Kerr 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 Martin Feeney H/HEDAP/2024/ 016 Consider a 20-Dec- 2024 Implement and monitor measures to improve the control and generation of non-essential 30-Aug-2024 Yes Martin Feeney Page 85
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To fixed term moratorium on non-essential housing repairs to focus activity around bring empty homes back into use repairs. 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 Review evidence to make final decision on a 3- month (last quarter of 2024/2025) moratorium on non-essential housing repairs to focus resources on the repair of the Councils' housing properties. 13-Dec-2024 Yes H/HEDAP/2024/ 017 Develop a process including exploring potential partnering arrangements to address lengthy delays by energy suppliers in the reletting process. 31-Dec- 2025 Complete review of referral/communication processes between void team and Helptomove 30-Sep-2024 Yes Nicola Pettigrew Engage with Consumer Scotland to discuss problems encountered and provide case studies to support national focus on holding energy companies accountable to resolve meter issues more efficiently 30-Sep-2024 Yes Introduce new report from help the move to identify move ins with no end date meter readings to enable more accurate billing information 30-Sep-2024 Yes Introduce weekly monitoring report for support worker to track progress of complex meter issues and update to teams 30-Sep-2024 Yes Review liaison arrangements with Helpthemove ensuring appropriate representation to input to operational challenges 30-Sep-2024 Yes Develop escalation process with helpthemove on more problematic meter problems 31-Oct-2024 Yes Explore other providers to establish if can provide additional support to helpthemove arrangements Yes Page 86
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 018 Accelerate the reduction of private sector empty homes by delivering a new Long Term Empty Homes Strategy 31-Mar- 2025 Seek HACC approval of new strategy - aim to bring 25 properties per year back into use 30-Nov-2024 Yes Karen Rae Review numbers of empty homes brough back into use at end of current financial year 31-Mar-2025 Yes H/HEDAP/2024/ 019 Deliver with tenant representatives a new repairs policy 30-Nov- 2024 Carry put early consultation with tenants to inform revised Repairs Policy and ensure tenant priorities are delivered. 30-Jun-2024 Yes Stefan Kristmanns HRA Value for Money Group to develop revised Repairs Policy which will meets tenant priorities and reflects input from key stakeholders. 31-Aug-2024 Yes Seek approval for revised Repairs Policy from Housing and Communities Committee November 2024. 20-Nov-2024 Yes H/HEDAP/2024/ 020 Ensure new repairs policy achieves key objectives 30-Nov- 2024 Martin Feeney H/HEDAP/2024/ 021 Review and promote Allocations Policy flexibilities and enhanced Transfer Incentive Scheme linked to the review of the Housing Allocations approach 31-Mar- 2025 Review and agree the new 70% allocation to transfer applicants for all new builds 30-Aug-2024 Yes Claire McKay new media/drive for downsizing etc 16-Feb-2025 Yes Review current transfer incentive scheme 28-Feb-2025 Yes H/HEDAP/2024/ 022 Actively introduce a pre letting process 30-Jun- 2026 Introduce notification to Repair and Maintenance Manager on voids properties due for return on back of transfer move in advance of sign-up 30-Sep-2024 Yes Nicola Pettigrew Page 87
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To initially linked to the transfer led allocation process for new build social housing 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 Review house assessment form to ensure capturing relevant information via HO mobile app 30-Jun-2026 No H/HEDAP/2024/ 023 Deliver the recommendation s from the Supported Housing Review 24-Mar- 2027 Project board to agree options for HACC following all feasibility studies and financial reviews Linked to action H/RRTP/19-24/064 31-Mar-2025 Yes Claire McKay HACC approval on options 30-Nov-2025 Yes Take a discussion paper to HSCP Board to take further recommendations forward 29-Aug-2026 No Carry out procurement exercise to meet new needs and options agreed 31-Oct-2026 No bring future updates decisions to Feb/May HACC 31-Jan-2027 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 30-Sep- 2026 Establish project plan and resource requirement 30-Nov-2024 Yes Jackie McRory Stock assessment to be undertaken against key technical and operational indicators to assess performance 31-Mar-2026 Yes Initial Report findings to be presented and recommendations agreed at Better Homes Project Board 12-May-2026 No Implementation Plan including the focused regeneration initiatives to be led by Housing Development Co-ordinator (Better Homes) 30-Jun-2026 No Finding to inform refreshed Housing Asset Management Strategy which will be presented 12-Aug-2026 No Page 88
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To to August Housing and Communities Committee H/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 1000 Homes 31-Oct-2024 Yes Emily Dorrian 2000 homes 31-Mar-2025 Yes H/HEDAP/2024/ 026 Deliver new proactive approach to ensure our housing stock continues to meet all statutory compliance requirements 01-Jul- 2026 Initial Proposal developed 18-Oct-2024 Yes John Kerr The initial introduction of 2 new compliance roles to be managed within the housing service and dedicated to HRA properties (phase 1) 28-Feb-2025 Yes Review of planned approach with tenant representatives and paper to be submitted to Better Homes Board in April regarding a potential Phase 2 to ensure compliance requirements are met 30-Sep-2025 Yes Implementation of Phase 1 30-Jun-2026 No H/HEDAP/2024/ 027 Maximise use of Home Swapper to meet rehousing need of transfer applicants 29-May- 2026 Obtain baseline data to support VFM in promoting mutual exchange options with applicants 30-Sep-2024 Yes Nicola Pettigrew Review functionality and best practice with 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 31-May-2025 Yes Page 89
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To how easy text transfer applicants with no housing need access Facebook groups to link with home swapper 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 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 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-Oct- 2026 Gather all information on all leases for an overview 30-Nov-2024 Yes John Kerr Review all leases and decide whether best use of housing stock 31-Jul-2025 Yes begin consultation/actions to end any leases we no longer think appropriate - report to HIB 28-Nov-2025 Yes Bring final updates/decisions to HIB to sign off 30-Jun-2026 No H/HEDAP/2024/ 029 Deliver housing Capital Investment Programme to ensure all homes meet the Scottish Housing Quality Standard 31-Mar- 2025 Alan Young H/HEDAP/2024/ 030 Maximise the use of existing housing systems to support effective stock management 01-Jul- 2026 create a working group to review the data with a view to adding to QL along with new data provided part of the asset management strategy to create an action plan to take this forward 31-Mar-2026 Yes Graham Watters take forward actions from the working group 01-Jul-2026 No Page 90
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 064 Explore establishing a common downsizing WDC wide scheme and a mutual exchange site 31-Oct- 2026 Agree baseline principles in terms of the scheme 31-Oct-2025 Yes Claire McKay Explore options of a common downsizing scheme for social landlords in west Dunbartonshire 30-Apr-2026 No Explore requirements of a dedicated resource to facilitate increased numbers if downsizers and mutual exchanges 05-Jun-2026 No Explore options for a common mutual exchange WDC wide scheme 31-Aug-2026 No H/HEDAP/2024/ 070 Review processes and protocols between HSCP and Landlords to expand joint working for more vulnerable tenants 31-Mar- 2027 Claire McKay Icon Name 3: Enhancing housing access & prevention of homelessness Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEADP/2024/ 065 Carry out a communications audit to ensure tenants and services fully informed on housing availability in WDC 30-Oct- 2026 Review current information on different platforms 31-Oct-2025 Yes Claire McKay explore option of stock and turnover tool being added to the public 15-May-2026 No create a briefing and offer to attend services team meetings to discuss housing in WDC 30-May-2026 No H/HEDAP/2024/ 031 Develop and implement 31-Aug- 2024 Committee Approval in place and ensure ongoing tenant support 30-Aug-2024 Yes John Kerr Page 91
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To transfer led approach to new build housing allocations H/HEDAP/2024/ 032 Strengthen strategic leadership approach with HSCP regarding housing emergency 30-Jun- 2025 Set up meeting with all seniors’ management from both HSCP and Housing/Homeless to take forward discussions 29-Nov-2024 Yes Peter Barry; Margaret-Jane Cardno Follow up actions from joint meeting 25-Apr-2025 Yes H/HEDAP/2024/ 033 Establish a Task Force approach to engage public bodies to promote prevention measures linked to the Housing (Scotland) Bill 31-Dec- 2026 set up new meeting of the housing bill group now Bill is through stage 1 30-Oct-2024 Yes John Kerr Discuss options for task force - link to timeline for the bill 29-Nov-2024 Yes Develop West Dunbartonshire approach 31-Jan-2026 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 Finalise draft of strategy following consultation (Aug until Dec) 31-Dec-2024 Yes Claire McKay Seek HACC approval of new strategy 28-Feb-2025 Yes Embed and deliver new strategy 01-Apr-2025 Yes H/HEDAP/2024/ 035 In partnership with Violence Against Women Partnership 31-Dec- 2024 VAWG partnership supportive of action H/HEDAP/2024/038 but will be carrying out a self-assessment of the group where Prevention will be a key element 30-Nov-2024 Yes Claire McKay deliver action H/HEDAP/2024/038 31-Dec-2024 Yes Page 92
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To deliver a refreshed focus on preventing negative housing situations as a result of domestic abuse. H/HEDAP/2024/ 035a Full implement the introduction of the Housing Solutions Service following on from the Homelessness Service redesign 30-Sep- 2026 Job evaluation 30-Apr-2026 No Joanne Sutherland Direct Matches & Matching Pools and Expressions of Interest 30-Jun-2026 No Service Rebranding Action List 31-Aug-2026 No H/HEDAP/2024/ 036 In partnership with local RSLs develop and implement a common application form for all social housing providers in West Dunbartonshire as part of the development of a Common Housing Register 17-Oct- 2025 Agree in principle online form and tweak to ensure all aspects covered 30-Sep-2024 Yes Claire McKay RSL to seek Committee approval on form before being finalised 30-Nov-2024 Yes Agree data sharing agreement and Information to be used on the website for all involved and link 13-Jun-2025 Yes Agree Launch online form 01-Oct-2025 Yes H/HEDAP/2024/ 037 Introduce a comprehensive housing options interviews at application stage 04-Jul- 2026 this is linked to Action 48 being achieved first 31-Oct-2024 Yes Joanne Sutherland Delivery of stock sheet training and Team Leader Support/shadowing in interviews. 28-Feb-2025 Yes Development and trial of Housing Solutions paperwork and personal housing plan. 28-Feb-2025 Yes Page 93
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To to manage demand and options Completion to module 6 housing options toolkit for all casework staff 18-Aug-2025 Yes Review process once new structure in place 22-May-2026 No Housing Options Survey and presentation to all casework staff 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 Decision paper for Housing Improvement Board to agree the extent of the review 31-Aug-2024 Yes Claire McKay meeting of Co-ordinators to agree the remit 30-Sep-2024 Yes new paper to HIB agreeing new proposals of the remit 31-Dec-2024 Yes update guidance and relevant policies on agreed remit 31-Dec-2024 Yes communicate and update new remit to all staff 31-Jan-2025 Yes H/HEDAP/2024/ 039 Deliver a refreshed process which will ensure that time in minimised for children in all forms of temporary accommodation 31-Aug- 2025 Review current open Homeless cases with children 06-Dec-2024 Yes Claire McKay Joint meeting between Homelessness and Housing operations focusing cases who do not have an offer 20-Dec-2024 Yes following on identify any new processes to be implemented and rolled out to help continually reduce times children spend in temporary accommodation 31-Jan-2025 Yes Using additional Temporary accommodation funds to focus on acquisitions for those households in temp with children waiting on offers 06-Apr-2025 Yes ongoing monthly monitoring of numbers to review and maximise offers 31-Jul-2025 Yes H/HEDAP/2024/ 040 Design and deliver a dynamic public awareness campaign 31-Dec- 2026 Carry out recent research around stigma and homeless with view to creating further actions to take forward 20-Dec-2024 Yes Donna Kirkwood; Mayra Nunes Liaise with WDC comms team on appropriate campaign actions 31-Jan-2025 Yes Page 94
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To focused on the realities of homelessness and housing need Review WDC homeless webpage content to ensure appropriate language/images used around homelessness. 03-Feb-2025 Yes Identify positive case studies detailing household circumstances and support provided by WDC to resolve homelessness to highlight help available and realities of homelessness. 31-Mar-2025 Yes Prepare articles for Housing News, include positive case studies and advice around homelessness 31-May-2026 No Creating an action plan to overhaul the webpages 31-Dec-2026 No H/HEDAP/2024/ 041 Review of Pathway 1 cases (i.e., those homeless but not in temporary accommodation) over 6 months to assess if in stable accommodation (and close if this is confirmed) 30-Apr- 2025 295 homeless applications where temporary accommodation wasn’t required, 198 cases closed when applicants given a housing outcome. 86 cases closed no housing outcome. Most common; asked to leave, fleeing domestic violence and relationship breakdowns. Yes Joanne Sutherland H/HEDAP/2024/ 042 Introduce a consistent assessment of housing and support needs regardless of if a tenant or presenting as homeless 31-Dec- 2025 Linked to action 48 being achieved first 31-Oct-2024 Yes Claire McKay; Joanne Sutherland review support process once new housing solutions services are rolled out 30-Sep-2025 Yes H/HEDAP/2024/ 043 Develop and implement a new approach to 31-Jan- 2027 Develop new job profile to meet changing requirements 31-Aug-2025 Yes Claire McKay once restructure and recruitment in place new co-ordinator to review current approach 31-Mar-2026 Yes Page 95
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To resettlement and humanitarian schemes Recruitment of new co-ordinator required to take forward 31-Mar-2026 Yes Review current approach along with the various arrangements for different groups with a view to creating an action plan to introduce a new approach 31-Aug-2026 No H/HEDAP/2024/ 044 Minimise and eradicate the use of unsuitable accommodation for homeless households 31-Mar- 2025 Continue with monthly analysis of placements in unsuitable accommodation and breaches of UAO. 31-Mar-2025 Yes Joanne Sutherland H/HEDAP/2024/ 045 Deliver the outcomes of the Rapid Rehousing Transition Plan 30-Apr- 2025 Objective 1 - whole system approach 27-Apr-2025 Yes Claire McKay Objective 2 - rapid rehousing (16 weeks) 27-Apr-2025 Yes Objective 3 - interim housing options 27-Apr-2025 Yes Objective 4 - housing first 27-Apr-2025 Yes H/HEDAP/2024/ 046 Explore expanding a homelessness prevention approach and better managed demand for temporary accommodation 29-May- 2026 Linked to Action 48 being achieved first 31-Oct-2024 Yes Joanne Sutherland review in line with decrease of pathway 1 and increased need to for temp 13-Apr-2025 Yes Prevention workshops (young people/DV) to take place with casework 29-May-2026 No H/HEDAP/2024/ 047 Introduce a "Mediation First" approach to housing applications for 16–19-year-olds (as a homelessness prevention approach) 31-Jul- 2026 Action 48 needs achieved first 31-Oct-2024 Yes Joanne Sutherland Restructure - once in place and introduction of youth specialist team put process in place 01-May-2026 No Page 96
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 048 Implement a ‘One Door’ preventative housing access system under one service to prepare for new prevention duties. 30-Jun- 2026 actions 37, 42, 46 and 47 can then follow on from this action if achieved 31-Oct-2024 Yes John Kerr prepare a paper/proposal on option for consideration to take to the access to housing meeting 06-Nov-2025 Yes Paper on the possible vision to be taken to Access to Housing Group in Oct 25 28-Nov-2025 Yes Agree principles relating to new one door housing access system aligned to the new Housing Solutions service 31-May-2026 No Develop implementation plan 31-May-2026 No H/HEDAP/2024/ 049 Upscale the Housing First programme through collaborative commissioning 30-May- 2026 review current provision 31-Mar-2025 Yes Claire McKay Take forward actions agreed following HSCP meeting 30-Jan-2026 Yes Young persons housing first - pilot take lessons learnt to mainstream fund 22-May-2026 No H/HEDAP/2024/ 050 Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire 31-Mar- 2027 taking forward full nomination process with one landlord 30-Jun-2026 No Claire McKay Work with those RSL who are keen to take forward a common housing register 30-Nov-2026 No H/HEDAP/2024/ 065 Carry out communication audit to help manage current and future tenants’ and partners expectations better on housing availability 30-Sep- 2026 Review current information available to the public 08-Aug-2025 Yes Donna Kirkwood; Claire McKay create a project plan following the review of information on our webpages 12-Oct-2025 Yes Create an Ilearn for other services to raise awareness of homeless and housing services and demands 31-Jul-2026 No Make contact with other partners to provide better understood housing information 31-Aug-2026 No Page 97
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 066 Include exploring use of supported lodging whilst reviewing different temporary accommodation for young people 31-Aug- 2026 Review feasibility following staff restructure 30-Jun-2026 No Claire McKay; Mayra Nunes Contact other LAs with supported lodgings 31-Jul-2026 No H/HEDAP/2024/ 067 Review housing allocation % to households who experience homelessness 01-May- 2025 Carry out modelling reviewing backlog, expected demand and turnover with a view to reducing current letting ask 30-Apr-2025 Yes Seek HIB approval and ask RSL to match 01-May-2025 Yes H/HEDAP/2024/ 071 Explore additional actions to improve access to the private rented sector 31-Mar- 2027 Claire McKay Icon Name 4: Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 051 Complete the review of Building Services Repairs and Maintenance service costs to deliver immediate efficiencies to 31-Mar- 2025 Building services action plan created 31-Oct-2024 Yes Martin Feeney Deliver action plan - include service effiencies 31-Mar-2025 Yes Page 98
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To the HRA H/HEDAP/2024/ 052 Explore innovative housing investment and partnership models to maximise housing investment approaches 31-Aug- 2026 John Kerr H/HEDAP/2024/ 053 Carry out review of HRA contributions to other non- housing Council service areas 30-Jun- 2026 Agreement made in 24/25 CFO agreed to full whole system review of HRA payments that will begin once Year end work completed in 2025. 30-Jun-2025 Yes Peter Barry take forward actions following whole system review of all HRA payments by Chief Finance Officer 30-Jun-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; John Kerr; Jim McCarron; Laurence Slavin H/HEDAP/2024/ 055 Develop a 3-year rental strategy in partnership with tenants to ensure tenant priorities and strategic housing ambitions can be delivered 30-Nov- 2026 Stefan Kristmanns Page 99
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To H/HEDAP/2024/ 056 Review Building Services structures and external contractors to ensure best value 31-Dec- 2025 several actions part of the review already taken place saving money 31-Mar-2025 Yes Peter Barry; Craig Wilson Last actions as part of the review to be taken forward 30-Nov-2025 Yes H/HEDAP/2024/ 057 Working with other local authority partner re- examine housing finance position in Scotland to promote the delivery of new social housing including the treatment of historic HRA Capital Debt 31-Mar- 2025 Joint work with COSLA 01-Mar-2025 Yes Claire McKay 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 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 100
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Code & Title Status Progress Due Date Milestone Due Date Done Assigned To ensure the cost of achieving net zero in social housing is met with national funding to ensure rental income can be utilised for improving current and developing new social housing. Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed PI Status Alert Warning OK Unknown Data Only Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Risk Status Page 101
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Alert High Risk Warning OK Unknown Page 102
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 13th May 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 include the successful award nominations for the Willox Court and Mount Pleasant developments; (ii) Notes the successful completion of the new Willox Court development in February 2026; (iii) Invite the Chief Officer, Housing, to carry out the procurement of, and to subsequently award, the contract up to the budgeted costs for the projects at Gray Street and 28 Bridge Street, Alexandria; (iv) Note the lifting of the temporary letting suspension at Young Street sheltered housing complex. And (v) Notes the new resource planning allocations for West Dunbartonshire for the next four years 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 ITEM 10 Page 103
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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 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 In July 2025, Shelter published its study The Social Value of New Social Housing in Scotland 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. 4.3 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. 4.4 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. 4.5 The Council’s More Homes West Dunbartonshire approach has evidenced strong support from council tenants and is 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. 4.6 The Council’s recent completed developments at Mount Pleasant and Willox Court have both been shortlisted for the Affordable Housing Development of the Year Award in the Scottish Housing Awards which will be announced in late May 2026, both have also been shortlisted in the Scottish Home Awards and the winners will be announced in June 2026. This follows the Clydebank East development being awarded the prestigious Herald Property Awards - Affordable Housing Development of the Year Award late last year. 4.7 As part of our ongoing monitoring of the impact of the completed housing developments, the three most recent mainstream completions (Clydebank Page 104
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East/Mount Pleasant and Pappert) have significantly contributed to meeting housing need within West Dunbartonshire communities and combined have contributed to lifting 129 children out of homelessness and into a secure tenancy through initial and secondary allocations through the transfer led approach. The reduction in children experiencing homelessness is a key strategic objective of the Housing Emergency Declaration Action Plan. 4.8 The approved Strategic Housing Investment Plan and HRA Capital Investment 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 Housing Mix This development was completed on the 9th February 2026. Housing have been assisting in helping the tenants to settle into their new homes. 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. There was a consultation exercise with tenants which took place in April 2026. Following on from this, the design team are currently working towards the House Type Sustainability Standard Number of New Homes Flat 2bed/3person Net Zero 2 Flat 1 bed/2person Net Zero 15 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 Page 105
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demolition of the Willox Park stock, the building warrant and planning submission for phase 2 of the project. 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. Work has progressed well and we are anticipating completions in June for the Braehead site and July for the Campbell Street site. The pre-start meeting between The Council and JR Group (contractor) for the O’Hare gap site was held on 10th March. JR Group are developing the technical design and programme. The housing mix of the full Bonhill Gap Site development programme is highlighted in the table below and will include 8 large family homes and 16x 1- bedroom flats to meet the key identified need: - 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 estimated completion date is 1st April 2027 House Size Sustainability Standard Number of New Homes 1bed wheelchair Net Zero 4 1 bed general needs Net Zero 16 2 bed wheelchair Net Zero 3 3 bed general needs Net Zero 3 4 bed general needs Net Zero 2 5 bed general needs Net Zero 4 7 bed general needs Net Zero 2 Page 106
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Gray Street Regeneration As the development at Bank Street will replace the current sheltered housing accommodation at Gray Street, we have carried out both feasibility and viability assessments for the future Gray Street regeneration site. The optimum housing mix aligns with the Council’s strategic housing objectives of providing family housing and housing for the elderly, the project will also have provision for 2 family sized wheelchair homes and is outlined below which will see the delivery of 15 new council homes below: A viability assessment based on the optimum housing mix has been undertaken using the following planning assumptions Rental Income – The site is projected to generate £117k of rental income in the first year following completion (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 development is assumed to have a development capital cost of £4.5m (£300k per home) of which £2.04m (£136k per home) is projected to be funded through Scottish Government Affordable Housing Supply Grant. This therefore requires net borrowing of £2.46m. Based on borrowing £2.46m over 60 years, and assuming a loan interest rate of 4.25%, the Council would repay £6.84m over the life of the loan, including repayment of the principal and the interest. This equates to £114k per annum. Operating Costs – Operating costs are assumed to be £2,750 per unit (£41,250 in year 1). For future years 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 £22.5k per annum from year 16 onwards. House Type Sustainability Standard Number of new Homes House 4 bed/6 person Net Zero 2 House 3 bed/6 person Net Zero 2 House 3bed/6-person w/c Net Zero 1 Cottage Flat 1bed/2 person Net Zero 8 Cottage Flat 3bed/5-person w/c Net Zero 1 Cottage Flat 2bed/4person Net Zero 1 Page 107
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The above table illustrates over the 60-year borrowing life, the cost and benefit to the Housing Revenue Account and based on this modelling, achieves: • Cash-flow positive from Year 13 • Cumulative Surplus achieved from Year 28 • A 60-year surplus of £6.5m to support and strengthen the wider HRA. This evidences that the site is financially viable over its life. Furthermore, the projected 45% grant ratio maintains the project within the HRA affordability thresholds. The 15 new homes will also generate additional council tax revenue per annum. Therefore, it is recommended for inclusion within the current More Homes Delivery Programme. It is estimated that demolition works will commence in Autumn 2027 before a site start on the new homes could be achieved in the first quarter of 2028. It is the preferred route that the demolition and the delivery of the new homes will be within the one contract award and seek to carry out the procurement of, and to subsequently award, a design and build contract up to budgeted costs for the demolition of current Gray Street homes and the delivery of the 15 new council homes. West Thomson Street (former Clydebank Health Centre) 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: - Gray Street Regeneration Viability Assessment - (15 homes) Year Rent Revenue (£) Operating Costs (£) Capital Replacement (£) Net Revenue (£) Loan Repayment (£) Surplus/ Deficit (£) Cumulative Surplus (£) Per Tenant Impact (£) 1 117,000 41,250 0 75,750 113,927 -38,177 -38,177 -3.64 2 120,510 42,075 0 78,435 113,927 -35,492 -73,669 -7.02 3 124,125 42,916 0 81,209 113,927 -32,718 -106,387 -10.13 4 127,849 43,775 0 84,074 113,927 -29,853 -136,240 -12.98 5 131,685 44,650 0 87,035 113,927 -26,892 -163,132 -15.54 10 152,658 49,298 0 103,360 113,927 -10,567 -249,672 -23.78 15 176,973 54,428 0 122,545 113,927 8,618 -246,186 -23.45 16 182,282 55,517 22,500 104,265 113,927 -9,662 -255,848 -24.37 20 205,160 60,093 22,500 122,567 113,927 8,640 -249,472 -23.76 25 237,837 66,348 22,500 148,989 113,927 35,062 -128,690 -12.26 28 259,891 70,409 22,500 166,982 113,927 53,055 12,101 1.15 30 275,718 73,254 22,500 179,964 113,927 66,037 137,582 13.10 40 370,543 89,297 22,500 258,746 113,927 144,819 1,210,784 115.31 50 497,979 108,853 22,500 366,626 113,927 252,699 3,224,476 307.09 60 669,242 132,691 22,500 514,051 113,927 400,124 6,524,496 621.38 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 Page 108
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CCG were awarded the contract for the design and build of the development. They are currently working on the technical design. The programme indicates a site start of winter 2026/7 with completion 56 weeks later. The Young Street tenants had the opportunity to visit the Willox Park Phase 1 homes to give more informed feedback of a potential new homes within this development. Six of the 22 residents attended this arranged visit. The consultive exercise with the Young Street residents didn’t provide a clear consensus that the new homes at West Thomson Street should be a replacement for the existing sheltered housing at Young Street. This combined with an updated analysis of the waiting list and stock lists indicate that the demand for sheltered/amenity housing in Clydebank is significant. As committed within the local housing strategy we must strategically plan for an increasing ageing demographic taking these factors into consideration the plan is to introduce twenty-seven new sheltered/amenity homes in the West Thomson Street development and recommence general letting activity within the Young Street complex immediately. Housing and HSCP will work in partnership to develop the new homes to meet identified need. 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 late financial year 2026/27. Our in-house design team and procurement colleagues are proceeding to detail our plans, and discussions are ongoing with other council service areas in terms of assessing potential decant location options to allow the works to the existing site to commence. We have carried out further detailed consultations individually with all residents on their detailed decant needs, including what support is required for older members of the community, and now have good information on their preferred final design solution. We are following this up with consideration of the chalet options available which meet our criteria. As of 1st April 2026, projects of this nature are eligible for AHSP grant support. Queen Mary Avenue, Clydebank (Clydebank Gap Sites) The Housing Mix can be seen below: 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 Total 42 29 Page 109
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The main contractor is CCG. Site start was the 20th October 2025 with a planned programme of 61 weeks. 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. A Planning application for the Dumbuie element is planned to be submitted May 2026. The refreshed housing mix includes: • 1x 3-bedroom wheelchair bungalow; • 2x 3-bedroom semi-detached houses; and • 3x 3-bedroom terraced houses. Bridge Street, Alexandria Following the purchase of the former Prep4Life building at Bridge Street, Alexandria; The Council is seeking approval to conduct a mini competition on the Scottish Procurement Alliance RM3 framework for a contractor to convert the building into 8 units of self-contained accommodation. The aim of these works is to enable accommodation for young care leavers to transition out of residential care, with a level of support, prior to taking on their own independent tenancy. Ottawa Crescent The Council are seeking 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 and permission to undertake the procurement exercise was established at the February 26 HACC. We were able to secure additional Scottish Government acquisition funding of £379,000 for the 2025/6 financial year from the Scottish Government’s Affordable Housing Supply Programme. Page 110
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Housing Development are now working with partners in Legal and Procurement to procure the main contractor for the project and work towards a site start date in Summer 2026. 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 Buyback Programme Total number of properties purchased in 2025/26 financial year 35 Total Purchase Value £3,460,850 6 of these properties were long term Empty Homes and we worked alongside our Empty Homes Officer to purchase these properties and bring them back into use in West Dunbartonshire. In 2026/27 we have already purchased one four-bedroom property, in addition a further six properties are under offer. Below is an update breakdown of acquisitions by electoral ward for the full financial year 25/26: 4.9 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. PROPERTY SIZE PURCHASED 5 apt 7 4 apt 12 3 apt 6 2 apt 10 Buyback Acquisitions 2025/26 No of Acquisitions (as at 31/03/26) Ward 1 - Lomond 5 Ward 2 – Leven 10 Ward 3 – Dumbarton 3 Ward 4 – Kilpatrick 4 Ward 5 – Clydebank Central 6 Ward 6 – Clydebank Waterfront 7 Total 35 Page 111
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4.10 In March, the Scottish Government published the four-year resource planning allocations to deliver new housing within the Affordable Housing Supply Programme. West Dunbartonshire receives 1.7% of the total overall funding and £51m over the four-year period. 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 Local Authority Area 2026-27 £m 2027-28 £m 2028-29 £m 2029-30 £m Total £m Aberdeen City 16.298 16.787 17.290 17.809 68.184 Aberdeenshire 27.779 28.612 29.470 30.355 116.216 Angus 10.118 10.422 10.735 11.057 42.332 Argyll & Bute 20.189 20.795 21.419 22.062 84.465 Clackmannanshire 6.984 7.193 7.409 7.631 29.216 Dumfries & Galloway 22.597 23.275 23.973 24.692 94.537 Dundee City 18.616 19.174 19.749 20.342 77.881 East Ayrshire 13.598 14.006 14.426 14.859 56.890 East Dunbartonshire 7.738 7.970 8.209 8.455 32.372 East Lothian 12.554 12.931 13.319 13.718 52.521 East Renfrewshire 7.696 7.926 8.164 8.409 32.196 Edinburgh, City of 66.383 68.375 70.426 72.539 277.723 Falkirk 14.982 15.431 15.894 16.371 62.679 Fife 39.963 41.162 42.396 43.668 167.189 Glasgow, City of 123.283 126.982 130.791 134.715 515.772 Highland 50.132 51.636 53.185 54.781 209.733 Inverclyde 10.476 10.791 11.114 11.448 43.830 Midlothian 10.586 10.904 11.231 11.568 44.288 Moray 9.571 9.858 10.153 10.458 40.040 Na h-Eileanan Siar 9.088 9.361 9.642 9.931 38.021 North Ayrshire 16.889 17.396 17.918 18.455 70.659 North Lanarkshire 36.014 37.095 38.208 39.354 150.671 Orkney Islands 3.933 4.051 4.172 4.297 16.453 Perth & Kinross 16.998 17.508 18.033 18.574 71.112 Renfrewshire 19.171 19.747 20.339 20.949 80.206 Scottish Borders 17.743 18.275 18.823 19.388 74.230 Shetland Islands 5.609 5.777 5.950 6.129 23.465 South Ayrshire 13.225 13.622 14.031 14.451 55.329 South Lanarkshire 32.384 33.356 34.357 35.387 135.484 Stirling 11.738 12.090 12.453 12.826 49.106 West Dunbartonshire 12.201 12.567 12.944 13.333 51.046 West Lothian 17.933 18.471 19.025 19.596 75.026 Total 702.470 723.544 745.250 767.608 2938.872 Page 112
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Dunbartonshire Council. 6.2 On 4 March 2026 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. An expenditure budget of £99.675m for the affordable housing supply programme inclusive of acquisitions is factored into the 5-year HRA Capital Programme. As it currently stands, it is anticipated that this programme will complete within project life budget. 6.3 Housing and Finance Officers will continue to assess the ongoing affordability of future developments within the context of the Housing Revenue Account Business Plan. Procurement 6.4 All new development sites will be subject to new detailed procurement strategies and the opportunities highlighted within 4.8 of this report will continue to be prioritised. Where the contract award for services is less than £213,477 (inc VAT), 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 for works is subject to a contract strategy. The contract strategy for new housing development within the HRA Capital Programme will be developed by the Corporate Procurement Unit in consultation with Housing Development Officers. The contract strategy will include but is not limited to; contract scope, service forward plan, the market, procurement model, and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. Opportunities to maximise the positive social, economic, and environmental impact for the Council through the relevant procurement processes will be developed in line with procurement policy. 7. Risk Analysis 7.1 All Council new build projects have their own Risk Register which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis. 7.2 With any new build project there is a risk that as the projects develop the cost increases beyond the estimated contract cost. Any additional borrowing requirements, or conversely, cost savings will be reported to future meetings of the Housing and Communities Committee. However, this is mitigated through a target cost model approach in our current contract arrangements within the Scottish Procurement Alliance (SPA) framework and Scotland Excel. Page 113
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7.3 Housing supply continues to be the key factor in terms of the national and local housing emergencies and if not increased and/or demand reduced it will lead to continued pressures on other Council and Health and Social Care Partnership service areas such as Homelessness which will have negative financial implications for the wider Council’s general fund. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 As part of a rent consultation exercise 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: 29 April 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 114
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Mikayla Deeley, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email mikayla.deeley@west- dunbarton.gov.uk Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy West Dunbartonshire Council’s Strategic Housing Investment Plan Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 115
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 13 May 2026 __________________________________________________________________ Subject: “Involving You to Improve Housing Services” West Dunbartonshire Council’s Tenant Participation Strategy 2025-28 - Annual Progress Report 1. Purpose 1.1 The purpose of this report is to provide the Housing and Communities Committee with an update on the implementation of “Involving You to Improve Housing Services”, our Tenant Participation Strategy which covers the period 2025-28. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the progress and achievements made in relation to the implementation of the strategy’s action plan (ii) Commend the key role played by tenant representatives in the Housing Service’s partnership approach to improving housing in West Dunbartonshire. 3. Background 3.1 The Council has a statutory duty under the Housing (Scotland) Acts 2001 and 2010 to produce and adequately resource a Tenant Participation Strategy and to evidence a strong commitment to involving tenants in shaping and improving housing services. 3.2 Our current Tenant Participation Strategy called “Involving You to Improve Housing Services”, was approved by the Housing and Communities Committee on 20 November 2024. This strategy builds on the positive developments of previous strategies successfully implemented since 2001. 3.3 In addition to being a legislative requirement, involving tenants and other service users in decisions about their homes and communities is a key element of the Scottish Social Housing Charter and expected practice of all social housing providers in their efforts to improve housing services. 3.4 West Dunbartonshire Council continues to be an exemplar organisation in supporting tenant participation activities. In 2018 the Council was the first local authority in Scotland to be awarded Gold Accreditation by TPAS Scotland (Tenant Participation Advisory Service - Scotland). This followed a robust scrutiny of our tenant participation structures and activities and included TPAS ITEM 11 Page 117
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Scotland examining our practices and interviewing a range of tenants and staff. The service subsequently went through a reaccreditation process and were again awarded a Gold Accreditation in February 2023. 3.5 The work of the West Dunbartonshire Tenants and Residents Organisation (WDTRO) has also been recognised at a national level. In 2025 they received two TPAS awards, Tenant Group of the Year and Outstanding Achievement Award. These were in recognition of their achievements in ensuring that the tenant voice is heard and for their work around transparency in relation to the Housing Revenue Account (HRA) and their efforts influencing the decision to remove the budgeted for surplus within Building Services. 4. Main issues 4.1 “Involving You to Improve Housing Services” is underpinned by the following strategic vision: “West Dunbartonshire’s Housing Services’ vision for tenant participation is one of sharing information with our tenants, future tenants and other service users in a variety of ways; providing opportunities for them to express their views in a way that suits them; listening to and acting on tenants’ views to improve the housing services we provide and allowing our tenants to scrutinise our performance”. 4.2 The strategy has the following eight key aims: • We will improve the culture and practice of involving tenants across housing services. • We will improve feedback to tenants so that we can demonstrate where our tenants and other service users have influenced or shaped housing services. • We will promote and provide a wide range of options for tenants to get involved in. This will include more interactive online networks and virtual meetings to help people be involved from home. • We will encourage the involvement of under-represented groups, such as young people, homeless people, people with disabilities and minority ethnic groups. • We will ensure tenants are aware of the opportunities available to them to influence housing service plans and budgets. • We will assess our performance in line with the Scottish Social Housing Charter and involve tenants in our annual Tenant Report. • We will ensure that the resources we put in place and practices we carry out are adequate to support and develop tenant participation activity. • We will ensure we communicate effectively with tenants and provide good quality, accessible information that tenants want. Page 118
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4.3 The strategy sets out a comprehensive series of actions aimed at achieving these key aims over the 3-year period. The full detail of this action plan is attached as Appendix 1 and is summarised below. “Involving You to Improve Housing Services” Year 1 progress summary Action completed 5 Action in progress 44 Check progress of action 0 Action overdue 0 Action cancelled 0 Total 49 Some of the key achievements relating to each of the aims of the strategy during 2025/26 are outlined below. 4.4 Improve the culture and practice of involving tenants across housing services: • Following the development of a Tenant Participation iLearn course, this was added to the induction programme of new housing staff, with existing staff also encouraged to complete this and afforded the time to do from within our management structures. • A staff implementation group has been established with representatives from Building Services, Housing Asset and Investment, Housing Development and Homelessness and Housing Operations, and to improve inter team communication, encourage collaborative working, promote the benefits of tenant participation and to help facilitate the implementation of the action plan. • An annual Tenant Participation Performance Report is produced to promote the outcomes of tenant participation and help demonstrate its purpose and impact to staff and tenants (a copy of the 2025/26 report is attached as Appendix 2 (not available yet)). • Quarterly electronic TP Updates for tenant representatives, Elected Members and staff were produced to maximise awareness of tenant participation activities. • The success of the WDTRO winning two TPAS (Tenant Participation Advisory Service) Scotland Awards in 2025 was promoted widely to highlight the work they do and what they have achieved. • The walkabout process was reviewed and updated to ensure a consistency in approach, maximise their effectiveness and help build positive relationships between tenants and staff. Page 119
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4.5 Improve feedback to tenants so that we can demonstrate where tenants have influenced or shaped the housing service: • The Consultation Toolkit used by staff to facilitate effective feedback to tenants when reviewing policies or practices was reviewed and updated to fully align with the corporate consultation process. Consultation summaries continue to be provided as part of the background papers to reports presented to the Housing and Communities Committee to help demonstrate the influence consultation has. • Housing News was used to publicise outcomes from consultations to help encourage more tenants get involved in the future and demonstrate that they can influence decisions and policies. • Tenants and Residents Associations were supported to demonstrate their achievements at a local level as well as using the Housing News to promote their activities more widely. • Tenants were supported to review papers going to the Housing and Communities Committee through the Pre-HACC Forum, so that they have a final opportunity to make their views known through the Housing Convener. 4.6 Promote and provide a wide range of options for tenants to get involved: • We continued to promote a wide range of options to encourage tenants to get involved in a way that suits them. We used the Housing News to advertise tenant group meetings and activities, as well as specific articles on the Joint Rent Group and Scrutiny Panel activities. The WDTRO also have a regular column which they use to promote their activities and encourage tenants to get involved. • We continued to support tenant involvement in scrutinising Housing Services and the Scrutiny Panel’s reports are publicised in the Housing News, on our Tenant Participation webpages and shared with the WDTRO. The Panel also used the Housing News, Clydesider and Dumbarton and Vale Advertiser to advertise and recruit new members. • We supported TRAs to produce posters, flyers, and social media material to promote their activities, meetings, and any specific events that they hosted. • Walkabouts have been promoted to encourage tenants to get involved in their own neighbourhoods. • An easier to read summary of TP Strategy was produced and published on the Council’s website to make the strategy more accessible and user- friendly. • Scottish Housing Day (17/9/25) was used to share photos and comments from tenant volunteers to help encourage more people to get involved and raise the profile of individual TRAs. TRAs and Scrutiny Panel are also now registered with WDCVS to help recruit new members from those looking for volunteering opportunities. 4.7 Encourage involvement of under-represented groups: Page 120
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• Regular monthly meetings continued to be held with tenants at the Gypsy/ Traveller site at Dennystoun Forge. The redevelopment of the site is a key focus for them but having a process to ensure that we continue to meet the Scottish Government’s Minimum Site Standards and the introduction of a Site Coordinator role has helped improve communication and ensure that repairs and issues are addressed quickly. • Gypsy/Traveller Cultural Awareness Training was provided by MECOPP for housing staff involved with the Dennystoun Forge residents to help develop better understanding of the barriers and stigma this community can face and promote positive communication and relationships. • We continued to participate in the West Dunbartonshire Equality Forum, and this remains an effective mechanism for developing working partnerships and promoting tenant participation to a wider audience. • We continued links with local groups such as Y-Sort-It who were a guest speaker at the WDTRO’s AGM. We also contacted Members of the Scottish Youth Parliament, and the quarterly TP newsletter is now shared with them to help promote interest in tenant participation. 4.8 Ensure that tenants are aware of the options available to shape housing services: • To ensure tenants are aware of the options available to shape housing services and budgets, we continued to promote these widely through Housing News, our Tenant Participation Updates and online. • Our annual rent setting consultation process continued to develop transparency around the Housing Revenue Account (HRA) which tenants and the Scottish Housing Regulator are looking for. The response rate in the rent setting consultation remained high and this is a key decision that tenants could make their views known on and influence. • Our Joint Rent Group continued to meet bi-monthly, with tenant volunteers and key housing and finance staff working together to make budget processes more transparent and monitoring key budgets to ensure value for money. • New tenants are advised at sign-ups and new tenant visits about their rights to get involved and the opportunities available. The sign-up process was improved with the development and introduction of a new “Getting started in your new tenancy” digital link via Sway, which now includes information on ways to get involved (this form of communication benefits from automatically translating into another preferred language, making it more accessible). 4.9 Make sure that the resources we put in place and practices we carry out are adequate to support and develop tenant involvement: • We continue to review the resources required to support tenant participation and tenant scrutiny and review the Tenant Participation budget annually. There are two officers with a specific remit for tenant participation and Page 121
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during 2025/26 they continued to support twelve Tenant and Resident Associations, the WDTRO, Sheltered Housing Forum, Joint Rent Group, pre-HACC (Housing and Communities Committee) Forum, and the Scrutiny Panel. 4.10 Promote the difference tenants can make and the positive benefits of participation to them personally as well to their community: • The personal benefits of participating in tenant activities including training opportunities available, were promoted though the Housing News, TP Updates and on Facebook to help act as an incentive for more tenants to get involved. The training material for groups were reviewed and updated to help support them to operate effectively. • The personal benefits of participating were also highlighted via interviews with individual tenants for the “On the Spot” feature in the Housing News. 4.11 Make sure that we communicate effectively with tenants and provide good quality, accessible information that tenants want: • We continued to ensure that we communicate effectively and provide good quality accessible information that tenants want, primarily through our quarterly newsletter Housing News delivered to all tenants. • We regularly update the content of our Tenant Participation web pages to ensure that they are a useful resource for tenant groups and individual tenants 24/7. • We ensured that all documents published on the Council’s website complied with accessibility standards. • We increased the number of followers and reach of our TP Facebook page, which is used to share local community news, TRA activities, promote consultations and encourage ways to get involved. 5. People Implications 5.1 There are no people implications because of this report. The delivery of the strategy is managed from within existing staffing resources, led by two dedicated Tenant Participation staff members within the Housing Development and Homelessness Team, supported by a broader staff implementation group and with input and the collaboration of staff across the housing service. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications in relation to this report. The action plan attached to the strategy is being delivered from within existing budgets. Page 122
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7. Risk Analysis 7.1 The Council has a statutory responsibility to produce and adequately resource the implementation of a Tenant Participation Strategy. Our “Involving You to Improve Housing Services” strategy reflects the priorities and aspirations of tenants and tenant representatives, therefore there is a risk that if its key aims are not met, then this would produce an adverse reaction from tenants, tenant representatives and from the Scottish Housing Regulator and lead to reputational damage for the Council. 7.2 Our Tenant Participation Strategy builds on the achievements made in developing good working relationships with tenants over the years, improving transparency and a joint working approach to involving tenants. The continued delivery of the strategy is therefore essential in demonstrating the Council’s on- going commitment to continuous improvement across Housing Services and putting tenants at the centre of our activities. 8. Equalities Impact Assessment 8.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. An Equality, Health and Human Rights Impact Assessment was carried out as part of the strategy’s development and found no substantive negative impacts. The recommendation within this report does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 9. Consultation 9.1 The Strategy was created following a full consultation with tenants, staff, and councillors. Regular updates on tenant participation activities and progress on the action plan are provided at the bi-monthly WDC/WDTRO Liaison meetings. The minutes of these meetings are circulated to staff attendees, all Tenant and Resident Associations, WDTRO members, as well as being publicly available on the Council’s webpage. 10. Strategic Assessment 10.1 The Tenant Participation Strategy is the overarching document setting out the strategic direction for engagement with tenants and future tenants. The implementation of the Tenant Participation Strategy contributes significantly to the Council’s strategic priorities and specifically to ensuring resilient and thriving communities and being an inclusive and adaptable Council. Peter Barry Chief Officer, Housing Date: 16 April 2026 Page 123
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Person to Contact: John Kerr, Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing. email: john.kerr@west-dunbarton.gov.uk Jane Mack, Senior Housing Development Officer (Tenant Participation), Housing Development and Homelessness Team, Housing. email: jane.mack@west-dunbarton.gov.uk Appendices: 1. TP Strategy 2025-2028 action plan 2. TP Annual Performance Report 2025/26 Background Papers: Tenant Participation Strategy 2025-2028 ‘Involving You to Improve Housing Services’ Wards Affected: All Page 124
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"Involving You" Tenant Participation Strategy 2025/28 Generated on: April 2026 Report Layout: Housing Scorecard with Action and PI codes Icon Name 1. We will improve the culture and practice of tenant participation across housing services Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/001 Ensure all new staff complete the TP ilearn course as well as existing staff completing course every 3 years 31-May- 2028 Year 1: Promote ilearn course via HIB and report progress via annual update to Housing and Communities Committee. 30-May- 2026 Yes Initial report on staff that have completed ilearn course provided to HIB February 2025 and teams asked to promote to staff. Also promoted via TP Strategy implementation team, spring TP update, and link to ilearn course has been added to Housing Operations quarterly. team newsletter. Update on staff completions provided to HIB March 2026 and included in TP Strategy update to HACC May 2026. Jane Mack Year 2: Promote ilearn course via HIB and report progress via annual update to Housing and Communities Committee. 31-May- 2027 No ITEM 11 - APPENDIX 1 Page 125
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Year 3: Promote ilearn course via HIB and report progress via annual update to Housing and Communities Committee. 31-May- 2028 No H/25- 28/TPS/002 Promote the benefits of involving tenants and its direct link to improving housing services and tenant satisfaction to staff 31-May- 2028 Year 1 - Continue to review and develop effective mechanisms to promote TP activities and impacts to staff. 31-Mar- 2026 Yes First meeting of staff TP Strategy implementation group held 1/4/25 and agreed ways to promote TP through existing teams’ updates and getting TP ilearn course added to staff induction information. Jane Mack Year 2 - Continue to review and develop effective mechanisms to promote TP activities and impacts to staff. 31-Mar- 2027 No Year 3 - Continue to review and develop effective mechanisms to promote TP activities and impacts to staff. 31-Mar- 2028 No H/25- 28/TPS/003 Produce quarterly TP updates for elected members, housing, and related services staff to raise awareness of TP activities 31-May- 2028 Year 1 - Produce quarterly TP updates. 30-Mar- 2026 Yes Summer 2025 TP update produced and shared 04/07/25, Autumn 2025 TP update produced and shared 14/11/25. Winter update not produced as little in way of new content. A new Housing Development and Homelessness staff newsletter is currently being developed, and TP update will then be Jennifer McKechnie Page 126
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To reviewed in terms of frequency and audience (potentially be more TRA focused). Year 2 - Produce quarterly TP updates. 31-Mar- 2027 No Year 3 - Produce quarterly TP updates. 31-Mar- 2028 No H/25- 28/TPS/004 Improve inter team communication and provide TP updates for Housing Operations and Building Services newsletters 31-May- 2028 Year 1 -Improve inter team communication and information around TP activities. 31-Mar- 2026 Yes Following discussion at first meeting of staff TP Strategy implementation group, TP ilearn information was included in Housing Operations staff newsletter in May. TP now included when Housing Operations are drafting their staff newsletter so have opportunity to provide TP input. Rent setting info was included in 19th edition of newsletter Nov 2025. Jane Mack; Jennifer McKechnie Year 2 -Improve inter team communication and information around TP activities. 31-Mar- 2027 No Year 3 -Improve inter team communication and information around TP activities. 31-Mar- 2028 No H/25- 28/TPS/005 Record outcomes from involving 31-May- 2028 Year 1 - Review, promote, record, and publicise activities around involving tenants. 31-May- 2026 Yes 2024/25 TP performance report was produced, published, and shared with HIB, TRAs and Jane Mack Page 127
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To tenants and publicise them through the Housing News and other TP communication channels article included in Autumn 2025 Housing News. The WDTRO won two national TPAS Awards and publicity generated to promote the work and achievements of WDTRO in local press, autumn edition of Housing News and via social media. 2025/26 TP performance report will be included as an appendix to the TP Strategy update provided to the HACC in May 2026. Year 2 - Review, promote, record, and publicise activities around involving tenants. 31-May- 2027 No Year 3 - Review, promote, record, and publicise activities around involving tenants. 31-May- 2028 No H/25- 28/TPS/006 Publish an Involving You annual report 31-May- 2028 Year 1 - Review content and produce TP performance /progress report. 31-May- 2026 No 2025/26 TP performance report will be included as an appendix to the TP Strategy update provided to the HACC in May 2026. Jane Mack Year 2 - Review content and produce TP performance /progress report. 31-May- 2027 No Year 3 - Review content and produce TP performance /progress report. 31-May- 2028 No Page 128
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/007 Develop better links between Housing Officers and local TRA’s and help develop positive relationships with TRA members 31-May- 2028 Year 1 progress. 31-May- 2026 Yes We continue to develop and promote better links between Housing Officers TRAs. Housing Officers attend the Dalmuir MSF TRA meetings. Quarterly TP newsletters highlight the benefit of having a TRA and the good work they carry out in our communities. Walkabouts are attended by Housing Officers and can be a good tool for developing relationships. Jennifer McKechnie Year 2 progress. 31-May- 2027 No Year 3 progress. 31-May- 2028 No H/25- 28/TPS/008 Promote to staff that walkabouts are a good way to identify issues and build relationships with tenants 31-May- 2028 Year 1 - Promote to staff across housing the benefits and impacts walkabouts. 31-May- 2026 Yes During 2025/26 the Walkabout Process was fully reviewed and updated and has been shared with staff, the WDTRO and local TRA's. This should ensure consistency of approach, improve transparency, and ensure agreed action are implemented. A feedback sheet has been developed in conjunction with the WDTRO, and walkabouts will continue to be a standing agenda item Jennifer McKechnie Page 129
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To at Liaison meetings. We will continue to promote walkabouts to ensure there are as effective as possible and a positive way tenants' can be involved. Year 2 - Promote to staff across housing the benefits and impacts walkabouts. 31-May- 2027 No Year 3 - Promote to staff across housing the benefits and impacts walkabouts. 31-May- 2028 No Icon Name 2. We will improve feedback to tenants so that we can demonstrate where our tenants and other service users have influenced or shaped housing services Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/009 Review the Consultation Toolkit with staff to ensure it is effective and easy to use 31-May- 2026 Establish internal staff group to review toolkit. 30-May- 2025 Yes Complete - staff working group established to take forward review of toolkit. Jane Mack Review and update toolkit. 30-May- 2026 No Meeting with staff who have used the toolkit took place 13/8/25. Discussed ways to improve and align with corporate consultation process. Follow-up meeting took place in Feb 2026 following rent consultation exercise and aim is for Toolkit Page 130
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To will be fully revised by end of May 2026. H/25- 28/TPS/010 Outcomes from consultations will be communicated to participants and will be publicised via the Housing News, webpages, and social media to ensure that tenants can see where they are making a difference 31-Mar- 2028 Year 1 - Ensure lead officer for all consultations provides feedback regarding outcomes to participants. 31-Mar- 2026 Yes Complete - Rent setting outcome and feedback on Allocation Policy consultation published in Spring 2026 edition of Housing News. Jane Mack Year 2 - Ensure lead officer for all consultations provides feedback regarding outcomes to participants. 31-Mar- 2027 No Year 3 - Ensure lead officer for all consultations provides feedback regarding outcomes to participants. 31-Mar- 2028 No H/25- 28/TPS/011 Support TRAs to demonstrate their achievements locally 31-Mar- 2028 Year 1 - Support TRAs to demonstrate their achievements locally. 31-Mar- 2026 Yes Our TRA’s have been encouraged to share their ‘wins’ on social media. One TRA has been supported to create a newsletter highlighting their achievements and plans which is distributed throughout the local community. Jennifer McKechnie Year 2 - Support TRAs to demonstrate their achievements locally. 31-Mar- 2027 No Year 3 - Support TRAs to demonstrate their achievements locally. 31-Mar- 2028 No H/25- 28/TPS/012 Promote the benefits of 30-Nov- 2025 Review information available about setting up a TRA 30-Jun- 2025 Yes Complete - TRA training material reviewed and some updated. Jennifer McKechnie Page 131
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To having a TRA and include practical examples Promote the support available for setting up a TRA. 31-Aug- 2025 Yes Complete - Article in Summer 2025 edition of Housing News promoting TRA activity and support available. H/25- 28/TPS/013 Publish annual tenant involvement outcomes as part of TP performance report 31-Mar- 2028 Year 1 - Publish annual tenant involvement outcomes as part of TP performance report 31-May- 2026 No 2025/26 TP performance report will be included as an appendix to the TP Strategy update provided to the HACC in May 2026 and then shared via Housing News and other TP communication channels. Report will include information around the outcomes of tenant involvement. Jane Mack Year 2 - Publish annual tenant involvement outcomes as part of TP performance report 31-Mar- 2027 No Year 3 - Publish annual tenant involvement outcomes as part of TP performance report 31-Mar- 2028 No H/25- 28/TPS/014 Demonstrate the outcome(s) of tenant involvement in tenant scrutiny activities 31-Mar- 2028 Year 1 - Demonstrate the outcome(s) of tenant involvement in tenant scrutiny activities. 31-Mar- 2026 Yes Complete - Outcome of Scrutiny Panel’s report and recommendations to improve the Repair reporting process included in the Spring 2025 edition of Housing News. Clydesider magazine featured a member of the Scrutiny Panel and the benefits of volunteering on the Jane Mack Page 132
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Panel with a focus on their positive outcomes. Feature on Scrutiny Panel membership also included in Spring 2026 Housing News. Year 2 - Demonstrate the outcome(s) of tenant involvement in tenant scrutiny activities 31-Mar- 2027 No Year 3 - Demonstrate the outcome(s) of tenant involvement in tenant scrutiny activities 31-Mar- 2028 No H/25- 28/TPS/015 Support tenants and TRA representatives to review papers going to the HAC Committee and encourage them to participate in the Pre-HACC Forum 31-Mar- 2028 Year 1 - Support tenant reps to participate at pre-HACC forum. 31-Mar- 2026 Yes May 2025 HACC: Reports printed and sent to tenant reps, pre-HACC held on 06/05/25, various questions asked and actions noted. Convenor related relevant views at May 2025 Committee meeting. Aug 2025 HACC: Reports printed and sent to tenant reps. pre-HACC held on 25/08/25. WDTRO views on proposed Motion re increasing funding for open space maintenance were articulated by Convenor at August 2025 Committee meeting. Feb 2026 HACC: Reports sent and printed to tenant reps. Jane Mack Page 133
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Pre-HACC Forum held on 23/2/26 along with discussion on rent setting paper going to Full Council meeting on 4/3/26. Year 2 - Support tenant reps to participate at pre-HACC forum. 31-Mar- 2027 No Year 3 - Support tenant reps to participate at pre-HACC forum. 31-Mar- 2028 No Icon Name 3. We will promote and provide a wide range of options for tenants to get involved in. Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/016 Promote the range of options and support in place to encourage tenants to get involved 31-Mar- 2028 Year 1 - Promote the range of options and support in place to encourage tenants to get involved 31-Mar- 2026 Yes Complete - TP webpages reviewed and updated to promote range of options. TP officers details publicised in each edition of Housing News and on Council website to make it as easy as possible for tenants to get in touch. On the Spot feature in Housing News alternated between staff and tenant reps to help show the different groups Jane Mack Page 134
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To tenants can get involved in. Year 2 - Promote the range of options and support in place to encourage tenants to get involved 31-Mar- 2027 No Year 3 - Promote the range of options and support in place to encourage tenants to get involved 31-Mar- 2028 No H/25- 28/TPS/017 Explore easy read option to produce a leaflet version of the TP Strategy 2025- 2028 to make the TP Strategy more accessible and user- friendly 31-Aug- 2025 Identify and contact Easy read specialist for quotes. 30-Jun- 2025 Yes Complete - providers contacted and 3 quotes requested and provided. Easy Clear Info were appointed with lowest quote (£180). Jane Mack Create summary version of TP strategy with key info. 31-Aug- 2025 Yes Complete - Easier to read summary of TP Strategy produced and published on Council website Nov 2025. H/25- 28/TPS/018 Encourage more individual tenants to become involved in tenant participation 31-Mar- 2028 Year 1 - Summarise participation levels through- out past year. 31-Mar- 2026 Yes Scottish Housing Day 17/9/25 used to share photos and comments from involved tenants to help encourage more people to get involved. TRAs and Scrutiny Panel are now registered with WDCVS to help recruit new members from people contacting them looking for volunteering opportunities. TP staff attended WDVCS Volunteer Fair on Sat 7/6/25 to promote TP Jennifer McKechnie Page 135
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To and the range of ways to get involved. Year 2 - Summarise participation levels through- out past year. 31-Mar- 2027 No Year 3 - Summarise participation levels through- out past year. 31-Mar- 2028 No H/25- 28/TPS/019 Support TRAs to produce flyers, posters and create social media or websites promoting the work that they do and how to get involved 31-Mar- 2028 Provide appropriate support in Year 1. 31-Mar- 2026 Yes All TRA’s have refreshed posters in noticeboards where applicable. TRA’s are supported with using social media. Jennifer McKechnie Provide appropriate support in Year 2. 31-Mar- 2027 No Provide appropriate support in Year 3. 31-Mar- 2028 No H/25- 28/TPS/020 Continue to deliver tenant conferences and/or events 31-Mar- 2028 Year 1 - Continue to deliver tenant conferences and/or events during 2025/26. 31-Mar- 2026 Yes No annual tenant conference was held during 2025/26, due in part to staff focusing on supporting existing groups but also no clear topic was suggested from tenants for the focus of an annual conference. During 2026/27 we will discuss with tenants the appetite for an annual conference and also explore promoting smaller more local events to encourage Jane Mack Page 136
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To more tenants to become involved. Year 2 - Continue to deliver tenant conferences and/or events during 2026/27. 31-Mar- 2027 No Year 3 - Continue to deliver tenant conferences and/or events during 2027/28. 31-Mar- 2028 No H/25- 28/TPS/021 Explore new methods to provide information and obtain tenant views (e.g. social media, Tenant/Citizen Portal) 31-Mar- 2028 Year 1 - Explore new methods to provide information and obtain tenant views 31-Mar- 2026 Yes During 2025/26 we continued to extend the use of texts to provide information to tenants, including improved communication around repairs as outlined in our new Repairs Policy and advising tenants in MSF quickly and directly when lifts are not operational. We also now use texts and email to highlight and promoting participation in consultations that take place. Our TP facebook page also continues to evolve, now linking with a range of local groups to share information and promote networking opportunities. Jane Mack; Jennifer McKechnie Year 2 - Explore new methods to provide information and obtain tenant views 31-Mar- 2027 No Page 137
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Year 3 - Explore new methods to provide information and obtain tenant views 31-Mar- 2028 No H/25- 28/TPS/022 Continue use of virtual meetings as option for people with limited time as well as for those with mobility issues as an attractive option to get involved from the comfort of own home 31-Mar- 2028 Year 1 summary: 31-Mar- 2026 Yes Zoom option continued for all WDTRO Liaison, Joint Rent Group, Scrutiny Panel and Pre-HACC meetings. Rent setting consultation also included an evening online meeting option. Zoom license for WDTRO also continued to facilitate their independent hybrid meetings. Jane Mack Year 2 summary: 31-Mar- 2027 No Year 3 summary: 31-Mar- 2028 No H/25- 28/TPS/023 Promote walkabouts to encourage tenants to get involved in their own neighbourhood 31-Mar- 2028 Year 1 summary: 31-Mar- 2026 Yes During 2025/26 the Walkabout Process was reviewed and strengthened and shared with the WDTRO. The aim is to ensure consistency of approach and encourage more tenants and tenants’ group to become involved. Progress and updates continue to be reported at liaison meetings. Jennifer McKechnie Year 2 summary: 31-Mar- 2027 No Page 138
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Year 3 summary: 31-Mar- 2028 No Icon Name 4. We will encourage the involvement of under-represented groups such as young people, homeless people, people with disabilities and minority ethnic groups Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/024 Explore opportunities to develop Mightynetworks, a digital platform, as a more interactive and accessible option to increase tenant participation from young people 31-Mar- 2027 Jane Mack H/25- 28/TPS/025 Continue links with local youth groups like YSORTIT, Youth Council to raise awareness of participation opportunities and tenant rights 31-Mar- 2028 Year 1 summary: 31-Mar- 2026 Yes Links continue with local groups such as Y-Sort-It who attended the WDTRO AGM. TP staff made contact made with MSYPs (Members of Scottish Youth Parliament and the quarterly TP newsletter is now shared with members. TP staff have also contacted Throughcare for Jennifer McKechnie Page 139
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To information on the Throughcare Champions Board to develop contact and explore opportunities. Year 2 summary: 31-Mar- 2027 No Year 3 summary: 31-Mar- 2028 No H/25- 28/TPS/026 Explore opportunities to develop a forum for people in or previously lived in temporary/supp orted accommodation 31-Mar- 2027 Jennifer McKechnie H/25- 28/TPS/027 Continue to support tenants at Dennystoun Forge to work with Housing Services and focus on their priorities 31-Mar- 2028 Year 1 summary: 31-Mar- 2026 Yes Support and activity during 2025/26 has included monthly tenants’ meetings and newsletter distributed, regular 6 monthly site inspections carried out alongside tenants and the delivery of Cultural Competency Training by MECCOP for housing staff involved with site residents. There has also been ongoing engagement around the development of the site, including detailed discussions and visits to proposed decant sites. Jennifer McKechnie Page 140
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Year 2 summary: 31-Mar- 2027 No Year 3 summary: 31-Mar- 2028 No H/25- 28/TPS/028 Continue membership of West Dunbartonshire Equality Forum and promote tenant participation to wider groups 31-Mar- 2028 Year 1 summary: 31-Mar- 2026 Yes Attended meetings of the Equality Forum on 12/3/25, 9/9/25 and 4/3/26 and participation remains a positive networking opportunity. Contacts have benefited getting TRA and Scrutiny Panel registered with WDCVS and contact from Carers WD invited to Dennystoun Forge to provide additional support to residents. Jane Mack Year 2 summary: 31-Mar- 2027 No Year 3 summary: 31-Mar- 2028 No H/25- 28/TPS/029 Develop links with other agencies and projects that work with tenants who have disabilities and identify ways to improve involvement in TP 31-Mar- 2028 Year 1 summary: 31-Mar- 2026 Yes Membership of West Dunbartonshire Equality Forum provides a good opportunity to connect with specialist agencies in WD. Article on Improving Lives a local charity who provide info and support to people living with disabilities, their family or carers included in Spring 2026 HN to help promote their activities. Jane Mack; Jennifer McKechnie Page 141
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Year 2 summary: 31-Mar- 2027 No Year 3 summary: 31-Mar- 2028 No Icon Name 5. We will ensure tenants are aware of the options available to them to shape housing service plans and budgets Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/030 Produce and promote an annual consultation calendar so tenants know in advance opportunities they have to influence housing services and policies. 31-Mar- 2028 Produce and promote an annual consultation calendar for 2025/26. 30-May- 2025 Yes Officers been contacted and consultation plans being put together for publicising. Consultation calendar for 2025 published on TP webpage and will be promoted in upcoming TP update and June Liaison meeting. Jane Mack Produce and promote an annual consultation calendar for 2026/27. 30-Apr- 2026 No Produce and promote an annual consultation calendar for 2027/28. 30-Apr- 2027 No H/25- 28/TPS/031 Carry out an annual consultation on rent setting and provide clear information for 31-Mar- 2028 Carry out an annual consultation on rent setting for 2026/27. 31-Jan- 2026 Yes Consultation ran from 30/10/25 to 23/01/26. Response rate 12.1% and tenant’s preferred rent option of 6.7% increase (lowest option available) Jane Mack Page 142
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To tenants to be able to make informed choices recommended to Council 04/03/26. Carry out an annual consultation on rent setting for 2027/28. 31-Jan- 2027 No Carry out an annual consultation on rent setting for 2028/29. 31-Jan- 2028 No H/25- 28/TPS/032 Continue to facilitate the Joint Rent Group to scrutinise the Housing Revenue Account to increase transparency and value for money. 31-Mar- 2028 Continue to facilitate the Joint Rent Group to scrutinise the HRA during 2025/26. 31-Mar- 2026 Yes Full JRG continues to meet every 2 months, and tenant volunteers meet in between to discuss and get a better understanding of the information shared at the JRG meetings. Commitment for updates to be provided ahead of tenant meetings has been restated and plan to review the timing and frequency of tenant JRG meetings. Jane Mack Continue to facilitate the Joint Rent Group to scrutinise the HRA during 2026/27. 31-Mar- 2027 No Continue to facilitate the Joint Rent Group to scrutinise the HRA during 2027/28. 31-Mar- 2028 No H/25- 28/TPS/033 Support the Joint Rent Group to develop tenant 31-Mar- 2028 Support the Joint Rent Group to develop tenant involvement in the HRA budget decision making process during 2025/26. 31-Mar- 2026 Yes Tenant understanding of HRA continues to develop. Capital and void budgets in particular are being monitored and Jane Mack Page 143
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To involvement in the HRA budget decision making process questions asked at the JRG. This involvement will help ensure that tenant involvement in the budget decision making process should follow on from that. Support the Joint Rent Group to develop tenant involvement in the HRA budget decision making process during 2026/27. 31-Mar- 2027 No Support the Joint Rent Group to develop tenant involvement in the HRA budget decision making process during 2027/28. 31-Mar- 2028 No H/25- 28/TPS/034 Ensure new tenants are told at sign-ups and new tenant visits about their rights to get involved and the opportunities available. 31-Mar- 2026 Action to discussed at staff implementation group. Review information new tenants receive about rights and opportunities to get involved and make relevant improvements. 31-Mar- 2026 Yes Revised tenant handbook includes updated information on tenant participation. A new “Getting started in your new tenancy” digital link via Sway was developed by Housing Operations during 2025/26 which provides a link to the tenant handbook and TP is mentioned in this. Aim that when Sway form is next reviewed that TP is included. Jane Mack H/25- 28/TPS/035 Explore new opportunities to promote the range of options 31-Mar- 2028 Explore new opportunities to promote the range of options available to tenants to get involved during 2025/26. 31-Mar- 2026 Yes Ways to get involved leaflet updated – is now fully accessible and available via website and promoted via Housing News. Jennifer McKechnie Page 144
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To available to tenants to get involved. Social media is also used to promote the range of opportunities available to tenants to get involved. Explore new opportunities to promote the range of options available to tenants to get involved during 2026/27. 31-Mar- 2027 No Explore new opportunities to promote the range of options available to tenants to get involved during 2027/28. 31-Mar- 2028 No Icon Name 6. We will assess our performance in line with the Scottish Social Housing Charter and involve tenants in our annual Tenant Report. Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/036 Agree with tenants what Charter indicators they want included in the Annual Charter Performance Report. 31-May- 2026 Brief WDTRO and Scrutiny Panel on updated Charter Indicators. 31-Oct- 2025 Yes Complete - Tenant groups have been briefed on new Charter Indicators and are already receiving regular data about the new damp and mould indicators. Following discussion with WDTRO full review of Annual Charter Performance Report will be carried out early in 2026. Stefan Kristmanns Review content, style, and format of Annual Charter Performance Report to cover next 5-year period, including 31-May- 2026 No Scrutiny Panel and WDTRO been invited to review the Charter report and are Page 145
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To performance indicators (link to review of Housing Service Standards and content of performance insert shared with Housing News). interested. Advert also included in spring 26 Housing News asking for tenant volunteers. H/25- 28/TPS/037 Review the best style to use to ensure the report is accessible and easy to understand 31-May- 2026 Following discussion with WDTRO full review of Annual Charter Performance Report will be carried out early in 2026. 31-May- 2026 No WDTRO and Scrutiny Panel been invited to be included in the review and are interested. Article also included in Spring 2026 Housing News about review and asking for tenant volunteers. Jane Mack H/25- 28/TPS/038 Assist WD Scrutiny Panel to review and scrutinise performance data 31-Mar- 2028 Brief Scrutiny Panel on 2024/25 performance and help inform focus of scrutiny activity. 30-Jun- 2025 Yes 2024/25 Performance update been issued to Scrutiny Panel members and will be discussed at their meeting on 8/7/25 and used to inform what area they will want to look at next. Jane Mack Brief Scrutiny Panel on 2025/26 performance and help inform focus of scrutiny activity. 30-Jun- 2026 No Brief Scrutiny Panel on 2026/27 performance and help inform focus of scrutiny activity. 30-Jun- 2027 No H/25- 28/TPS/039 Support scrutiny activity by reviewing training materials 31-Mar- 2028 Support scrutiny activity by reviewing training materials available for staff and tenants. 30-Jun- 2025 Yes Scrutiny training material been updated for new potential members with current performance information and examples. Jane Mack Page 146
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To available for staff and tenants Support scrutiny activity by reviewing training materials available for staff and tenants. 30-Jun- 2027 No Support scrutiny activity by reviewing training materials available for staff and tenants. 31-Mar- 2028 No H/25- 28/TPS/040 Recruit new members onto the WD Scrutiny Panel 31-Mar- 2028 Year 1 summary: 31-May- 2026 Yes Advert for Panel members included in Spring 2025 Housing News. Facebook advert also published April 2025. Contact made with Clydesider community newspaper and an article featuring a Scrutiny panel member included. One new member undergone training 17/12/25 and has signed Code of Conduct and formally joined Panel. 1 other interested and still to do training. Jane Mack Year 2 summary: 31-May- 2027 No Year 3 summary: 31-Mar- 2028 No Icon Name 7. We will ensure that the resources we put in place and practices we carry out are adequate to support and develop tenant participation activity Page 147
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/041 Respond to any training requirements of TRA members. 31-Mar- 2028 Year 1 summary: 31-Mar- 2026 Yes Committee skills training material has been fully updated and delivered to 3 TRA's. Jennifer McKechnie Year 2 summary: 31-Mar- 2027 No Year 3 summary: 31-Mar- 2028 No H/25- 28/TPS/042 Monitor TP Budget spending 31-Mar- 2028 Monitor TP Budget spending during 2025/26. 31-Mar- 2026 Yes Monthly updates on TP Budget spending provided by Finance and are reviewed. Jane Mack Monitor TP Budget spending during 2026/27. 31-Mar- 2027 No Monitor TP Budget spending during 2027/28. 31-Mar- 2028 No Icon Name 8. We will ensure we communicate effectively with tenants and provide good quality, accessible information that tenants want Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To H/25- 28/TPS/043 Review and improve the content on the TP web pages and use of social media. 31-Mar- 2028 Review and improve the content on the TP web pages during 2025/26. 31-Mar- 2026 Yes All TP pages been reviewed and updated. Meeting notes from Liaisons, Sheltered Housing Forum, JRG and Pre- HACC Forum added regularly. Regular Facebook posts continued. Jane Mack Page 148
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To Review and improve the content on the TP web pages during 2026/27. 31-Mar- 2027 No Review and improve the content on the TP web pages during 2027/28. 31-Mar- 2028 No H/25- 28/TPS/044 Ensure all Housing web pages remain up to date with relevant information 31-Mar- 2028 Review and improve the content on the web pages during 2026/27. 31-Mar- 2027 No Following review and improvement of the content of the TP page on our website, we will engage with other sections across housing to ensure that all housing web pages have been reviewed and updated where appropriate. Jane Mack Review and improve the content on the web pages during 2027/28. 31-Mar- 2028 No H/25- 28/TPS/045 Create a webpage to promote walkabouts and share updates on action plans 31-Mar- 2027 Following the review and updated walkabout process being agreed this action will be taken forward in 2026/27. No Jennifer McKechnie H/25- 28/TPS/046 Continue to produce quarterly editions of the Housing News to keep all tenants up to date with housing investment, service 31-Mar- 2028 Produce quarterly editions 2025/26. 31-Mar- 2026 Yes Complete - Quarterly editions produced covering housing service developments, investments and new builds as well as promoting local TRA activities, Tenant Priority Budget and ensuring HN is informative and interesting to read. Jane Mack Page 149
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To developments, outcomes from consultations and local tenant activities Produce quarterly editions 2026/27. 31-Mar- 2027 No Produce quarterly editions 2027/28. 31-Mar- 2028 No H/25- 28/TPS/047 Share digital skills and access, to assist housing teams produce and promote improved information for tenants 31-Mar- 2028 Year 1: Discuss at staff implementation group and agree actions to progress. 30-Jun- 2026 No Discussed at staff implementation group meeting 8/4/26 and free canva tools are available. TP staff also able to assist in design. HO templates are available and teams know to use them. Jane Mack Year 2: Discuss at staff implementation group and agree actions to progress. 31-Mar- 2027 No Year 3: Discuss at staff implementation group and agree actions to progress. - 31-Mar- 2028 No H/25- 28/TPS/048 Assess interest in creating an editorial group with tenants to develop content of the Housing News 31-Oct- 2026 Advertise for tenant members of editorial group to review Housing News content. 31-May- 2025 Yes Advert included in Spring HN and through TP FB page. Interest from 2 tenants. Jane Mack Discuss and agree with interested tenants the remit of an editorial group. 31-Oct- 2026 Yes Plan to editorial group is to review each edition of the Housing News and provide detailed feedback to inform content in an on-going process. H/25- 28/TPS/049 Ensure TP information is circulated directly to relevant staff 30-Nov- 2025 Discuss and review at staff implementation group how TP info is circulated. Yes Discussed at implementation group meeting 1/4/25. Housing ops have a regular team bulletin and TP now have opportunity to add Jane Mack Page 150
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Code & Title Status Progress Due Date Comment Milestone Due Date Done Comment Assigned To relevant info before each one is circulated. TP updates also being sent direct to team leaders and HOs rather than being cascaded. Action Status Cancelled Overdue; Neglected Unassigned; Check Progress Not Started; In Progress; Assigned Completed PI Status Alert Warning OK Unknown Data Only Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Risk Status Page 151
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Alert High Risk Warning OK Unknown Page 152
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Annual Tenant Participation Performance Report 2025/26 Introduction This report is to outline progress made in the last year and to highlight the input tenants have had in decision-making and to service improvements. We are keen to encourage more tenants to join any of the groups already established, create new ones and encourage individual tenants to get involved in a way that suits them. Our Tenant Participation Strategy 2025-28 was called Involving You to Improve Housing Services and that’s exactly what we want to do. One of the best ways to encourage participation is to show what can be achieved and for people to see that they can make a difference. This report hopefully helps evidence that. 1 Jane Mack and Jennifer McKechnie ITEM 12 - APPENDIX 2 Page 153
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2 Key highlights 1.National recognition for the WDTRO ! A winning year for the West Dunbartonshire Tenants & Residents Organisation (WDTRO) who won 2 TPAS awards - Tenant Group of the Year and also Outstanding Achievement Award. The Tenant Group of the Year Award recognised their work to ensure tenants’ voices are heard when shaping housing services and the improvements they have helped develop through the WDC/WDTRO Liaison meetings. Their Outstanding Achievement Award was for their work to get the budgeted surplus generated by Building Services retained within the HRA and had lobbied Councillors to support this position. In March 2025, the Council agreed that a surplus of £594,631 for 2024/25 should remain within the HRA, a decision that benefited every council tenant. The awards dinner was hosted by comedian Fred MacAulay and four members of the WDTRO; Billy Neeson, Harry McCormack, Elaine Neeson and June Todd attended and are pictured below receiving their award. Page 154
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3 2. New tenant groups formed. Parkhall TRA was set up in May 2025, initially organizing monthly litter picks, clearing paths and planting bulbs. They also successfully applied for 2 raised beds and gardening equipment from the Tenant Priority Budget and set up a community garden on a former garage site on Glenhead Road. They have plans too for a pétanque court and a sensory garden. They have also created their own newsletter to help promote their group locally. Dumbarton West is also close to formally having a Tenant & Resident Association and have been meeting to create a committee and agree a constitution. They have great plans for Castlehill and Westcliff and have made contact with the WDTRO too. Existing TRAs continue to thrive – most are looking for new members but you don’t need a lot of people to make an impact. Jennifer continues to support groups particularly with advertising and has created some great adverts and posters for groups. The Housing News is also used to promote group activities and the WDTRO have a regular column in it to promote their work and encourage more involvement. We featured Will East from Westbridgend TRA in the Housing News summer 2025 edition and Aileen Pollock from Parkhall TRA in the spring 2026 edition for the On the Spot feature and that too is a good way to promote a TRA and show the human side of participation. Willox Park Tenants’ Association have agreed to disband following their move into the newly built sheltered block which replaces their original bungalows. This was not a negative end for the group but a recognition that they had achieved what they set out to do. A big thank you goes to all on the Willox Park committee and particularly to Ruth Dickinson, Mary Paton and Ann McDonald for all their work since the group was set up in 2020. Getting more people involved is one of our key aims and Jennifer has helped 2 new groups get started . Page 155
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4 3.Increased response rates in consultations Texting and emailing tenants directly about consultations has helped increase the number of tenants having their say in consultations. Allocation policy - 1060 responses Decant process - 84 responses Pet policy - 805 responses Rent setting consultation – 1246 responses 4.Tenant involvement in shaping and improving Housing Services Our Joint Rent Group (JRG) includes tenant volunteers, housing and finance staff, as well as the Housing Convener and meets every 2 months. The tenant volunteers also meet in between to discuss the information provided. The group works to improve transparency around HRA budget setting, ensure value for money and explore how tenants can get more involved in these key decisions about budgets. The JRG is also specifically monitoring the void budget and the Capital Programme which are both large spending areas. The Pre-HACC Forum is another opportunity that tenants have to influence decisions made by the Housing and Community Committee. The Forum takes place two days before the Housing and Communities Committee meets and tenants can meet the Housing Convener and staff who have written the papers that are going to committee. The Housing Convener then feeds tenants’ views into the committee discussions. Tullichewan TRA continue to run a successful Arts and Craft group and have held a number of specific fund raising events too. Page 156
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Holding the Council as a landlord to account is an important function of tenant participation and it ensures that we can improve services for all tenants. Through the WDC/WDTRO Liaison meetings, the WDTRO have raised issues in the last year which have resulted in improvements that all tenants can benefit from, these included; new process developed that sends an automatic text or email to a tenant warning that a repair will be cancelled and giving opportunity to reschedule repair lift protocol reviewed and communication improved particularly when a lift is off out of normal working hours or for prolonged periods. Rechargeable repairs processes tightened up so invoices are issued promptly and with clear description of the repair work done Tenant Priority Budget proposals now monitored at Liaison meetings to get them completed as quickly as possible so tenants can get the maximum benefit. Improving transparency around what housing pays for grass cutting Transparency around caretaking and levels of cleanliness increased – lift cleanliness will be prioritized and a service standard created as well as improved information on reporting issues. Walkabout process reviewed and improved and will continue to be monitored until all done consistently well. 5 Page 157
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6 3. Scrutiny Panel The Scrutiny Panel have been monitoring the implementation of the 12 recommendations they made to improve the repair reporting process. 5 have now been completed and the remaining 7 are in progress. They have also been focusing on recruitment when 2 of their original members retired from the Panel after working on it for 10 years. They made use of the Housing News, Clydesider and Dumbarton & Vale Advertiser and have 3 new members as a result. They are beginning their next scrutiny exercise and will be looking at the medical application process. 4. Tenant Priority Budget This is an annual budget of £200,000 for tenant priorities. There are set criteria on how this Budget can be used and it is for improvements that aren’t included in any Capital programme or repair work but would benefit tenants. 2 particularly long-standing proposals have finally started following delays with surveys, design changes and Building Warrants. Drying facilities are being created in Park Court and will then be done at Kilbowie Court. Tenants there have been very patient and hopefully these new facilities will be well used and worth the wait. Community gardens being created at Inler View, Parkhall and at Littleholm Page 158
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We are entering year 2 of our TP Strategy ‘ Involving You to Improve Housing services’ and have a range of actions to focus on. We will continue to give regular updates at the WDC/WDTRO Liaison meetings and provide an annual update to the Housing & Communities Committee so that we are accountable. The key emphasis is on how tenant participation can help improve housing services. Recruiting new members for groups will continue and we will support TRAs to be as active as possible in their local areas. Local walkabouts are a good way to get new people involved and get improvements done in local areas so we will continue to support tenants taking part. The walkabout process will also be monitored at future Liaison meetings to help ensure they are as effective as possible. At the moment Facebook is our only available social media option but we are looking to use a digital platform called Mightynetworks to create another digital option to participate through. 7 Other Tenant Priority proposals completed have included 2 raised beds at Glenhead Road, accessible greenhouse and raised beds at Manse Gardens sheltered housing, white lines and dropped kerb at Mill Road sheltered housing, communal garden and shed at Inler View, raised bed at Dunswin Court, football pitch at Dennystoun Forge returfed and seating area at Westbridgend created. The year ahead Page 159
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8 Thank you to all our tenant volunteers and to housing staff who help make tenant participation work. Please give us your feedback - we want to continue to improve so please let us know if you have any comments on this report or on tenant participation in general. Thank you. https://www.west-dunbarton.gov.uk/housing/council- housing/tenant-participation jane.mack@west-dunbarton.gov.uk or jennifer.mckechnie@west-dunbarton.gov.uk 07983 542993 (Jane) or 07823 664247 (Jennifer) Page 160
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Official Sensitive WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing Housing and Communities Committee: 13 May 2026 ___________________________________________________________________ Subject: Procurement of the Provision of Furniture for Supported and Temporary Accommodation 1. Purpose 1.1 This report seeks Committee approval to initiate a procurement process for the provision of furniture and household items for the Council’s supported and temporary accommodation. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee approve the initiation of a procurement process for the provision of furniture for supported and temporary accommodation; and 2.2 Grant delegated authority to Chief Officer Housing, in consultation with the Procurement Manager, to award the procurement for Provision of Furniture for Supported and Temporary Accommodation provided the contract cost is within the approved budget and the tender being in line with normal tender parameters. 3. Background 3.1 The Housing Solutions Service requires the provision of furniture, flooring, and household items when new homes are brought into use and where there is wear and tear in existing accommodation. There are in excess of 250 HRA properties used for the provision of temporary accommodation and Ashton View supported accommodation. 3.2 The existing contract was for a two-year period with two x 12-month extensions. The second extension is in place and expires April 2027. In view of the spend and in compliance with Standing Orders and Financial Regulations, it is necessary and proper to initiate a formal procurement process. 4. Main Issues 4.1 The Housing Solutions Service requires a competent and suitably qualified provider to ensure the furnishing of supported and temporary accommodation is carried out to meet the Council’s requirements. ITEM 12 Page 161
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Official Sensitive 4.2 The efficient and effective turnaround of temporary accommodation is business critical. Delays can impact on income and the provision of emergency and temporary accommodation to allow the Council to meet its full statutory homeless duties. 4.3 The successful provider will receive a schedule of services outlining the type of provisioning/re-provisioning required for each property. 4.4 In order to ensure compliance with Standing Orders and Financial Regulations and demonstrate best value, the furniture provision requires being subject to a competitive tendering exercise and formal contracts awarded to the most economically advantageous tenderer. 5. People Implications 5.1 There are no people implications as the contract is managed through existing resources. 6. Financial and Procurement Implications 6.1 All procurement activity carried out in excess of £50,000 is subject to a contract strategy. The contract strategy for the procurement of a domestic furniture supplier for homeless accommodation will be produced by the Corporate Procurement Unit, in close consultation with the Housing Solutions Service. The contract strategy shall include but may not be limited to; contract scope, service forward plan, the market, procurement model, and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and ongoing contract management. 6.2 This provision of domestic furnishing contract will contribute towards the Council’s strategic priority of supporting the efficient and effective frontline services that improve the everyday lives of residents. Further opportunities to maximise the positive social, economic and environmental impact for the Council through the contract will also be explored e.g. through the use of Social Benefit Clauses 7. Risk Analysis 7.1 Under the current arrangements, there is a risk in terms of rising costs and reduction in service as a consequence of the rising costs, but these will be mitigated by the tendering process and management of the new contract. 8. Equalities Impact Assessment (EIA) 8.1 An Equalities Impact Assessment has been completed for this supply contract. The proposed approach does not involve any negative impacts in terms of Equality Act considerations, including the Procurement Duty of the Public Sector Equality Duty in Scotland, the Fairer Scotland Duty or obtaining Page 162
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Official Sensitive Best Value. Where possible the Council will use social benefit clauses, when looking at its procurement 9. Consultation 9.1 Finance, Legal and Procurement have been consulted in relation to the content of this report. 10. Strategic Assessment 10.1 This contract will contribute towards the Council’s strategic priority to ensure that West Dunbartonshire has resilient and thriving communities. Peter Barry Chief Officer, Housing Date: 29th April 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 Joanne Sutherland, Housing Solutions Co-ordinator, Housing Development and Homelessness Team, Housing, email: joanne.sutherland@west- dunbarton.gov.uk Appendices: 1. Equalities Impact Assessment, April 2026 Background Papers: None Wards Affected: All Page 163
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Assessment No 1483 Strategic Team HS Lead Officer Joanne Sutherland Who else has been involved in developing this EIA Shari Law (Senior Temporary Accommodation Worker), Laura Adams (Business Partner –Strategic Procurement), John Kerr (Housing Development & Homeless Manager). Finance Services Title Procurement of the Provision of Furniture for Supported and Temporary Accommodation Description: (Provide a brief overview of the aims and objectives of this policy) WDC operates a stock of circa 270 properties for use as temporary accommodation for homeless households. These properties are dispersed across the local authority area and within communities, they range from bedsits and 1-5 bedroom properties. There are an additional 11 shared properties for the provision of supported accommodation at the Ashton View Project. The Authority requires the provision of furniture, flooring and household items when properties are brought into use and where there is wear and tear in existing accommodation. All properties are required to meet temporary accommodation standards which include the physical standards (including contents), location standards and management standards. All accommodation should comply with relevant housing quality standards, Scottish Housing Quality Standards, health and safety, hygiene, smoke, fire, furniture and electrical equipment legislation and regulations. The Authority is seeking to enter into an agreement with a suitably qualified provider to ensure the furnishing of supported and temporary accommodation is carried out to meet the Council’s requirements. The efficient and effective turnaround of temporary accommodation is business critical. Delays can impact on income and the provision of emergency and temporary accommodation to allow the Council to meet its full statutory homeless duties. Who have you engaged and consulted with as part of your Procurement and Housing Solutions Service Who will be affected by this proposal? Services Users: members of the public, including children and families presenting to WDC as homeless. WDC employees in Housing Solutions Service and contractors operating through the tender. Does the proposals involve the procurement of any goods or services? Yes If yes, please confirm that you have contacted our procurement services to discuss your requirements and viewed the guidance Yes ITEM 12 - APPENDIX 1 Page 164
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Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Human Rights Act/European Convention on Human Rights Yes Relevance to Health Impacts (H) Yes Relevance to United Nations Convention on the Rights of the Child (UNCRC) Yes Relevance to Social Economic Impacts (SE) or Fairer Scotland Duty (FSD) Yes Relevance to Scottish Consumer Duty (SCD) No Relevance screening: If the proposal/policy is relevant to any of the six areas then an Equality Impact Assessment must be carried out. You must indicate if there is any relevance to the six areas Page 165
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Consider any needs and policy drivers e.g. Council or national strategies and plans /and any barriers which equality groups may have in relation to this policy. List evidence you are using to support this assessment. Consider the impact of your policy on people and how they will be able to access goods, services and information with no barriers and state the potential impact. Page 166
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Specific group to consider What Key Drivers and Evidence has been used to inform this assessment. (i.e. national statistics - Scot Govt; or local statistics - workforce data, Citizens Panel) For each group, state the potential Impact – Positive/Negative/Neutral Age All furniture supplied within the accommodation meets the current standards outlined in the Excel Framework Scotland. The following items are provided as part of the standard furniture and household pack: • Sofas • TV unit • Coffee table • Washing machine • Cooker • Fridge freezer • Kettle • Pots • Crockery set (including cups) • Cutlery • Kitchen utensils • Bin • Iron and ironing board • Brush and pan • Mop and bucket • Hoover • Beds — typically two per bedroom • Wardrobe — one per bedroom • Chest of drawers — one per bedroom • Blinds and floor coverings throughout Packages aid independent living across age groups. A third of homeless presentations are from younger people (16-24yrs) who are asked to leave - provision of adequate temporary accommodation and support services to support young people into independent living is delivered via temporary and supported accommodation. Provision of emergency and temporary accommodation (with provision of domestic furniture) across the local authority area and within our communities has a positive impact in providing safe and secure accommodation options for households experiencing a range of vulnerabilities as well as homelessness or rooflessness. Page 167
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Disability Adaptations to the furniture package is made based on individual household needs. The property portfolio includes a range of accessible and wheelchair suitable properties, for clients whose disabilities do not require a fully wheelchair adapted property, we also have a number of level access properties with walk in showers. This also includes accommodating the use of assistance animals. Disabled households who may be more likely to live in relative poverty are supported through the provision of temporary accommodation. Positive Gender Reassign Households subject to hate crime or harassment are supported via the service and provision of temporary and emergency accommodation where required Positive Marriage & Civil Partnership There is no evidence that marriage and civil partnership is affected through through provision of a domestic furniture package. A high number of presentations are from households fleeing domestic abuse both from within and outwith the local authority area. Immediate access to safe temporary accommodation which allows households to live independently, including those with children is delivered via the temporary accommodation portfolio. Positive Pregnancy & Maternity In addition to providing the standard household items, additional household items such as adequate crockery/cooking facilities for larger families, and including additional beds, bedding and cots are provided based on household need. Positive Page 168
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Race In addition to providing the standard household items, additional household items such as adequate crockery/cooking facilities for larger families, including addressing cultural nuances is provided. BME households who may be more likely to live in relative poverty are supported through the provision of temporary accommodation. Positive Religion and Belief In addition to providing the standard household items, additional household items such as adequate crockery/cooking facilities for larger families, including addressing religious nuances is provided. Positive Sex A high number of presentations are from households fleeing domestic abuse both from within and outwith the local authority area. Immediate access to safe temporary accommodation which allows households to live independently, including those with children is delivered via the temporary accommodation portfolio. Women are more likely to be carers, single parents and provision of furniture packages are tailored to meet household needs. Positive Sexual Orientation Households subject to hate crime or harassment are supported via the service and provision of temporary and emergency accommodation where required. Positive This section must be completed if there are potential Human Rights impacts, this includes but is not limited to Human Rights Act 1998 considerations Human Rights An individual's human rights should not be affected by the provision of domestic furniture in temporary accommodation. Neutral This section must be completed if there are potential Human Rights impacts, this includes but is not limited to Human Rights Act 1998 considerations Page 169
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United Nations Convention on the Rights of the Child Provision of temporary accommodation across the local authority area supports vulnerable households to continue to have a private and family life and for children to continue to be able to access education. Neutral This section must be completed if any potential impact on children and young people up to the age of 18 Scottish Consumer Duty No relevance to SCD No relevance to SCD This section must be completed in reference to the Scottish Consumer Duty Consider cumulative impact of the proposal Health There is evidence that suitable domestic furniture and household items contributes to an environment promoting independence, safety and security. Individual needs assessments ensure that the appropriate provision of household items and furniture. Neutral Social & Economic Impact Where possible the Council will use social benefit clauses, when looking at its procurement. All households experiencing homelessness are likely to experience poor socio-economic status in addition to other wide ranging vulnerabilities. On the whole, provision of temporary accommodation to homeless households should have a positive impact. It is not likely that one group is more likely to be affected than another. We will ensure under any options that Council Guidance on Equality and Procurement is followed, including seeking Social benefits and ensuring that products are sustainable. This section must be completed if any there are any potential socio-economic impacts including but not limited to those covered by the Fairer Scotland Duty Page 170
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Cumulative and intersectional impacts The proposal contributes to the provision of services for people who are members of more than one disadvantaged group. The service aims to provide temporary accommodation to households where they can access existing supports, education and health services. Accommodation should also be safe, secure and accessible to the household. Use of B&B accommodation is a last resort and where it is used the service aims to move households on as quickly as possible to dispersed temporary accommodation. Neutral Page 171
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State how the impact of the proposal/policy be monitored and reported on an ongoing basis including how actions will be delivered to mitigate any negative impacts or secure positive impacts. Summary of overall impact(s) of the proposal. EIA 1483: The proposal contributes to the provision of services for people who are members of more than one disadvantaged group. We are Duty bearers in terms of the Human Rights Act, and duties cover both people and legal persons such as companies that supply or might supply goods and services to the Council. The suggested approach does not breach these duties. The proposed approach does not involve any negative impacts in terms of Equality Act considerations, including the Procurement Duty of the Public Sector Equality Duty in Scotland, the Fairer Scotland Duty or obtaining Best Value. Where possible the Council will use social benefit clauses, when looking at its procurement. Name of the senior manager who has approved this assessment John Kerr Page 172
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Housing and Communities Committee: 13 May 2026 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 January 2026 (Period 10) 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 January 2026 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 £1.079m, a projected favourable variance (underspend) of £1.044m. ii. note the forecast 31 March 2026 HRA reserve position of £1.690m which is £0.530m 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 £1.079m, a reduction of £0.008m on the period 7 forecast surplus of £1.087m. The movement between BCR10 and BCR07 is summarised in Exhibit 1. The variance between BCR10 forecast and the 2025/26 budget is summarised in Exhibit 2. The key changes in the forecast over the last period are: Reduction in forecast employee costs due to tight controls on recruitment Increase in forecast income through the stringent application of the rechargeable repairs policy. A downward revision to forecast rental income following the latest review of income. ITEM 13 Page 173
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Exhibit 1 – Movement between Forecast at BCR10 and BCR07 Budget Heading Forecast BCR10 £m Forecast BCR07 £m Change £m Key Driver Employees 8.043 8.102 (0.059) Recruitment controls Property 1.523 1.533 (0.010) Transport 0.201 0.177 0.024 Increase in vehicle hire and employee related travel cost Supplies & Services 0.467 0.422 0.045 Increase in tenant participation cost and increase across general supplies and services Central Support 2.586 2.586 - Other Expenditure 0.371 0.384 (0.013) Repairs & Maintenance 12.477 12.545 (0.068) Increased rechargeable repair income Open Space Maintenance 0.664 0.664 - Bad Debt Provision 1.269 1.269 - Void Loss / Council Tax 1.125 1.120 0.005 Loan Charges 27.227 27.228 (0.001) HRA Expenditure 55.953 56.030 (0.077) HRA Income (57.032) (57.117) 0.085 Revision to forecast rental income HRA Surplus (1.079) (1.087) 0.008 Exhibit 2 - Forecast BCR10 compared to Budget 25/26 Budget Heading Forecast BCR10 £m Budget 2025/26 £m Variance £m Employees 8.043 7.855 0.188 Property 1.523 1.264 0.259 Transport 0.201 0.154 0.047 Supplies & Services 0.467 0.418 0.049 Central Support 2.586 2.584 0.002 Other Expenditure 0.371 0.420 (0.049) Repairs & Maintenance 12.477 12.173 0.304 Open Space Maintenance 0.664 0.908 (0.244) Bad Debt Provision 1.269 1.119 0.150 Void Loss / Council Tax 1.125 0.831 0.294 Loan Charges 27.227 29.055 (1.828) HRA Expenditure 55.953 56.781 (0.828) HRA Income (57.032) (56.816) (0.216) HRA Surplus (1.079) (0.035) (1.044) Page 174
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4.2 The variances between forecast and budget are detailed below. Employee Costs - £0.188m 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 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 - £0.259m 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 Property insurance 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 - £0.304m Adverse. 4.8 The £12.173m HRA repair and maintenance budget is forecasting an overspend against budget. There continues to a high responsive and void repair demand with delivery costs forecast to be £1.142m over budget. A range of mitigations are in place to address the cost pressure including tighter controls on contractor use, the capitalisation of Electrical Installation Condition Report (EICR) spend that complements the environmental sensor programme, and the stringent application of the rechargeable repairs policy. 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 175
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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 increased debt. Void Loss / Council Tax - £0.294m 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 - £1.828m 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 176
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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 - £0.216m 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: 13 May 2026 ___________________________________________________________________ Page 177
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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 178
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2025/26 PERIOD END DATE 31 January 2026 Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status £000 £000 £000 £000 % Employee Costs 7,855 6,704 8,043 188 2% Property Costs 1,264 1,240 1,523 259 20% Transport Costs 154 168 201 47 0% Supplies, Services And Admin 418 390 467 49 12% Support Services 2,584 2,155 2,586 2 0% Other Expenditure 420 309 371 (49) -12% Repairs & Maintenance 12,173 10,405 12,477 304 2% Open Space Maintenance 908 553 664 (244) -27% Bad Debt Provision 1,119 1,058 1,269 150 13% Void Loss (Council Tax / Lost Rents) 831 957 1,125 294 35% Loan Charges / CFCR 29,055 22,689 27,227 (1,828) -6% Total Expenditure 56,781 46,628 55,953 (828) -1% House Rental Income (55,961) (46,832) (56,198) (237) 0% Lockup Rental Income (232) (194) (233) (1) 0% Other Rental income (137) (115) (138) (1) 1% Factoring Income (448) (358) (429) 19 -4% Miscellaneous Income (38) (45) (34) 4 -11% Total Income (56,816) (47,544) (57,032) (216) 0% Net Expenditure (35) (916) (1,079) (1,044) Subjective Summary Forecast Variance 2025/26 ITEM 13 - APPENDIX 1 Page 179
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2026 PERIOD 10 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Employee Costs 7,855 8,043 188 2% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Property Costs 1,264 1,523 259 20% Main Issues Mitigating Action Anticipated Outcome Variance Analysis Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description 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. Subjective Analysis Forecast Variance 2025/26 RAG Status 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 A year end overspend. ITEM 13 - APPENDIX 2 Page 180
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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 January 2026 PERIOD 10 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Repairs & Maintenance 12,173 12,435 262 2% 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 Subjective Analysis Forecast Variance 2025/26 RAG Status Variance Analysis Subjective Description Subjective Description Responsive and planned repair and maintenance services to houses and lockups and income recovered from tenant rechargeable and owner occupier repairs. Variance Narrative A high volume of repair orders and ongoing inflationary pressures are driving up costs, with the most significant pressure across responsive repair budgets. 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 Variance Narrative 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 A year end underspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Provision for uncollected rent across range of HRA debts, including rent arrears, rechargeable repairs and factoring services. The Council needs to make prudent provision for the non collection of HRA debt. HRA debt has been increasing as officers more stringently apply the rechargeable repairs policy for repairs caused by tenant neglect / abuse. These debts are difficult to collect because tenants often have multiple other debts with the council and others. A review of the bad debt provision has identified a need to further increase the amount set aside for irrecoverable debt. Housing and corporate debt staff continue to work closely to maximise contact with customers with debt and to put in place reasonable affordable repayment plans that take account of customers personal circumstances. A year end overspend. Page 181
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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 January 2026 PERIOD 10 Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 831 1,125 294 35% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % Loan Charges / CFCR 29,055 27,269 (1,786) -6% Main Issues Mitigating Action Anticipated Outcome Budget 2025/26 Forecast Spend 2025/26 £000 £000 £000 % House Rental Income (55,961) (56,198) (237) 0% Main Issues Mitigating Action Anticipated Outcome A year end overspend. Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Lost rental income for void houses and lockups and the cost of council tax on long term void properties. Variance Narrative 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 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. 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. Variance Analysis Variance Analysis Subjective Analysis Forecast Variance 2025/26 RAG Status 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. A year end underspend. 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 above budget. None. A year end over-recovery Subjective Analysis Forecast Variance 2025/26 RAG Status Subjective Description Income from the letting of housing stock to tenants and to the homeless service. Variance Narrative Page 182
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 13 May 2026 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 31 January 2026 (Period 10) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 31 January 2026. 2. Recommendations 2.1 Members are asked to: i) Note the position of the 2025/26 HRA capital budget and the HRA capital plan on 31 January 2026. ii) Note project life performance is monitored against a £345.311m project life expenditure estimate, an £80.378m project life income estimate and a £264.933m five-year borrowing requirement. iii) Note that eleven projects are forecast to deliver a total underspend of £9.249m 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 £10.477m against 2025/26 budgets reducing the forecast one-year borrowing requirement to £38.780m. 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, this 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 £264.933m. A summary of the revised capital budgets is set out in Exhibit 1. ITEM 14 Page 183
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Exhibit 1: HRA Capital Estimates 2025/26 – 2029/30 Forecast BCR10 (£m) 2025/26 Budget (£m) Variance (£m) Project Life Forecast BCR10 (£m) Project Life Budget (£m) Other Capital 6.338 7.433 (1.095) 25.982 26.267 Component Replacement 13.450 20.881 (7.431) 86.762 93.567 Void 5.777 5.258 0.519 19.873 19.873 Structural & Environmental 1.942 3.762 (1.820) 16.689 17.320 Support Costs 3.100 3.100 - 17.155 17.155 More Homes 19.452 15.113 4.339 170.877 171.129 Total Expenditure 50.059 55.547 (5.488) 337.388 345.311 Total Income (11.279) (6.290) (4.989) (81.654) (80.378) Prudential Borrowing 38.780 49.257 (10.477) 255.684 264.933 4. Main Issues 4.1 Progress against the 2025/26 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR10 Appendix 2 – HRA Capital Detail BCR10 4.2 The HRA capital summary report at Appendix 1 reports that: project life expenditure is forecast to be less than budget by £7.973m over the 5-year period of the capital plan. one project has forecast project life income of £1.276m more than the project budget consequently, prudential borrowing will be £9.249m 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 £50.059m, a £5.488m underspend against the revised 2025/26 budget. 2025/26 forecast income of £11.279m, a £4.989m over recovery against the revised 2025/26 budget. 2025/26 prudential borrowing forecast of £38.780m, £10.477m less than the revised budget for 2025/26. 4.4 Commentary on the 2025/26 variances above £50,000 are set out in Exhibit 2 below. Page 184
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Exhibit 2: Project Over / Underspends 2025/2026 as at BCR10 Ref Project BCR10 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 1 Capitalised Minor Works 3.430 3.715 (0.285) Reduced contractors spend. 2 Environmental Sensors 1.200 2.000 (0.800) Underspend due to challenges getting access to properties 3 Targeted SHQS /EESSH compliance works 4.000 6.628 (2.628) 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 0.850 2.550 (1.700) 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 3.914 4.985 (1.071) Underspend due to challenges getting access to properties. Install team to continue programmed addresses and revisit no accesses to use materials already supplied. 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 0.100 0.594 (0.494) Health and safety works are being funded from the capitalised minor works budget. 9 Energy Improvements / Efficiency Works 0.000 0.058 (0.058) Works are being funded from the capitalised minor works budget. 10 Kitchen Upgrade 1.700 2.850 (1.150) Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. Page 185
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Ref Project BCR10 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 11 Bathroom & Shower Replacement 0.750 0.800 (0.050) Underspend projected as team re-assess and pre- inspect to ensure a focus on necessary renewals led by condition. 12 Void House Programme 5.777 5.258 0.519 Overspend due to mix of work requiring contactors in addition to in-house team. 13 Defective structures /component renewals 0.169 0.800 (0.631) Underspend projected as future blocks are pre- inspected for condition and re- prioritisation for completion if necessary. 14 Environmental Renewal - Paths & Environment 1.131 1.000 0.131 Overspend due to mix of work requiring contactors in addition to in-house team. Overspend will be re-profiled across future years. 15 Multi Storey Flat Strategy 0.400 1.720 (1.320) Revised projection based on timing of programme. 16 Demolition Programme 0.213 0.140 0.073 Revised projection based on timing of programme. 17 Clydebank East 0.300 0.250 0.050 Revised projection based on development project plan. 18 Pappert 0.875 0.730 0.145 Revised projection based on development project plan. 19 Gilmour Avenue 0.336 0.264 0.072 Revised projection based on development project plan 20 Willox Park Phase1 3.400 2.980 0.420 Revised projection based on development project plan. 21 Bank Street 1.300 1.500 (0.200) Revised projection based on development project plan. 22 Bonhill Gap Sites 5.145 1.600 3.545 Revised projection based on development project plan. 23 West Thomson Street 0.460 0.375 0.085 Revised projection based on development project plan. 24 Silverton 0.050 0.100 (0.050) Revised projection based on development project plan. 25 Queen Mary Avenue 2.000 0.800 1.200 Revised projection based on development project plan. Page 186
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Ref Project BCR10 Forecast (£m) 25/26 Budget (£m) 25/26 Variance (£m) Commentary 26 Dennystoun Forge 0.030 0.400 0.370 Revised projection based on development project plan. 27 Ottawa Crescent 0.400 0.250 0.150 Revised projection based on development project plan. 28 Future New Build & Related Regeneration Projects 0.000 0.550 (0.550) Revised projection based on development project plan. 29 Fees, Contingency 0.000 0.150 (0.150) Contingency released 30 Scottish Govt Buyback Grant Income (2.700) (0.550) (2.150) Revised projection based on the distribution of Scottish Government acquisition funding. 31 Bank Street Grant Income (0.950) (1.500) 0.550 Revised projection based on the application of the Strategic Local Programme 32 Bonhill Gap Sites Grant Income (3.360) (1.600) (1.760) Revised projection based on the application of the Strategic Local Programme 33 West Thomson Street Grant Income (0.450) (0.375) (0.075) Revised projection based on the application of the Strategic Local Programme 34 Ottawa Crescent Grant Income (0.400) 0.000 (0.400) Revised projection based on the application of the Strategic Local Programme 35 Future new build sites & regeneration projects Grant Income 0.000 (0.060) 0.060 Funding released to support accelerated projects 36 Other Grant Income (1.620) (0.406) (1.214) Additional Scottish Government Net Zero Funding awarded to fabric first energy efficiency works and 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. Page 187
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6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital estimates. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are several variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital estimates have been consulted during the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ________________ Laurence Slavin Chief Officer – Resources Date: 13 May 2026 Page 188
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Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR10 Appendix 2- HRA Capital Details BCR10 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 189
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Period 10 - 31 January 2026 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 25,982 (285) 8 - - - Major Component Replacement 93,567 86,762 (6,805) 11 - - - Void Capital 19,873 19,873 0 1 - - - Structural & Environmental 17,320 16,689 (631) 4 - - - Support Costs 17,155 17,155 0 1 - - - Affordable Housing Supply Programme 171,129 170,877 (252) 5 12 12 - Total Expenditure 345,311 337,338 (7,973) 30 12 12 - Total Income (80,378) (81,654) (1,276) 4 12 12 - Total 264,933 255,684 (9,249) ITEM 14 - APPENDIX 1 Page 190
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All Approved HRA Capital Projects at Period 10 Project Category 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 3,661 - 572 3,089 3,661 - 668 572 668 - OCE2 Capitalised Minor Works Rolling 12,623 - 2,491 9,847 12,338 (285) 3,715 2,491 3,430 (285) OCE3 Better Homes Priority Budget Rolling 1,175 - 33 1,142 1,175 - 275 33 275 - OCE4 Environmental Sensors Programme Rolling 7,897 - 974 6,923 7,897 - 2,000 974 1,200 (800) OCE5 Housing CCTV Installation Programme Rolling 750 - 692 58 750 - 750 692 750 - OCE6 QL Development Rolling 50 - 13 37 50 - 10 13 15 5 OCE7 Gypsy Travellers Site Rolling 15 - - 15 15 - 15 - - (15) OCE8 Airport Noise Rolling 96 - - 96 96 - - - - - Other Capital Expenditure 26,267 - 4,775 21,207 25,982 (285) 7,433 4,775 6,338 (1,095) MCR1 Targeted SHQS /EESSH compliance works Rolling 30,163 - 2,895 24,640 27,535 (2,628) 6,628 2,895 4,000 (2,628) MCR2 External Component Renewal - Roofs Rolling 13,204 - 844 10,660 11,504 (1,700) 2,550 844 850 (1,700) MCR3 Doors/Windows Component Renewals Rolling 23,190 - 3,272 18,847 22,119 (1,071) 4,985 3,272 3,914 (1,071) MCR4 External Stores / Garages / Bin Stores Rolling 247 - - 199 199 (48) 48 - - (48) MCR5 Secure entry component renewals Rolling 500 - - 400 400 (100) 100 - - (100) MCR6 Statutory / Regulatory Compliance Works Rolling 1,106 - 28 1,078 1,106 - 594 28 100 (494) MCR7 Heating Improvement Works Rolling 11,771 - 1,376 10,395 11,771 - 2,268 1,376 2,136 (132) MCR8 Energy Improvements / Energy Efficiency Works Rolling 297 - - 239 239 (58) 58 - - (58) MCR9 Kitchen Upgrade Rolling 10,089 - 1,471 7,468 8,939 (1,150) 2,850 1,471 1,700 (1,150) MCR10 Bathroom & Shower Replacement Rolling 3,000 - 607 2,343 2,950 (50) 800 607 750 (50) Major Component Replacement 93,567 - 10,493 76,269 86,762 (6,805) 20,881 10,493 13,450 (7,431) VOC1 Void House Strategy Programme Rolling 19,873 - - 19,873 19,873 - 5,258 - 5,777 519 - Void Capital 19,873 - - 19,873 19,873 - 5,258 - 5,777 519 STE1 Defective structures/component renewals Rolling 4,389 - 169 3,589 3,758 (631) 800 169 169 (631) STE2 Environmental Renewal - Paths & Environment Rolling 5,436 - 881 4,555 5,436 - 1,000 881 1,131 131 STE3 Asbestos Management Works Rolling 1,239 - 183 1,056 1,239 0 242 183 242 - STE4 Multi Storey Flat Strategy Rolling 6,256 - 159 6,097 6,256 - 1,720 159 400 (1,320) Structural & Environmental 17,320 - 1,392 15,297 16,689 (631) 3,762 1,392 1,942 (1,820) SUP1 Salaries / Central Support / Overhead Rolling 17,155 - 2,583 14,572 17,155 - 3,100 2,583 3,100 - Support Costs 17,155 - 2,583 14,572 17,155 - 3,100 2,583 3,100 - AHP1 Buy Backs Rolling 21,387 - 2,796 18,591 21,387 - 4,380 2,796 4,380 - AHP2 Demolition Programme Rolling 1,140 - 213 927 1,140 - 140 213 213 73 AHP3 Contingency Rolling 530 - - 428 428 (102) 102 - - (102) AHP4 Clydebank East Project 33,643 32,953 33,102 541 33,643 - 250 149 300 50 AHP5 Pappert Project 9,034 8,169 9,044 10- 9,034 - 730 875 875 145 AHP6 Mount Pleasant Project 5,357 4,900 5,283 74 5,357 - 382 383 383 1 AHP7 7-9 Gilmour Avenue Project 733 459 785 52- 733 - 264 326 326 62 AHP8 Willox Park Phase1 Project 5,531 1,951 4,910 621 5,531 - 2,980 2,959 3,400 420 AHP9 Willox Park Phase2 Project 5,355 - 4 5,351 5,355 - 100 4 130 30 AHP10 Bank Street Project 5,797 297 1,247 4,550 5,797 - 1,500 950 1,300 (200) AHP11 Bonhill Gap Sites Project 9,521 241 3,637 5,884 9,521 - 1,600 3,396 5,145 3,545 AHP12 West Thomson Street Project 15,642 1,017 1,390 14,252 15,642 - 375 373 460 85 AHP13 Silverton Project 2,889 29 29 2,860 2,889 - 100 - 50 (50) AHP14 Queen Mary Avenue Project 4,540 40 1,505 3,035 4,540 - 800 1,465 2,000 1,200 AHP15 Queens Quay Site C Project 7,231 31 31 7,200 7,231 - - - - - AHP16 Dennystoun Forge – New Build Project 4,129 59 59 4,070 4,129 - 400 - 30 (370) AHP17 28 Bridge Street Project 810 - 14 796 810 - 60 14 60 - AHP18 Ottawa Crescent Project 6,000 - - 6,000 6,000 - 250 - 400 150 AHP19 Future New Build & Related Regeneration Projects Rolling 31,030 - 31,030 31,030 - 550 - - (550) AHP20 Fees, Staffing Costs, contingency Rolling 830 - - 680 680 - 150 150 - - (150) Affordable Housing Supply Programme 171,129 50,146 64,049 106,828 170,877 (252) 15,113 13,903 19,452 4,339 Total Expenditure 345,311 50,146 83,292 254,046 337,338 (7,973) 55,547 33,146 50,059 (5,488) Full Project Life ITEM 14 - APPENDIX 2 Page 191
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All Approved HRA Capital Projects at Period 10 Appendix 2 Full Project Life Project Category 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 (10,550) 0 (100) (10,450) (10,550) - (550) (100) (2,700) (2,150) CAPI2 Clydebank East Project (12,605) (12,605) (12,605) - (12,605) - - - - - CAPI3 Pappert Site Project (3,725) (3,475) (3,725) - (3,725) - (250) (250) (250) - CAPI4 Mount Pleasant Project (1,838) (1,838) (1,838) - (1,838) - - - - - CAPI5 7-9 Gilmour Avenue Project (311) (191) (191) (120) (311) - (120) - (120) - CAPI6 Willox Park Phase1 Project (1,644) (1,644) (1,644) - (1,644) - - - - - CAPI7 Willox Park Phase2 Project - - - - CAPI8 Bank Street Project (2,220) (258) (258) (1,962) (2,220) - (1,500) - (950) 550 CAPI9 Bonhill Gap Sites Project (3,748) (378) (378) (3,370) (3,748) - (1,600) - (3,360) (1,760) CAPI10 West Thomson Street Project (4,781) (966) (1,313) (3,468) (4,781) - (375) (347) (450) (75) CAPI11 Silverton Project (1,080) - - (1,080) (1,080) - - - - - CAPI12 Queen Mary Avenue Project (2,040) (140) (140) 1,900- (2,040) - - - - - CAPI13 Queens Quay Site C Project (4,814) (2,086) (2,014) (2,800) (4,814) - 72 72 72 - CAPI14 Dennystoun Forge – New Build Project (2,400) - - (2,400) (2,400) - - - 0 - CAPI15 28 Bridge Street Project - - 0 - CAPI16 Ottawa Crescent Project - - (400) (400) CAPI17 Future new build sites & related regeneration projects Rolling (24,711) - - (24,711) (24,711) - (60) - 0 60 CAPI18 Owners Recoveries Rolling (3,500) - (1,463) (2,037) (3,500) - (1,500) (1,463) (1,500) - CAPI19 Other Grant Rolling (406) - (841) (841) (1,682) (1,276) (406) (841) (1,620) (1,214) CAPI20 HRA Loan Repayments Rolling (5) - (1) (4) (5) - (1) (1) (1) - Total Income (80,378) (23,581) (26,511) (55,143) (81,654) (1,276) (6,290) (2,930) (11,279) (4,989) Prudential Borrowing Requirement 264,933 26,565 56,781 198,903 255,684 (9,249) 49,257 30,216 38,780 (10,477) Full Project Life In Year Page 192
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 13 May 2026 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2025/26 as at Period 10 (31 January 2026) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 January 2026 (Period 10) 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 5.078 -4.241 0.837 Resettlement Service 0.530 -0.530 - 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 20.579 -20.872 -0.293 Total 27.746 -26.838 0.908 ITEM 15 Page 193
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4. Main Issues 4.1 Appendix 1 reports the forecast outturn for the services at £0.639m, a projected favourable variance of £0.269m. Exhibit 1 - Forecast BCR10 compared to Budget 25/26 Service Area Forecast Outturn BCR10 £m Budgeted Net Expenditure £m Variance £m Homelessness Services 0.836 0.837 -0.001 Resettlement Service -0.260 - -0.260 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 0.299 0.305 -0.006 Housing Maintenance Trading Organisation -0.295 -0.293 -0.002 Total 0.639 0.908 -0.269 Exhibit 2 – Movement between Forecast at BCR10 and BCR07 Service Area Forecast Outturn BCR10 £m Forecast Outturn BCR07 £m Change £m Homelessness Services 0.836 0.854 -0.018 Resettlement Service -0.260 -0.262 0.002 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 0.299 0.297 0.002 Housing Maintenance Trading Organisation -0.295 -0.293 -0.002 Total 0.639 0.655 -0.016 4.2 The forecast is for all services to spend within budget. Committee was previously advised that the homelessness service was implementing a series of actions to remove a small forecast overspend. We are now reporting that the homelessness service will deliver within its budget. The Resettlement Service continues to forecast a significant positive variance. As previously reported, the UK and the Scottish Government provide grant income to help the council to meet the cost of supporting refugees within local communities and the grant income that the council will receive this year will significantly exceed the direct cost of providing resettlement support. This surplus income will be reallocated at the end of the financial year to other council services that also provide refugee support. Appendix 2 provides a detailed analysis by service area. Appendix 3 provides commentary of projected net annual variances greater than £0.050m. Page 194
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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) 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: 13 May 2026 ___________________________________________________________________ Person to Contact: Jim McCarron - Finance Business Partner, 16 Church Street, Dumbarton, G82 1QL Telephone: 07772 322055 Page 195
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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 196
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 January 2026 Actual Outturn 2024/25 Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 £000 % £000 £000 687 837 674 836 (1) 0% 0 (1) 0 Resettlement Services - (95) (260) (260) 0% 0 (260) 11 16 14 16 0 0% 0 0 41 Private Sector Housing Grant 43 37 43 0 0% 0 0 0 Energy Efficiency Scotland Area Based Scheme - 0 0 0 0% 0 0 312 305 248 299 (6) -2% 0 (6) 0 (293) (495) (295) (2) -1% 0 (2) 1,051 908 383 639 (269) -30% 0 (269) Housing Maintenance Trading Organisation Total Net Expenditure Service / Subjective Summary Annual Variance 2026/26 Homelessness Services Private Sector Housing Anti Social Behaviour & CCTV ITEM 15 - APPENDIX 1 Page 197
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 January 2026 PERIOD 10 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 15,298 11,703 14,341 (924) -6% 2,564 Property 3,005 2,674 3,232 218 7% 1,152 Transport and Plant 1,192 1,017 1,227 35 3% 5,650 Supplies, Services and Admin 5,582 4,289 5,290 (293) -5% 1,178 Payments to Other Bodies 1,640 1,100 1,637 (5) 0% 1,019 Other 1,029 858 1,030 1 0% 25,735 Gross Expenditure 27,746 21,641 26,757 (968) -3% (24,684) Income (26,838) (21,258) (26,118) 959 -4% 1,051 Net Expenditure 908 383 639 (8) -1% £000 £000 £000 £000 £000 % 1,686 Employee 1,710 1,393 1,684 (26) -2% 2,133 Property 2,352 2,024 2,427 75 3% 14 Transport and Plant 14 11 13 (1) -7% 78 Supplies, Services and Admin 68 60 73 5 7% 840 Payments to Other Bodies 934 771 929 (5) -1% - Other - - - - 0% 4,751 Gross Expenditure 5,078 4,259 5,126 48 1% (4,064) Income (4,241) (3,585) (4,290) 49- -1% 687 Net Expenditure 837 674 836 (1) 0% £000 Resettlement Services £000 £000 £000 £000 % - Employee 267 193 234 (33) -12% - Property 171 140 180 9 5% - Transport and Plant 3 2 3 - 0% - Supplies, Services and Admin 25 23 26 1 4% - Payments to Other Bodies 64 52 66 2 3% - Other 0 0 0 - 0% - Gross Expenditure 530 410 509 (21) -4% - Income (530) (505) (769) (239) -45% - Net Expenditure - (95) (260) (260) 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 14 16 - 0% - Other - - - - 0% 11 Gross Expenditure 16 14 16 - 0% - Income - - - - 0% 11 Net Expenditure 16 14 16 - 0% £000 £000 £000 £000 £000 % 42 Employee 42 37 44 2 5% 118 Property 177 170 217 40 23% - Transport and Plant - - - - 0% (2) Supplies, Services and Admin 0 (3) (3) (3) 0% 207 Payments to Other Bodies 206 163 206 - 0% - Other - - - - 0% 365 Gross Expenditure 425 367 464 39 9% (324) Income (382) (330) (421) (39) -10% 41 Net Expenditure 43 37 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% Energy Efficiency Scotland Area Based Scheme Private Sector Housing Grant Annual Variance 2026/26 Homelessness Services All Services Private Sector Housing ITEM 15 - APPENDIX 2 Page 198
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2025/26 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 January 2026 PERIOD 10 Actual Outturn 2024/25 Service Summary Total Budget 2025/26 YTD Spend 2025/26 Forecast Spend 2025/26 RAG Status Annual Variance 2026/26 £000 £000 £000 £000 £000 % 293 Employee 273 212 254 (19) -7% 71 Property 141 119 143 2 1% - Transport and Plant - - - - 0% - Supplies, Services and Admin 1 - 1 - 0% 120 Payments to Other Bodies 120 100 120 - 0% - Other - - - - 0% 484 Gross Expenditure 535 431 518 (17) -3% (172) Income (230) (183) (219) 11 5% 312 Net Expenditure 305 248 299 (6) -2% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 12,151 Employee 12,723 9,868 11,842 (881) -7% 242 Property 164 221 265 101 62% 1,138 Transport and Plant 1,175 1,004 1,211 36 3% 5,574 Supplies, Services and Admin 5,488 4,209 5,193 (295) -5% - Payments to Other Bodies - - - - 0% 1,019 Other 1,029 858 1,030 1 0% 20,124 Gross Expenditure 20,579 16,160 19,541 (1,038) -5% (20,124) Income (20,872) (16,655) (19,836) 1,036 5% - Net Expenditure (293) (495) (295) (2) 1% Anti Social Behaviour & CCTV Housing Maintenance Trading Organisation Page 199
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Housing Maintenance Trading Organisation (293) (295) (2) 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 31 January 2026 Budget Details Variance Analysis Variance The service will achieve its budgeted surplus None available Employee cost underspend due to vacant posts within the service. Property cost overspend due to a reassessment of depot costs charged to the HMTO. Transport and supply cost underspend reflecting lower employee numbers and reduced throughput of work undertaken by HMTO. Lower income reflects reduced delivery costs / reduced throughput of work. This service delivers maintenance and investment services to the council's housing stock ITEM 15 - APPENDIX 3 Page 200
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2026/26 - BCR10 Efficiency Detail Reference Budgeted Amount £'000 Projection of Total Saved £'000 Projection of Total Not Saved £'000 Comment 1 Reduce budget for temporary accommodation furniture HE03 18 18 0 2 CCTV Service Reduction HE04 31 31 0 49 49 0 STATUS: COMPLETE ITEM 15 - APPENDIX 4 Page 201