Document Pack (Bookmarked) - HAC Committee 12 08 26
West Dunbartonshire Council · 12 August 2026
Back to Housing & Communities Committee — 12 August 2026 and its agenda
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Official Agenda Housing and Communities Committee Date: Wednesday, 12 August 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: 30 July 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, 12 AUGUST 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 7 - 12 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 13 May 2026. 7 SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT Submit report by the Divisional Commander, Police Scotland providing Members with an update Quarter 1 on local policing in West Dunbartonshire. 13 - 23 7 (b)/ Page 3
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Official (b) FIRE AND RESCUE SCRUTINY REPORT To Follow 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 WEST DUNBARTONSHIRE HOUSING ALLOCATION POLICY REVIEW 25 - 46 Submit report by the Chief Officer – Housing Services highlighting the changes to the allocations policy and seeking approval for following a comprehensive consultative review. Including details of the benefits and reasoning behind the proposals, along with a summary of the feedback received through consultative exercise. 9 HOUSING EMERGENCY ACTION PLAN 47 - 54 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 55 - 67 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 SCOTTISH SOCIAL HOUSING CHARTER/ANNUAL ASSURANCE STATEMENT 69 - 85 Submit report by the Chief Officer – Housing Services seeking approval for the annual progress report on meeting the requirements of the Scottish Social Housing Charter and the Scottish Housing Regulator’s Regulatory Framework for social housing, including the approval of the Annual Assurance Statement. 12/ Page 4
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Official 12 MORE THAN A ROOF’ - WEST DUNBARTONSHIRE’S HOUSING SOLUTIONS STRATEGY UPDATE AND NEW APPROACHES TO HOMELESSNESS PROGRESS REPORT 87 - 99 Submit report by the Chief Officer – Housing Services providing an update on “More than a Roof” West Dunbartonshire Council’s Housing Solutions Strategy for the period 2025-28 and new approaches to homelessness. 13 HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 30 JUNE 2026 (PERIOD 3) 101 - 106 Submit report by the Chief Officer – Resources advising of the 2026/2027 HRA budget position on 30 June 2026 and the forecast position of the HRA reserves as of 31 March 2027. CONTROL REPORT TO 30 JUNE 2026 (PERIOD 3) 14 HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY 107 - 114 Submit report by the Chief Officer – Resources providing an update on the HRA capital programme to 30 June 2026 (Period 3). REPORT 2026/27 AS AT PERIOD 3 (30 JUNE 2026) 15 GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL 115 - 122 Submit report by the Chief Officer – Resources providing an update on the financial performance to 30 June 2026 (Period 3) of General Fund Revenue Services under the remit of the Housing and Communities Committee. Page 5
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HOUSING AND COMMUNITIES COMMITTEE At a Hybrid Meeting of the Housing and Communities Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 13 May 2026 at 2.00 p.m. Present: Councillors Ian Dickson, Gurpreet Singh Johal, David McBride, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Martin Rooney, William Rooney, Hazel Sorrell and Sophie Traynor. Attending: Peter Barry, Chief Officer – Housing Services; John Kerr, Housing Development and Homelessness Manager; Nicola Pettigrew, Housing Operations Manager; Claire McKay, Housing Development Co-ordinator; Alan Young, Housing Asset and Investment Manager; Christopher Anderson, Section Head and Principal Solicitor; and Nicola Moorcroft and Lynn Straker Committee Officers. Also attending: Divisional Commander Gary I’Anson and Chief Inspector Lynn Edwards, Police Scotland; Group Commander Kevin Rennie and Group Commander Brian Wardle, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apologies: Apologies for absence were intimated on behalf of Provost Karen Murray Conaghan and Councillor 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. 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 ITEM 6 Page 7
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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 25 February 2026 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 4 on local policing in West Dunbartonshire. After discussion and having heard the Divisional Commander and the Chief Inspector, 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 Commanders in further explanation of the report and in answer to Members’ questions, the Committee agreed to note the update provided. HOUSING SERVICES DELIVERY PLAN 2025/26 YEAR-END PROGRESS AND HOUSING SERVICES DELIVERY PLAN 2025/26 A report was submitted 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. After discussion and having heard the Chief Officer – Housing Services, the Housing Development and Homelessness Manager, the Housing Operations Manager and the Housing Asset and Investment Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at year- end and the new Plan for 2026/27. Page 8
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HOUSING EMERGENCY ACTION PLAN 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 Development Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the progress to date and the implementation of the key actions of the Housing Emergency Action Plan as summarised in paragraphs 4.1 - 4.10 of the report and in the action plan update within Appendix 1 of the report; (2) to note the addition of three actions to the action plan following the housing summit, in paragraphs 4.4 of the report; (3) to note the updated statistics in paragraph 3.7 of the report related to 2025/26; (4) to note update that an additional three actions have been added to the plan following the housing summit as noted in paragraph 4.3 of the report; (5) to note updates on the Scottish Government response to the national emergency in paragraphs 4.11 - 4.15 of the report and what it means for West Dunbartonshire Council’s Housing and Homelessness Services; (6) to note some key dates for parts of the Housing Act Scotland 2025 in paragraph 4.16 of the report; and (7) to note the Chief Officer – Housing Services would continue to bring an update report to future Housing and Communities committee meetings. MORE HOMES WEST DUNBARTONSHIRE – WEST DUNBARTONSHIRE COUNCIL’S 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 home building programme. 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 content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach including the successful award nominations for the Willox Court and Mount Pleasant developments; Page 9
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(2) to note the successful completion of the new Willox Court development in February 2026; (3) to note that the Chief Officer – Housing Services, will carry out the procurement of and subsequently award, the contract up to the budgeted costs for the projects at Gray Street and 28 Bridge Street, Alexandria; (4) to note the lifting of the temporary letting suspension at Young Street sheltered housing complex; and (5) to note the new resource planning allocations for West Dunbartonshire for the next four years. WEST DUNBARTONSHIRE COUNCIL’S TENANT PARTICIPATION STRATEGY 2025-28 – ANNUAL PROGRESS REPORT A report was submitted 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. 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 progress and achievements made in relation to the implementation of the strategy’s action plan; and (2) to commend the key role played by tenant representatives in the Housing Service’s partnership approach to improving housing in West Dunbartonshire. PROCUREMENT OF THE PROVISION OF FURNITURE FOR SUPPORTED AND TEMPORARY ACCOMMODATION A report was submitted 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. Having heard the Chief Officer – Housing Services in further explanation the Committee agreed:- (1) to approve the initiation of a procurement process for the provision of furniture for supported and temporary accommodation; and (2) to grant delegated authority to Chief Officer – Housing Services, 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. Page 10
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HOUSING REVENUE ACCOUNT (HRA) BUDGETARY CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) A report was submitted 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. After discussion, the Committee agreed:- (1) to note the HRA forecasts a 2025/26 surplus of £1.079m, a projected favourable variance (underspend) of £1.044m; and (2) to note the forecast 31 March 2026 HRA reserve position of £1.690m which is £0.530m above the HRA prudential target of £1.160m. HOUSING REVENUE ACCOUNT (HRA) CAPITAL BUDGETARY CONTROL REPORT TO 31 JANUARY 2026 (PERIOD 10) A report was submitted by the Chief Officer – Resources providing an update on the HRA capital programme to 31 January (Period 10). After discussion 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 on 31 January 2026; (2) to note the project life performance was 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 that eleven projects are forecast to deliver a total underspend of £9.249m against their five-year project life budgets; (4) to note that in year financial performance was monitored against a 2025-26 capital expenditure budget of £55.547m, 2025-26 capital income budget of £6.290m and a one-year borrowing requirement of £49.257m; and (5) to note that there was an anticipated under spend of £10.477m against 2025-26 budgets reducing the forecast one-year borrowing requirement to £38.780m. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2025/26 AS AT PERIOD 10 (31 JANUARY 2026) A report was submitted 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 11
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After discussion, the Committee agreed:- (1) to note the account currently shows 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 3.01p.m Page 12
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April to June 26 Total Crime 115 Crimes Incidents 6103 Dishonesty Crimes 615 Domestic Abuse Inc 339 +15.6% +11.4% -15.9% +8.7% +23.8% -28.6%* Road Deaths & Serious Injuries 5 -13.6%* Sexual Crime 104 -716*PYTD +40*PYTD, +48*5YR AVG +63*PYTD, +183*5YR AVG -64*PYTD, -9*5YR AVG +32*PYTD, +46*5YR AVG +20*PYTD, +41*5YR AVG -2*on PYTD -133*PYTD Violent Crime 400 Missing People 72 Counter Terrorism +5*PYTD +7.5%* -19*PYTD, -9*5YR AVG Common Assault 297 -39.6% Housebreaking 29 Disorder Complaints 842 The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average +3.8% -10.5% ITEM 7a Page 13
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OFFICIAL 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 2026/27, with available figures being shown from 1st April through to 30th June 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 OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of Qtr. 1, acquisitive crimes have increased by 11.4% from 552 to 615 crimes compared to the same period last year. This is largely attributed to a rise in shopliftings (+97) and fraud related crime (+46) compared to 2025/26, while housebreakings and vehicle crimes have seen overall reductions. Public Protection Group 2 sexual crimes have also risen by 23.8% with 104 crimes recorded compared to 84 at the end of 2025/26. This is largely due to an increase in the number of sexual assaults from 20 to 44 crimes, while rape offences have also risen marginally compared to the same period last year. Road Safety & Road Crime There were no fatal road traffic collisions within West Dunbartonshire as at the end of Qtr. 1 which is unchanged from the position in 2025/26. Road traffic collisions resulting in serious injuries have reduced marginally with 5 recorded compared to 7 last year while those resulting in slight injuries have also reduced by three. Serious Organised Crime As at the end of Qtr. 1 drugs supply crimes show an increase of 56% from 9 to 14 crimes while possession charges have also risen slightly from 107 to 113 crimes. Across Argyll & West Dunbartonshire 3 crimes linked to persons associated with serious and organised crime have been recorded and £28,606 has been seized under POCA since 1st April 2026. Violence & ASB At the end of Qtr. 1, Group 1 crimes of violence have increased by 8.7% with 400 crimes compared to 368 the previous year to date. Anti-social behaviour (ASB) related crimes have also risen slightly by 4.8% from 356 to 373 largely due to increases in alcohol related offences (+12) year on 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 OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 3030 3145 Total number of incidents 6819 6103 DEMAND ANALYSIS - * PYTD - PREVIOUS YEAR TO DATE CYTD - CURRENT YEAR TO DATE * * * * The total volume of crimes and offences recorded within West Dunbartonshire has seen an overall increase when compared to the previous year while the current figure is also above the previous 5-year average (+20.8%). Acquisitive offences have experienced the highest increase during the current reporting period (+63) followed by Group 5: Crimes against society (+37) and crimes of violence (+32). Crimes relating to damage and reckless behaviour (-47) and road traffic offences (-14) have both seen slight reductions. Page 16
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OFFICIAL OFFICIAL ACQUISITIVE CRIME At the end of Qtr. 1, shoplifting crimes have seen an increase of 43.5% compared to the previous year from 223 to 320 and are currently above the previous 5-year average (155). Much of the increase YTD is due to a rise in crimes within the Dumbarton and Alexandria areas with various repeat loci being targeted by prolific shoplifters. The detection rate for shoplifting has reduced from 58.7% to 35.9% year on year. Fraud has also seen an increase of 64.3% from 56 to 92 crimes during the current reporting period. Frauds involving stolen or lost credit/debit cards have seen the highest increase YTD (+10) followed by social engineering (+8) and bank account takeovers (+7). The detection rate for fraud has seen a reduction of 14.3% from 39.3% to 25%. Housebreaking crimes have seen a reduction compared to the previous period from 48 to 29 crimes, which is also below the 5-year average of 38. This is largely attributed to a decrease in housebreakings at commercial premises (-19 crimes), while crimes at domestic dwelling have also marginally reduced from 27 to 23 crimes year on year. The detection rate for housebreaking overall is currently at 21%, which is decrease from 33.3% the previous period. Common thefts have also reduced slightly from 128 to 106 crimes and is marginally below the 5-year average (111). The detection rate has decreased slightly by 5.2%, from 29.7% to 24.5% year on year. Police Scotland is actively tackling acquisitive crime in West Dunbartonshire through targeted enforcement and strategic partnerships. To combat a recorded increase in shopliftings and frauds, which is reflective of the national picture, officers established a retailers consortium and introduced a radio link scheme to improve instant communication between businesses. Additionally, the area secured vital funding from the Police Scotland Retail Crime Taskforce for additional dedicated patrols in the main shopping precincts. These rising retail and cyber-enabled offenses have placed significant pressure on resources, contributing to a corresponding reduction in the overall detection rate. Despite these specific operational challenges, targeted policing initiatives have delivered successful outcomes in other sectors. Local teams achieved a positive, highly encouraging reduction in the total number of reported housebreakings and common thefts across the region during this period. Page 17
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OFFICIAL OFFICIAL Police Scotland handles public protection in West Dunbartonshire with the utmost priority. Over the April to June quarter, sexual assaults more than doubled, and reported rapes saw a very marginal increase. Approximately half of these reports were non-recent incidents. Crucially, these offences are treated with top priority, achieving a detection rate of nearly 80%. Through proactive partnership working, there has been a very welcome reduction in the stubbornly high volume of reported domestic incidents. While the percentage of these incidents resulting in recorded crimes increased, the overall volume dropped. Police continue to actively engage with the Violence Against Women and Girls (VAWG) group and other local partners to deal with and fully support domestic abuse victims. At the end of Qtr. 1 2026/27, Group 2 crimes have increased by 23.8% (+20) compared to the same period last year. Much of the increase is due to a rise in sexual assault, which have more than doubled from 20 to 44 crimes, while rape offences have also risen marginally from 20 to 23 crimes. Approximately 87% of rape crimes occurred in a private space setting with the majority being committed by persons known to the victim. Around 55% of sexual assaults also occurred in a private place and 72% of crimes were committed by persons known to the victim. Non-recent reports accounted for just over half of all crimes (54%) during the current reporting period. The detection rate for rape has increased slightly compared to last year from 70% to 78%, with an additional 4 crimes detected in number terms. The detection rate for sexual assault also remains high at 77.3%. Crimes relating to indecent images/communications have remained fairly consistent compared to last year from 35 to 32 crimes. Approximately 81% of crimes were committed via online platforms with half being committed by persons known to the victim and 50% were by unknown profiles encountered through social media or online chat rooms. The number of domestic abuse incidents has reduced by 15.9% compared to PYTD from 403 to 339, while the number of crimes recorded has risen by 20% from 278 to 334 as at the end of Qtr. 1. The crime/incident conversion rate has increased by 7.1% from 48.4% to 55.5%. A total of 72 missing person reports have been recorded by the end of Qtr. 1, which is a slight increase of 7.5% from 67 last year. PUBLIC PROTECTION Page 18
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OFFICIAL OFFICIAL At the end of Qtr. 1, there were no fatal road collisions recorded in West Dunbartonshire, which is unchanged from the position last year. Serious injuries have reduced marginally from 7 to 5, while the number of slight injuries has seen a slight decrease (-3). There were no serious injuries involving children in either reporting period. Offences relating to motor vehicles have seen a slight reduction of 1.5% from 944 to 930 (-14). Increases in speeding offences (+25), careless driving (+12) and driving under the influence (+12) have been offset by reductions in vehicle defect offences (-27), unlawful use of motor vehicle (- 12), dangerous driving (-9) and drivers neglect of traffic directions (-8). Road Traffic Casualties 2024/25 2026/27 Number of persons killed on our roads 0 0 Number of persons seriously injured 7 5 Number of persons slightly injured 7 4 Number of children seriously injured 0 0 Over the past quarter, Police Scotland activity across West Dunbartonshire has significantly enhanced road safety and tackled road crime. Positively, the area recorded zero fatal road traffic collisions alongside a noticeable reduction in collisions resulting in both serious and minor injuries. Divisional Road Policing Unit and local policing officers are currently prioritising the National Motorcycle Safety Campaign and the Summer Drink Drive Campaign. These joint operations target careless driving and vulnerable road users through both high-visibility enforcement and educational engagements. Alongside these campaigns, dedicated Youth Engagement Officers have been delivering the Young Drivers Programme. This vital educational initiative has reached all S6 pupils across all five secondary schools in West Dunbartonshire, focusing on equipping new drivers with the knowledge and attitudes required for safe motoring. A significant ongoing challenge for officers, which is being seeing across the country, is the use e-scooters and illegal electric motorcycles. To combat this, the local community policing team have been successfully running an action plan targeting their use. This proactive operation resulted in numerous e-scooters and illegal bikes being seized. Furthermore, several riders have been reported to the Procurator Fiscal for a variety of road traffic offences. Overall, our continued enforcement and educational activities appear to be successful in positively influencing driver behaviour. This proactive, two-pronged approach has no doubt contributed to keeping the roads safer, as evidenced by the corresponding reduction in casualty statistics. ROAD SAFETY AND ROAD CRIME Page 19
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OFFICIAL OFFICIAL Across Argyll & West Dunbartonshire, 3 crimes linked to persons associated with serious and organised crime have been recorded and £28,606 has been seized under POCA since 1st April 2026. As at the end of Qtr. 1, drug supply charges have risen from 9 to 14 crimes, while drug possession charges have also seen a slight increase from 107 to 113 crimes. Both figures are currently below the previous 5-year average however. Police Scotland continues to proactively target serious organised crime across West Dunbartonshire using intelligence-led operations to dismantle criminal networks and reduce community harm. Between April and June 2026, the division recorded an almost 60% year-on-year increase in drug supply offences, all of which were successfully detected, alongside a smaller but positive increase in drug possession offences. Officers also secured a small year-on-year increase in cash seized under the Proceeds of Crime Act (POCA). Crucially, proactive enforcement is yielding clear health and safety dividends. There were zero drug-related deaths during this reporting period, and the number of near-fatal overdoses marginally declined. To achieve this, Police Scotland continues to work closely with the Alcohol and Drug Partnership to reduce the harms associated with drug misuse in our communities. Our Youth Engagement Officers have continued to engage with young persons in the area, highlighting the risks of drug misuse. SERIOUS & ORGANISED CRIME Page 20
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OFFICIAL OFFICIAL VIOLENCE & ANTI-SOCIAL BEHAVIOUR In the quarter from April to June 2026, Police Scotland recorded an almost 10% increase in violent crime across West Dunbartonshire. While disappointing, this trend aligns with the national picture. However, a highly positive development is the almost 10% improvement in the detection rate for serious assault. An almost 40% reduction in the number of assaults on police and other emergency workers is also welcome news. Because a significant portion of serious violent crimes in the area involve weapons, officers continue to utilise stop search powers where appropriate. High tariff offenders are identified and actively pursued through local tasking. There has been a year-on-year increase in the number of stop searches being conducted in the area, along with a corresponding increase in the number of positive stop searches. Levels of violence in West Dunbartonshire overall have increased by 8.7% from 368 to 400 (+32) crimes. Approx. 53% of all crimes took place in a private place. Furthermore, just over 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 257 to 297 year on year. Both the number of serious assaults and robberies have risen marginally from 11 to 15 crimes (+4) and 7 to 9 (+2) respectively. Approx. 80% of serious assaults occurred within a public space and around 73% of crimes were committed by persons known to the victim. Eleven of the 15 crimes involved the use of a weapon with 6 being a knife or bladed instrument. 90% of robbery crimes occurred within a public space with all but one crime relating to a street robbery involving victims who were approached and assaulted in the street before being deprived of personal items such as mobile phones, cash or jewellery. Five crimes were committed by persons known to the victim. The detection rate for robbery has reduced by 19% from 85.7% to 66.7%, while the DR for serious assault has increased from 63.6% the previous year to 73.3%. Page 21
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OFFICIAL OFFICIAL Common assaults have experienced an increase of 15.6% (+40 crimes) and is currently above the 5-year average (249). This has been offset by a reduction of 36.9% in assaults on police and emergency workers (-24 crimes). Around 55% of common assaults occurred in private space settings and in 46% 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 87 to 107 crimes as at the end of Qtr. 1, while assaults involving neighbours and family members have also seen slight increases. Across the recording period the number of ASB related calls to Police Scotland has reduced by approx. 14% compared to last year from 1314 to 1129. Anti-social related offences (Group 6) however have increased by 4.8% with 373 crimes recorded compared to 356 PYTD, while the current figure is above the previous 5-year average (341). Stop searches have increased slightly from 165 to 171 but remains below the previous 5-year average. VIOLENCE & ANTI-SOCIAL BEHAVIOUR Police Scotland is executing targeted operations in West Dunbartonshire to tackle antisocial behaviour (ASB). Over the recent April to June quarter, police recorded an almost 15% year- on-year reduction in ASB-related calls, although there was a slight increase in recorded ASB- related crimes. Collaborative efforts with West Dunbartonshire Council form the foundation of local intervention, ensuring a swift response to community issues. Officers are also operating joint patrols to address a significant surge in antisocial behaviour involving personal watercraft (jet skis) on Loch Lomond. This recent spike is largely attributed to an extended period of good weather. To resolve this issue, local police are working in partnership with the Loch Lomond and The Trossachs National Park Authority to enforce loch byelaws. Continuous engagement with relevant stakeholders and partner agencies is also ongoing to develop a broader range of options for mitigating this problem. Page 22
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OFFICIAL 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 68.1%, albeit this is a notable reduction from the position as at the end of the 2025/26 reporting period (82%) but in line with the position across the West (68.3%). National Key Figures – Local Policing User Experience Survey Results April to June 2026 (Q1 FY2026/2027) National Average (Satisfied or Very Satisfied) L Division (Satisfied or Very Satisfied) Ease of contact 67.5% 68.0% Being provided with appropriate response 62.3% 61.7% Overall satisfaction 68.1% 68.1% Trading Standards Operation Almost 30,000 illegal cigarettes were seized across West Dunbartonshire in June, following a joint operation between Trading Standards, local community policing officers and Home Office staff. Following concerns raised by the community, an intelligence-led enforcement operation was carried out, involving the search of several shops in the Clydebank area. Approximately 30,000 illegal cigarettes and 10kg of hand rolling tobacco were seized. The contraband was found to be either counterfeit, or otherwise not for legal sale in the UK. A five figure sum of money was also seized which was subsequently handed over to the courts for confiscation proceedings. 68.1% Satisfied/Very Satisfied Total of 144 responses Page 23
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Official WEST DUNBARTONSHIRE COUNCIL Report by the Strategic Lead Housing and Employability Housing and Communities Committee: - 12 August 2026 ___________________________________________________________________ Subject: West Dunbartonshire Housing Allocation Policy Review 1. Purpose 1.1 This report seeks approval for proposed changes to the West Dunbartonshire Council Housing Allocation Policy following a comprehensive consultative review. It sets out the rationale and anticipated benefits of the proposed changes, summarises consultation feedback, and identifies the arrangements required to support implementation and future monitoring. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) approves the proposed changes to the West Dunbartonshire Council Housing Allocation Policy, as set out in sections 4.2 to 4.7; (ii) notes the summary of consultation feedback in sections 9.1 to 9.3, with full details provided in Appendix 1; (iii) invites the Chief Officer, Housing to ensure successful implementation of the revised Housing Allocation Policy and to report progress to the Housing and Communities Committee through established monitoring arrangements; and (iv) agrees the introduction of a 12-month underoccupancy pilot, as detailed in section 4.8 and Appendix 2, to help alleviate housing pressures in the context of the Council’s housing emergency declaration. 3. Background 3.1 Carrying out regular reviews of our policies is good practice, and we aim to review our allocations policy every three years. This review was slightly delayed with progress of the shared online housing application and awaiting details of the Housing (Scotland) Act 2025. 3.2 The review also provided the opportunity to ensure the current Allocations process adequately meets housing need and takes account the pressures and new demands of the housing emergency and the changes required as per the new Housing Scotland Act 2025. ITEM 8 Page 25
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Official 3.3 A steering group and working group were established to take forward the review. The groups, together with ongoing quarterly monitoring of the policy, identified the areas for review. The review included consultation with relevant stakeholders, with further detail set out in the Consultation Recording Sheet at Appendix 1. 4. Main Issues 4.1 There are six areas of proposed changes. • Suspensions and number of reasonable offers, • Suspensions to Medical A applicants with rent arrears, • Increased priority for tenants underoccupying to encourage downsizing, • Considerations and changes to tenancies for homeowners, • Bedroom eligibility for children of the same sex, and • Bedroom eligibility for applicants with access only arrangements with their children. More detailed information on these proposed changes is outlined below. 4.2 Reducing Number of Reasonable Offers from 3 to 2 and setting a timeframe. Proposal: The current limit of offers housing applicants can receive before their application is suspended for refusal is three, the proposal is to reduce this down to two. There is also no time limit to receiving the offers therefore proposing a 12-month timeframe is added. Benefits: This would align us with the majority of social housing providers in Scotland including local Registered Social Landlord (RSL) partners, making it more consistent for applicants and would reduce time spent by officers working on abortive offers and therefore benefit void times/rent loss. Consultation and feedback: Consultation feedback did not show majority support for reducing the number of reasonable offers, with 32% agreeing or strongly agreeing, 45% disagreeing or strongly disagreeing, and 23% unsure. In response, officers propose to retain the three reasonable offers position but introduce a 12-month timeframe, providing greater clarity for applicants while supporting more effective management of offers. 4.3 Suspending Offers to applicants with Medical A points with rent arrears. Proposal: All applicants who have rent arrears and are not maintaining a repayment arrangement are suspended from receiving offers of housing except for applicants who have a Medical A award. The proposal is to remove this Page 26
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Official exemption from the policy. This would mean that applicants regardless of the priority will be suspended if they have rent arrears unless they are complying with legislative requirements (value of arrears is less than a month’s rent and/or has a repayment arrangement in place, maintained for at least three months). Benefits: This creates a fairer process for tenants who maintain their rent account or maintain a repayment arrangement for arrears, especially for other Medical A applicants who have no arrears. If the tenant has arrears because of their medical condition this would be taken into consideration. Consultation and feedback: The feedback showed there was agreement for this proposal with 48% agree/strongly agree, 25% disagree / strongly disagree, 27% unsure. 4.4 Increase priority for tenants who underoccupy to enable more tenants to downsize. Proposal: Demand for larger family homes (4 bedrooms+) is a significant housing pressure and is highlighted within the Council’s housing emergency action plan. Numbers of tenants downsizing aren’t high, and this creates bottlenecks in waiting lists for those needing larger homes. One reason for this is we are not always able to reach as many of our transfer applicants as we would wish freeing up those much-needed family homes. The number of points awarded for every spare bedroom an applicant has is the same for all waiting lists. To change this the proposal is to increase the priority points to our own transfer tenants under occupying, to 33 points per bedroom from 20. Benefits: The increase of points will allow for more tenants to be rehoused who are underoccupying, which in turn will free up larger family homes to then rehouse other larger families. Consultation and feedback: The feedback from the consultation supported this proposed change with 67% of respondents agreed that we should prioritise our own transfer applicants, 8 % said we should not and 25% were not sure. 4.5 Allocating Properties to Homeowners on a Short Scottish Secure Tenancy (SSST) Proposal: The 2014 Housing Act allows social landlords to take ownership of housing into account except where the owner cannot access their home or where occupying it could lead to abuse or endanger their health. In our current policy we do not take ownership of housing into account, the proposal is looking to change that. If a homeowner cannot access their owned home safely will be allocated social housing temporarily on a Short Scottish Secure Tenancy only, to allow them Page 27
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Official time to resolve access issues at their owned home. If these issues cannot be resolved, only then would we consider offering a permanent tenancy and it would be preferred if the owner then agreed to sell their owned home to allow this property to become a home for someone else rather than remaining empty and we will provide advice in that respect. Benefits: This again would align us with what the majority of our RSL partners in West Dunbartonshire and would maximise our own housing stock to ensure it is being used for those with the most need. From analysis, the majority of the owner occupiers applying for housing with the Council have no immediate housing need. Consultation and feedback: Consultation feedback showed strong support for offering an SSST in these circumstances, with 56% agreeing or strongly agreeing, 13% disagreeing or strongly disagreeing, and 31% unsure. There was also support for encouraging owners to resolve their ownership position, with 73% agreeing that owners should be expected to sell their owned home where a permanent social tenancy is required, 10% disagreeing, and 17% unsure. 4.6 Changing the age limit for children of the same sex sharing a bedroom from 10 to 16. Proposal: The Allocation Policy uses household composition to determine bedroom eligibility, it currently states that children over the age of 10 will be eligible for a bedroom of their own, regardless of sex. The proposal is to increase the ages from 10 to 16 for children of the same sex. Where a child requires their own bedroom due to medical need, this will continue to be considered on a case- by-case basis, informed by an occupational therapist’s assessment. Benefits: This would bring our policy in align with other social landlords in the area but also with the Department for Work and Pensions assessments of bedroom eligibility which is also linked to housing cost payments. Increasing the ages will also ensure best use of our 4 plus bed sized properties. Consultation and feedback: The online survey showed low support for this proposal, with 22% agreeing or strongly agreeing, 66% disagreeing or strongly disagreeing, and 12% unsure. However, 73% of respondents indicated that the change would not affect their current or future housing needs. Taking account of this, wider stakeholder consultation, and feedback from the members’ session, officers recommend proceeding with the proposal. The change is intended to maximise use of available larger homes during a period when demand continues to outstrip supply and the Council is responding to a declared housing emergency. Page 28
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Official 4.7 Allowing only one additional bedroom for applicants with access agreements for children. Proposal: The proposal is to make changes to property size eligibility where a parent has access only to their child/children to one additional bedroom. If the child lives with one parent all or most of the time that parent can claim the benefit and it is therefore the primary parent that we would assess the child as living with for room size eligibility not the parent with access. Benefits: This change would make best use of limited housing stock and avoid people living in homes that are predominantly underoccupied when we have high numbers of families that are awaiting on offers of larger family homes. This again would also align with other housing providers including local RSL partners. Consultation and feedback: Consultation feedback showed majority support for this proposal, with 58% agreeing or strongly agreeing, 17% disagreeing or strongly disagreeing, and 25% unsure. Officers therefore recommend proceeding with the proposal to allow one additional bedroom for applicants with access-only arrangements for their children. Underoccupancy – 12 Month Pilot – Two Bedrooms 4.8 Demand for one-bedroom properties significantly exceeds the available supply and has been identified as a key pressure within the housing allocation system, contributing to the current housing emergency. By comparison, the availability of two-bedroom properties is more favourable. To mitigate this pressure, it is proposed that a 12-month pilot be introduced permitting the allocation of certain two-bedroom properties to households with a one-bedroom requirement. Appendix 2 provides detailed analysis of demand, availability and supply across both property size types. This proposal seeks to maximise housing opportunities for applicants with the highest assessed need, reduce waiting times and allocation pressures, and support more sustainable tenancies by allowing households some capacity to accommodate future changes in household composition. 5. People Implications 5.1 Meeting the requirements to adopt the proposed Housing Allocations Policy will be taken forward and managed from within existing staff resources. 6. Financial Implications 6.1 There are no direct financial implications within this report. Page 29
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Official 7. Risk Analysis 7.1 The reviewed and updated Housing Allocation Policy provides an opportunity to improve the existing system, better reflect current housing demand, and make effective use of available policy flexibilities. Key risks include potential challenge where proposals proceed despite mixed consultation feedback, operational pressures during implementation, and the need to ensure applicants understand the revised rules. These risks will be mitigated through clear communication, staff guidance, monitoring of outcomes, and reporting through established governance arrangements. 8. Equalities Impact Assessment (EIA) 8.1 The policy has been subject to a full Equality Impact Assessment. No areas of concern were identified. Officers will continue to monitor implementation to ensure the revised policy operates fairly and remains focused on assessed housing need. 9. Consultation 9.1 The review of the allocations policy was undertaken in consultation with tenants, applicants, tenants and residents’ group, members of staff including members and other key internal and external partners. The process included the following: • January 2025 onwards – steering group and working group project review developed; • 5th Nov 2025, to 14th Jan 2026 – online survey; • 7th January 2026 – Members session • May 2026 – Access to Housing Board approval • 12th August 2026 - Housing and Communities Committee approval 9.2 The policy changes are not assessed as having a negative impact on any equality group. The points-based system is designed to be person-centred and to prioritise applicants according to assessed housing need, ensuring those with the most urgent need receive the highest priority. A detailed Consultation Recording Sheet is provided at Appendix 1, and the Equality Impact Assessment is available on request. 9.3 An elected member session was held on 7 January 2026, providing members with an opportunity to comment on the proposed changes and wider review before this report was presented to the Housing and Communities Committee. 10. Strategic Assessment 10.1 This Allocations Policy sets out how the Council intends to allocate its homes. It lays out a hierarchy of need, in order to best allocate a limited supply of housing. The allocation of properties has a crucial part to play in promoting sustainable communities, in which people will want to live and work. These Page 30
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Official proposed changes will aim to best allocate this limited supply of housing as effectively as possible. Peter Barry Strategic Lead Housing and Employability Date: 29th July 2026 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing and Employability, Church Street, Dumbarton, G82 1QL, email: john.kerr@west- dunbarton.gov.uk Kathryn Irvine – Senior Housing Development Officer, Housing Development, Church Street, Dumbarton, G82 1QL, email: kathryn.irvine@west-dunbarton.gov.uk Claire McKay – Housing Development Co-ordinator, Housing Development, Church Street, Dumbarton, G82 1QL, email: claire.mckay@west-dunbarton.gov.uk Appendices: Appendix 1 – Consultation Summary Appendix 2 – Underoccupancy Pilot Background Papers: Allocation Policy Review, February 2022 Housing and Communities Housing Emergency, August 2026 Housing and Communities Committee Allocation Policy Review Equalities Impact Assessment, June 2026 Wards Affected: All Page 31
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Housing Services Consultation Summary Housing and Employability, Housing Development Person responsible: Kathryn Irvine, Senior Housing Development Officer Consultation Start date: Oct 2025 – January 2026 1. The name of consultation / participation exercise? Allocations Policy Review Consultation 2. Its aims and objectives? Our Housing Allocations Policy was reviewed and updated in 2022. It continues to largely reflects good practice and aims to meet demand within the constraints of a limited supply. We have however made a commitment made to carry out a review of the policy every 3 year, we are slightly overdue with this review therefore but that is in part due to the launch of the Shared Application Form with our RSL partners. The review provides the opportunity to improve the existing policy where possible so that it more adequately meets the needs of those in housing need, aligns with our Housing Solutions Strategy and takes into account of the Housing Scotland 2025 Act. 3. Who did you invite/include? (e.g. all tenants, tenant from the interested tenants register, RTOs, staff) • Tenants and Residents Groups and the WDTRO • All West Dunbartonshire Council tenants • Waiting list applicants • Local RSL’s • The West Dunbartonshire Equalities Forum • Housing Solutions Partnership Members • Elected Members. 4. What methods did you use to Text to all waiting list applicants with link to online survey. ITEM 8 - APPENDIX 1 Page 32
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2 promote/invite stakeholders to get involved? (e.g. letters, posters, website) The Councils website and housing news were used to advertise the consultation. Survey link sent directly to the WDTRO, TRAs, Equalities Forum & Community Planning and the Housing Solutions Partnership members to encourage their participation. Paper copies were available from lead officer if needed. Attend Both WDTRO and Housing Solutions Partnership meetings to discuss and receive feedback. 5. Who actually took part? (Number of individuals and or number of tenant organisations represented) • Survey link text to all applicants • 1060 responses to survey • Elected members • WDTRO • Housing Solutions Partnership 6. What method(s) did you use to obtain their views? (e.g. focus/working group, newsletter, survey) Why did you choose this method(s)? • Online survey to gather views on specific proposals. Method chosen as seen as the best way to capture the views of as many respondents as possible • Method chosen as seen as the best way to capture the views of as many respondents as possible • Along with attending several in person meetings 7. What good practice or minimum standards can you evidence as part of your consultation? The consultation was promoted several times in different editions of the housing news, both informing tenants that it was coming up so to look out for it, and again when it was live. The consultation period lasted for 10 weeks, which is longer than the recommended 8 weeks as it coincided with the Christmas break. Plain English was used and the survey was promoted by text and online to make it as accessible as possible. Paper copies were also available. Page 33
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3 8. What was the outcome of the consultation? Feedback from the consultation showed that we had a good level of support for the majority of the proposed changes. The consultation results were as follows – Q1 - Which of the following best describes you. Reducing Reasonable Offers from 3 to 2. The first proposal was to reduce the number of reasonable offers permitted from 3 to 2. The benefits from this would be a reduction in voids times, rent loss and less time spent on abortive offers for staff. Q2 – 59% 35% 3% 2.5% 0.5% I live in West Dunbartonshire I am an applicant on West Dunbartonshire Councils Housing Waiting List I work for West Dunbartonshire Council Other I work for a partner organisation Which of the following best describes you 46%54% Were you aware of the current policy on the number of reasonable offers before this survey? No Yes Page 34
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4 Q3 - Suspending Offers to applicants with Medical A points if they have rent arrears. The second proposal was to suspend offers to applicants with Med A points if they have rent arrears. The benefits from this would mean the policy was fairer to all applicants who apply with this medical need and do not have arrears. 12% 20% 23% 22% 23% STRONGLY AGREE AGREE UNSURE DISAGREE STRONGLY DISAGREE Do you agree with the proposal to reduce the number of reasonable offers from 3 to 2 within a 12-month period? Page 35
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5 Q4 - Q5 - Encouraging tenants who are currently under occupying to downsize. The third proposal was to encourage tenants who are currently under occupying to downsize. Encouraging more of our own tenants to downsize will help free up much needed larger homes for families on our list who are overcrowded. 83% 17% Were you aware that Med A applicants with arrears could still receive offers before this survey? No Yes 18% 30% 27% 13% 12% STRONGLY AGREE AGREE UNSURE DISAGREE STRONGLY DISAGREE Do you agree with the suspending offers of housing to Medical A applicants with rent arrears and no repayment arrangement in place Page 36
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6 Q6 – Q7 - 179 196 281 651 101 Worry about packing up belongings Financial worries Loss of a garden / outside space All of the above Other What do you believe are the barriers to moving for those who are under occupying? 67%8% 25% Do you think we should prioritise our own existing tenants wishing to downsize with higher under occupation points Yes No Not Sure Page 37
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7 Allocating Properties to Homeowners on a Short Scottish Secure Tenancy (SSST). The fourth proposal was to only allocate properties to homeowners on a Short SST until they can safely access their owned property. The benefits for this are that it would align with other RSL partners in the area and ensure our policy is based on housing needs. Q8 – Q9 - 23% 42% 35% Do you think homeowners who can safely access their own home should still be eligible for permanent housing with the Council with a secure tenancy Yes No Not Sure 16% 40% 31% 8% 5% Strongly Agree Agree Unsure Disagree Strongly Disagree Do you agree that homeowners who cannot access their own home safely should be allocated social housing temporarily on a Short Scottish Secure Tenancy Page 38
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8 Q10 - Changing the age limit for children of the same sex sharing a bedroom from 10 to 16. The fifth proposal was to change the age limit for children of the same sex sharing a bedroom from 10 to 16. The benefits of this would again align our policy with the DWP and partnering RSL’s in the area. Q11 - 73% 10% 17% Do you think if homeowners are allocated social housing on a permanent secure tenancy they should be required to sell their owned property Yes No Not Sure 7% 15% 12% 24% 42% Strongly Agree Agree Unsure Disagree Strongly Disagree Do you agree with increasing the age at which children of the same sex are expected to share a bedroom from 10 to 16 Page 39
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9 Q12 – Allowing only one additional bedroom for applicants with access agreements for children. The final proposal was to allow only one additional bedroom for applicants with access agreements for children. The benefits of this are to make best use of limited housing stock and avoid people living in homes that are predominantly underoccupied when we have large numbers of families on our lists who are overcrowded. Q13 - 14% 73% 13% Would this change affect your current or future housing needs Yes No Not Sure 18% 40% 25% 10% 7% Strongly Agree Agree Unsure Disagree Strongly Disagree Do you agree with allowing only one additional bedroom for applicants who have formal access agreements for their children but whose children do not live with them permanently Page 40
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10 Q14 – 9. How did you feedback to participants the outcome? Following the Housing and Community Committee meeting we will highlight the outcome of the consultation and subsequent policy changes to tenants in a Housing News article and letters to waiting list applicants. 10. How did tenant involvement influence your consultation? Paper going to HAAC outlines the consultation results and the final Allocations Policy is based on the views of tenants, applicants and staff. Based on the participant feedback some proposals were not taken forward and some however, due to needing to maximize use of available stock we felt necessary still to proceed with. 11. Are you able to demonstrate this? Yes 12. How have you demonstrated to tenants that involvement made a difference? Yes, feedback from the consultation on the proposed changes fed into the draft policy that was developed. 13. Did you check with participants that they were happy with the opportunities given to make their views During attendance with the WDTRO the opportunities to be involved were covered and no feedback was received to indicate not happy so by default accepted as being happy as representatives of tenants. 11% 79% 10% Do you currently have an access agreement in place for your children Yes No Prefer not to say Page 41
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11 known and that they felt that we listened and acted upon them? What worked well, what didn’t work well – or any other comments you have. ..…………………………………………………………………………………………… Page 42
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Housing and Communities Committee – Underoccpancy Appendix – Allocations Paper July 29, 2026 Official Sensitive Appendix 2 Note Project Name Underoccupancy - 2-bedroom properties Prepared by Claire McKay Date 29th July 2026 Background One of the key drivers behind declaring a housing emergency is the imbalance between demand and available housing supply. This is particularly evident in certain property sizes, most notably one-bedroom homes, where demand significantly exceeds availability. The data below highlights that one-bedroom properties make up around a quarter of our stock, yet account for nearly a third of turnover. Demand is especially acute among homeless households (approximately 80%), as well as general applicants (around 60%) and transfer requests (approximately 50%). Stock Profile by Property Size and Type Bed size Number 1 2755 (26%) 2 4642 3 2638 4 353 5 20 6 2 7 2 8 2 Property type Number Houses 2970 Four in a block 3112 Tenement 1535 Multi 1174 Mini 72 Duplux/maisonette 1349 Multi sheltered 48 Lets in 2025/26 Row Labels Bed nos 1 Bed nos 2 Bed nos 3 Bed nos 4 Grand Total GEN 63 108 35 1 207 ITEM 8 - APPENDIX 2 Page 43
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Housing and Communities Committee – Underoccpancy Appendix – Allocations Paper July 29, 2026 Official Sensitive HLESS 212 230 68 14 523 TRAN 55 88 42 8 196 YCL 2 2 4 YHO 7 3 10 RGN 15 1 15 Grand Total 358 (37%) 433 145 23 958* * (909 lets excluding mutual exchanges) of the 909 lets of which 408 were 2 bedrooms. 213 went to households experiencing homeless which is 52%. Of the 408 57 were houses. Live Homeless cases Live cases Mar 26 Apr 26 May 26 Total number of live homeless cases 428 407 385 Number of live homeless cases open over a year 58 54 56 Number of live homeless cases with children 84 72 57 Total number of children within live homeless cases 187 165 131 Total number of children within live homeless cases not in temporary accommodation 105 81 57 Number of live homeless cases On Offer 45 58 35 Number of live homeless cases Awaiting Offer 142 135 151 Number of live homeless cases with an active Section 5 referral 29 29 22 Demand Wait list No. 1 bed No. 2 bed No. 3 bed No. 4 bed No. 5 bed No. 6 bed General 1467 (56%) 627 (24%) 349(13%) 151(6%) 40(1.5%) 13(0.5%) Transfer 425 (46%) 244 (27%) 148 (16% 79 (9%) 27 (3%) 8 (1%) YHO 6 (100%) YCL 17 (100%) Homeless 327 (85%)** 26 (7%) 20 (5%) 12(2.5%) 2(0.5%) 1(0.25%) **number on the current waiting list is 122 (65% of the 187) In 25/26 of the 1055 homeless cases 758 were single people (72%) The above helps to demonstrate the different priority groups who are all competing for 1- bedroom properties versus the higher availability and turnover of two-bedroom properties. Despite our new build and buyback programmes having a focus to increase supply of 1 bedroom. Below shows the points levels of applicants on both 1 bed lists and 2 bed. It shows that there are a higher number of applicants who have higher points = greater need on the one-bedroom lists compared to the two-bedroom lists. Page 44
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Housing and Communities Committee – Underoccpancy Appendix – Allocations Paper July 29, 2026 Official Sensitive Decision Made by Housing Improvement Board Current data shows a clear imbalance between demand and supply: demand for one-bedroom properties significantly exceeds supply, while two-bedroom properties are more readily available. Previous reports have identified that failure to meet letting targets for homeless households, youth priority groups, and young care leavers is largely due to the shortage of one-bedroom accommodation. Underoccupation of two-bedroom properties has been used on an ad hoc basis but more in harder to let areas. To better meet demand, it has been agreed that a 12-month trial will begin from 1st September 2026 formally allow the underoccupation of two-bedroom properties for applicants with the highest level of need. During this period, allocations would prioritise applicants based on housing need (i.e. highest points), rather than strictly matching property size to household size. This means applicants assessed as needing two bedrooms would retain equal priority, but allocation decisions would focus primarily on urgency of need. This approach aims to: • Improve performance against all letting targets • Eliminate waiting lists for young care leavers (YCL) and youth homelessness (YHO) applicants • Reduce the number of households experiencing homelessness • Shorten time spent in temporary accommodation There are additional longer-term benefits. Underoccupying properties can help future-proof housing need—for example, if a single applicant later has a child, they will already be appropriately housed and will not require a transfer. An additional positive it may help let harder to let areas but is not the main driver for the policy change. The approach will remain person-centred. Applicants will not be required to accept a two- bedroom property; if they decline or cannot afford it, they will continue to be considered only for Page 45
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Housing and Communities Committee – Underoccpancy Appendix – Allocations Paper July 29, 2026 Official Sensitive one-bedroom accommodation. Things to note The proposal excludes two-bedroom houses from underoccupation, as these are more suitable for, and should be prioritised for, households with children. The allocation process for properties which have adaptions will continue as they always have and be allocated to a household who has a need for the adaptions so will go to either a 2 bedroom or 1 bedroom household who has a requirement for the adaption and has the highest points. A break/pause/amendment clause – the pilot will be for 12 months however, if a significant unintended impact is realised prior to the 12 months it also for the Access to Housing Board to pause, review and amend the pilot before the 12 months. Monitoring The Access to Housing Board will monitor the pilot on an ongoing basis to evaluate its impact, including the reasons for any refusals. It has been agreed that an additional refusal category will be introduced for applicants who state that they do not wish to under-occupy a property or can afford to secure alternative accommodation. Applicants refusing an offer for either of these reasons will not be made any further offers of two-bedroom properties. Page 46
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 12 August 2026 ___________________________________________________________________ Subject: West Dunbartonshire Housing Emergency Declaration Action Plan 1. Purpose 1.1 The purpose of this report is to provide members with an update on the Housing Emergency Declaration Action Plan (HEDAP). 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the progress to date and the implementation of the key actions of the Housing Emergency Action Plan. (ii) Note that a review of the Council’s Allocations Policy has been undertaken and is subject to a separate report to this Committee, as referenced in section 4.8; (iii) Note the proposed 12-month pilot to permit the allocation of selected two- bedroom properties to households assessed as requiring one-bedroom accommodation, where this supports the allocation of homes to applicants with the highest assessed housing need, as set out in section 4.9; (iv) Note updates on the Scottish Government response to the national emergency in sections 4.13 – 4.18 of this report and what it means for West Dunbartonshire Council’s Housing and Homelessness Services, and (v) Agree that the Chief Officer, Housing will continue to provide update reports to future meetings of the Housing and Communities. 3. Background 3.1 On the 1 May 2024 Housing and Communities Committee agreed to declare a Housing Emergency in West Dunbartonshire due to extreme and unprecedented pressures facing housing and homelessness services in WDC. 3.2 This was despite positive achievements across Housing to help manage the acute housing need in West Dunbartonshire including the following: • 262 households prevented from experiencing homelessness, • Progress in reducing the number of empty homes (council voids); and ITEM 9 Page 47
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• The construction of new council homes at the following development sites Clydebank East, Mount Pleasant, Pappert and Gilmour Avenue. 3.3 Despite this, housing demand increased and the following metrics highlighted the pressures on Housing and Homelessness within West Dunbartonshire prior to the housing emergency declaration. 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. 3.7 Significantly on the 15 May 2024, the Scottish Government declared a National Housing Emergency in the Scottish Parliament. They launched their action plan in September 2025. 3.8 Below details the progress with figures which were the baseline which contributed to the declaration of the Emergency and the current picture at 2025/26. 3.8 The table below provides a snapshot of the current waiting list, including applicants with no assessed housing priority or points. This context is 2023/24 2025/26 Waiting List Numbers 5000 4000 No. of households in Temporary Accommodation 274 245 Households in Temporary accommodation inc children 89 84 Breaches of the Unsuitable Accommodation Order 68 43 No placements in Bed & Breakfast 274 174 Number of homeless applications 1100 1049 Page 48
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important in considering how available housing can be best targeted towards households with the greatest assessed need. 4. Main Issues 4.1 The action plan has four main themes they are as follows: • Theme 1. Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing, • Theme 2. Make Best Use of Existing Stock, • Theme 3. Enhancing Housing Access and the prevention of homelessness, and • Theme 4. Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets. 4.2 The Housing Emergency Project Board (HEPB) continues to meet monthly basis since the housing emergency declaration led by the Chief Officer, 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 an additional 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. Total Number of applicants with no housing need General 2818 721 Transfer 1045 377 Page 49
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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 available as a background paper and is summarised in detail below against the four key themes: - 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 2026/27 we have completed 28 new builds so far. 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, 10 buybacks completed so far in 2026/27, two being 5 apartments. The planning review is now at national level which West Dunbartonshire Council fed into and welcome the outcome. We anticipate further updates after the summer recess. Make Best Use of Existing Stock 4.7 There continue to be a focus and progress on voids, despite an initial increase again in 2026/27, they are now back below 130. The repairs policy continues to be monitored since its rollout in April 2025 which continues to see a reduction in times to complete repairs. Continued progress on our review of supported accommodation including productive conversations with Health and Social Care Partners (HSCP). We are continuing with our campaign drive along with additional actions to help promote and maximise the use of Homeswapper (mutual exchange scheme) to further meet housing need. We are still awaiting agreement from our RSL partners on the new downsizing scheme. The updated empty homes strategy has brought 10 homes back into use so far in 2026/27, one of which have brought back into use as council homes. Our damp and mould sensor project continues to roll out across our housing stock with at least a third of the stock now having a sensor. The review of our leased properties has been completed and some of the actions from the review are beginning to be taken forward. 4.8 A review of our allocation policy has also been carried out ensuring we make best use of our stock, the changes to help ensure this is detailed in a separate committee report being discussed today. 4.9 Demand for one-bedroom properties significantly exceeds the available supply and has been identified as a key pressure within the housing allocation system, contributing to the current housing emergency. By comparison, the availability of two-bedroom properties is more favourable. To mitigate this pressure, it is proposed that a 12-month pilot be introduced permitting the allocation of certain two-bedroom properties to households with a one-bedroom requirement. Appendix 2 in the Allocations Policy paper provides detailed analysis of Page 50
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demand, availability and supply across both property types. This proposal seeks to maximise housing opportunities for applicants with the highest assessed need, reduce waiting times and allocation pressures, and support more sustainable tenancies by allowing households some capacity to accommodate future changes in household composition. Enhancing Housing Access and the prevention of homelessness 4.10 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 is being reviewed with new legislation due to be enacted between April and August 2026. Year 2 actions of the new Housing Solutions Strategy will be taken forward with a focus on a single access to housing approach and preparation for the new Ask and Act duties that should increase prevention activity. The transfer led allocations approach for new builds continues to be implemented and the outcomes are in the More Homes paper. An overhaul of our webpages has been agreed and is being 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 2025. There are ongoing conversations about possible next stages hopefully leading to a West Dunbartonshire Common Housing Register. Strengthen the Financial viability and capacity of the Housing Revenue Account (HRA) and associated Housing and Homelessness budgets 4.11 Several actions continue to be taken forward through the Housing Emergency Project Board and the HRA Value for Money group which continues to meet 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. 4.12 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 4.13 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 Page 51
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2. Supporting the housing needs of vulnerable communities 3. Building our future - maximising investment in Scotland’s housing sector 4.14 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. 4.15 As reported at previous committees 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. No further additional funds have been announced for 2026/27. 4.16 The First Minister announced the creation of “More Homes Scotland” in January, a new executive agency that will work to accelerate new house building, with the intention that it will be up and running by 2027/28. The then Cabinet Secretary for Housing 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 4.17 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. 4.18 Since the previous Committee meeting, an election has resulted in changes to the Scottish Government. Responsibility for housing now sits with the Cabinet Secretary for Social Justice and Housing, Shirley-Anne Somerville, rather than with a standalone Housing Minister. Initial engagement with the Cabinet Secretary indicates an expectation that all local authorities which have declared housing emergencies will develop and present route maps outlining the actions being taken to address these issues, with a particular focus on interventions that extend beyond normal practice and contribute to resolving the emergencies. 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 Page 52
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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. 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 Page 53
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10.1 The Housing Emergency Declaration Action Plan (HEDAP) was consulted with a range of key stakeholders including the West Dunbartonshire Tenants and Residents Organisation. The implementation of the HEDAP is predicated on a consultative and collaborative focus and several key stakeholders are represented on the Housing Emergency Project Board. 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: 30 July 2026 ___________________________________________________________________ Person/s to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Claire McKay – Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing and Employability, email: Claire.Mckay@west- dunbarton.gov.uk Appendices: None Background Papers: Housing Emergency Action Plan, July 2026 Housing Emergency Declaration, Housing and Communities Committee, May 2024 Housing Emergency Update, Housing and Communities Committee, May 2026 Tackling Scotland’s Housing Emergency, Scottish Government, September 2025 Supporting documents - Tackling Scotland's Housing Emergency - gov. scot Wards Affected: All Page 54
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 12 August 2026 Subject: More Homes West Dunbartonshire – West Dunbartonshire Council Affordable Housing Supply Delivery Programme 1. Purpose 1.1 The purpose of this report is to provide the Housing and Communities Committee with an update on progress with West Dunbartonshire’s More Homes Programme, which oversees delivery of the Council’s new build housing programme. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach (ii) Notes the nomination of Mount Pleasant and the award win of the Willox Court development in the Excellence in Accessibility and Inclusion category at the 2026 Scottish Home Awards; (iii) Notes the commendation award of Mount Pleasant and the award win for Willox Court in the 2026 Homes for Scotland ‘Affordable Development of the Year – Small’ category; (iv) Notes the successful completion and forthcoming completion of the Bonhill Gap Sites at Braehead and Campbell Street; (v) Approve that the Chief Officer, Housing, in collaboration with the Procurement Manager, explores the potential for, and where appropriate undertakes, a procurement exercise for a design and build contract for the Queen’s Quay Site C development, subject to costs returned being deemed acceptable by the service and compliant with procurement requirements (vi) Notes the mainly positive feedback of the West Dunbartonshire Council Strategic Housing Investment Programme (SHIP) from the Scottish Government; and (vii) Approve and invite the Chief Officer, Housing, in collaboration with the Chief Officer, Regulatory and Regeneration and the Chief Officer, Resources, to conclude a short-term leasing arrangement for the vacant site at Vale of Leven Industrial Estate to support the temporary decant of ITEM 10 Page 55
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Dennystoun Forge tenants while the wider regeneration works are completed. 3. Background 3.1 In West Dunbartonshire the Affordable Housing Supply Programme (AHSP) is delivered through a More Homes West Dunbartonshire strategic approach which has successfully delivered over one thousand new affordable homes in West Dunbartonshire and includes the Council’s own new home building programme. 3.2 The Strategic Housing Investment Plan (SHIP) 2026-2031, outlining West Dunbartonshire’s Affordable Housing Supply Programme through the More Homes West Dunbartonshire approach, was approved by the Housing and Communities Committee in November 2025. The SHIP outlines plans to contribute to the Council Administration’s aim of delivering 2,500 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 and declaration of a housing emergency. 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. Page 56
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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 previously. 4.6 The Council’s recent completed developments at Mount Pleasant and Willox Park have both been shortlisted for the Affordable Housing Development of the Year Award in the Homes for Scotland Awards, for which Mount Pleasant was commended and Willox Park won. Both were also shortlisted for the 2026 Scottish Home Awards Excellence in Accessibility and Inclusion category of which Willox Park also won. This follows the Clydebank East development being awarded the prestigious Herald Property Awards - Affordable Housing Development of the Year Award late last year, for which the Mount Pleasant development has also been shortlisted this year. 4.7 As part of our ongoing monitoring of the impact of the completed housing developments, the three most recent mainstream completions (Clydebank East/Mount Pleasant and Pappert) have significantly contributed to meeting housing need within West Dunbartonshire communities and combined have contributed to lifting 131 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. The development has won two awards recently: • The 2026 Homes for Scotland ‘Affordable Development of the Year – Small’ award and; • The 2026 Scottish Home Awards ‘Excellence in Accessibility and Inclusion’. Willox Park Phase 2 Phase 2 is part of the wider housing regeneration plans for the Willox Park area. House Type Sustainability Standard Number of New Homes Flat 2bed/3person Net Zero 2 Flat 1 bed/2person Net Zero 15 Page 57
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Planning was submitted for 22 new amenity homes on the 23rd June 2026. The housing mix can be viewed in the table 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. The design team are currently working towards the demolition of the existing Willox Park stock. This is estimated to begin in October to enable a site start in the new year. One resident remains in the complex. 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 were scheduled to complete within a 56-week period. Handovers for Braehead were completed in July. The full handover for the properties in Campbell Street are expected to be completed in August 2026. The JR Group were successful in the tender for the 6x 1 bedroom cottage flats at the O’Hare site and are currently developing the technical design and programme. All going well with approvals there is an estimated site start for early Autumn 2026. 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 House Type Sustainability Standard Number of New Homes Bungalow 1bed/2person Net Zero 14 Bungalow 1bed/2person w/c Net Zero 2 Cottage Flat 1bed/2person UF Net Zero 3 Cottage Flat 1bed/2person LF Net Zero 3 House Size Sustainability Standard Number of New Homes 1bed wheelchair Net Zero 4 1 bed general needs Net Zero 16 2 bed wheelchair Net Zero 3 3 bed general needs Net Zero 3 4 bed general needs Net Zero 2 5 bed general needs Net Zero 4 7 bed general needs Net Zero 2 Page 58
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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 April 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 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 and was approved at the May meeting of the Housing and Communities Committee. 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: - 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 59
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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 with completion 56 weeks later. The current plan is to introduce twenty-seven additional sheltered/amenity homes through this West Thomson Street development. The current energy strategy allows for a communal ground source heating system. This may offer future opportunity to tie into the wider district heat network and the end of the system’s life cycle. We are applying for funding from the Scottish Heat Network Fund to try and mitigate the costs of this but have yet to receive a decision. Councillors should be aware that this system will be subject to reporting as a requirement of the new Ofgem regulations for heat networks which will have resource implications and will be highlighted to a future meeting of the Housing and Communities Committee. Other sites including Clydebank East, Queen’s Quay and Willox Court will also be subject to this new regulatory obligation. We are continuing to monitor these factors and costs as we move forward with the design. Dennystoun Forge Gypsy/Traveller Site To enable the works to proceed safely, residents will require to be decanted during the contract period. Officers from across relevant service areas, together with residents, carried out an assessment of Council decant site options. The assessment found that a vacant site within the Vale of Leven Industrial Estate was the favoured location, with the old pavilion area at Havoc being considered as the standby should the preferred option not be possible. Committee approval is sought to proceed to agree terms for a short-term lease of this site for a period of approximately 6-9 months while the main regeneration works at Dennystoun Forge take place. A planning application will require to be lodged for temporary consent. If consent is granted, works will proceed as soon as practicable to enable residents to move from the main site. Timescales will be finalised, but it is hoped that works will commence before the end of 2026. Queen Mary Avenue, Clydebank (Clydebank Gap Sites) The Housing Mix can be seen below: House Type Bed Number WCH Sheltered/Amenity Flat 1 27 27 Cottage Flat 1 2 2 Duplex Cottage Flat 3 2 House 5 2 House 4 5 House 3 4 Total 42 29 Page 60
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The main contractor is CCG. Site start was the 20th October 2025 with a planned programme of 61 weeks. The contractor is optimistic of a handover at the beginning of September 2026. 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 Dumbuie was submitted in May 26 however we now have design information which has increased the cost of delivery summarised below: 1, A piled foundation solution is required due to ground conditions. 2. Scottish Water have notified that connection can’t be made to the adjacent combined sewar and this needs to be taken to a connection at the A82 3. Flood mitigation to the threshold is required. The three components above now make the development unaffordable within the current approved budget. Officers have approached the Scottish Government for additional funding and further grant funding would be required for this project to meet the Council’s viability assessment. Officers are also exploring other potential grant funding streams to support delivery of the site. The housing mix includes: • 1x 3-bedroom wheelchair bungalow; • 2x 3-bedroom semi-detached houses; and • 3x 3-bedroom terraced houses. House Type Sustainability Standard Number of New Homes 1 bed/2 person Cottage Flat Net Zero 10 2 bed/3 person WCH Cottage Flat Net Zero 1 3 bed/4 person Cottage Flat Net Zero 1 3 bedroom terraced house Net Zero 3 4 bedroom semi-detached Net Zero 2 Page 61
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28 Bridge Street, Alexandria This project relates to the purchase of the former Prep4Life building at Bridge Street, Alexandria. A mini competition was published on 23rd June 2026 with a closing date of 21st July 2026, through the Scottish Procurement Alliance RM3 framework, for a contractor to convert the building into 8 units of self- contained accommodation – including 2 ground floor wheelchair accessible units. 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. Housing have worked closely with West Dunbartonshire’s Health and Social Care Partnership on this project. Ottawa Crescent This project is for 21 amenity homes, similar to the successful developments at Creveul Court, Alexandria and Mount Pleasant, Old Kilpatrick. CCG are the build contractor. They started on site at the start of June and have a completion date estimate of July 2027 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 Queen’s Quay Site C The current development proposals from Barratt for 227 new homes on the adjacent land next to site C has enhanced the viability of being able to develop the council owned land on Queen’s Quay Site C. Previously, Queen’s Quay Site C has not been an affordable site to develop due to the costs associated with infrastructure such as extensive road and utilities provision. However, the Barratts development offers a unique opportunity which could potentially mitigate these costs and open up the Site C land to develop for affordable social housing. There are also other factors which may help to keep development costs down for the Council if we enter into a deal with the contractor. For example, there will be a mitigated/shared cost for programming, site mobilisation, site investigation, required piling work, and connection to district heat network and roads infrastructures. It is anticipated that this would result in value for money for the council due to Page 62
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economies of scale for Barratt, which would not be achievable if this was developed as a stand-alone site. Barratt are not currently on a framework which can be utilised for local authority council housing. We are therefore seeking permission to explore the potential to enter into a design and build contract, depending on price and design, with Barratt for the development of affordable social housing for West Dunbartonshire Council. The Council has received grant funding to acquire the site, if the site is not able to be developed the funding would be clawed back by the Scottish Government. No current legal agreement or commitment has been made as we are only exploring this as an avenue to develop the site. Buyback Programme Total number of properties purchased in 2026/27 financial year 10 Total Purchase Value £1,300,550 We have a further 7 properties under offer awaiting completion dates. Below is an update breakdown of acquisitions by electoral ward for the financial year so far 26/27: Mortgage to Rent We have also completed the purchase of a property in O’Hare through the Scottish Governments mortgage to rent scheme. 4.9 In May 2026 the Scottish Government issued its feedback on the West Dunbartonshire Council Strategic Housing Investment Plan (SHIP) 2026 – 2031 which was approved by Housing and Communities Committee in PROPERTY SIZE PURCHASED 5 apt 2 4 apt 4 3 apt 2 2 apt 2 Buyback Acquisitions 2025/26 No of Acquisitions (as at 09/07/26) Ward 1 - Lomond 2 Ward 2 – Leven 2 Ward 3 – Dumbarton 1 Ward 4 – Kilpatrick 0 Ward 5 – Clydebank Central 5 Ward 6 – Clydebank Waterfront 0 Total 10 Page 63
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November 2025. The feedback re-emphasises the importance of the SHIP as the expression of the Council’s strategic housing investment priorities. 4.10 The feedback provided a positive summary of Scottish Government feedback on West Dunbartonshire Council’s Strategic Housing Investment Plan 2026– 2031, highlighting strong alignment with Local Housing Strategy outcomes and clear recognition of the Council’s delivery performance, prioritisation and partnership approach. The feedback particularly acknowledges the SHIP’s contribution to increasing the supply of new build social rented homes, including larger family homes, wheelchair accessible properties and specialist provision, supporting wider objectives around homelessness prevention, child poverty reduction and equalities. It also recognises the Council’s strong collaborative approach with partners and communities. Two areas for further consideration are identified: exploring the use of income from empty and second homes to support affordable housing delivery, and ensuring that all new developments, including those delivered by RSL partners, contribute to Housing Solutions/Rapid Rehousing Transition Plan and Housing First objectives. 4.11 In July, the Scottish Government officially 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. 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 64
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4.12 The Housing Service are continuously looking for opportunities to provide additional new build council homes and will bring any potential site to the Housing and Communities Committee with as much information as possible as part of the regular More Homes update paper. 5. People Implications 5.1 The delivery of the More Homes delivery programme is managed through existing resource within the Housing Development & Homelessness team funded from the Housing Capital Investment Programme. 6. Financial and Procurement Implications Financial 6.1 The Council has to date delivered 586 new homes for social rent; these additional homes bring council tax revenue of around £815k per year to West Dunbartonshire Council. 6.2 On 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 is less than £213,000, authority is delegated to the Chief Officer in consultation with the Procurement Manager to instruct the award of contracts for the planned revenue and capital spend detailed in this report to suppliers providing the most economically advantageous offer to the Council. 6.5 All procurement activity conducted by the Council more than £2m is. subject to a contract strategy. The contract strategy for new housing development within the HRA Capital Programme will be developed by the Corporate Procurement Unit in consultation with Housing Development Officers. The contract strategy will include but is not limited to; contract scope, service forward plan, the market, procurement model, and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. Opportunities to maximise Page 65
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the positive social, economic, and environmental impact for the Council through the relevant procurement processes will be developed in line with procurement policy. 7. Risk Analysis 7.1 All Council new build projects have their own Risk Register which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis. 7.2 With any new build project there is a risk that as the projects develop the cost increases beyond the estimated contract cost. Any additional borrowing requirements, or conversely, cost savings will be reported to future meetings of the Housing and Communities Committee. However, this is mitigated through a target cost model approach in our current contract arrangements within the Scottish Procurement Alliance (SPA) framework and Scotland Excel. 7.3 Housing supply continues to be the key factor in terms of the national and local housing emergencies and if not increased and/or demand reduced it will lead to continued pressures on other Council and Health and Social Care Partnership service areas such as Homelessness which will have negative financial implications for the wider Council’s general fund. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 As part of a rent consultation exercise 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 Page 66
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11.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. 11.2 Having considered all the Council’s strategic priorities, this report, and the provision of new supply social housing for rent contributes greatly to all the Council’s strategic priorities. Peter Barry Chief Officer, Housing Date: 30 July 2026 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Mikayla Deeley, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email mikayla.deeley@west- dunbarton.gov.uk Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy West Dunbartonshire Council’s Strategic Housing Investment Plan West Dunbartonshire Council’s Strategic Housing Investment Plan, Feedback Report, Scottish Government, May 2026 Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 67
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Official WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 12 August 2026 ___________________________________________________________________ Subject: Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update Report 1. Purpose 1.1 This purpose of this report is to provide the Housing and Communities Committee with the annual progress report on meeting the requirements of the Scottish Social Housing Charter and the Scottish Housing Regulator’s Regulatory Framework for social housing, including the approval of our Annual Assurance Statement. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of our current Engagement Plan published by the Scottish Housing Regulator on 2 April 2026. (ii) Notes our performance in terms of achieving the Scottish Social Housing Charter outcomes during 2025/26. (iii) Notes that a comprehensive assessment of 2025/26 performance has been carried out and that this has informed our Charter Improvement Plan for 2026/27, with key areas of focus for the Housing Improvement Board outlined at 4.16 of this report. (iv) Notes that our Annual Charter Performance Report for tenants and other customers based on 2025/26 performance, will be produced and published by the end of October 2026, as per the regulatory requirement. (v) Approves our Annual Assurance Statement attached as Appendix 1, to be signed by the Housing Convener on behalf of the Committee and submitted to the Scottish Housing Regulator as per the regulatory requirement, and (vi) Agrees that a further progress report on the Scottish Social Housing Charter be submitted to the November 2026 meeting of the Committee, which will include benchmarking data comparing our performance against all local authorities in Scotland. 3. Background 3.1 The Scottish Government’s first Scottish Social Housing Charter (SSHC) came into force in April 2012. This was reviewed during 2016 and again in 2021 and the ITEM 11 Page 69
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Official resulting revised SSHC was approved by the Scottish Parliament and has effect from 1 November 2022. 3.2 The purpose of the SSHC is to help improve the quality and value of the services that social landlords provide by: • Stating clearly what tenants and other customers can expect from social landlords and helping them to hold landlords to account. • Focusing the efforts of social landlords on achieving outcomes that matter to their customers, and, • Providing the basis for the Scottish Housing Regulator (SHR) to assess and report on how well landlords are performing. 3.3 The SHR published a revised Regulatory Framework and associated statutory guidance for social landlords in February 2024 which has effect form 1 April 2024. 3.4 In response to feedback from stakeholders, much of the previous Framework was maintained, though a new provision was introduced to allow the SHR to require landlords to provide explicit assurance on specific issues in their Annual Assurance Statement (AAS). 3.5 The Regulatory Framework reporting timetable is outlined below: When Who What Throughout year Housing Improvement Board/Tenant Representatives Assess performance against the Charter Outcomes May each year Housing Development Submission of Annual Return on the Charter (ARC) to the Scottish Housing Regulator August each year Scottish Housing Regulator Publish a report about each social landlord with key data from its ARC on their website October each year Convener of Housing and Communities Committee Submission of Annual Assurance Statement (AAS) to the Scottish Housing Regulator October each year Housing Development Publication of annual Charter Performance Report for tenants and other customers by April each year Scottish Housing Regulator Publish an Engagement Plan for each landlord, highlighting areas where they are seeking further assurance, based on performance against Charter Indicators and outcomes and compliance with statutory obligations by April each year Scottish Housing Regulator Publish a report on the analysis of the sectors’ performance in achieving the Charter Outcomes 3.6 On the 6 August 2014, Members of the Housing and Communities Committee agreed that twice yearly reports be provided as follows: • August Committee - Scottish Social Housing Charter Annual Update Report, and, • November Committee - Scottish Social Housing Charter Annual Benchmarking Report and Mid-Year Progress Report – (April-September). Page 70
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Official 3.7 The level of detail provided to the Committee in relation to performance and compliance with the Regulatory Framework should be proportionate and not overly burdensome. The current bi-annual reporting cycle should be continually considered by Members, with the knowledge that more frequent reports can be provided if this is deemed appropriate. 4. Main Issues 4.1 The key areas of focus in relation to the Scottish Social Housing Charter and Regulatory Framework covered in this report are: • The publication by the SHR of West Dunbartonshire Council’s Engagement Plan for 2026/27. • The submission of our Annual Return on the Charter (ARC) to the SHR and assessment of our performance in relation to achieving the Charter Outcomes. • The production and publication of our Annual Charter Performance Report for tenants and other customers. • The submission of our Annual Assurance Statement to the SHR, and, • The continued development of effective tenant scrutiny arrangements in conjunction with tenants and other customers. Engagement Plan 4.2 The SHR continues to operate a risk-based approach to inform its engagement with social landlords. As part of the Regulatory Framework the SHR publishes an Engagement Plan for all social landlords based on their annual ARC submission, and for local authorities, their homelessness statistical data submissions to the Scottish Government. 4.3 Our most recent Engagement Plan published on 2 April 2026 states that the SHR will engage with the Council about tenant and resident safety. This is due to the significant number of West Dunbartonshire’s tenants’ homes that do not fully comply with electrical safety requirements, which came into force in early 2022 and form part of the Scottish Housing Quality Standard (SHQS). 4.4 Specifically, this relates to the requirement for each property to have a valid Electrical Installation Condition Report (EICR) in place, and which needs renewed at least every 5 years. The is a key area of focus for the housing service and we are providing the Regulator with monthly updates in terms of our compliance and projections. 4.5 This is the only issue that we currently are required to provide additional assurance around, with levels of tenant satisfaction, the management of our Gypsy/Traveller site and services to people that are homeless, no longer highlighted as areas of concern. 4.6 We are required to make our Engagement Plan easily accessible to tenants and its publication is highlighted annually in the Housing News and is also available via the West Dunbartonshire Council website. Page 71
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Official ARC submission and assessment of performance against the Charter Outcomes 4.7 West Dunbartonshire Council successfully submitted our ARC with 2025/26 performance data to the SHR within the timescale outlined in the Regulatory Framework. This process included both internal and external validation processes, with the Housing Service engaging with Scotland’s Housing Network in terms of a robust external validation of our data. 4.8 The SHR uses these Charter Performance Indicators, alongside data relating to homelessness submitted to the Scottish Government, to monitor the delivery of housing and homelessness services against the Charter outcomes and standards. 4.9 The SHR is due to publish a Landlord Report on their website for each Scottish social landlord at the end of August 2026 and this report will contain important data from the ARC (18 key indicators) and will compare our performance with a Scottish average figure across all social housing landlords operating in Scotland. 4.10 Performance in 2025/26 against these key indicators and additional indicators that our tenants and customers have informed us are the most important to them is outlined in the table below. Table Key Index Annual Target Achieved Positive Performance Trend Annual Target Almost Achieved (within agreed parameter) Negative Performance Trend Annual Target Not Achieved No change from previous year Overall Satisfaction Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of tenants satisfied with the overall service 87.0%* 87.0%* 79.5% Communication Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met average time in working days to respond in full to complaint - Stage 1 6.84 days 7.03 days 5 days average time in working days to respond in full to complaint - Stage 2 24.0 days 19.9 days 20 days % of tenants who feel their landlord is good at keeping them informed about their services 86.8%* 86.8%* 82.9% Participation Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of tenants satisfied with the opportunities given to participate in decision making process 87.2%* 87.2%* 80.9% Page 72
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Official Quality of Housing Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of stock meeting the Scottish Housing Quality Standard (SHQS) 69.84% 81.66% 86.2% % of existing tenants satisfied with the quality of their home 87.8%* 87.8%* 79.1% Repairs and maintenance Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met Average length of time taken to complete emergency repairs 5.09 hours 4.59 hours 4 hours Average length of time to complete non-emergency repairs 12.16 days 10.9 days 9.7 days % of tenants satisfied with the repairs and maintenance service 88.3% 90.05% 91.8% Tenant Safety Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met Number of times the statutory obligation to complete a gas safety check was not met in the reporting year 0 0 0 How many times did not meet the requirement to complete an EICR within five years of the last EICR? New indicator 2770 0 Number of homes that do not have ‘satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire’ New indicator 27 0 average time taken to resolve cases of damp and/or mould New indicator 17.94 days No target set % of resolved cases of damp and/or mould that were reopened New indicator 10.2% No target set Estate management, Antisocial behaviour Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of Anti-Social Behaviour cases resolved 96.56% 97.63% 96% % of tenants satisfied with the landlord’s contribution to the management of the neighbourhood they live in. 86.0%* 86.0%* 78.9% Access to housing Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of tenancy offers refused 42.5% 40% 40% Tenancy sustainment Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of new tenancies sustained for more than a year 91.1% 92.3% 93% The average time to complete medical adaptations 46.5 days 60.9 days 40 days Page 73
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Official Homelessness Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met Incidences of homelessness in West Dunbartonshire 994 1053 1149 % of homeless cases with decision within 28 days of presentation 99.1% 99.2% 95% % of all homeless cases re-assessed within 12 months (repeat homeless) 4.2% 4.3% 4% % of households requiring temporary accommodation to whom an offer was made 100% 100% 100% % of temporary accommodation offers refused 4.4% 6.1% 10% Breaches of the Unsuitable Accommodation Order (UAO) 26 43 0 Value for Money – Rent Collection Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met Rent collected as a % of total rent due 99.58% 99.96% 99.4% Gross rent arrears as a % of rent due 8.81% 8.46% 9.3% % of tenants who feel that the rent for their property represents good value for money 85.6%* 85.6%* 79.1% Value for Money – Void Management Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of rent due lost through properties being empty 0.85% 0.69% 0.85% Average length of time taken to re- let properties 25.94 days 23.19 days 25 days % of tenants satisfied with the standard of their home moving in 67% 67% 71% Gypsy Travellers Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of Gypsy Travellers satisfied with the landlords’ management of site 94.1%* 94.1%* 90% Factored Owners Indicator Description 2024/25 Value 2025/26 Value 2025/26 Target Trend Target met % of factored owners satisfied with the factoring service they receive 22.1% 14.7% 37% *The same satisfaction survey used for both years, so value is identical. 4.11 Of the 34 key indicators outlined above, four of these are new indicators relating to tenant safety and we are reporting performance against these measures for the first time. 4.12 Compared to the previous year, 23 of the remaining 30 indicators, or 77%, maintained or improved performance. This is an improvement from last year when 71% of the indicators showed an improvement from the previous year. Page 74
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Official 4.13 Of the 32 key indicators where an annual target was set, 19 met this target, with another 7 narrowly missing target. Overall, this translates to 81% of these key indicators either meeting or almost achieving target. Key areas of risk and for improvement: 4.14 Our response to the Housing Emergency declared in West Dunbartonshire in May 2024 remains a key priority for the Housing Service. Following the second Housing Summit focusing on the housing emergency held in February 2026, our action plan has been refreshed, and its implementation is being monitored by the Housing Emergency Project Board. 4.15 A comprehensive assessment of 2025/26 performance against the Charter Outcomes has been undertaken, informing our annual Charter Improvement Plan which was approved by the Housing Improvement Board (HIB) in May 2026. 4.16 In addition to the failure to meet the requirement that all properties have a valid EICR in place highlighted in our Engagement Plan, we are not yet fully meeting the requirement that all properties have satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire. 4.17 Our 2025/26 performance data also shows a significant increase in the average time taken to carry out medical adaptations and low satisfaction with the factoring service provided to owners. Continued improvement around void management also remains a key priority for the service. 4.18 Within this context, the HIB agreed in May 2026 that in addition to quarterly performance reports covering the whole service, it would closely monitor key work-streams aimed at driving improvements in the following areas during 2026/27: • Tenant and resident safety (EICR and LD2 fire alarm compliance). • Services to people that are homeless (meeting the agreed 59% lettings quota, limiting numbers in temporary accommodation and minimising breaches of the Unsuitable Accommodation Order). • Void management. • Actions being taken to reduce the average time taken to carry-out medical adaptations, and • Actions being taken to improve the satisfaction of factored owners. 4.19 Annual benchmarking data is due to be published by the SHR by the end of August 2026 and the Housing Improvement Board will review annual targets for 2026/27 based on this data and which will challenge the housing and homelessness service to meet our ambition to be one of Scotland’s top performing landlord organisations. Production and publication of Annual Charter Performance Report 4.20 The SHR requires all social landlords to produce an Annual Charter Performance Report for their tenants and other customers no later than 31 October each year. Page 75
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Official 4.21 The Regulator states that the report should include: • An assessment of performance in delivering the Charter Outcomes. • Relevant comparisons with previous years, other landlords and national performance, and, • How and when the landlord intends to address areas for improvement. 4.22 In preparation for our first report, a working group of tenants and officers was established and successfully: • Agreed how tenants wished to be involved. • Agreed which indicators should feature in the report, and • Agreed the best style and format to ensure that the report is user friendly and easy to understand. 4.23 This engagement was repeated during 2020 when the revised Charter came into effect and was undertaken again in a series of meetings held in June 2026, following this first year of reporting of the revised Charter Indicators introduced by the SHR. 4.24 This has again influenced the style, content, and format of the report, with the indicators included being fully revised based on what tenants have told us are the most important to them, a substantially reduced narrative within the report and different symbols being used to compare performance to previous years and to other landlords which are deemed simpler and easier to understand. 4.25 Our Annual Charter Performance Report for 2025/26 based on this revised format will be published online by the end of October 2026 and a copy will be sent to every tenant with the winter edition of the Housing News. The report will also be sent to tenants’ groups. interested tenants, partner organisations, and all elected members. Annual Assurance Statement 4.26 The Regulatory Framework requires all social landlords to submit an Annual Assurance Statement (AAS) to the SHR by the end of October each year. 4.26 The AAS requires landlords to state that: • They are meeting the standards and outcomes outlined in the SSHC. • That they are compliant with their statutory and regulatory obligations relating to housing and homelessness. • That they are compliant with their statutory and regulatory obligations relating to equality and human rights, and, • That they are compliant with their statutory and regulatory obligations relating to tenant and resident safety. Page 76
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Official 4.27 Any areas of material non-compliance should be highlighted in the AAS alongside the details of the actions being taken to address these issues. 4.28 We have conducted a process of reviewing and updating our AAS informed by the completion of an AAS self-assurance toolkit attached as a background paper to this report. 4.29 This completed toolkit allows us to assess how we comply with our wider legal and regulatory obligations relating to housing and homelessness, equality and human rights and tenant and resident safety. 4.30 The toolkit also outlines the arrangements that are in place to provide the Housing and Communities Committee with the assurance and evidence that we are meeting these regulatory and statutory obligations which is proportionate and not overly burdensome, as per the SHR guidance. Equality and human rights 4.31 In keeping with the key messages from Scottish Government’s programme for Government, equality and human rights are central to our delivery of our Local Housing Strategy (LHS). The development of the strategy has been underpinned by West Dunbartonshire Council’s commitment to promoting and sustaining equality and inclusion, and equality and diversity principles. 4.32 We worked closely with the West Dunbartonshire HSCP in piloting a Health Inequalities Impact Assessment Tool, with each of the five themes being separately assessed and these assessments contributing to the final version of the LHS. 4.33 An Equalities Impact Assessment (EIA) is used for any new and developing policies. During 2021/22 we reviewed and updated our approach to collection of Equalities data based on published guidance and continue to monitor that this is being effectively implemented. Improved data held across all protected characteristics continually improves the robustness of EIA’s that are carried out. Tenant and resident safety 4.34 Our obligations around tenant and resident safety are monitored closely by Building Services. This includes areas such as gas safety, electrical safety, fire safety, lift safety, asbestos safety, water safety and damp and mould. 4.35 There are currently no cases being investigated by the Health and Safety Executive (HSE) relating to the safety of our tenants and residents and there have been no cases investigated during the past year. 4.36 The detail of our approach to tenant and resident safety is outlined in the AAS self-assurance toolkit and we are satisfied that we are meeting our statutory obligations except for the lack of compliance with the requirement that all properties have a valid Electrical Installation Condition Report in place and with the requirement that all properties have satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire. Page 77
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Official 4.37 An EICR is completed in every property that becomes vacant, in properties that have any major electrical works, or capital improvement works completed and we have an on-going contact process in place for those properties without a valid EICR in place. 4.38 Our current assessment is that the primary constraint to achieving full compliance is access to properties, rather than contractor capacity or resource availability. Properties without gas appliances present a greater challenge, as tenants are less accustomed to cyclical servicing visits and our engagement levels are lower. 4.39 To address this, we are strengthening our approach to tenant engagement and access. This includes enhanced communication with tenants, alongside the use of formal legal access procedures where all reasonable attempts to gain access have been exhausted. These measures are applied proportionately and as a last resort, and we are increasing the level of activity in this area where appropriate to support continued progress. 4.40 A targeted programme of persistent engagement is also underway, including direct contact and cold calling, to secure access to complete the installation of an LD2 fire alarm system in the few remaining properties where this remains outstanding. 4.41 A letter from the SHR received in March 2026 stated that for this year, there is a request that all Scottish social landlords provide specific assurance on the stock data they hold and for those who have a Gypsy/Traveller site, assurance that they meet the Scottish Government’s minimum compliance. The relevant assurance that we meet the requirements around both these areas has therefore been included in our Annual Assurance Statement as requested. 4.42 Based on our performance against the Charter Outcomes and the information in the AAS self-assurance toolkit, the following areas of material non-compliance have been identified and have been highlighted in our AAS attached as Appendix 1: • Tenant and resident safety: ➢ Failure to meet the requirement that all properties have a valid EICR in place. ➢ Failure to meet the requirement that all properties have satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire. • Lack of compliance with homelessness duties due to reported breaches of the Unsuitable Accommodation Order. 4.43 As outlined in the SHR guidance, the AAS is a short, succinct document, in a simple format and highlights actions being taken to address these areas of non- compliance. 4.44 The central aspect of the AAS is that the Committee has been provided with the necessary assurance in terms of information and evidence where required, to support the content of the AAS. Page 78
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Official 4.45 Following the AAS being approved by the Committee, it should be signed by the Convenor and submitted to the SHR as per the regulatory requirement. As per SHR guidance, it will then be published to ensure that it is accessible to tenants and other customers. Tenant Scrutiny Arrangements 4.46 The statutory Regulatory Framework for housing and homelessness services demands that tenants participate in scrutinising landlord performance against the Charter and requires that: • The form of involvement has been agreed with tenants. • Involvement is effective and meaningful and that tenants have a real say in assessment of performance. • The approach is publicised to tenants; and • Landlords’ can demonstrate the agreed approach was implemented. 4.47 Developing effective tenant scrutiny is therefore a challenging process, however following support from the Scottish Government’s “Stepping Up to Scrutiny” training programme in which elected members took part, these requirements were successfully met and in November 2014 the Housing and Communities Committee approved the establishment of our Tenant Scrutiny Panel with clear terms of reference. 4.48 The Scrutiny Panel has subsequently carried out the following scrutiny exercises: • 2014/15 looking at our Anti-Social Behaviour Service. • 2015/16 looking at our Repairs Service. • 2016/17 looking at tenancy sustainment, specifically the new tenant visit process. • 2017/18 looking at SHQS compliance, specifically the number and reasons that properties that are held in abeyance. • 2018/19 looking at the timescales taken to complete medical adaptations. • 2020/21 looking at the complaints process and time taken to respond to complaints. • 2022/23 looking at new tenant visits, and, • 2024/25 looking at the processes around reporting repairs. 4.49 All of the recommendations made in the Panel’s eight reports to date were approved by the HIB and progress in terms of implementing these are monitored and regular feedback provided to the Scrutiny Panel. 4.50 The Panel were provided a briefing in June 2026 on our 2025/26 performance and at the time of writing they are using this latest performance information to consider the focus of their next scrutiny exercise. Page 79
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Official 4.51 The Scrutiny Panel were successful in being shortlisted for a prestigious Chartered Institute of Housing (CIH) excellence award and though narrowly missing out, this was national acknowledgement of the work that they do to ensure that tenant scrutiny is a valued part of WDC’s approach to performance management. 4.52 The West Dunbartonshire Tenants and Residents Organisation (WDTRO) also continue to be heavily involved in the scrutiny of the Housing Service and in June 2025 received national recognition for their work when they were awarded “Tenant Group of the Year” and “Outstanding Achievement Award” from the Tenant Participation Advisory Service (TPAS). The WDTRO were also shortlisted under the “Good practice in involving tenants to shape and improve services award” category in 2026. 4.53 The continuing work of the Joint Rent Group comprising tenants, Council officers and the Convener of the Housing and Communities Committee, looking at the rent setting process and the guidance in relation to the Housing Revenue Account, remains important in ensuring Housing and Homelessness Services provide best value for current and future tenants. 5. People Implications 5.1 There are no people implications because of this report. Delivery on the requirements of the SSHC and Regulatory Framework is managed from within existing staffing resources. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications in relation to this report. The improvement plan informed by the Charter self-assessment exercise will be delivered from within existing budgets. 7. Risk Analysis 7.1 There is a significant risk that failure to respond appropriately to the requirements of the SSHC and the SHR’s Regulatory Framework would attract an adverse reaction from the SHR and may have wider consequences for the Council in the context of Best Value. 7.2 At the time of writing we expect our next Engagement Plan to be published by the SHR in March 2026. 8. Equalities Impact Assessment (EIA) 8.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. The recommendations within this report do not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 9. Consultation Page 80
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Official 9.1 The Council has in place a well-established and proactive tenant and residents’ organisational structure. The WDTRO meet with the Council (co-chaired by the Convener of the Housing and Communities Committee) on a bi-monthly basis to discuss all issues relating to the Housing Service. 9.2 There remains a strong appetite among tenants and customers to continue to participate actively to improve housing services in West Dunbartonshire. This is reflected again most recently in the successful partnership approach adopted to review and update our Annual Charter Performance Report and by the on-going activities of the WDTRO, the Joint Rent Group the West Dunbartonshire Scrutiny Panel. 9.3 The Council is committed to ensure consultation continues and will support arrangements to increase tenant scrutiny activities and assess our performance in line with the requirements under the SSHC and the SHR’s Regulatory Framework. Our approach was commended via an external validation exercise by the Tenant Participation Advisory Service (TPAS) Scotland, which again awarded West Dunbartonshire Council a Gold Accreditation for excellence in tenant participation in 2023. 10. Strategic Assessment 10.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improving local housing and environmentally sustainable infrastructure. Peter Barry Chief Officer, Housing. Date: 20 July 2026 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing Services. email: john.kerr@west-dunbarton.gov.uk Stefan Kristmanns - Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing Services. email: stefan.kristamanns@west-dunbarton.gov.uk Appendices: 1. WDC Annual Assurance Statement August 2026 Background Papers: Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update Report, Report by Chief Officer, Housing, Housing and Communities Committee, 20 August 2025. West Dunbartonshire Council, Annual Assurance Statement August 2025. West Dunbartonshire Council | Scottish Housing Regulator Page 81
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Official Scottish Housing Regulator WDC Landlord Report 2024-25, August 2025. West Dunbartonshire Council | Scottish Housing Regulator Annual Charter Performance Report for Tenants and other Customers 2043/26, West Dunbartonshire Council, October 2025 Charter Performance Report | West Dunbartonshire Council (west-dunbarton.gov.uk) Scottish Social Housing Charter Annual Benchmarking and Mid-year Progress Report, Report by Chief Officer, Housing, Housing and Communities Committee, 19 November 2025. West Dunbartonshire Council’s Engagement Plan, Scottish Housing Regulator, 2 April 2026 Engagement plan from 1 April 2026 to 31 March 2027 | Scottish Housing Regulator AAS self-assurance toolkit 2026, West Dunbartonshire Council, July 2026. “Involving You to Improve Housing Services” West Dunbartonshire Council’s Tenant Participation Strategy 2025- 2028. Tenant participation strategy | West Dunbartonshire Council The Scottish Social Housing Charter: Indicators and Context Information, Scottish Housing Regulator https://www.housingregulator.gov.scot/landlord- performance/national-reports/national-reports-on-the-scottish- social-housing-charter/about-the-scottish-social-housing- charter Wards Affected: All Page 82
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Official August 2026 West Dunbartonshire Council Annual Assurance Statement As Convenor of the Housing and Communities Committee I confirm that we have seen appropriate evidence to give us assurance that: • We comply with all the relevant regulatory requirements set out in Chapter 3 of the Scottish Housing Regulator's Regulatory Framework. • We are achieving all the relevant standards and outcomes outlined in the Scottish Social Housing Charter, and • We are compliant with all relevant legislative duties associated with housing and homelessness services, tenant and resident safety and equality and human rights. We comply with all the above requirements except for the areas set out below: Tenant and resident safety Tenant safety within the Councils’ housing stock is one of our main priorities and a key concern remains in terms of our rate of compliance with the Scottish Housing Quality Standard. The key driver for this is the number of properties without a valid Electrical Installation Condition Report (EICR). Our current assessment is that the primary constraint to achieving compliance is access to properties, rather than contractor capacity or resource availability. Properties without gas appliances present a greater challenge, as tenants are less accustomed to cyclical servicing visits and our engagement levels are lower. To address this, we are strengthening our approach to tenant engagement and access. This includes enhanced communication with tenants, alongside the use of formal legal access procedures where all reasonable attempts to gain access have been exhausted. These measures are applied proportionately and as a last resort, and we are increasing the level of activity in this area where appropriate to support continued progress. The formal legal access approach has had a positive impact in ensuring tenant engagement and we will continue to monitor this as it may accelerate our full compliance projection. As agreed, we will continue to provide monthly updates on our EICR position after each Better Homes Board. In our 2025/26 ARC submission, we also reported that we had 27 properties without satisfactory equipment for detecting fire and giving warning in the event of fire or suspected fire. A targeted programme of persistent engagement is underway, including direct contact and cold calling, to secure access to complete installations. Lack of compliance with homelessness duties Pressures around the homelessness system was one of the key contributing factors to us declaring a Housing Emergency within West Dunbartonshire in May 2024. Challenges ITEM 11 - APPENDIX 1 Page 83
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Official remain in terms of the time being taken to move households experiencing homelessness into settled accommodation and the subsequent pressures which exist in terms of providing suitable temporary accommodation. Whilst we continue to meet most of our homelessness duties including our statutory responsibility of offering temporary accommodation to those that need it, we reported 43 breaches of the Unsuitable Accommodation Order (UAO), during 2025/26. This remains a key area of focus, and we have a number of actions in both our Housing Emergency Action Plan and Housing Solutions Strategy which aim to ensure that we are doing all that we can to minimise any future breaches of the UAO. Specific assurance on areas requested by the SHR. A letter from the SHR dated 19 March 2026 outlined that in our AAS to be submitted this year we should provide specific assurance on the following areas: Data on homes: West Dunbartonshire Council holds good quality information on the components and condition of all its housing stock, maintained within the Council's Housing Quality database. This data actively informs our SHQS compliance programme, five-year investment planning and tenant and resident safety obligations. In 2025/26, over 2,150 major component renewals were completed, each informed by and recorded within our housing quality database. Component condition data is updated continuously through routine stock condition survey updates, planned maintenance inspections, wider responsive repairs assessments and tenant home visits. Our homes with major component elements approaching end of life are identified through regular data analysis and incorporated into our rolling five-year housing capital investment programme, with acceleration applied where required to manage risk within available resources. We recognise, however, that data information on the stock condition is limited to a small number of Housing Officers and we are in the process of incorporating our stock data fully within our integrated housing management system, and we anticipate that our programme to deliver this will be complete in December 2026. This will further enhance our approach to stock data/information; however, we are satisfied that our data on homes is of sufficient quality and completeness to underpin our asset management decisions, support financial planning within the Housing Revenue Account, and provide assurance on tenant and resident safety. Compliance with the Scottish Government’s minimum site standards for Gypsy/Traveller sites: We have a rolling programme of 6-monthly site inspections which continuously assesses compliance with the Scottish Government’s minimum site standards. A site inspection report is completed and any actions identified to maintain compliance are actioned to ensure compliance is maintained. We are therefore assured that we have Page 84
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Official an approach in place which ensures our site maintains compliance with the minimum site standards. We have active engagement with the residents of our Gypsy Traveller site via our Tenant Participation Team, and we have a dedicated Gypsy Traveller Support Co- ordinator based at the site to more effectively engage with residents on a day-to-day basis in the most appropriate way. Meetings are held monthly to keep the residents updated on issues of interest to them and a newsletter styled minute is produced and then printed and shared. The style and format of this newsletter was developed in conjunction with site residents. Our Annual Assurance Statement was considered at a meeting of the Housing and Communities Committee on 12th August 2026 and was formally approved and subsequently signed by me as Convenor. Councillor Gurpreet Singh Johal, Convenor, Housing and Communities Committee 12th August 2026 Page 85
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Official WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing Housing and Communities Committee: 12 August 2026 ___________________________________________________________________ Subject: More than a Roof - West Dunbartonshire’s Housing Solutions Strategy update and new approaches to homelessness progress report. 1. Purpose 1.1 The purpose of this report is to provide members with an update on the delivery of “More than a Roof”, West Dunbartonshire Council’s Housing Solutions Strategy for 2025-28, including progress made during Year 1, the proposed Year 2 delivery plan, the continued pressures arising from the local and national housing emergency, the proposed 2026/27 homeless lettings target, and the allocation and use of Scottish Government Housing Solutions funding. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note and agree the progress made and challenges experienced during Year 1 of “More than a Roof” and agree the main objectives proposed for Year 2 as set out in sections 4.28–4.48 of this report (ii) Note that the Council’s housing allocation letting target for homeless households is 59% for 2026/27 as set out in section 4.36 of this report (iii) Note that Scottish Government Housing Solutions funding of £236,015 has been awarded for 2026/27 for the delivery of West Dunbartonshire’s Housing Solutions Strategy; and (iv) Note continued uncertainty around future Housing Solutions funding beyond 2026/27 and the need to review any ongoing commitments in line with confirmed future funding. 3. Background 3.1 The Council’s approach to tackling homelessness is outlined in the Housing Solutions Strategy “More than a Roof” and reinforced within the new Local Housing Strategy approved by the Housing and Communities Committee in November 2021. 3.2 “More than a Roof” is West Dunbartonshire Council’s 6th Homeless Strategy with a strong focus on finding housing solutions for those households in need. This strategy covers the period from 2025 to 2028, which means it is aligned ITEM 12 Page 87
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Official with the current Local Housing Strategy which also runs until 2028. 3.3 This approach aims to build on the achievements of “Home at the Heart”, WDC’s Rapid Rehousing Transition Plan. It has been developed within the backdrop of a Housing Emergency both locally and nationally. 3.4 The strategy was developed in partnership with key stakeholders, including West Dunbartonshire Health and Social Care Partnership (HSCP) and the wider Housing Solutions Partnership, which includes local Registered Social Landlords. In addition, in-depth consultation with households experiencing homelessness and staff working in the service were also carried out. It was approved by the Housing and Communities Committee on 26 February 2025. 3.5 Regular reports will continue to be provided to the Housing and Communities Committee to provide updates in terms of progress being made in the delivery of the Housing Solutions Strategy and approving the use of Scottish Government funding to deliver the key objectives. 4. Main Issues 4.1 In Year 1 good progress was made across prevention activity, Housing First, supported accommodation review work, partnership protocols and housing options advice. However, demand remains acute, with continued pressure on temporary accommodation, limited supply of suitable one-bedroom accommodation, increasing youth homelessness presentations and a projected shortfall in lets required to meet need. The Year 2 plan therefore focuses on strengthening prevention, improving move-on and support pathways, maintaining a 59% lettings target for homeless households, managing temporary accommodation pressures and making targeted use of available Scottish Government funding. Future funding uncertainty remains a material risk to longer-term delivery. The aims of “More than a Roof” in terms of tackling homelessness are influenced by the Scottish Social Housing Charter and consistent with the Scottish Government’s “Ending Homelessness Together” approach and are structured around the following four strategic objectives: • Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions; • Where homelessness does occur, households are rehoused quickly; • Review and ensure there are a wide range of support services available to prevent and end homelessness; and • Working with partners to provide interim options for temporary accommodation and providing best quality temporary accommodation where required. “More than a Roof” Year 1 Progress 4.2 In order to achieve these objectives over the three-year period the following actions have been taken in Year 1: Page 88
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Official Objective 1: Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions. 4.3 A variety of measure have continued to be used to prevent homelessness in West Dunbartonshire. There has been a delay in the homeless service redesign to a housing solutions focus however this has now been concluded and is beginning to progress, including work around reviewing the Council’s delivery of housing options interviews and personal housing solutions plans 4.4 The Prevention Officer has continued to engage with households at risk of homelessness. This had included managing the Prevention Fund which in Year 1 made payments directly to two households totalling £1000. Since the fund began a total of £30,200 has been made in payments to help ensure that 75 existing tenancies have been sustained and homelessness prevented. 4.5 The number of approaches to WDC’s Housing Options service increased significantly in 2021/22 linked to the Tenant Hardship Fund with high demand continuing in 2022/23 and 2024/25. Despite a 25% reduction in approaches during 2025/26, request for assistance remains high. 66% of cases have been prevented from becoming homeless in Year 1. 4.6 Since the end of emergency legislation banning evictions taking place in both the social and private rented sector, there has been an increase in Section 11 notices, from 20 in 2020/21 to 150 in 2025/26. Of those where contact was made and there was engagement with the household, homelessness was prevented in 52% of cases, up from 51% last year. 4.7 Work has started around reviewing our internal processes for rent arrears to prevent evictions and thus homelessness. This involves partnership working with Housing Solutions, Housing Operations and Corporate Debt to identify areas where we can help improve options and reduce arrears. 4.8 The revised allocations policy which includes young people at risk of homelessness as an additional priority group continues to have a positive impact. Since its introduction in 2022, WDC have housed 69 young people through the scheme, with a further 7 awaiting a subsequent offer. Due to ongoing competing demands for limited 1 bed properties, there was a reduction in the number of young people being housed during 2025/26. The scheme has been successful in significantly reducing the levels of youth homelessness over recent years, however, 2025/26 saw an increase in the number of young people presenting as homeless to 245 from 203 the previous year. This relates to fewer young people approaching the prevention service for assistance, from 25% to 19% and ongoing work around reviewing our Youth Housing Options approach. 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 2025/26 Prevent1 approaches 178 240 332 576 455 384 433 324 Prevent1 closures 177 221 249 378 654 385 461 349 % homelessness prevented 64% 57% 51% 52% 72% 67% 72% 66% % closed with presentation 24% 26% 27% 31% 18% 25% 19% 22% Page 89
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Official 4.9 As part of WDC’s work towards a Common Housing Register, Autumn 2025 saw the roll out of the shared housing application form with steering group meetings held to track progress and discuss next steps in terms of phase 2 which includes the change in circumstances form, medical assessments and an annual review being incorporated into the shared application process. At present 1 RSL has agreed to continue to a Common Housing Register via 100% nominations until a portal is developed for full roll out, while there are ongoing conversations with other RSL partners about a register and how that would work. 4.10 Work has started around updating housing stock information and availability so that residents can make informed decisions. This involves reviewing and updating housing webpages to ensure accessibility and raising awareness of current stock, demand and turnover to manage expectations and allow residents to make realistic housing choices. Objective 2: Where homelessness does occur, households are rehoused quickly. 4.11 One of the key objectives of WDC’s Housing Solutions Strategy is to ensure that homeless households can access settled accommodation as quickly as possible. A key target is reducing the length of time homeless households with no/low support needs spend in temporary accommodation. 4.12 Our Housing Solutions model considers the level of new homeless decisions, the backlog of homeless households, projected future demand, the number of lets made to homeless households and projected letting activity. The model uses this data to determine the number of lets that will be required for homeless households on an annual basis and determines a projected lettings % target. Calculation of homeless lets required and % of expected letting activity required to meet need - split by LA & RSL Year 1 target Year 1 actual Lets required to meet demand 693 676 Split LA 531 497 Split RSL 162 179 % Allocation of lets required LA 59% 55% RSL 59% 39% 4.13 RSL letting activity was significantly higher than projected (464 lets as opposed to 275 target). The RSL homeless letting target was reduced for 2025/26 to reflect the low turnover of available properties in previous years, as a result RSLs achieved slightly higher lets to homeless households than modelled but failed to meet the 59% target due to more overall lets. WDC letting activity was slightly higher than projected (905 lets as opposed to 900 target) but as it did not meet its allocation target of 59%, the number of lets to homeless households were lower than modelled as were Youth Prevention Lets, 1% as opposed to the 5% target. Page 90
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Official 4.14 There are as at June 2026 275 households in temporary accommodation, including 74 children. 56 households have been waiting longer than a year to be housed and 34 of these households are in temporary accommodation. 4.15 Despite this, the average times for 2025/26 decreased and we exceeded the target of 16 weeks by consistently achieving an average of 15 weeks throughout Year 1. 4.16 Work continued around the promotion of our HomeSwapper service as an additional housing option for tenants. This involved regular adverts in tour quarterly Housing News and contacting tenants on the transfer list with no points to encourage them to register with the service, alongside tenants that we identified from our records as having a potential match. Objective 3: Review and ensure there are a wide range of support services available to prevent and end homelessness. 4.17 WDC’s Joint Mental Health, Addictions, Housing Solutions and Housing Providers Protocol has been reviewed in partnership with and rolled out across relevant services. The Protocol will provide a more effective, joined up approach to support WDC tenants and homeless clients to address their addiction and/or mental health needs and improve their tenancy sustainment opportunities/ achieve sustainable housing solutions. 4.18 Work has continued around updating WDC’s No Home for Domestic Abuse Policy in line with the Housing (Scotland) Act 2025 and Domestic Abuse (Protection) (Scotland) Act 2021, (Part 2 coming into force August 2026), which will also impact WDC’s rent arrears and tenancy agreement processes. 4.19 Internal support processes have been reviewed and updated to ensure that they capture all support needs of households and there is a greater awareness of all available support options in West Dunbartonshire. This has included reviewing relevant paperwork, ongoing staff training and guidance around identifying support needs, ensuring support information is up to date and accessible in terms of webpages and discussions at wider stakeholder meetings around changes to support options and processes. Objective 4: Working with partners to provide interim options for temporary accommodation and providing best quality temporary accommodation where required. 4.20 There continues to be a range of interim housing options available in West Dunbartonshire for homeless households with more complex support needs. This includes supported tenancies in the community, as well as residential supported accommodation where this need is identified. 4.21 Residential supported accommodation offers temporary accommodation and on- site support to alleviate homelessness and enable homeless households to make a planned transition to settled accommodation. The recommendations of the Review of Supported Accommodation continued to be taken forward in Year 1 by the lead officer. Review findings informed the decision to continue the existing Blue Triangle Supported Accommodation provision in Clydebank and Alexandria Page 91
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Official through a direct award, and agree and implement the closure of the Bonhill service while securing suitable alternative supported placements for affected clients. 4.22 The review has also helped clarify current provision, demand pressures and the need for improved monitoring, including KPIs and move on reporting. Monthly Project Board meetings have also continued. 4.23 There was a target of 30 conversions in Year 1, however only 15 were completed, as due to the continued demand for temporary accommodation the service can only offer what is available which results in a lack of choice on where households want to be permanently housed. 4.24 Due to delays around the homeless service redesign, WDC’s Housing First service continued to operate at a reduced staffing capacity of 4 in Year 1. 4.25 By the end of 2025/26, 7 new Housing First tenancies had been created and a further 11 clients are awaiting an offer of settled accommodation being made. 26 tenancies are being sustained where the Housing First support has been “stepped down”, meaning a planned exit from the Housing First Service. While WDC’s Housing First approach continues to have a high overall tenancy sustainment rate, sadly 9 of these tenancies have ended due to the death of tenants. 4.26 A review of the additional tendered Housing First Service was carried out in Year 1 and due to positive feedback, it was decided that a new tender would be completed for a further 12 months, until February 2027. Due to service demand, additional Housing First funding was used to employ an additional Housing First Support Worker to allow for increased capacity. 4.27 To further explore support and accommodation options for young people, a Pilot Young Persons Housing First Service was put out for tender and awarded to Blue Triangle at the end of Year 1. With the Young Persons worker now in post, there is capacity for an additional 10 young people to benefit from housing first support through this pilot. Year 2 Plan Objective 1: Homelessness is prevented by providing good quality advice and information to enable informed decisions on personal housing solutions. 4.28 A variety of measures will continue to be used to prevent homelessness within West Dunbartonshire. The homeless service redesign to a housing solutions focus will progress in Year 2, which will review the Council’s delivery of housing options interviews and personal housing solutions plans. 4.29 The £16,363 unspent prevention fund from last year will be used to continue to support households at risk of homelessness in West Dunbartonshire, alongside the consideration of a Matched Payment Scheme approach to incentivise tenants to engage early and consistently with arrear repayment plans. Page 92
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Official 4.30 The continued monitoring of the revised allocations policy which creates young people at risk of homelessness as an additional group given a reasonable preference within the policy. A subgroup including Housing Solutions Partners will be developed to review our youth housing options approach and how we can work to further prevent young people from becoming homeless. 4.31 Work will continue around the introduction of new prevention duties including ensuring that partner agencies are aware of ‘Ask and Act’ partner responsibilities in preventing homelessness and reviewing and updating WDC’s nomination agreement to ensure a prevention focus. 4.32 Work towards establishing a Common Housing Register will continue in Year 2, with one RSL continuing towards a full Common Housing Register and others remaining partners via the shared application form. 4.33 Improving the advice and information available to residents will remain a key focus in terms of updating housing stock information and availability, working with Housing Solutions Partners to further strengthen the advice and information available to residents and introducing a Housing Solutions Charter and gaining accreditation for the provision of information and advice. Objective 2: Where homelessness does occur, households are rehoused quickly. 4.34 Due to exceeding the target time homeless households with no/low needs spent in temporary accommodation during 2025/26, the target will be reduced to 15 weeks in Year 2. 4.35 Currently modelling suggests that for 2026/27 for West Dunbartonshire, 77% of all available social tenancies, inclusive of conversions and Housing First will require to be allocated to homeless households to ensure targeted reductions in temporary accommodation and faster access to settled accommodation is achieved. 4.36 While this will not be achieved, after recognising other housing need factors it would not be practical to have 77% allocation of lets to homeless households. Therefore, partners have been asked to agree a 59% lettings target to homeless households. This objective was supported by the Housing Improvement Board in terms of lets made by the Council and a similar commitment was sought from RSL partners via their annual Housing Solutions Contribution Statements. 4.37 There is also a shared desire to provide scope for an element of overall letting activity to be directed to prevent homelessness and reduce future demand. Calculation of homeless lets required and % of expected letting activity required to meet need - split by LA & RSL Year 2 Lets required for to meet demand 752 Split LA 531 Split RSL 221 Page 93
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Official Projected turnover Year 2 Split LA 900 Split RSL 375 % Allocation of lets required Year 2 LA 59% RSL 59% 4.38 As 59% is not enough to fully meet demand and clear the backlog of households in temporary accommodation, this will result in a shortfall of around 224 lets and fifty-five additional units required for temporary accommodation. 4.39 If additional temporary accommodation units are required, this reduces lets available for mainstream offers and would also require additional staff resources to manage the additional units. 4.40 Work will continue around exploring different housing options to meet housing need in West Dunbartonshire including working with RSL partners to consider the development of a common mutual exchange scheme and promoting and reviewing WDC’s downsizing scheme. Objective 3: Review and ensure there are a wide range of support services available to prevent and end homelessness. 4.41 Following the redesign of the homeless service, work will progress around embedding a new housing support service which will include working with key stakeholders to explore long term housing support options to promote tenancy sustainment and prevent homelessness, exploring options to fund and provide more informal and practical types of support for certain groups that would not fall into prescribed housing support and the creation of a youth specialist housing support team. 4.42 In line with the homeless service redesign, work will continue around reviewing internal support processes to prevent and end homelessness in West Dunbartonshire. 4.43 Partnership protocols with key stakeholders will continue to be monitored and reviewed, including WDC’s Joint Mental Health, Addictions, Housing Solutions and Housing Providers Protocol, our Domestic Abuse Protocol in line with legislative changes and our Prison Discharge process against SHORE standards. 4.44 The creation of a Joint Kinship Care, Housing Solutions and Housing Providers Protocol will also be explored in Year 2. 4.45 Continue to review our processes and practices to ensure they meet the needs of underrepresented groups, such as the LGBTQ+ community. Objective 4: Working with partners to provide Interim options for temporary accommodation and providing best quality temporary accommodation where required. Page 94
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Official 4.46 The review of Residential Supported Accommodation will continue to progress in Year 2 around the implementation of agreed actions, monitoring of outcomes and move on planning and the consideration of future supported accommodation needs. Monthly meetings with the Project Board will continue and an updated progress report will be presented to a future Housing and Communities Committee. 4.47 The delivery of rapid access accommodation will be explored in partnership with HSCP colleagues which will involve jointly defining referral pathways, gathering information on service priorities and reviewing working protocols. 4.48 Once the redesign of the homeless service has occurred WDC’s Housing First service will be back to full capacity of 8 staff members, enabling support to continue for the 23 active tenancies and the 11 waiting to be housed. Collaborative funding options will continue to be explored with HSCP partners as current funding does not allow the service to fully meet identified demand. Both the additional tendered Housing First Service and Pilot Young Persons Housing First Service will be reviewed to decide whether to extend beyond 2026/27. Funding update 4.49 In November 2025, as part of the Housing Emergency Action Plan, the Scottish Government announced in its Programme for Government an additional £1 million Housing First funding uplift for 2025/26 to scale up the Housing First approach nationally, alongside £3 million of Housing First Capital funding to enable and support the acquisition of suitable properties for the delivery of Housing First. It was also confirmed that a further £8 million would be provided to local authorities to support their approaches to homelessness for 2026/27. 4.50 WDC were allocated £25,863 as part of Housing First uplift funding which was used to extend and increase the external Housing First contract from 1 to 2 workers for the rest of Year 1 and continue with 2 support workers in Year 2. The £92,137 allocation of Housing First capital funding has been used to bring an additional properties back into use as Housing First tenancies through the Council’s buyback scheme. 4.51 The formula still being used to allocate local authorities share of this funding is based on the number of homeless assessments made in a local authority area over a three-year period. There has been some criticism of this approach as it does not consider homelessness prevention work within the assessment. It can therefore act as a disincentive to make the wider system changes advocated within Ending Homelessness. 4.52 The Scottish Government and COSLA had hoped to explore the possibility of joining up the funding stream for preventing and responding to homelessness with the rapid rehousing funding stream and to look at alternative distribution formulas. However, this work has been delayed due to competing priorities. 4.53 The same formula has therefore been used for the funding allocation for 2026/27. This formula has resulted in an allocation for West Dunbartonshire Council of £236,015 to deliver Year 2 of our Housing Solutions Strategy which Page 95
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Official incorporates the Council’s approach to rapid rehousing. In addition, the Scottish Government have also confirmed the funding allocation to West Dunbartonshire Council for the provision of homelessness prevention and response mainstream services, this is separate to the Housing Solutions funding and provided within the Revenue Grant provided to local authorities by the Scottish Government. Housing Solutions Year 2 funding Year 1 underspend £213,786 SG funding for Year 2 £236,015 Year 2 total funding £449,801 4.54 A full review of Year 1 activities has been carried out, and the Year 2 Housing Solutions plan has been refreshed to take account of available funding. Housing Solutions Year 2 costings Housing First external service £104,500 Housing First Youth Pilot £53,900 Pilot Prevention Fund £16,363 Conversion Programme £100,000 Downsizing Scheme £70,000 Resettlement Support £105,038 Year 2 total cost £449,801 4.55 With WDC’s Housing First service now being fully funded internally, this year’s additional Scottish Government funding will be used to pilot a downsizing scheme and provide resettlement support. Housing Emergency 4.56 The Council declared a housing emergency on 1st May 2024 due to the extreme pressures facing housing and homelessness services within West Dunbartonshire. A national housing emergency was declared by the Scottish Government on 15th May 2024. 4.57 An updated report on the progress of West Dunbartonshire’s Housing Emergency Action Plan will be provided as a separate agenda item at the Housing and Communities Committee on the 12th August 2026. 5. People Implications 5.1 Any additional post required to strengthen the team will be recruited in line with the Council’s existing recruitment policy and will be funded from the Scottish Government funding for the provision of homelessness prevention and response. 6. Financial and Procurement Implications 6.1 The Cabinet Secretary for Housing wrote to West Dunbartonshire on 11th November 2025 advising of the Council’s Housing Solutions funding allocation Page 96
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Official for 2026/27 of £236,015. This funding will be included in the regular payments of the 2026/27 General Revenue Grant. 6.2 In addition the Scottish Government also confirmed the funding allocation to West Dunbartonshire Council for the provision of homelessness prevention and response mainstream services, this funding will be paid as part of the General Revenue Grant payment, with the first payment in 2026/27 made on 1 April 2026. 6.3 Further Housing Solutions funding beyond 2026/27 is unclear. Committee will be updated at a future meeting once confirmed plans for future years are received. 6.4 The Year 2 delivery plan fully allocates the available Housing Solutions funding of £449,801, comprising £213,786 Year 1 underspend and £236,015 Scottish Government funding for 2026/27. Any activity or staffing commitment required beyond the period covered by confirmed funding will require further review and will be considered through future budget and service planning processes. 6.5 There are no procurement implications in terms of this report. 7. Risk Analysis 7.1 There are financial, operational, reputational and regulatory risks associated with not being able to fully deliver the Housing Solutions Strategy, including the Housing First element of the approach. These risks are heightened by the local and national housing emergency, continued demand for temporary accommodation, limited social housing supply and the need to reduce the time homeless households spend in temporary accommodation. 7.2 If the 59% lettings target is not achieved, or if overall turnover is lower than projected, there is a risk that the backlog of households in temporary accommodation will increase, additional temporary accommodation units will be required, and fewer lets will be available for mainstream housing need. This could also increase staffing and management pressures and affect the Council’s ability to demonstrate progress against housing emergency and homelessness commitments. 7.3 There is no confirmation of Housing Solutions funding beyond 2026/27. This creates a risk that successful prevention, Housing First, resettlement support, downsizing and temporary accommodation initiatives may not be sustainable without future funding. Officers will continue to monitor expenditure, outcomes and demand pressures and will report back to Committee once the future national funding position is confirmed. 8. Equalities Impact Assessment (EIA) 8.1 There are no negative equalities impacts due to the implementation of WDC’s Housing Solutions Strategy, however preventing and responding to homelessness has a significant positive impact on individuals and communities. There are potential positive impacts for some groups as noted in the EIA conducted for the Housing Solutions Strategy in July 2026, EIA 1518. Page 97
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Official 9. Environmental Sustainability 9.1 Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be achieved through the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 10. Consultation 10.1 The Housing Solutions Strategy was developed in collaboration with key partners, including HSCP, local RSLs, third sector organisations, WDTRO (West Dunbartonshire Tenants and Residents Organisation) and households experiencing homelessness, via focus groups, surveys, staff meetings and community and stakeholder events. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Peter Barry Chief Officer, Housing Date: 29 July 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 Donna Kirkwood, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability, email: donna.kirkwood@westdunbarton.gov.uk Appendices: None Background Papers: Ending Homelessness Together – High Level Action Plan; Scottish Government/COSLA https://www.gov.scot/binaries/content/documents/govscot/ publications/publication/2018/11/ending-homelessness- together-high-level-action-plan/documents/00543359- pdf/00543359-pdf/govscot%3Adocument HARSAG2 recommendations tracker, West Dunbartonshire Council Housing Development and Homelessness Team, June 2026; Page 98
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Official Housing and Communities Committee Report 20th August 2025 “Rapid Rehousing Transition Plan and new approaches to homeless update”; West Dunbartonshire Council Housing Emergency Action Plan, July 2026; Letter from Mairi McAllan, MSP, Cabinet Secretary for Housing on Distribution of Housing First RRTP Funding Uplift for 2025/26 and funding of RRTPs for 2026/27; 11 November 2025; Letter from Mairi McAllan, MSP, Cabinet Secretary for Housing on Distribution of Housing First Capital Funding for 2025/26; 20 November 2025; “More than a Roof” West Dunbartonshire Council’s Homelessness Prevention and Temporary Accommodation Strategy 2017-2020. West Dunbartonshire Council’s Local Housing Strategy 2022-2027; West Dunbartonshire Council’s Revised Rapid Rehousing Transition Plan including Action Plan and Equalities Impact Assessment, Home at the Heart West Dunbartonshire Council’s Housing Solutions Strategy, Action Plan and Equalities Impact Assessment, Housing Solutions Strategy 27.03.25 Wards Affected: All Page 99
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 12 August 2026 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 30 June 2026 (Period 03) 1. Purpose 1.1 The purpose of this report is to advise Committee on the 2026/2027 HRA revenue budget position on 30 June 2026 and the forecast position for HRA reserves on 31 March 2027. 2. Recommendations 2.1 Members are asked to: i. note the HRA revenue account is forecasting a deficit of £0.863m. If required, HRA reserves will be used to fund the deficit. ii. note that the forecast deficit would reduce HRA reserves to £0.259m on 31 March 2027, significantly less than the HRA revenue prudential target for 31 March 2027 of £1.222m. iii. note that work will continue to explore opportunities to remove the in-year deficit and to rebuild reserves, including the targeting of efficiencies across all areas of the HRA revenue account budget. 3. Background Revenue 3.1 The Council approved a 2026/2027 HRA revenue budget of £60.880m on the 4th of March 2026. A prudential reserve target of £1.222m was also set (2% of the revenue budget). HRA prudential reserves were £1.122m on 31st March 2026. 4. Main Issues 4.1 This report advises committee of the key issues contributing to the Housing Revenue Account (HRA) forecasting a 2026/27 deficit of £0.863m. The forecast deficit would require a call on HRA reserves and leave forecast HRA reserves of £0.259m on 31 March 2027. Using existing reserves to address the funding deficit adds risk to the wider financial position of the HRA with reduced capacity to absorb any unforeseen future costs until the HRA rebuilds its reserves. 4.2 There are a range of unfavourable / favourable variance contributing to the forecast deficit and the main variances are detailed below. ITEM 13 Page 101
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Official Adverse Variances > £50,000 Central Support Allocation - £0.535m Adverse 4.3 The draft outcome from the review of the Council’s Central Support Allocation (CSA) model during 2025/26 assessed the appropriate allocation of corporate support costs to service users including the Housing Revenue Account. The review determined that the Housing Revenue account CSA charge was understated and needed to be increased. The 2026/27 HRA CSA budget was set based on the older recharge model. Consequently, the amount that will be charged to the Housing Revenue Account in 2026/27 is projected to exceed budget and create an overspend / adverse variance. Repairs & Maintenance - £0.410m Adverse 4.4 There continue to be cost pressures due to the high demand across the responsive repair and void service. A range of mitigations are in place to minimise the cost pressure including tighter controls on contractor use and the stringent application of the rechargeable repairs policy. Loan Charges - £0.221m Adverse 4.5 The main cost pressure is a forecast increase in the interest payable on HRA capital debt. The 2026/27 HRA estimates assumed a pooled interest rate of 4.25% on HRA capital debt on 31 March 2027. The current pooled interest rate forecast is 4.4%, higher than estimated and creating a cost pressure. 4.6 Members will be aware of the significant risk and uncertainty around forecasting local authority borrowing costs and geopolitical events have contributed to an increase in the interest rates payable on new temporary and new Public Work Loans Board (PWLB) borrowing. Consequently, there is a risk of a further increase to the pooled interest rate during 2026/27. Favourable Variance > £50,000 Employee Costs - £0.335m Favourable. 4.7 The favourable variance is due to savings from vacant posts across the service and an increase in HRA employee costs recharged to non HRA revenue services including homelessness and HRA capital. 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. Page 102
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Official 7. Risk Analysis 7.1 The main financial risk is the HRA going into deficit due to unforeseen costs being identified between now and the end of the financial year. The Housing (Scotland) Act 1987 specifies that if a HRA deficit arises in any one year, the local authority must make a General Fund contribution to make good the deficit. In this event, the HRA would be expected to repay that contribution from future HRA surpluses. 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: 12 August 2026 ___________________________________________________________________ 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) Page 103
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2026/27 PERIOD END DATE 30 June 2026 Budget 2026/27 Spend to Date 2026/27 Forecast Spend 2026/27 Annual RAG Status £000 £000 £000 £000 % Employee Costs 9,224 1,998 8,961 (263) -3% Property Costs 1,497 379 1,514 17 1% Transport Costs 207 49 203 (4) 0% Supplies, Services And Admin 471 113 507 36 8% Support Services 2,845 845 3,380 535 19% Other Expenditure 392 105 373 (19) -5% Repairs & Maintenance 12,688 2,729 13,098 410 3% Open Space Maintenance 730 183 730 - 0% Bad Debt Provision 1,269 317 1,269 - 0% Void Loss (Council Tax / Lost Rents) 1,108 270 1,081 (27) -2% Loan Charges / CFCR 30,449 7,668 30,670 221 1% Total Expenditure 60,880 14,656 61,786 906 1% House Rental Income (60,000) (15,000) (60,000) - 0% Lockup Rental Income (249) (62) (249) - 0% Other Rental income (143) (53) (162) (19) 13% Factoring Income (452) (119) (477) (25) 6% Miscellaneous Income (36) (7) (35) 1 -3% Total Income (60,880) (15,241) (60,923) (43) 0% Net Expenditure 0 (585) 863 863 Subjective Summary Forecast Variance 2026/27 ITEM 13 - APPENDIX 1 Page 104
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2026/27 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 30 June 2026 PERIOD 3 Budget 2026/27 Forecast Spend 2026/26 £000 £000 £000 % Employee Costs 9,224 8,961 (263) -3% Main Issues Mitigating Action Anticipated Outcome Support Services 2,845 3,380 535 19% Main Issues Mitigating Action Anticipated Outcome Budget 2026/27 Forecast Spend 2026/26 £000 £000 £000 % Repairs & Maintenance 12,688 13,098 410 3% Main Issues Mitigating Action Anticipated Outcome A draft review of the council’s Central Support Allocation (CSA) model during 2025/26 determined that the Housing Revenue account CSA charge was understated and needed to be increased. The 2026/27 HRA CSA budget was set based on the older recharge model. Consequently, the amount that will be charged to the Housing Revenue Account in 2026/27 will exceed budget and create an overspend / adverse variance. The Housing Service will engage with central support service managers to explore cost savings through the re-provisioning of services provided to the HRA. A year end overspend. A year end overspend. 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 continue to put in place a range of mitigation measures to minimise the overspend, including the transfer of qualifying repair spend to the HRA capital programme, primarily repair 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. Subjective Analysis Forecast Variance 2026/27 RAG Status Variance Analysis Subjective Description Centrally funded support services that support HRA revenue service delivery. Services include Revenues and Benefits, Contact Centre, HR Services, ICT Services, Corporate Administrative Support, Legal Services, Financial Services. Variance Analysis Subjective Analysis Forecast Variance 2026/27 RAG Status Subjective Description Employees charged directly to the HRA. Variance Narrative Savings from vacant posts and an increased employee cost recharge to non HRA revenue service areas will deliver an underspend. None A year end underspend Variance Narrative ITEM 13 - APPENDIX 2 Page 105
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2026/27 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 30 June 2026 PERIOD 3 Loan Charges / CFCR 30,449 30,670 221 1% Main Issues Mitigating Action Anticipated Outcome Subjective Description Loans Fund repayments and the payment of interest and expenses on outstanding HRA debt. Variance Narrative The main cost pressure is a forecast increase in the interest payable on HRA capital debt. The 2026/27 HRA estimates assumed a pooled interest rate of 4.25% on HRA capital debt at 31 March 2027. The current forecast is for the pooled interest rate to be 15 basis points higher than estimated creating a cost pressure Officers will continue to work with external treasury advisors to structure council borrowing and the loans portfolio in a manner that minimises debt servicing costs. A year end overspend. Page 106
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 12 August 2026 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 30 June 26 (Period 3) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 30 June 2026. 2. Recommendations 2.1 Members are asked to: i) note the current position of the 2026/27 HRA capital budgets and the 5- year HRA capital plan. ii) note that project life performance will be monitored against a project life estimate of £336.506m and a project life income estimate of £53.821m, a borrowing requirement of £282.685m. iii) note that in year financial performance will be monitored against a 2026/27 capital expenditure budget of £58.434m and a 2026/27 capital income budget of £13.064m, a one-year borrowing requirement of £45.370m. iv) note that at this early stage all projects are on track regarding achieving their planned completion dates and delivering within their project life estimate. v) Note that there is an anticipated underspend of £2.340m against 2026/27 budgets reducing the forecast one-year borrowing requirement to £43.030m. 3. Background 3.1 The Council approved the HRA Capital Plan for 2026/2027 to 2030/2031 on 4 March 2026. The approved plan estimated £63.285m of capital expenditure and £16.901m of capital income in 2026/27, a one-year borrowing requirement of £46.384m. The project life borrowing requirement was £272.665m. 3.2 Since March, budget adjustments have taken place to reflect up to date information on progress delivering the plan, including the carry forward of over / underspends at the end of financial year 2025/26 and the incorporation of the latest cost and income forecasts. The adjustments result in revised capital budgets as set out in Exhibit 1. The updated borrowing requirement for 26/27 of £45.370m is £2.340m less than advised in March 2026. The project life ITEM 14 Page 107
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Official borrowing requirement increased to £282.398m because 2025/2026 underspends were brought forward into the revised capital plan. Exhibit 1: Revised HRA Capital Estimates 2026/2027 – 2030/2031 2026/27 March 26 (£m) Project March 26 (£m) 2026/27 BCR03 (£m) Project BCR03 (£m) 2026/27 Change (£m) Project Change (£m Other Capital 5.510 26.060 5.700 27.730 0.190 1.670 Component Replacement 14.600 73.000 14.600 80.083 0.000 7.083 Void Capital 5.400 27.000 5.400 26.514 0.000 -0.486 Structural & Environmental 3.400 18.600 4.521 21.890 1.121 3.290 Support Costs 3.400 17.000 3.400 17.000 0.000 0.000 More Homes 30.975 163.866 24.813 163.289 -6.162 -0.577 Total Expenditure 63.285 325.526 58.434 336.506 -4.851 10.980 Total Income -16.901 -52.861 -13.064 -53.821 3.837 --0.960 Prudential Borrowing 46.384 272.665 45.370 282.685 -1.014 10.020 4. Main Issues 4.1 Progress against the 2026/27 capital plan is detailed in: Appendix 1 – HRA Capital Summary BCR03 Appendix 2 – HRA Capital Detail BCR03 4.2 The HRA capital summary report at Appendix 1 reports that: • There are fifteen capital projects where expenditure is tracked over the multi-year life of the project and twenty-eight projects classified as rolling programme projects / contingency / fees, that is programmes of work where an annual estimate is set each year that takes account of demand, cost, and affordability. • At this early stage in the year, projected expenditure and projected income are both in line with project life estimate. 4.3 Appendix 2 shows all projects with their 2026/27 budget and their project life estimate alongside the latest projections. The appendix reports: • 2026/27 projected spend of £55.894m, a £2.540m underspend against the 2026/27 expenditure budget. • 2026/27 projected income of £13.151m, a £0.200m under-recovery against the 2026/27 income budget. • 2026/27 prudential borrowing forecast of £43.030m, £2.340m less than budget. 4.4 Commentary on the 2026/27 variances above £50,000 are set out in Exhibit 2 below. Page 108
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Official Exhibit 2: Projected Over / Underspends 2026/27 as at BCR03 Ref Project BCR03 Projection (£m) 26/27 Budget (£m) 26/27 Variance (£m) Commentary 1 EESSH compliance works Expenditure 3.500 5.000 (1.500) 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. The underspend has been reprofiled to a future year. 2 Roofs Expenditure 0.900 1.500 (0.600) 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. The underspend has been reprofiled to a future year. 3 Heating Works Expenditure 1.600 2.400 (0.800) Underspend reflects a reduced demand for replacement heating systems. The underspend has been reprofiled to a future year pending a review of demand across this programme. 4 Void Capital Expenditure 5.760 5.400 0.360 Overspend due to the high number of void property repairs being carried out by the in-house team and supporting contractors. The overspend has been reprofiled to a future year 5 Owner Recoveries Income -0.300 -0.500 0.200 Under-recovery of income is directly linked to the projected underspend on the roofing programme. The under-recovery has been reprofiled to a future year 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 projections will change during the year. Page 109
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Official 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for the HRA capital plan. 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: 12 August 2026 Page 110
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Official Person to Contact: Jim McCarron Business Partner, Finance 07772 322055 E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - HRA Capital Summary BCR03 Appendix 2- HRA Capital Details BCR03 Background Papers: Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget, and Rent Levels for 2026/27 - Council 4 March 2026. Wards Affected All Wards Page 111
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Period 03 - 30 June 2026 Summary HRA Capital Expenditure Project Life Budget £000 Project Life Forecast Spend £000 Project Life Variance £000 Rolling Programmes Projects Projects On Track / Complete Projects Off Track Other Capital Expenditure 27,730 27,730 - 8 - - - Major Component Replacement 80,083 80,083 - 7 - - - Void Capital 26,514 26,514 - 1 - - - Structural & Environmental 21,890 21,890 - 5 - - - Support Costs 17,000 17,000 - 2 - - - More Homes Programme 163,289 163,289 - 5 15 15 - Total Expenditure 336,506 336,506 - 28 15 15 - Total Income (53,821) (53,821) - - - Total 282,685 282,685 - ITEM 14 - APPENDIX 1 Page 112
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All Approved HRA Capital Projects at Period 3 Project Category Planned End Date Project Life Budget Expenditure to 31/3/26 Expenditure to Date Projected Future Spend Project Life Forecast Spend Project Variance Approved Budget 2026/27 Expenditure to Date 2026/27 Projected Spend 2026/27 In Year Variance 2026/27 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 OCE1 Special Needs Adaptations Rolling NA 3,225 - 124 3,101 3,225 - 650 124 650 - OCE2 Capitalised Minor Works Rolling NA 15,942 - 630 15,312 15,942 - 3,100 630 3,100 - OCE3 Better Homes Priority Budget Rolling NA 1,242 - 6 1,236 1,242 - 200 6 200 - OCE4 Environmental Sensors Rolling NA 6,809 - 391 6,418 6,809 - 1,500 391 1,500 - OCE5 Housing CCTV Rolling NA 100 - 35 65 100 - 100 35 100 - OCE6 QL Development Rolling NA 87 - - 87 87 - 10 - 10 - OCE7 Gypsy Travellers Site Rolling NA 135 - - 135 135 - - - - - OCE8 Airport Noise Rolling NA 190 - - 190 190 - 140 - 140 - Other Capital Expenditure 27,730 - 1,186 26,544 27,730 - 5,700 1,186 5,700 - MCR1 EESSH compliance works Rolling NA 27,916 - 298 27,618 27,916 - 5,000 298 3,500 (1,500) MCR2 Roofs Rolling NA 8,863 - 4 8,859 8,863 - 1,500 4 900 (600) MCR3 Windows / Doors Rolling NA 16,270 - 579 15,691 16,270 - 3,100 579 3,100 - MCR4 Statutory / Regulatory Compliance Works Rolling NA 999 - - 999 999 - 100 - 100 - MCR5 Heating Rolling NA 12,622 - 233 12,389 12,622 - 2,400 233 1,600 (800) MCR6 Kitchens Rolling NA 10,828 - 72 10,756 10,828 - 2,000 72 2,000 - MCR7 Bathrooms & Showers Rolling NA 2,585 - 13 2,572 2,585 - 500 13 500 - Major Component Replacement 80,083 - 1,199 78,884 80,083 - 14,600 1,199 11,700 (2,900) VOC1 Void Capital Rolling NA 26,514 - - 26,514 26,514 - 5,400 - 5,760 360 Void Capital 26,514 - - 26,514 26,514 - 5,400 - 5,760 360 STE1 Structural Works Rolling NA 2,330 - - 2,330 2,330 - - - - - STE2 Paths & Environment Rolling NA 5,922 - 220 5,702 5,922 - 1,200 220 1,200 - STE3 Asbestos Management Works Rolling NA 955 - 22 933 955 - 200 22 200 - STE4 Multi Storey Flat Strategy Rolling NA 11,562 - 5 11,557 11,562 - 2,000 5 2,000 - STE5 Cladding Remediation Works Rolling NA 1,121 - - 1,121 1,121 - 1,121 - 1,121 - Structural & Environmental 21,890 - 247 21,643 21,890 - 4,521 247 4,521 - SUP1 Salaries / Central Support / Overhead Rolling NA 17,000 - 850 16,150 17,000 - 3,400 850 3,400 - SUP2 Vehicle Replacement Programme Rolling NA - - - - - - - - Support Costs 17,000 - 850 16,150 17,000 - 3,400 850 3,400 - AHP1 Buy Backs Rolling NA 20,000 - 1,097 18,903 20,000 - 4,000 1,097 4,000 - AHP2 Demolition Programme Rolling NA 1,000 - 5 995 1,000 - 200 5 200 - AHP3 Contingency Rolling NA - - - - - - - - - - AHP4 Clydebank East Project September 25 33,554 33,554 33,554 - 33,554 - - - - - AHP5 Pappert Project September 25 9,181 9,181 9,181 - 9,181 - - - - - AHP6 Mount Pleasant Project September 25 5,364 5,364 5,364 - 5,364 - - - - - AHP7 Willox Park Phase1 Project March 26 5,601 5,416 5,416 185 5,601 - 85 - 85 - AHP8 Willox Park Phase2 Project March 28 7,030 108 122 6,908 7,030 - 500 14 500 - AHP9 Bank Street Project March 27 6,347 1,953 3,160 3,187 6,347 - 4,244 1,207 4,244 - AHP10 Bonhill Gap Sites Project September 27 9,086 5,353 6,725 2,361 9,086 - 3,400 1,372 3,400 - AHP11 West Thomson Street Project September 28 15,827 1,479 1,494 14,333 15,827 - 2,000 15 2,000 - AHP12 Silverton Project September 27 2,379 35 40 2,339 2,379 - 1,100 5 1,100 - AHP13 Queen Mary Avenue Project September 26 4,540 2,469 3,203 1,337 4,540 - 1,971 734 1,971 - AHP14 Queens Quay Site C Project March 30 5,531 31 31 5,500 5,531 - - - - - AHP15 Dennystoun Forge – New Build Project March 28 4,589 59 59 4,530 4,589 - 1,000 - 1,000 - AHP16 28 Bridge Street Project September 27 1,010 60 60 950 1,010 - 950 - 950 - AHP17 Ottawa Crescent Project September 27 6,350 413 894 5,456 6,350 - 5,150 481 5,150 - AHP18 Gray Street Project September 28 7,717 4 17 7,700 7,717 - 13 13 13 - AHP19 Future New Build & Related Regeneration Projects Rolling NA 17,183 - 17,183 17,183 - - - - - AHP20 Fees, Staffing Costs, contingency Rolling NA 1,000 - 30 970 1,000 - 200 30 200 - More Homes Programme 163,289 65,479 70,452 92,837 163,289 - 24,813 4,973 24,813 - Total Expenditure 336,506 65,479 73,934 262,572 336,506 - 58,434 8,455 55,894 (2,540) Full Project Life In Year Performance ITEM 14 - APPENDIX 2 Page 113
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All Approved HRA Capital Projects at Period 3 Appendix 2 Project Category Planned End Date Project Life Budget Income to 31/3/26 Income to Date Projected Future Income Project Life Forecast Income Project Variance Approved Budget 2026/27 Expenditure to Date 2026/27 Projected Spend 2026/27 In Year Variance 2026/27 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CAPI1 Scottish Govt Buyback Grant Rolling NA (12,000) - (52) (11,948) (12,000) - (2,400) (52) (2,400) - CAPI2 Willox Park Phase2 Project NA (2,850) (127) (127) (2,723) (2,850) - (500) - (500) - CAPI3 Bank Street Project NA (2,408) (1,307) (1,307) (1,101) (2,408) - (1,101) - (1,101) - CAPI4 Bonhill Gap Sites Project NA (4,518) (3,738) (3,738) (780) (4,518) - (780) - (780) - CAPI5 West Thomson Street Project NA (5,416) (1,485) (1,485) (3,931) (5,416) - (2,000) - (2,000) - CAPI6 Silverton Project NA (1,100) - - (1,100) (1,100) - (1,000) - (1,000) - CAPI7 Queen Mary Avenue Project NA (1,789) (1,789) (1,789) - (1,789) - - - - - CAPI8 Queens Quay Site C Project NA (4,714) (2,014) (2,014) (2,700) (4,714) - - - - - CAPI9 Dennystoun Forge – New Build Project NA (2,400) - - (2,400) (2,400) - (1,000) - (1,000) - CAPI10 28 Bridge Street Project NA - - - - - - - - - - CAPI11 Ottawa Crescent Project NA (2,800) (379) (379) (2,421) (2,800) - (2,421) - (2,421) - CAPI12 Gray Street Project NA (3,087) - - (3,087) (3,087) - - - - - CAPI13 Future new build sites & related regeneration projects Rolling NA (6,873) - - (6,873) (6,873) - - - - - CAPI14 Owners Recoveries Rolling NA (2,500) - (78) (2,422) (2,500) - (500) (78) (300) 200 CAPI15 Other Grant Rolling NA (1,361) - - (1,361) (1,361) - (1,361) - (1,361) - CAPI16 HRA Loan Repayments Rolling NA (5) - - (5) (5) - (1) - (1) - Total Income (53,821) (10,839) (10,969) (42,852) (53,821) - (13,064) (130) (12,864) 200 Prudential Borrowing Requirement 282,685 54,640 62,965 219,720 282,685 - 45,370 8,325 43,030 (2,340) Full Project Life In Year Performance Page 114
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 12 August 2026 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2026/27 as at Period 3 (30 June 2026) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 30 June 2026 (Period 3) of General Fund Revenue services under the remit of the Housing and Communities Committee. 2. Recommendations 2.1 Members are asked to i) note the account currently shows a projected favourable variance of £0.117m (9.1% of the net expenditure budget). ii) note the progress on efficiencies incorporated into 2026/2027 budgets. 3. Background 3.1 Revenue Budget Members agreed the 2026/2027 revenue estimates at the Council meeting on 4th March 2026. A total net expenditure budget of £1.287m was approved for services under the Housing and Communities services remit. Budget Approved 4 March 2026 Gross Expenditure £m Gross Income £m Net Expenditure £m Homelessness Services 5.314 -4.389 0.925 Resettlement Services 0.440 -0.440 - Private Sector Housing 0.016 - 0.016 Private Sector Housing Grant 0.430 -0.382 0.048 Energy Efficiency Area Based Scheme 1.570 -1.570 - Anti-Social Behaviour & CCTV 0.519 -0.221 0.298 Total 8.289 -7.002 1.287 ITEM 15 Page 115
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Official 4. Main Issues 4.1 Appendix 1 reports the forecast outturn for the services at £1.329m, a projected favourable variance of £0.117m. Exhibit 1 - Forecast BCR03 compared to Budget 26/27 Service Area Forecast Outturn BCR03 £m Budgeted Net Expenditure £m Variance £m Homelessness Service 0.630 0.925 -0.295 Resettlement Service 0.201 - 0.201 Private Sector Housing 0.016 0.016 - Private Sector Housing Grant 0.047 0.048 -0.001 Energy Efficiency Area Based Scheme - - - Anti-Social Behaviour & CCTV 0.276 0.298 -0.022 Total 1.170 1.287 -0.117 4.2 The Homelessness Service underspend is due to vacant posts. The service is actively recruiting to vacant posts to ensure the effective delivery of services and support to its clients. 4.3 The Resettlement Service is forecasting a £201,000 overspend. The council receives Scottish and UK government grant funding to support Ukrainian refugees and other refugees resetting within the UK. The grant funding is based on the number of individuals settling within a local authority area, with the grant income provided over multiple years. The early forecast is for 2026/27 service expenditure to exceed grant funding. It is difficult to forecast grant income because of the uncertainty over the number of individuals who will settle within the area each year. Appendix 2 provides a detailed analysis by service area. Appendix 3 provides commentary of projected net annual variances greater than £0.050m. Appendix 4 shows progress on the delivering 2026/2027 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. Page 116
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Official 6.2 Agreed efficiencies for 2026/2027 are monitored with current indications being that the 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: 12 August 2026 ___________________________________________________________________ Person to Contact: Jim McCarron - Finance Business Partner, 16 Church Street, Dumbarton, G82 1QL Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2 - Detailed Budgetary Position (Revenue) Appendix 3 - Variance Analysis (Revenue) Appendix 4 - Monitoring of Efficiencies/Savings Options (Revenue) Background Papers: None Wards Affected: All Page 117
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WEST DUNBARTONSHIRE COUNCIL Appendix 1 REVENUE BUDGETARY CONTROL 2026/27 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 30 June 2026 Actual Outturn 2025/26 Total Budget 2026/27 Spend to Date Projected Spend Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend Annual RAG Status £000 £000 £000 £000 £000 % £000 £000 734 925 37 630 (295) -32% - (295) (964) Resettlement Services - 105 201 201 0% - 201 17 16 4 16 0 0% - - 45 Private Sector Housing Grant 48 13 47 (1) -2% - (1) - Energy Efficiency Area Based Scheme - - - - 0% - - 234 298 71 276 (22) -7% - (22) 66 1,287 230 1,170 (117) -9% - (117) Total Net Expenditure Service / Subjective Summary Annual Variance 2026/27 Homelessness Services Private Sector Housing Anti Social Behaviour & CCTV ITEM 15 - APPENDIX 1 Page 118
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2026/27 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 30 June 2026 PERIOD 3 Actual Outturn 2025/26 Service Summary Total Budget 2026/27 YTD Spend 2026/27 Forecast Spend 2026/27 Use of Earmarked Reserves Variance after the use of Earmarked Reserves RAG Status £000 £000 £000 £000 £000 % £000 £000 2,491 Employee 3,148 591 2,883 (265) -8% - (265) 2,802 Property 2,785 644 3,000 215 8% - 215 16 Transport and Plant 14 3 14 0 0% - - 83 Supplies, Services and Admin 96 12 95 (1) -1% - 1- 1,528 Payments to Other Bodies 2,246 451 2,290 44 2% - 44 - Other - - - 0 0% - - 6,920 Gross Expenditure 8,289 1,701 8,282 (7) 0% - (7) (6,854) Income (7,002) (1,471) (7,112) (110) 2% - (110) 66 Net Expenditure 1,287 230 1,170 (117) -9% - (117) £000 £000 £000 £000 £000 % £000 £000 1,740 Employee 2,160 416 1,830 (330) -15% - (330) 2,332 Property 2,465 532 2,478 13 1% - 13 13 Transport and Plant 13 3 13 0 0% - 0 58 Supplies, Services and Admin 70 12 69 (1) -1% - (1) 879 Payments to Other Bodies 606 235 652 46 8% - 46 - Other - - - - 0% - - 5,022 Gross Expenditure 5,314 1,198 5,042 (272) -5% - (272) (4,288) Income (4,389) (1,161) (4,412) (23) -1% - (23) 734 Net Expenditure 925 37 630 (295) -32% - (295) £000 Resettlement Services £000 £000 £000 £000 % £000 £000 331 Employee 340 77 428 88 26% - 88 158 Property 2 41 204 202 10100% - 202 3 Transport and Plant 1 - 1 0 0% - 0 27 Supplies, Services and Admin 27 1 27 0 0% - 0 55 Payments to Other Bodies 70 20 68 (2) -3% - (2) - Other - - - - 0% - - 574 Gross Expenditure 440 139 728 288 65% - 288 (1,538) Income (440) (34) (527) (87) -20% - (87) (964) Net Expenditure - 105 201 201 0% - 201 £000 £000 £000 £000 £000 % £000 £000 13 Employee 16 4 16 - 0% - 0 - Property - - - - 0% - 0 - Transport and Plant - - - - 0% - 0 - Supplies, Services and Admin - - - - 0% - 0 4 Payments to Other Bodies - - - - 0% - 0 - Other - - - - 0% - - 17 Gross Expenditure 16 4 16 - 0% - 0 - Income - - - - 0% - 0 17 Net Expenditure 16 4 16 - 0% - 0 £000 £000 £000 £000 £000 % £000 £000 44 Employee 49 13 50 1 2% - 1 223 Property 177 35 175 (2) -1% - (2) - Transport and Plant - - - - 0% - - (3) Supplies, Services and Admin (2) (1) (2) - 0% - - 207 Payments to Other Bodies 206 52 206 - 0% - - - Other - - - - 0% - - 471 Gross Expenditure 430 99 429 (1) 0% - 1- (426) Income (382) (86) (382) - 0% - - 45 Net Expenditure 48 13 47 (1) -2% - 1- Annual Variance 2026/27 Homelessness Services All Services Private Sector Housing Private Sector Housing Grant ITEM 15 - APPENDIX 2 Page 119
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2026/27 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 30 June 2026 PERIOD 3 Actual Outturn 2025/26 Service Summary Total Budget 2026/27 YTD Spend 2026/27 Forecast Spend 2026/27 Use of Earmarked Reserves Variance after the use of Earmarked Reserves RAG Status Annual Variance 2026/27 £000 £000 £000 £000 £000 % £000 £000 - Employee 236 - 236 - 0% - - - Property - - - - 0% - - - Transport and Plant - - - - 0% - - - Supplies, Services and Admin - - - - 0% - - 383 Payments to Other Bodies 1,334 136 1,334 - 0% - - - Other - - - - 0% - - 383 Gross Expenditure 1,570 136 1,570 - 0% - - (383) Income (1,570) (136) (1,570) - 0% - - 0 Net Expenditure - - - - 0% - - £000 £000 £000 £000 £000 % £000 £000 363 Employee 347 81 323 (24) -7% - (24) 89 Property 141 36 143 2 1% - 2 - Transport and Plant - - - - 0% - - 1 Supplies, Services and Admin 1 - 1 - 0% - - - Payments to Other Bodies 30 8 30 - 0% - - - Other - - - - 0% - - 453 Gross Expenditure 519 125 497 (22) -4% - (22) (219) Income (221) (54) (221) - 0% - - 234 Net Expenditure 298 71 276 (22) -7% - (22) …………………………………………………………………………………………………………………………………………………………………………………………. Anti Social Behaviour & CCTV Energy Efficiency Area Based Scheme Page 120
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2026/27 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Homelessness Services 925 630 (295) -32% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Resettlement Services 0 201 201 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The service supports refugees to settle and integrate within local communities. Grant funding is dependent on the number of individuals settling within the area. The early forecast is for service expenditure to exceed grant funding by £200,000. Maximise grant income through successful claims to UK and Scottish governments. Year end overspend. Year end underspend. Vacant posts across the service will deliver an employee cost underspend. None 30 June 2026 Budget Details Variance Analysis Variance The service seeks to prevent homelessness occurring across the authority and improves access to support services. ITEM 14 - APPENDIX 3 Page 121
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2026/27 - BCR03 Efficiency Detail Reference Budgeted Amount £'000 Projection of Total Saved £'000 Projection of Total Not Saved £'000 Comment CCTV Service Reduction Option 2 HE04 31 31 0 Reduce CCTV Team 25% Option 1 HE02 14 14 0 45 45 0 STATUS: COMPLETE ITEM 14 - APPENDIX 4 Page 122