Item 12 - More than a Roof - WDC Housing Solutions Strategy
West Dunbartonshire Council · 12 August 2026
Back to Housing & Communities Committee — 12 August 2026 and its agenda
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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
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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:
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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%
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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.
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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
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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.
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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
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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.
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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
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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
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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.
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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;
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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