Supplementary Document Pack (Housing and Communities 24 08 22) Bookmarked
West Dunbartonshire Council · 24 August 2022
Back to Housing & Communities Committee — 24 August 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Supplementary Agenda Housing and Communities Committee Date: Wednesday, 24 August 2022 Time: 10:00 a.m. Format: Hybrid Meeting Contact: Email: committee.admin@west-dunbarton.gov.uk Dear Member ITEMS TO FOLLOW I refer to the agenda for the above meeting that was issued on 11 August 2022 and now enclose copies of Items 12, 13, 14 and 15(b) which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Page 145
Page 2
Note referred to:- 12 UK SHARED PROSPERITY FUND 149 - 158 Submit report by the Chief Officer, Housing and Employability highlighting the launch of the UK Shared Prosperity Fund (UKSPF) and outlining a proposed approach for West Dunbartonshire Council input into the Glasgow City Region Investment Plan. 13 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 159 - 178 REPORT TO 31 JULY 2022 (PERIOD 4) Submit report by the Chief Officer, Resources providing an update on the financial performance to 31 July 2022 (Period 4) of the HRA revenue and capital budgets for 2022/23. 14 FINANCIAL REPORT 2022/23 AS AT PERIOD 4 179 - 190 (31 JULY 2022) Submit report by the Chief Officer, Resources providing an update on the financial performance to 31 July 2022 (Period 4) of those services under the auspices of Housing and Communities Committee. 15 SCRUTINY REPORTS (B) SCOTTISH FIRE AND RESCUE – WEST DUNBARTONSHIRE 191 – 210 PERFORMANCE REPORTS - QUARTERS 4 AND 1 Submit reports by Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan for Quarter 4 (1 January to 31 March 2022) and Quarter 1 (1 April to 30 June 2022) Page 146
Page 3
Distribution:- Councillor Diane Docherty Councillor Ian Dickson Councillor Craig Edward (Chair) Councillor Gurpreet Singh Johal Councillor David McBride Councillor Jonathan McColl Councillor Michelle McGinty Councillor Jim McElhill Councillor John Millar (Vice Chair) Councillor Lawrence O’Neill Councillor Martin Rooney Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer - Housing and Employability Chief Officer - Regulation and Regeneration Chief Officer - Supply, Distribution and Property Date issued: 18 August 2022 Page 147
Page 4
Page 148
Page 5
WEST DUNBARTONSHIRE COUNCIL Report by Strategic Lead Housing and Employability - Housing and Communities Committee: August 2022 ___________________________________________________________________ Subject: UK Shared Prosperity Fund 1. Purpose 1.1 To highlight the launch of the UK Shared Prosperity Fund (UKSPF) and to outline a proposed approach for West Dunbartonshire Council input into the Glasgow City Region Investment Plan. 2. Recommendations 2.1 It is recommended that the Committee: a) Note the publication of the UKSPF prospectus including the associated financial allocations b) Note the general approach to the development of the Glasgow City Region Investment Plan c) Note the general approach for the proposed allocation of resources. 3. Background 3.1 The UK Shared Prosperity Fund (UKSPF) is the UK Government’s main funding to replace European Union (EU) Structural Funds. 3.2 Although the concept of the UKSPF was first outlined in 2017, very little substantive information was made available until some ‘pre-launch guidance’ was published in February 2022. This was followed up by the publication of a full prospectus in April 2022 by the UK Government. 3.3 The prospectus for the fund outlines the overarching aims to build pride in place and increase life chances. The three year fund has three core investment priorities that will guide the development of activities and how the funds should be allocated. Core Investment Priorities 3.3 The core investment principles are: • Communities and Place - to enable places to invest to restore their community spaces and relationships and create the foundations for economic development and build resilient and safe neighbourhoods through targeted investment and crime prevention. • Supporting Local Business – to enable places to fund interventions that support local businesses to thrive, innovate and grow. This includes visible improvements to local retail, hospitality and leisure sector facilities and targeted support for small and medium sized businesses to undertake new to firm innovation, adopt productivity ITEM 12 Page 149
Page 6
enhancing energy efficient and low carbon technologies and techniques. • People and Skills – to reduce the barriers some people face to employment and support them to move towards employment; reduce levels of economic inactivity through investment in bespoke intensive life and employment support tailored to local need; and provide skills development through a wider range of routes. 3.5 There is no expectation placed on lead authorities to deliver activity against all of the core investment principle areas. However, there is a clear UK Government expectation that a minimum of 13% of the budget is allocated to a capital project. Our proposal is closer to 30%. In addition to this, funding has been ring-fenced and allocated to ‘Multiply’, the national programme to increase levels of functional numeracy that aims to increase the levels of numeracy in the adult population. 3.6 Each of the core investment priorities and multiply has a set of interventions with associated outputs and outcomes that have to be achieved and reported on. Further information about the UK Shared Prosperity Fund is published in the Prospectus which can be found at: UK Shared Prosperity Fund: prospectus - GOV.UK (www.gov.uk) Process and Timetable DATE ACTIVITY 13 April 2022 Fund Launch April-May 2022 Engagement sessions with local authorities and other local partners to support the investment plan process. April-June/July 2022 Lead local authorities work with stakeholders to develop local investment plans. Summer 2022 Further guidance published including guidance on monitoring benefits and evaluation, assurance, subsidy control, branding and publicity. 1 August 2022 Deadline for submission of investment plans to the UK Government. August -October 2022 Indicative investment plan assessment period for UK government. October 2022 onwards Anticipated date for first investment plans to be approved. October 2022 onwards Anticipated first payment to be made to lead local authorities. 31 March 2025 Three year funding period ends 4. Main Issues 4.1 The UK Government has designed a menu of interventions within each principle investment area that local areas can choose to select from. Alternatively, new options that suit the local area can be designed with the condition that they are consistent with the SPF overarching aims. The funds Page 150
Page 7
will be made available on the basis of a local investment plan that sets out local priorities and proposals for action. Approach and Funding 4.2 Lead authorities (West Dunbartonshire Council) are strongly encouraged to collaborate with their neighbouring authorities to develop regional investment plans. West Dunbartonshire is working in partnership with Glasgow City Region Partners. 4.3 A Glasgow City Region Head of Shared Prosperity Fund has been appointed and a working group of the UKSPF Officer leads in each local authority established and now meets on a regular basis to take the Regional Investment Plan forward. 4.4 The UK Government has established a notional allocation of funds to the City Region. GLASGOW CITY REGION Year 2022/23 2023/24 2024/25 Total Revenue £6,645,717 £12,979,919 £31,908,645 £51,534,281 Multiply £3,856,889 £4,450,258 £4,450,258 £12,757,405 Capital £771,378 £1,854,274 £6,956,940 £9,582,593 TOTAL £11,273,984 £19,284,451 £43,315,843 £73,874,279 WEST DUNBARTONSHIRE ALLOCATION 4.5 West Dunbartonshire share has been allocated by the UK Government in proportion to the population and level of need. West Dunbartonshire has been awarded a notional allocation up to £3,895,815. 4.6 It is expected that each area will allocate a minimum of approximately 13% of the core funding to capital investment over the three years of the programme. In West Dunbartonshire this equates to approximately £505,345 of the £3,895,815 allocation. The capital funds should be allocated as a proportion of core funds allocated to each year. 4.7 The guidance published by the UK Government suggests programmed spend over three years in West Dunbartonshire. Year £ 2022/23 £ 2023/24 £ 2024/25 £ Total Core 391,146 782,292 2,049,606 3,223,044 Multiply 203,396 234,688 234,688 672,771 Total 594,542 1,016,980 2,284,294 3,895,815 Minimum Capital spend (as % of core) 40,679 97,787 366,879 505,345 Taking UKSPF Forward in West Dunbartonshire 4.8 In West Dunbartonshire we have aimed to develop interventions in all three investment priority areas. We have established a sequential approach for identifying the appropriate mix of priorities that are consistent with the outputs Page 151
Page 8
and outcomes set out by the UKSPF guidelines. This approach prioritises and builds on existing commitments. This includes: • Reviewing existing activity where continuity beyond European Structural fund end dates is an issue and identify what can be supported through UKSPF. For example the current employability service is delivered with European Structural Funds that end in June 2023; • Review existing plan priorities and consulting with stakeholders and partners to identify eligible activity from those plan priorities that could be delivered within the budget constraints. 4.9 Existing plan priorities that we will draw on in West Dunbartonshire include: • Community Planning Priorities; • Council Economic/Regeneration/Wealth Building Plans; • Local Plan 2; • Business Development Strategy; • Employability Partnership 3-year plan; • Community Learning and Development 3-year Plan; • Community Empowerment Plan. 4.10 We have established a team to develop our proposals for the SPF. The team consists of lead officers from: • Working4U with overall lead and responsibility for People and Skills priority and Multiply; • The Communities Team and Regeneration Services for Communities and Place priority and capital projects; • Business Services for the Supporting Local Business priority. 4.11 Consultation on the input to the Regional Investment Plan will primarily, but not exclusively, be carried out through the existing partnership networks in West Dunbartonshire Community Planning and associated Delivery Improvement Groups. 4.12 This will also include consultation with existing partnerships that are co- ordinating business/regeneration, employability, communities and community learning and development plans and activities. This includes groups such as: • West Dunbartonshire Local Strategic Employability Partnership; • West Dunbartonshire Local Adult Learning Partnership; • West Dunbartonshire Communities Team/ Community Empowerment Networks; • Working4Business Networks. 4.13 Through our approach and taking into account existing commitments and UK Shared Prosperity guidance on eligible activity we are proposing the following investment allocations to the UKSPF priorities. Page 152
Page 9
Priority £Total % of core Activity (Outcome indicator number) Community and Place 944,222 30% • Shopfront and Small Business Improvement Grants (S1); • Pride in Place – Supporting Community Gardens 4 sites (S3); • Improvement and upgrade of CCTV Infrastructure (S4) • Community Pantry Network (S9), Community Consultation (S9), Community based communication (S9). Business 500,000 16% Grant based initiatives for: • Enhancing West Dunbartonshire’s Tourism Events & Attractions (S14); • Business Recovery & Growth (S15); • Towards Net Zero (S15); • Expert Help for Businesses (S20); • Early Stage Growth (S25); People and Skills 1,728,824 54% • Employment support for economically inactive people (S31); • Employability programmes & advice - No One Left Behind agenda (S35); • Competitive grant fund for specialist employability support and local skills needs (S36); • Case managed support for young people (S39); • Programme management and admin. Multiply 672,771 Ring fenced by UKSPF Guidelines • Courses designed to increase confidence with numbers (S42); • Courses aimed at encouraging people to upskill to access jobs/careers (S45); • Additional relevant maths modules in vocational courses (S46); • Innovative programmes delivered with employers (S47); Page 153
Page 10
Priority £Total % of core Activity (Outcome indicator number) • Intensive& flexible courses targeted at those without Level 5 maths (S48); • Courses designed to help people use numeracy to manage money (S49); • Provision developed in partnership with community organisations (S51). Total 3,845,817 5. People Implications 5.1 The UK Shared Prosperity Fund (UKSPF) is the UK Government’s main method replacing for EU Structural Funds. In West Dunbartonshire European Social Funds are used to deliver three components; each with specific activities and 35 employees. These are: • European Strategic Intervention – managing the monitoring and reporting of outcomes, approximately 7FTEs; • ESF Pipeline – Employability service case management and employability support provision, approximately 19 FTE’s; • ESF (Poverty and Social Inclusion) – family opportunity hub support focussing on supporting families likely to be affected by child poverty, 9 FTE’s and contracted specialist provision. 5.2 We have developed a range of UKSPF ‘People and Skills’ proposals that, while consistent with UKSPF priorities, centre on maintaining the existing teams and some of the targeted activity. Should these activities be endorsed by UKSPF it will ensure continuity of some of our key employability service provision and family opportunity hub services. 5.3 Within our proposals for ‘Multiply’ we have proposed a range of new activity that will require additional staff (4*specialist Maths Tutors). The maths tutors will ‘take maths to the community’ and, using a ‘social practice’ model, work with individuals, community groups, employers and health and social care/community justice partners. 5.4 There are no significant people implications (staffing) within our Communities and Place proposals or Business Support activities. 6. Financial and Procurement Implications 6.1 The UKSPF provides access to £3.8m of funds to be used over the period from 2022 to March 2025. The funding will be made available after the acceptance/approval of the ‘Regional Investment Plan’ which will be submitted to the UK Government in draft form in August 2022. It is unlikely Page 154
Page 11
that the approval process will be complete and funds made available before November. Activity is therefore likely to begin in January at the very earliest. 6.2 Funding proposals within Communities and Place includes the provision of grants for the improvement of shop fronts that will require a grant process to be applied. Also included as part of the Communities and Place is the upgrade of CCTV, this will require a procurement process to be implemented. 6.3 The contract strategy for CCTV network upgrade will be produced by the Corporate Procurement Unit in close consultation with the Communities Team. The contract strategy will develop existing feasibility studies to include: contract scope, service forward plan, the market, procurement model, roles and responsibilities, risks, issues and opportunities and ongoing contract management. 6.4 The CCTV Network will contribute to delivery of the Council strategic priorities through empowered communities and Community Planning West Dunbartonshire ‘Safe Communities’ priorities. Further opportunities to maximise the positive social, economic and environmental impact for West Dunbartonshire through the contract will also be explored, through the use of Community Benefit Clauses. 6.5 The Local Business Support centres on the provision of grants to support business development. Existing grant processes for distribution of business development grants will be used to manage these developments. 6.6 People and Skills proposals focus on continuity of existing European funded projects. However, our proposal includes provision for the commissioning of external specialist provision. This will include the provision of access to sector skill development and vocational and non-vocational qualifications. We have an existing competitive grant process that will be used for the purpose. 6.7 Multiply proposals are predicated on the use of existing and new specialist staff. Where relevant, for example to develop specialist interventions to support participants to secure the appropriate level 5 qualifications, we will work with the members of the Adult Learning Partnership, particularly West College Scotland, as a strategic partner. There will be limited requirement, if any, for procurement or acquisition of services through grants. We will use existing grant processes if additional services are required to meet service demands. 7. Risk Analysis 7.1 Risk management is an ongoing process that is considered by the lead officers developing the West Dunbartonshire proposals, as such we have developed our proposals while managing a number of risks, including for example: • Risk: The development of a Regional Investment Plan and UK Government assessment process takes longer than expected and UKSPF grant is not available until after January 2022. Mitigation: We have programmed spend over three years and have negotiated some Page 155
Page 12
carry forward for 2022 spend. We will not begin any UKSPF activity until we receive the UKSPF grant award, ESF employability services will continue until June 2022, reducing the immediate need for UKSPF grant to meet employability staff costs; • Risk: We have assumed that the business related grants will generate match income from businesses. However, economic circumstances may reduce the attractiveness of grants that require match. Mitigation: We will assess the circumstances when developing the grant process and modify grant award levels to ensure full take-up. • Risk: Multiply activity centres on the recruitment of specialist staff. All local authorities will be utilising Multiply funds, many in a similar way. Recruitment issues may delay the start of the project. – To mitigate this we will develop appropriate recruitment documentation in advance of the grant award. This way we will be able to respond quickly and recruit effectively. 7.2 There are a number of risks being managed at a regional level, these centre on the eligibility and definitions of some activity and target groups for the investments. Mitigation. A senior officer group has been established at a regional level to discuss and clarify any emerging issues prior to the submission of the Regional Investment Plan. 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. In addition to the equalities categories, the Council needs to have due regard to the reducing inequalities of outcome that result from socio-economic disadvantage. 8.2 We have conducted an equalities screening and found there is a positive equalities impact and an Equalities Impact Assessment (EIA) has been carried out. The EIA, which is listed as a background paper, found there to be a positive impact on the equalities groups. 8.3 The UK Shared Prosperity Fund will support activity that aims to: • Boost productivity, pay, jobs and living • Spread opportunities and improve access to public services • Restore a sense of community safety, pride and belonging • Empower local leaders and communities. 8.4 The approach to the development of the UK Shared Prosperity fund programme in West Dunbartonshire focuses on supporting those that would, under normal circumstances, face obstacles or barriers preventing them from full participation in socio/economic life. This includes specific focus on people with limited qualifications and work experience, people with lived experience of disadvantage, disabled people, those experiencing mental health issues, people from BME backgrounds, parents, those aged 50+ and young people. Page 156
Page 13
8.5 In addition, we have given due regard to our socio-economic duty by considering the effects of our decisions on inequality particularly where this can address inequalities of outcome, such as poorer skills and attainment; lower quality, less secure and lower paid work; and reducing the chance of being a victim of crime. 8.6 We will address this duty by: • Supporting people to obtain the skills that will help them to seek and secure employment; • Supporting people to obtain the skills that will help them to make informed decisions about their community; • providing access to skills development and maths skills; • work with local business and assist them to develop and provide opportunities as well as encouraging fair work practices; • supporting safe communities by reducing crime through the development of an effective CCTV network. 9. Consultation 9.1 Consultation on the input to the Regional Investment Plan has been carried out through the existing partnership networks in West Dunbartonshire Community Planning and associated Delivery Improvement Groups. 9.2 This includes consultation with existing partnerships that are co-ordinating business/regeneration, employability, communities and community learning and development plans and activities. This includes groups such as: • West Dunbartonshire Local Strategic Employability Partnership; • West Dunbartonshire Local Adult Learning Partnership; • West Dunbartonshire Communities Team/ Community Empowerment Networks; • Working4Business Networks. 9.3 Consultation will be maintained as part of the delivery of West Dunbartonshire UKSPF programme services. This will also form part of the development of our monitoring and reporting framework and design of service provision. 10. Strategic Assessment 10.1 The proposed approach to the use of UK Shared Prosperity Funds is consistent with the aim to develop a strong local economy and improved employment opportunities which features as one of the Council’s five main strategic priorities for 2017 - 2022 are as follows: 10.2 Our proposal within the context of the ‘People and Skills’ and ‘Multiply’ priorities is consistent with this strategic aim as they will support people who face barriers to opportunity to address those barriers obtain access to skills development and learning support and secure employment. Page 157
Page 14
10.3 This is reinforced by our proposals to support local business creation and growth through the provision of grants that will improve business frontages; assist business to develop ‘Net Zero’ activity; and support efforts to develop tourist attractions. 10.4 Through our communities and place activity we will establish methods for meaningful community engagement with active empowered and informed citizens who feel safe and engaged. Name Stephen Brooks Designation Working4U Manager Date: 07/07/2022 Person to Contact: Stephen Brooks Working4U Manager, 079643950131, Stephen.brooks@west-dunbarton.gov.uk Appendices: There are no appendices. Background Papers: Equalities Impact Assessment number 514. West Dunbartonshire UK Shared Prosperity Fund Wards Affected: The proposals within the report affect all council Wards. Page 158
Page 15
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Housing and Communities Committee : 24th August 2022 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 July 2022 (Period 4) 1. Purpose 1.1 The purpose of the report is to provide members with an update on the financial performance to 31 July 2022 (Period 4) of the HRA revenue and capital budgets for 2022/23. 2. Recommendations 2.1 Members are asked to: i) note the revenue analysis shows a projected annual favourable variance of £0.008m; and ii) note the net projected annual position in relation to the capital plan is highlighting an in-year adverse variance of £0.319m ( 0.43%) as detailed in Appendix 4. 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 9 March 2022, Members agreed the revenue estimates for 2022/23 and a total budget of £47.018m. Capital 3.2 At the meeting of Council on 9 March 2022, Members also agreed the updated Capital Plan for 2022/23 which has been augmented by slippage from 2021/22 to produce a total planned spend for 2021/22 of £65.567m. 4. Main Issues Revenue 4.1 The budgetary position for HRA Revenue is provided in Appendix 1 with information on projected variances valued at more than £0.050m being provided as Appendix 2, and shows a projected favourable variance of £0.008m. ITEM 13 Page 159
Page 16
Capital 4.2 The HRA capital summary position is shown in Appendix 3. Information on projects that are highlighted as being within the Amber category is provided in Appendix 4 and Appendix 5 provides information on the projects at Green. A summary of anticipated resources is shown in Appendix 6. The analysis shows that there is currently a projected in-year adverse variance of £0.319m. 4.3 From the analysis within the appendices it can be seen that there are no projects reporting slippage at this stage. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified between now and the end of the financial year. This can affect all service areas. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9. Consultation 9.1 The views of both Housing management and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Page 160
Page 17
Laurence Slavin Chief Officer – Resources Date: 15 August 2022 ___________________________________________________________________ Person to Contact: Janice Rainey - Business Unit Finance Partner (HEED), 16 Church Street, Dumbarton, G82 1QL, telephone: 01389 737704, e-mail janice.rainey@west- dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Appendix 3 - Budgetary Position (Capital) Appendix 4 - Variance analysis Amber Projects (Capital) Appendix 5 - Variance analysis Green Projects (Capital) Appendix 6 - Resources (Capital) Appendix 7 - Analysis of Affordable Housing Supply Programme (Capital) Background Papers: None Wards Affected: All Page 161
Page 18
Page 162
Page 19
WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 HRA REVENUE BUDGETARY CONTROL 2022/23 PERIOD END DATE Subjective Summary Total Budget 2022/23 £000 Spend to Date 2022/23 £000 Forecast Spend £000 Annual RAG Status Employee Costs 6,690 1,936 6,832 142 2% Property Costs 2,030 504 2,000 (30) -1% Transport Costs 112 42 133 21 0% Supplies, Services And Admin 395 72 382 (13) -3% Support Services 2,724 845 2,536 (188) -7% Other Expenditure 532 346 580 48 9% Repairs & Maintenance 12,942 820 12,432 (510) -4% Bad Debt Provision 1,060 302 923 (137) -13% Void Loss (Council Tax/Lost Rents) 857 630 1,549 692 81% Loan Charges 19,676 6,559 19,676 0 0% Total Expenditure 47,018 12,056 47,043 25 0% House Rents 45,215 12,756 45,215 0 0% Lockup Rents 210 57 207 3 1% Factoring/Insurance Charges 1,316 436 1,307 9 1% Other rents 115 27 116 (1) -1% Interest on Revenue Balance 55 3 10 45 82% Income from Reserves 0 0 60 (60) 0% Miscellaneous income 107 41 136 (29) -27% Total Income 47,018 13,320 47,051 (33) 0% Net Expenditure 0 (1,264) (8) (8) Forecast Variance 2022/23 £000 % 31 July 2022 Page 163
Page 20
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2022/23 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 July 2022 PERIOD 4 Budget Forecast Spend RAG Status £000 £000 £000 % EMPLOYEE COSTS 6,690 6,832 142 2% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % SUPPORT SERVICES 2,724 2,536 (188) -7% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome The need for additional staffing is regularly reviewed and will be reduced when service requirements allow. This budget covers all employees charged directly to the HRA including caretakers. Variance Narrative £60K of this adverse variance relates to the increased pay awarded to caretakers following job evaluation panel on 7 April. This is offset by a transfer from HRA service improvement reserve which is shown in the income section . The remaining variance is due to additional temp posts being added to assist with backlogs/ staff absences. A favourable variance is expected with the assumption that the 2022/23 forecast outturn for support services is expected to be in line with the 2021/22 outturn adjusted for pay uplifts etc. This charge is calculated each year end based on HRA's percentage usage of the total cost of WDC support services. The 2022/23 HRA budget was set before this 2021/22 outturn was known so was based on 2020/21 charge which was higher. Budget Details Variance Analysis Subjective Analysis forecast Variance A year end overspend is anticipated Budget Details Variance Analysis Subjective Analysis forecast Variance Subjective Description This budget covers central support recharges to the HRA Variance Narrative Subjective Description A year end underspend is anticipated Page 164
Page 21
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2022/23 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 July 2022 PERIOD 4 Budget Forecast Spend RAG Status £000 £000 £000 % REPAIRS & MAINTENANCE 12,942 12,432 (510) -4% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % BAD DEBT PROVISION 1,060 923 (137) -13% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome Service Description Budget Details Variance Analysis Subjective Analysis forecast Variance The favourable variance within Repairs & Maintenance is due to a couple of factors. The first being other maintenance relating to Gas Maintenance, Lift Maintenance etc. is expected to be lower than anticipated at time of budget setting when comparing to previous years trends. The second factor, similarly when looking at previous years trends we can expect the recoveries from owners to be higher than anticipated at time of budget setting. These combined results in the projected favourable variance in 2022/23. Variance Narrative This budget covers all repair and maintenance expenditure to houses and lockups A year end underspend is anticipated A year end underspend is anticipated Variance Narrative The Bad Debt Provision expected to be required for 2022/23 is less than estimated at time of budget setting, resulting in a favourable variance. This assumes that the provision required in 22/23 will be similar to the 21/22 provision. Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description This budget allows for the provision for bad and doubtful debts to be maintained at an appropriate level Page 165
Page 22
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2022/23 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 July 2022 PERIOD 4 Budget Forecast Spend RAG Status £000 £000 £000 % VOID LOSS 857 1,549 692 81% Main Issues Mitigating Action Anticipated Outcome A void working group has been reviewing the issues and have been implementing actions and working with Housing Maintenance managers to improve the situation and it is expected that the void figures will start to decrease significantly over the next few month Subjective Analysis forecast Variance Service Description This budget covers the rents lost on void houses and lockups and the cost of council tax on void properties. A year end overspend is anticipated Variance Narrative The main reason for the projected adverse variance relates to the number of void properties being higher than expected at time of budget setting. The budget was set on the assumption that backlogs following COVID delays in getting voids turned around would be resolved early in year however the numbers continue to be high . Budget Details Variance Analysis Page 166
Page 23
APPENDIX 3 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD 4 Spend to Date Spend to Date £000 £000 Red 0 0.0% 0 0.0% 0 0.0% 0 0.0% Amber 2 7.7% 1,679 31.9% 2 7.7% 1,668 31.7% Green 24 92.3% 3,577 68.1% 24 92.3% 3,587 68.3% 26 100% 5,256 100% 26 100% 5,256 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Forecast Variance Slippage Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 0 0 0 0 0 0 0 0 0 0 115,267 1,679 115,767 500 41,645 1,668 42,145 500 0 500 100,816 3,577 100,636 (181) 23,922 3,587 23,742 (181) 0 (181) 216,084 5,256 216,403 319 65,567 5,256 65,887 319 0 319 216,084 5,256 216,403 (319) 65,567 5,256 65,887 (319) 0 0 0 0 0 0 0 0 TOTAL RESOURCES NET EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE The in-year adverse variance reflects the 20/21 Scottish Government grant in relation to future developments which cannot be drawndown prior to spend (£0.850m). This is offset by £0.511m additional Scottish Government Grant income which is generated off of the Buy Back Scheme and can be used to support the Affordable Housing Supply Programme. Overall, there is a favourable project life variance of £0.702m which relates to an additional £1.308m grant income as successfully negotiated by Officers in relation to the increased grant per unit at Aitkenbar and Haldane and the additional grant generated from the buyback scheme within the current year and previous financial years. However, this is offset by an under recovery in grant of £0.606m which reflects changes to the actual number of units compared to budget at individual sites and the change in funding composition at St Andrews whereby the grant was originally budgeted higher based on a partnership with another registered social landlord. However, disc Project Status Analysis Project Life Financials Current Year Financials Red Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time 31 July 2022 Project Status Analysis Project Life Status Analysis Current Year Project Status Analysis Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Red Projects are forecast to be overspent and/or experience material delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Page 167
Page 24
WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF AMBER PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 8,384 660 8% 8,884 500 6% Current Year Financials 2,000 660 33% 2,500 500 25% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 2 Project Life Financials 106,883 1,019 1% 106,883 0 0% Current Year Financials 39,645 1,008 3% 39,645 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 TOTAL OF AMBER PROJECTS Project Life Financials 115,267 1,679 1% 115,767 500 0% Current Year Financials 41,645 1,668 4% 42,145 500 1% 31 July 2022 Budget Details Project Life Financials Spend to Date Variance Void house strategy programme Spend on Void Properties to bring them up to letting standard Planned End Date Forecast End Date Main Issues / Reason for Variance Void works to continue into 22/23 to bring void properties up to a lettable standard. The high number of voids has led to a higher than expected demand for this budget, resulting in a projected overspend in 22/23. Mitigating Action None available at this time Anticipated Outcome Void properties to be brought up to lettable standard Planned End Date Forecast End Date Main Issues / Reason for Variance Progress will continue to be monitored as the year progresses. The project has been moved into amber due to issues around the Clydebank East site. Following additional and more detailed site investigations it now appears likely that there will be significant additional costs to deliver the ground remediation strategy. These additional costs place the development at risk due to affordability issues. It is expected full information to make an assessment will be available in early September and an update will be given to the Housing and Communities Committee when this has been achieved . Site specific updates as follows:- Clydebank East - 88 units to be completed on the site. Estimated Start Date October 2022 and estimated completion October 2024. Full planning received and Officers are working through the planning conditions site with start date anticipated October 2022, subject to costs which will be received August 2022. Queens Quay Site B - 29 units to completed on the site with site completion expected August 2022. Rental income forecast from end of September 2022. Affordable Supply Programme Affordable Housing Supply Programme Bonhill Gap Site - 32 units to be completed on site. Estimated start date April 2023 and estimated completion October 2024. The project is currently at design stage. Mitigating Action None required at this time Anticipated Outcome Project to complete and meet revised spend targets Queens Quay Site C - 20 units to be completed on site. Estimated start date March 2023 and estimated completion March 2024. Pappert - 27 units to be completed on site. Estimated completion early 2023. Officers currently working on the design and build contract. Bank Street - 20 units to be completed on the site. Estimated start date July 2023, estimated completion July 2024. Project is currently at feasibility stage. Clydebank Health Centre - Units on site to be confirmed. Acquisition to be agreed with NHS on agreement of purchase cost. Willox Park Phase1 - 17 units to be completed on site. Estimated start date March 2023 and estimated completion March. 17/18 units demolition complete, and site investigation under way. Officers ready to submit to for full planning. Mount Pleasant - 25 units to be completed on site. Estimated start date March 2023 with estimated completion March 2024. Demolition of current site to go to the August 2022 tendering committee. Page 168
Page 25
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 2,487 0 0% 2,487 0 0% Current Year Financials 474 0 0% 474 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 2 Project Life Financials 2,266 0 0% 2,266 0 0% Current Year Financials 431 0 0% 431 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 3 Project Life Financials 1,557 0 0% 1,557 0 0% Current Year Financials 664 0 0% 664 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 4 Project Life Financials 271 0 0% 271 0 0% Current Year Financials 185 0 0% 185 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance No issues. Development of QL system to carry on through 22/23. Mitigating Action None required Mitigating Action None required Anticipated Outcome Full budget spend QL Development This budget relates to the costs associated with the development of the Integrated Housing Management System Better Homes Priority Budget Priority projects as prioritised by the Better Homes Group Planned End Date Forecast End Date Main Issues / Reason for Variance A number of priority initiatives, supported by the Better Homes Project Board, are being investigated and are envisaged to have a positive impact on the current council housing stock and budget, with works expected to progress in 22/23. Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend None required Anticipated Outcome Full budget spend Capitalised minor works Gypsy/ Traveller Site improvements Planned End Date Forecast End Date Adaptations to Housing for Special Needs Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action 31 July 2022 Budget Details Project Life Financials Spend to Date Variance Special needs adaptations Page 169
Page 26
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 31 July 2022 Budget Details Project Life Financials Spend to Date Variance 5 Project Life Financials 170 0 0% 170 0 0% Current Year Financials 40 0 0% 40 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 6 Project Life Financials 17 0 0% 17 0 0% Current Year Financials 17 0 0% 17 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 7 Project Life Financials 192 0 0% 192 0 0% Current Year Financials 192 0 0% 192 0 0% Project Description Project Lifecycle 31-Mar-23 31-Mar-23 Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Awaiting receipt of the airport scheme outline from Glasgow Airport before works can planned. Project expected to make progression in 22/23. Mitigating Action None required Mitigating Action None required Anticipated Outcome Full budget spend Airport Noise Noise Insulation Project Community Safety Projects Community Safety Projects Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend Gypsy Travellers Site Gypsy/ Traveller Site improvements Planned End Date Forecast End Date Page 170
Page 27
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 31 July 2022 Budget Details Project Life Financials Spend to Date Variance 8 Project Life Financials 19,841 0 0% 19,841 0 0% Current Year Financials 4,455 0 0% 4,455 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 9 Project Life Financials 17,607 1,654 9% 17,607 0 0% Current Year Financials 4,955 1,654 33% 4,955 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 10 Project Life Financials 10,963 109 1% 10,963 0 0% Current Year Financials 2,500 109 4% 2,500 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 11 Project Life Financials 257 0 0% 257 0 0% Current Year Financials 75 0 0% 75 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend Anticipated Outcome Full budget spend External stores/garages/bin stores/drainage component renewals This budget is to focus on external stores/garages/bin stores etc. component renewals as identified and recommended from the housing stock condition survey. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Project is anticipated to meet revised targets. Additional external support will be available from August to assist with window installs. Mitigating Action None required at this time Mitigating Action None required Anticipated Outcome Full budget spend Doors/window component renewals Doors/Windows Component Renewals Roof Coverings Building external component renewals, roofs/chimneys/flashings/fascias/gutters/svp Planned End Date Forecast End Date Main Issues / Reason for Variance Currently behind monthly targets, however tentatively anticipated to meet full spend and targets. Current tiled roof progress is behind cumulative monthly targets but overall output is anticipated to increase with the new metal and flat roof framework contract coming on board contributing to a wider range of roof types being completed. Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Current progress is slightly behind cumulative monthly targets, work is progressing and additional resources will be coming on board shortly with new framework contractor. Mitigating Action None required Anticipated Outcome Full budget spend Targeted SHQS /EESSH compliance works This budget is to focus on work required to maintain the SHQS compliance and energy efficiency with WDC housing stock. Planned End Date Forecast End Date Page 171
Page 28
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 31 July 2022 Budget Details Project Life Financials Spend to Date Variance 12 Project Life Financials 273 35 13% 273 0 0% Current Year Financials 91 35 39% 91 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 13 Project Life Financials 566 65 11% 566 0 0% Current Year Financials 108 65 60% 108 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 14 Project Life Financials 5,092 295 6% 5,092 0 0% Current Year Financials 969 295 30% 969 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 Main Issues / Reason for Variance Anticipated to meet full spend and targets and possibly overspend. This budget has overspent in recent years as demand has exceeded expectations. Current progress continues this trend however an industry wide shortage in microchips is likely to hinder availability of boilers and in turn will impact on spend. Due to the nature of this project (ensuring heating and hot water availability) there is no option for a conscious reduction of installs. Mitigating Action None available Anticipated Outcome Full budget spend, possible overspend. Anticipated Outcome Full budget spend Heating improvement works Carry out works to renew inefficient boilers/full systems as identified from the stock condition survey and renewal of obsolete/damaged boilers. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Mitigating Action Officers continue to liaise with owners to encourage agreement for install. Anticipated Outcome Anticipated not to meet full spend despite best efforts. Statutory/regulatory compliance works (lifts/electrical/legionnella/fire etc) This budget will be used to upgrade / replace components / installations in order to comply with the relevant standards / legislation / health and safety in relation to housing stock. Secure entry component renewals This budget is to focus on secure door entry component renewals as identified and recommended from the housing stock condition survey and appropriate council officer referrals. Planned End Date Forecast End Date Main Issues / Reason for Variance This programme always presents challenges with owner liaison and reaching agreements to install door entry where none exists, this contributes directly to achieving SHQS compliance for this element and reducing abeyances. The budget reflects the demand and number of installs required but it is acknowledged that full uptake is unlikely. Page 172
Page 29
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 31 July 2022 Budget Details Project Life Financials Spend to Date Variance 15 Project Life Financials 280 0 0% 280 0 0% Current Year Financials 54 0 0% 54 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 16 Project Life Financials 5,293 73 1% 5,293 0 0% Current Year Financials 1,036 73 7% 1,036 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 17 Project Life Financials 103 0 0% 103 0 0% Current Year Financials 103 0 0% 103 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend Anticipated Outcome Full budget spend Improvement works (Risk St) Risk Street Over clad Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Mitigating Action None required Anticipated Outcome Full budget spend Modern facilities and services New Kitchens, Bathrooms and Showers Energy improvements/energy efficiency works Energy improvements/ efficiency works (e.g. loft insulation, pipe/tank insulation, draught exclusion) Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Page 173
Page 30
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 31 July 2022 Budget Details Project Life Financials Spend to Date Variance 18 Project Life Financials 581 0 0% 400 (181) -31% Current Year Financials 181 0 0% 0 (181) -100% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 19 Project Life Financials 3,637 35 1% 3,637 0 0% Current Year Financials 887 35 4% 887 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 20 Project Life Financials 5,092 295 6% 5,092 0 0% Current Year Financials 969 295 30% 969 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 21 Project Life Financials 1,135 9 1% 1,135 0 0% Current Year Financials 215 9 4% 215 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Mitigating Action None required Anticipated Outcome Full budget spend Asbestos management works This budget is to fund work associated with the management of current asbestos legislation and Environmental renewal works, paths/fences/walls/parking area's Environmental renewal works, paths/fences/walls/parking areas Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend Anticipated Outcome Spend as required Defective structures/component renewals Defective structures Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, contingent budget for unplanned spend Mitigating Action none at this time Contingencies This is a contingent budget for unforeseen matters which may arise during the year. Page 174
Page 31
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 31 July 2022 Budget Details Project Life Financials Spend to Date Variance 22 Project Life Financials 2,378 0 0% 2,378 0 0% Current Year Financials 800 0 0% 800 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 23 Project Life Financials 7,729 172 2% 7,729 0 0% Current Year Financials 2,019 172 9% 2,019 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 Mitigating Action None required. Anticipated Outcome Budget spend anticipated, should criteria be met. Buy Backs This is a budget to undertake specific projects that will deliver housing policies/strategies, example: Ex local authority and mortgage to rent buy-back scheme Planned End Date Forecast End Date Main Issues / Reason for Variance The main objective of the Buy Back Scheme is to bring former council properties that were sold through the RTB scheme, back into council use. These properties must assist the council with reducing housing need on the waiting list and where appropriate assist with external capital works. For these reasons, any purchase is subject to stringent criteria to ensure accountability and value for money for existing tenants. Spend in 22/23 will therefore be dependent on these factors. So far this year , 2 homes have been purchased, with 3 under offer and the targeted is to deliver an additional 20 homes each year through the buyback scheme Main Issues / Reason for Variance No Issues, anticipated to meet spend and revised targets. Mitigating Action None required Anticipated Outcome Full budget spend Multi Story Flats ( including Fire Risk Assessment Works) High Rise Fire Safety Measures Planned End Date Forecast End Date Page 175
Page 32
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 31 July 2022 Budget Details Project Life Financials Spend to Date Variance 24 Project Life Financials 13,031 835 6% 13,031 0 0% Current Year Financials 2,504 835 33% 2,504 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 TOTAL OF GREEN PROJECTS Project Life Financials 100,816 3,577 4% 100,636 (181) 0% Current Year Financials 23,922 3,587 15% 23,742 (181) -1% Main Issues / Reason for Variance No Issues, budget for salaries and support Mitigating Action None required Anticipated Outcome Full budget spend Salaries/central support/offices Allocation of costs from other WDC services who support the HRA capital programme Planned End Date Forecast End Date Page 176
Page 33
APPENDIX 6 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME ANALYSIS OF RESOURCES MONTH END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials (48,826) 0 0% (48,826) 0 0% Current Year Financials (30,006) 0 0% (30,006) 0 0% Project Description Project Lifecycle 31-Mar-27 31-Mar-27 TOTAL RESOURCES Project Life Financials 48,826 0 0% 48,826 0 0% Current Year Financials 30,006 0 0% 30,006 0 0% Main Issues / Reason for Variance 31 July 2022 Budget Details Project Life Financials Spend to Date Variance NEW BUILD GRANT Grant to facilitate the building of new build housing Planned End Date Forecast End Date No issues, income due to be received with no problems anticipated Mitigating Action None required Anticipated Outcome Income due to be received Page 177
Page 34
WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 HRA CAPITAL PROGRAMME ANALYSIS OF AFFORDABLE HOUSING SUPPLY PROGRAMME MONTH END DATE PERIOD 4 Budget Spend to Date Forecast Spend £000 £000 £000 £000 % RAG Status St Andrews School 636 34 636 - 0% Haldane Primary School 148 0 148 - 0% Aitkenbar Primary School 652 - 652 - 0% Clydebank East 26,474 - 26,474 - 0% Creveul Court 58 59 58 - 0% Queens Quay Site B 1,259 858 1,259 - 0% Queens Quay Site C 6,198 1 6,198 - 0% Pappert 7,332 2 7,332 - 0% Lilac Avenue 2,676 - 2,676 - 0% Bank Street 4,674 - 4,674 - 0% Clydebank Health Centre 6,930 3 6,930 - 0% Willox Park Phase1 3,817 34 3,817 - 0% Willox Park Phase2 6,300 - 6,300 - 0% Mount Pleasant 4,200 11 4,200 - 0% Silverton 2,100 - 2,100 - 0% Fees, Staffing Costs, contingency 4,005 14 4,005 - 0% Gap sites 12,600 - 12,600 - 0% Bonhill Gap Site - 2 - - 0% Future New build sites 16,824 - 16,824 - 0% Total Expenditure 106,883 1,019 106,883 0 31 July 2022 Site Project Life Financials Variance Page 178
Page 35
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 24 August 2022 ___________________________________________________________________ Subject: Financial Report 2022/23 as at Period 4 (31 July 2022) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 July 2022 (Period 4) of those services under the auspices of the Housing and Communities Committee. 2. Recommendations 2.1 Members are asked to: i) note the contents of this report which shows the revenue budget forecast to underspend against budget by £0.089m (2.17%) at the year-end. ii) note the net projected annual position in relation to relevant capital projects which is showing no projected variance; and iii) note the progress on efficiencies incorporated into budgets for 2022/23. 3. Background 3.1 Revenue Budget At the meeting of West Dunbartonshire Council on 9 March 2022, Members agreed the revenue estimates for 2022/23. A total net budget of £3.691m was approved for services under the remit for Housing and Communities services at that time. Adjustments have been made since that date and the revised budget now under the remit of Housing and Communities is £4.075m as per below. Description £m Starting Position 3.691 Cost of Living budget allocation 0.302 Homeless Prevention 0.082 Revised budget 4.075 Capital 3.2 At the meeting of Council on 9 March 2022, Members also agreed the updated 10 year General Services Capital Plan for 2022/2023 to 2031/32. The next three years from 2022/23 to 2024/25 have been approved in detail ITEM 14 Page 179
Page 36
with the remaining 7 years being indicative at this stage. The total project life budget approved for projects that have either commenced or are due to commence in that period total for Housing and Communities services was £1.212m. 4. Main Issues Revenue Budget 4.2 Appendix 1 shows the probable outturn for the services at £3.986m. As the revised annual budget is £4.075m there is a projected favourable variance currently projected of £0.089m. A more detailed analysis by service is given in Appendix 2. Comments are shown in Appendix 3 when there are projected net annual variances greater than £0.050m and also where the net variance is below £0.050m but there are offsetting variances of over £0.050m within the service. Appendix 4 shows progress on the achievement of saving options adopted as part of the 2022/23 budget. Capital Budget 4.3 The overall programme summary report is shown in Appendix 5. The analysis shows that for the in-year planned spend there is currently no projected variance. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. 6.2 Agreed management adjustments for 2022/23 are monitored with current indications being that the saving of £0.021m will be achieved (see Appendix 4). 7. Risk Analysis 7.1 The present variances should be viewed in the knowledge that there are a number of 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 – particularly in light of COVID-19. 7.2 Assumptions around service demand and timing of nationally agreed changes through the phasing out of lockdown change regularly and therefore there is a significant risk that the projected year end budgetary position will change from that reported. Page 180
Page 37
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 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged. 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: 11 August 2022 ___________________________________________________________________ Person to Contact: Janice Rainey - Business Unit Finance Partner, 16 Church Street, Dumbarton, G82 1QL, telephone: 01389 737707, e-mail janice.rainey@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 Savings Options (Revenue) Appendix 5 - Budgetary Position (Capital) Appendix 6 - Variance Analysis Green (Capital) Background Papers: None Wards Affected: All Page 181
Page 38
Page 182
Page 39
WEST DUNBARTONSHIRE COUNCIL Appendix 1 REVENUE BUDGETARY CONTROL 2022/2023 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 July 2022 Actual Outturn 2021/22 Total Budget 2022/23 YTD Spend 2022/23 Forecast Spend 2022/23 Annual RAG Status £000 £000 £000 £000 £000 % 2,721 3,327 938 3,328 1 0% 876 1,051 266 1,019 (32) -3% 500 436 437 440 4 1% 41 32 0 35 3 9% 65 Private Sector Housing Grant 79 (58) 80 1 1% 434 469 110 468 (1) 0% 0 Housing Asset and Investment 81 11 31 (50) -62% (567) (1,401) (483) (1,414) (13) -1% 4,071 4,075 1,222 3,986 (89) -2.17% Service / Subjective Summary Annual Variance 2022/23 Communities Homeless Persons Private Sector Housing Anti Social Behaviour Housing Maintenance Trading A/c Total Net Expenditure Working 4 U Page 183
Page 40
WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2022/2023 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 July 2022 PERIOD 4 Actual Outturn 2021/22 Service Summary Total Budget 2022/23 YTD Spend 2022/23 Forecast Spend 2022/23 RAG Status £000 £000 £000 £000 £000 % 17,621 Employee 19,449 6,150 19,583 134 1% 2,984 Property 2,089 609 2,081 (9) 0% 1,324 Transport and Plant 1,192 394 1,183 (9) -1% 11,049 Supplies, Services and Admin 4,430 2,205 4,675 244 6% 3,796 Payments to Other Bodies 5,388 918 5,386 (2) 0% (3) Other 0 0 0 0 0% 36,772 Gross Expenditure 32,548 10,277 32,908 358 1% (32,701) Income (28,474) (9,055) (28,922) (448) -2% 4,071 Net Expenditure 4,075 1,222 3,986 (89) -2% £000 £000 £000 £000 £000 % 2,496 Employee 2,911 950 2,926 15 1% 0 Property 2 0 0 (2) -100% 4 Transport and Plant 23 3 10 (13) -56% 102 Supplies, Services and Admin 194 79 194 0 0% 1,494 Payments to Other Bodies 2,888 218 2,888 0 0% 0 Other 0 0 0 0 0% 4,096 Gross Expenditure 6,017 1,250 6,017 0 0% (1,375) Income (2,689) (311) (2,689) 0 0% 2,721 Net Expenditure 3,327 938 3,328 0 0% £000 £000 £000 £000 £000 % 618 Employee 980 218 946 (34) -3% 282 Property 115 17 115 0 0% 4 Transport and Plant 4 1 4 (1) -23% 7 Supplies, Services and Admin 4 7 10 6 154% 173 Payments to Other Bodies 146 53 146 0 0% 0 Other 0 0 0 0 0% 1,084 Gross Expenditure 1,249 295 1,221 (28) -2% (208) Income (198) (29) (202) (4) -2% 876 Net Expenditure 1,051 266 1,019 (32) -3% Annual Variance 2022/23 All Services Working 4 U Communities Page 184
Page 41
WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2022/2023 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 July 2022 PERIOD 4 Actual Outturn 2021/22 Service Summary Total Budget 2022/23 YTD Spend 2022/23 Forecast Spend 2022/23 RAG Status Annual Variance 2022/23 £000 £000 £000 £000 £000 % 2,121 Employee 2,585 840 2,616 31 1% 2,397 Property 1,649 564 1,643 (7) 0% 24 Transport and Plant 31 12 34 4 13% 236 Supplies, Services and Admin 97 44 96 (1) -1% 789 Payments to Other Bodies 950 249 959 8 1% 0 Other 0 0 0 0 0% 5,567 Gross Expenditure 5,312 1,709 5,347 35 1% (5,067) Income (4,876) (1,272) (4,908) (31) -1% 500 Net Expenditure 436 437 440 4 1% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 41 Payments to Other Bodies 32 0 35 3 9% 0 Other 0 0 0 0 0% 41 Gross Expenditure 32 0 35 3 9% 0 Income 0 0 0 0 0% 41 Net Expenditure 32 0 35 3 9% £000 £000 £000 £000 £000 % 39 Employee 39 13 40 1 3% 223 Property 241 0 241 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 (0) 0 0 0% 249 Payments to Other Bodies 246 78 245 (1) 0% 0 Other 0 0 0 0 0% 511 Gross Expenditure 525 91 526 1 0% (446) Income (446) (149) (446) 0 0% 65 Net Expenditure 79 (58) 80 1 1% Private Sector Housing Private Sector Housing Grant Homeless Persons Page 185
Page 42
WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2022/2023 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 July 2022 PERIOD 4 Actual Outturn 2021/22 Service Summary Total Budget 2022/23 YTD Spend 2022/23 Forecast Spend 2022/23 RAG Status Annual Variance 2022/23 £000 £000 £000 £000 £000 % 280 Employee 351 108 360 9 3% 0 Property 0 0 0 0 0% 2 Transport and Plant 1 1 3 3 399% 4 Supplies, Services and Admin 11 1 11 0 0% 149 Payments to Other Bodies 162 0 150 (12) -7% 0 Other 0 0 0 0 0% 434 Gross Expenditure 525 110 524 (0) 0% 0 Income (55) (0) (57) (1) -2% 434 Net Expenditure 469 110 468 (1) 0% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 336 Employee 488 119 369 (119) -24% 0 Property 0 0 0 0 0% 3 Transport and Plant 5 1 3 (2) -40% 1 Supplies, Services and Admin 0 0 0 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 340 Gross Expenditure 493 120 372 (121) -25% (340) Income (412) (109) (341) 71 17% - Net Expenditure 81 11 31 (50) -62% £000 £000 £000 £000 £000 % 11,732 Employee 12,096 3,903 12,327 231 2% 82 Property 82 28 82 0 0% 1,287 Transport and Plant 1,128 376 1,128 0 0% 10,699 Supplies, Services and Admin 4,125 2,074 4,364 239 6% 901 Payments to Other Bodies 964 321 964 0 0% (3) Other 0 0 0 0 0% 24,698 Gross Expenditure 18,395 6,702 18,865 470 3% (25,265) Income (19,796) (7,185) (20,279) (483) -2% (567) Net Expenditure (1,401) (483) (1,414) (13) 1% Housing Maintenance Trading A/c Anti Social Behaviour Housing Asset and Investment Page 186
Page 43
WEST DUNBARTONSHIRE COUNCIL Appendix 3 REVENUE BUDGETARY CONTROL 2022/2023 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Housing Asset and Investment 81 31 (50) -62% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading A/c (1,401) (1,414) (13) 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service delivers maintenance and investment services to the council's housing stock. Slight overecovery against surplus target None Required Forecast higher payroll costs and higher subcontractor expenditure is matched by forecast higher income Budget Details Variance Analysis Variance 31 July 2022 This service manages capital investment across council and private sector housing stock. Employee costs are showing a favourable variance due to vacant posts within the service. Employee cost underspend is partially offset by a reduction in the level of income being recharged to the Housing Revenue Account. None Required Underspend forecast at year end Page 187
Page 44
WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2022/23 Appendix 4 Efficiency reference Efficiency Detail Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment MA55 Review Rental Structure for Ashton View Supported Accommodation Project based on current service provision Housing & Employability 21,000 - - 21,000 - Page 188
Page 45
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD Spend to Date Spend to Date £000 £000 Red 0 0% 0 0% 0 0% 0 0% Amber 0 0% 0 0% 0 0% 0 0% Green 3 100% 872 100% 3 100% 17 100% 3 100% 872 100% 3 100% 17 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Forecast Variance Slippage Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 PL CY 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! 1,212 872 1,212 (0) 147 17 147 0 0 (0) 0% 0% 1,212 872 1,212 (0) 147 17 147 0 0 (0) 31 July 2022 Project Status Analysis Project Life Status Analysis Current Year Project Status Analysis Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green TOTAL EXPENDITURE Project Life Financials Current Year Financials Red Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE 04 Projects are forecast to be overspent and/or significant delay to completion Amber Red Projects are forecast to be overspent and/or experience material delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time Page 189
Page 46
WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 4 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 912 849 93% 912 0 0% Current Year Financials 80 17 21% 80 0 0% Project Description Project Manager Elaine Troup Chief Officer Peter Barry Project Lifecycle 31-Mar-23 31-Mar-23 2 Project Life Financials 100 23 23% 100 (0) 0% Current Year Financials 17 0 0% 17 0 0% Project Description Project Manager Graham Watters Chief Officer Peter Barry Project Lifecycle 31-Mar-30 31-Mar-30 3 Project Life Financials 200 0 0% 200 0 0% Current Year Financials 50 0 0% 50 0 0% Project Description Project Manager John Kerr Chief Officer Peter Barry Project Lifecycle 31-Mar-30 31-Mar-30 31 July 2022 Budget Details Project Life Financials Spend to Date Variance Planned End Date Forecast End Date Main Issues / Reason for Variance Development of system progressing, with full budget spend anticipated to be incurred in 2022/23. Mitigating Action None required at this time. Mitigating Action None required at this time. Anticipated Outcome Full spend is anticipated on this year's budget. Integrated Housing Management System Development of IHMS system. Invest in "Your Community Initiative" Capital budget to support the roll out of Your Community, an initiative designed to achieve coordinated service delivery in response to community need. This is complimented by community capacity building, empowering WD citizens to do more for their own communities (leading to less reliance on council). Also included is the implementation of participatory budgeting to support and build capacity in communities. Planned End Date Forecast End Date Main Issues / Reason for Variance Application process is planned for later in this financial year. Main Issues / Reason for Variance Project was initially stalled due to COVID-19 restrictions, however as these are easing Officers have now carried out a consultative exercise and initiated a site inspection to develop the work programme for 2022/23. Mitigating Action Officers carried out some proactive consultative work to establish the tenant priorities this will allow the work programme to be developed timeously. Anticipated Outcome It is expected the works programme will be completed during 2022/23. Anticipated Outcome Development of IHMS system. Dennystoun Forge Site Improvements Dennystoun Forge Site Improvements Planned End Date Forecast End Date Page 190
Page 47
West Dunbartonshire Performance Report Q4 - 1st January 2022 - 31st March 2022 Annick ITEM 15b Page 191
Page 48
West Dunbartonshire Performance Report Table of Contents Local Fire and Rescue Service Plan Priorities 3 WestDunbartonshire Activity Summary 4 Domestic Safety - Accidental Dwelling Fires 5 Domestic Safety - Accidental Dwelling Fire Casualties 6 Unintentional Injury and Harm 7 Deliberate Fire Setting 8 Non-Domestic Fire Safety 9 Unwanted Fire Alarm Signals 10 Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 2Page 192
Page 49
4 0 0 11 0 8 4 0 0 3 0 30 6 0 4 12 1 12 2 0 0 14 0 4 3 0 0 27 1 15 5 0 1 5 4 14 24 0 5 72 6 83 -20% -100% 0% -6% 200% -25% -17% -15% -30% 6% 5% -3% 18% 0% 12% 30% 18% 22% Accidental Dwelling Fires Accidental Dwelling Fire Casualties Non- Domestic Fire Safety Unwanted Fire Alarm Signals Unintentional Injury and Harm Deliberate Fire Setting Local Fire and Rescue Service Plan Priorities Year on Year Change 3 Year Average Change 5 Year Average Change Clydebank Central Clydebank Waterfront Dumbarton Kilpatrick Leven Lomond Total Incidents The Local Fire and Rescue Service Plan has been developed to set out the priorities and objectives within West Dunbartonshire and allows our local authority partners to scrutinise the performance outcomes of these priorities. We will continue to work closely with our partners in West Dunbartonshire to ensure we are all “Working Together for a Safer Scotland” through targeting risks to our communities at a local level. The plan has been developed to complement key partnership activity embedded across West Dunbartonshire`sCommunity Plan and associated Delivery and Thematic plans. Through partnership working we will seek to deliver continuous improvement in our performance and effective service delivery in our area of operations. The Local Fire and Rescue Plan for West Dunbartonshireidentified six areas for demand reduction and is subject to regular monitoring and reporting through the Police & Fire and Rescue Committee. A summary of the priorities and current activity is detailed below with further detail and analysis contained within this performance report. About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. Activity levels have reduced by more than 5% Activity levels have reduced by up to 5% Activity levels have increased overall Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 3Page 193
Page 50
West Dunbartonshire Activity Summary 2017/18 2018/19 2019/20 2020/21 2021/22 104 111 105 118 120 51 50 68 49 62 156 144 129 156 149 311 305 302 323 331Total Incidents All Special Services All False Alarms All Fires 0 50 100 150 200 250 300 350 2017/18 2018/19 2019/20 2020/21 2021/22 Total Incidents All Fires All Special Services All False Alarms 35% 18% 47% 36% 19% 45% All Fires All Special Services All False Alarms Incidents by Classification Annual Average 5 Year Average 25.08% 14.80% 10.27% 9.67% 7.55% 7.55% 7.25% 2.42% 2.42% 1.81% 1.51% 1.51% 1.21% 0.91% 0.91% False Alarm (UFAS) Outdoor Fire False Alarm (Good Intent) Refuse Fire Dwelling Fire False Alarm (Dwelling) SS - Effecting entry/exit SS - Assist other agencies Special Service - Flooding Other Building Fire SS - RTC Vehicle Fire False Alarm (Malicious) SS - Other rescue/release False Alarm (Equipment) Top 15 Incident Types by % of Total Incidents West Dunbartonshire OperationalTrends 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 120 fires primary & secondary special services62 false alarms 149 -4% totalnumber of incidents 331 2% 2% fire & non-fire casualties 6 -63% economiccost of ufas incidents £163,510 Activityby Time of Day 27% (2) (13) (-7) (8) (-10) 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 4Page 194
Page 51
-20% -17% 18% Year on Year 3 Year Average 5 Year Average Main Source of Ignition Domestic Safety - Accidental Dwelling Fires Domesti Detection Present 79.2% 94.7% Detection Actuated Calls Made via Linked Alarms 79.2% 18 2 2 2 Cooking appliance Electricity supply Smoking Related Other domestic style appliance 35 41 31 30 24 2017/18 2018/19 2019/20 2020/21 2021/22 70.8% 8.3% 45.8% 75.0% No FirefightingAction Direct Firefighting Heat/SmokeDamage Only Nofire Damage Alcohol/Drug Impairment 0.0% Distraction 20.8% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 16.7% Clydebank Waterfront 16.7% 25.0% Dumbarton Kilpatrick Leven Lomond 8.3% 12.5% 20.8% Clydebank Central Performance Summary AccidentalDwelling Fires to Date Main Source of Ignition Accidental Dwelling Fires by Time of Day Severity of Accidental Dwelling Fires Human Factors Automatic Detection & Actuation AccidentalDwelling Fires Activity by Ward (% share) (4) (4) (6) (2) (3) (5) (17) (2) (11) (18) (5) (0) (19) (18) (19) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 5Page 195
Page 52
-100% -15% 0% Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fire Casualties #DIV/0! #DIV/0 #DIV/0 #DIV/0 #DIV/0 0 0 0 0 00 0 0 0 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male #DIV/ Female #DIV/0! 1 2 3 8 0 2017/18 2018/19 2019/20 2020/21 2021/22 Clydebank Central 0.0% Clydebank Waterfront 0.0% 0.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 0.0% Unintentional Injury or 01 02 03 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 First Aid at Scene Hospital -Serious Injuries Hospital-Slight Injuries Fatality Performance Summary Fire Casualties by Time of Day AccidentalDwelling Fire Casualties Year to Date Nature of Injury Extent of Harm Age / Gender Profile Accidental Dwelling Fire Casualties by Ward (% share) (0) (0) (0) (0) (0) (0) (0) (0) (0) (0) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 6Page 196
Page 53
0% -30% 12% 5 Year Average Year on Year 3 Year Average Unintentional Injury or Harm Other physical injury Not known Chest / Abdominal injury 40.0% 40.0% 20.0% 0.0% 0.0% 0.0% 0 0 1 1 00 0 2 1 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 40% Female 60% Clydebank Central Clydebank Waterfront 0.0% 80.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 20.0% 0.0% Road Traffic Collision Water Rescue Assisting Other Agencies 40.0% 0.0% 60.0% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00 First Aid at Scene Hospital -Serious Injuries Hospital -Slight Injuries 20.0% 0.0% 0.0% Fatality 80.0% 20 12 6 5 5 2017/18 2018/19 2019/20 2020/21 2021/22 Deliberate Performance Summary Non-Fire Casualties Year to Date Non-Fire Casualties by Time of Day Nature of Injury Extent of Harm Non-FireEmergency Activity Age / Gender Profile Non-FireCasualties by Ward (% share) (0) (0) (4) (0) (0) (1) (0)(2) (4) (0) (1) (0) (3) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 7Page 197
Page 54
-6% 6% 30% Year on Year 3 Year Average 5 Year Average Deliberate Fire Setting Clydebank Central Clydebank Waterfront 4.2% 16.7% Dumbarton Kilpatrick Leven Lomond 19.4% 37.5% 6.9% 15.3% 45 60 55 77 72 2017/18 2018/19 2019/20 2020/21 2021/22 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 0.0% 42.2% 20.0% 18.2% 15.6% 5.6% 0.0% 57.8% 80.0% 81.8% 84.4% 94.4% 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 Primary Secondary 1 0 2 1 Other Buildings Dwellings Vehicles Other Primary 28 40 Refuse Other Secondary 311 305 302 323 331 26 48 45 65 68 0 200 400 600 280 300 320 340 2017/18 2018/19 2019/20 2020/21 2021/22 All Incidents Deliberate Secondary Fires Non Performance Summary Deliberate Fires Year to Date Deliberate Firesby Time of Day Deliberate Firesby Classification Primary Fire Ratio by Activity Type Secondary Fire Ratio by Activity Type Deliberate Fires Compared to Operational Activity Deliberate Fires by Ward (% share) (11) (3) (12) (14) (27) (5) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 8Page 198
Page 55
200% 5% 18% Year on Year 3 Year Average 5 Year Average Non Domestic Fire Safety 15 5 12 2 6 2017/18 2018/19 2019/20 2020/21 2021/22 Clydebank Central Clydebank Waterfront 0.0% 16.7% Dumbarton Kilpatrick Leven Lomond 0.0% 16.7% 66.7% 0.0% 83% 17% Accidental Deliberate Not Known 50.0% 50.0% 33.3% 66.7% No FirefightingAction Direct Firefighting Heat/SmokeDamage No FireDamage 2 1 1 1 1 Education, Infant/primary school Retail, Other retail Other Residential, Sheltered Housing - not self contained Non Residential, Private Garden ShedPermanent Agricultural, Intensive Farming Sheds (chickens, pigs etc) Unwanted 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00Performance Summary Non-Domestic Fires Year to Date Non-Domestic Firesby Time of Day Non-Domestic Fires by Nature of Origin Non-Domestic Fires by Ward (% share) Severity of Non-DomesticFires Non-Domestic Fires by Premises Type (0) (0) (1) (0) (1) (4) (3) (3) (2) (4) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 9Page 199
Page 56
-25% -3% 22% 5 Year Average Year on Year 3 Year Average Unwanted Fire Alarm Signals 108 92 73 111 83 2017/18 2018/19 2019/20 2020/21 2021/22 Clydebank Clydebank Waterfront 36.1% 14.5% Dumbarton Kilpatrick Leven Lomond 4.8% 18.1% 16.9% 9.6% 14 13 12 11 8 Retail Education Hospital/Medical Care Home Residential Warehouse/Storage 25% UFAS Percentage Against all Incidents UFAS Percentage Against all False Alarms 56% Human Influenceand Alarm Activations 33.7% 0.0 1.0 2.0 Mon Tue Wed Thu Fri Sat Sun 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 Performance Summary Unwanted Fire Alarm Signals Year to Date Unwanted Fire AlarmSignals by Ward (% share) Unwanted Fire Alarm Signals by Time of Day Unwanted Fire Alarm Signals- Top 5 Premises Unwanted Fire Alarm Signals Activity Ratios Average UnwantedFire Alarm Signals per Day (83) (28) (8) (30) (12) (4) (15) (14) (83) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 10Page 200
Page 57
West Dunbartonshire Performance Report Q1 - 1st April 2022 - 30th June 2022 Annick Page 201
Page 58
West Dunbartonshire Performance Report Table of Contents Local Fire and Rescue Service Plan Priorities 3 WestDunbartonshire Activity Summary 4 Domestic Safety - Accidental Dwelling Fires 5 Domestic Safety - Accidental Dwelling Fire Casualties 6 Unintentional Injury and Harm 7 Deliberate Fire Setting 8 Non-Domestic Fire Safety 9 Unwanted Fire Alarm Signals 10 Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 2Page 202
Page 59
2 0 0 21 1 20 11 0 1 26 6 47 5 3 5 35 1 14 3 0 0 21 0 5 4 0 0 43 4 17 0 0 4 21 1 16 25 3 10 167 13 119 39% 50% 11% -26% 30% 16% 3% -20% -37% 5% 14% 8% 27% 33% 17% 27% 34% 34% Year on Year Change 3 Year Average Change 5 Year Average Change Clydebank Central Clydebank Waterfront Dumbarton Kilpatrick Leven Lomond Total Incidents Local Fire and Rescue Service Plan Priorities Accidental Dwelling Fires Accidental Dwelling Fire Casualties Non- Domestic Fire Safety Unwanted Fire Alarm Signals Unintentional Injury and Harm Deliberate Fire Setting The Local Fire and Rescue Service Plan has been developed to set out the priorities and objectives within West Dunbartonshire and allows our local authority partners to scrutinise the performance outcomes of these priorities. We will continue to work closely with our partners in West Dunbartonshire to ensure we are all “Working Together for a Safer Scotland” through targeting risks to our communities at a local level. The plan has been developed to complement key partnership activity embedded across West Dunbartonshire`sCommunity Plan and associated Delivery and Thematic plans. Through partnership working we will seek to deliver continuous improvement in our performance and effective service delivery in our area of operations. The Local Fire and Rescue Plan for West Dunbartonshireidentified six areas for demand reduction and is subject to regular monitoring and reporting through the Police & Fire and Rescue Committee. A summary of the priorities and current activity is detailed below with further detail and analysis contained within this performance report. About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. Activity levels have reduced by more than 5% Activity levels have reduced by up to 5% Activity levels have increased overall Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 3Page 203
Page 60
West Dunbartonshire Activity Summary 2018/19 2019/20 2020/21 2021/22 2022/23 142 175 210 274 215 40 61 60 63 60 172 170 128 187 193 354 406 398 524 468Total Incidents All Special Services All False Alarms All Fires 0 100 200 300 400 500 600 2018/19 2019/20 2020/21 2021/22 2022/23 Total Incidents All Fires All Special Services All False Alarms 48% 13% 39% 46% 13% 41% All Fires All Special Services All False Alarms Incidents by Classification Annual Average 5 Year Average 25.43% 21.37% 11.32% 10.04% 5.77% 4.49% 4.27% 2.78% 2.56% 2.14% 2.14% 1.50% 0.85% 0.85% 0.64% False Alarm (UFAS) Outdoor Fire Refuse Fire False Alarm (Good Intent) Dwelling Fire False Alarm (Dwelling) SS - Effecting entry/exit Other Building Fire Vehicle Fire SS - No action (not false alarm) Other Primary Fire Special Service - Flooding False Alarm (Equipment) SS - RTC SS - Assist other agencies Top 15 Incident Types by % of Total Incidents West Dunbartonshire OperationalTrends 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 215 fires primary & secondary special services60 false alarms 193 3% totalnumber of incidents 468 -11% -22% fire & non-fire casualties 14 27% economiccost of ufas incidents £234,430 Activityby Time of Day -5% (-59) (-3) (6) (-56) (3) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 4Page 204
Page 61
39% 3% 27% Main Source of Ignition Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fires Domesti Detection Present 96.0% 75.0% Detection Actuated Calls Made via Linked Alarms 88.0% 18 3 2 1 1 Cooking appliance Electricity supply Smoking Related Other domestic style appliance Matches and candles 28 23 25 18 25 2018/19 2019/20 2020/21 2021/22 2022/23 60.0% 12.0% 52.0% 72.0% No FirefightingAction Direct Firefighting Heat/SmokeDamage Only Nofire Damage Alcohol/Drug Impairment 12.0% Distraction 48.0% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 8.0% Clydebank Waterfront 44.0% 20.0% Dumbarton Kilpatrick Leven Lomond 12.0% 16.0% 0.0% Clydebank Central Performance Summary AccidentalDwelling Fires to Date Main Source of Ignition Accidental Dwelling Fires by Time of Day Severity of Accidental Dwelling Fires Human Factors Automatic Detection & Actuation AccidentalDwelling Fires Activity by Ward (% share) (2) (11) (5) (3) (4) (0) (15) (3) (13) (18) (12) (3) (24) (18) (22) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 5Page 205
Page 62
50% -20% 33% Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fire Casualties Overcome by gas, smoke or toxic fumes; 100.0% 0.0% 0.0% 0.0% 0.0% 0 0 0 1 00 0 2 0 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 33% Female 67% 1 3 1 2 3 2018/19 2019/20 2020/21 2021/22 2022/23 Clydebank Central 0.0% Clydebank Waterfront 0.0% 100.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 0.0% Unintentional Injury or 01 02 03 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 First Aid at Scene Hospital -Serious Injuries Hospital-Slight Injuries Fatality Performance Summary Fire Casualties by Time of Day AccidentalDwelling Fire Casualties Year to Date Nature of Injury Extent of Harm Age / Gender Profile Accidental Dwelling Fire Casualties by Ward (% share) (0) (0) (3) (0) (0) (0) (2) (0) (1) (0) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 6Page 206
Page 63
11% -37% 17% Year on Year 3 Year Average 5 Year Average Unintentional Injury or Harm Other Head injury Fracture Back / Neck Cuts/Lacerati ons Chest / Abdominal injury 30.0% 20.0% 20.0% 10.0% 10.0% 10.0% 0 1 5 2 00 0 2 0 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 80% Female 20% Clydebank Central Clydebank Waterfront 10.0% 50.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 40.0% 0.0% Road Traffic Collision Water Rescue Assisting Other Agencies 90.0% 0.0% 10.0% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00 First Aid at Scene Hospital -Serious Injuries Hospital -Slight Injuries 10.0% 30.0% 10.0% Fatality 50.0% 13 27 10 9 10 2018/19 2019/20 2020/21 2021/22 2022/23 Deliberate Performance Summary Non-Fire Casualties Year to Date Non-Fire Casualties by Time of Day Nature of Injury Extent of Harm Non-FireEmergency Activity Age / Gender Profile Non-FireCasualties by Ward (% share) (0) (1) (5) (0) (0) (4) (0)(9) (3) (1) (5) (1) (1) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 7Page 207
Page 64
-26% 5% 27% Year on Year 3 Year Average 5 Year Average Deliberate Fire Setting Clydebank Central Clydebank Waterfront 15.6% 21.0% Dumbarton Kilpatrick Leven Lomond 12.6% 25.7% 12.6% 12.6% 97 138 167 226 167 2018/19 2019/20 2020/21 2021/22 2022/23 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 0.0% 17.5% 12.3% 9.0% 6.6% 12.0% 0.0% 82.5% 87.7% 91.0% 93.4% 88.0% 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 Primary Secondary 2 5 5 8 Other Buildings Dwellings Vehicles Other Primary 52 95 Refuse Other Secondary 354 406 398 524 468 80 121 152 211 147 0 200 400 600 0 200 400 600 2018/19 2019/20 2020/21 2021/22 2022/23 All Incidents Deliberate Secondary Fires Non Performance Summary Deliberate Fires Year to Date Deliberate Firesby Time of Day Deliberate Firesby Classification Primary Fire Ratio by Activity Type Secondary Fire Ratio by Activity Type Deliberate Fires Compared to Operational Activity Deliberate Fires by Ward (% share) (21) (26) (35) (21) (43) (21) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 8Page 208
Page 65
30% 14% 34% Year on Year 3 Year Average 5 Year Average Non Domestic Fire Safety 10 9 9 10 13 2018/19 2019/20 2020/21 2021/22 2022/23 Clydebank Central Clydebank Waterfront 46.2% 7.7% Dumbarton Kilpatrick Leven Lomond 0.0% 30.8% 7.7% 7.7% 54%38% 8% Accidental Deliberate Not Known 53.8% 0.0% 30.8% 53.8% No FirefightingAction Direct Firefighting Heat/SmokeDamage No FireDamage 2 2 2 2 2 1 1 1 Hospital/Medical Non Residential, Private Garden Shed Other Residential, Sheltered Housing - not self contained Offices/Call Centres Industrial/Warehouse Religious, Church/Chapel Residential Home, Nursing/Care Education, Infant/primary school Unwanted 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00Performance Summary Non-Domestic Fires Year to Date Non-Domestic Firesby Time of Day Non-Domestic Fires by Nature of Origin Non-Domestic Fires by Ward (% share) Severity of Non-DomesticFires Non-Domestic Fires by Premises Type (1) (6) (1) (0) (4) (1) (7) (0) (4) (7) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 9Page 209
Page 66
16% 8% 34% Year on Year 3 Year Average 5 Year Average Unwanted Fire Alarm Signals 101 98 49 103 119 2018/19 2019/20 2020/21 2021/22 2022/23 Clydebank Clydebank Waterfront 39.5% 11.8% Dumbarton Kilpatrick Leven Lomond 4.2% 14.3% 13.4% 16.8% 83 44 32 29 17 Residential Home, Nursing/Care Education, Infant/primary school Hospitals and medical care, Hospital Warehouses and bulk storage, Warehouse Education, Secondary school 25% UFAS Percentage Against all Incidents UFAS Percentage Against all False Alarms 62% Human Influenceand Alarm Activations 32.8% 0.0 1.0 2.0 Mon Tue Wed Thu Fri Sat Sun 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 Performance Summary Unwanted Fire Alarm Signals Year to Date Unwanted Fire AlarmSignals by Ward (% share) Unwanted Fire Alarm Signals by Time of Day Unwanted Fire Alarm Signals- Top 5 Premises Unwanted Fire Alarm Signals Activity Ratios Average UnwantedFire Alarm Signals per Day (119) (39) (20) (47) (14) (5) (17) (16) (119) Scottish Fire and Rescue Service | Local Fire and Rescue Plan Progress Report for West Dunbartonshire 10Page 210