Document Pack (Bookmarked) HAC 20 02 24
West Dunbartonshire Council · 28 February 2024
Back to Housing & Communities Committee — 28 February 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Agenda Housing and Communities Committee Date: Wednesday, 28 February 2024 ___________________________________________________________________ Time: 10:00 ___________________________________________________________________ Format: Hybrid Meeting ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer Email: nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Housing and Communities Committee as detailed above. Members will have the option to attend the meeting remotely or in person at the Civic Space, 16 Church Street, Dumbarton, G82 1QL. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
Page 2
Distribution:- Councillor Ian Dickson Councillor Gurpreet Singh Johal (Chair) Councillor David McBride Councillor Jonathan McColl Councillor Michelle McGinty Councillor Jim McElhill Councillor John Millar Councillor Lawrence O’Neill Councillor Lauren Oxley Councillor Martin Rooney Councillor Hazel Sorrell (Vice Chair) Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer – Housing and Employability Chief Officer – Regulation and Regeneration Chief Officer – Resources Date issued: 15 February 2024 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice* and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. *http://www.west-dunbarton.gov.uk/privacy/privacy-notice/ Page 2
Page 3
HOUSING AND COMMUNITIES COMMITTEE WEDNESDAY, 28 FEBRUARY 2024 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETING 5 - 10 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 22 November 2023. 7 SCRUTINY REPORTS a) POLICE SCRUTINY REPORT 11 - 21 Submit report by the Divisional Commander, Police Scotland providing Members with an update Quarter 3 on local policing in West Dunbartonshire. b/ Page 3
Page 4
b) FIRE AND RESCUE SCRUTINY REPORT To Follow Submit report by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. 8 MORE HOMES WEST DUNBARTONSHIRE – WEST 23 - 35 DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME Submit report by the Chief Officer - Housing and Employability providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 9 WEST DUNBARTONSHIRE BUY BACK SCHEME POLICY 37 - 48 REVIEW Submit report by the Chief Officer - Housing and Employability providing the outcomes of the review of the Council’s Buyback Scheme. 10 WILLOX PARK SHELTERED HOUSING COMPLEX 49 - 68 OPTIONS APPRAISAL Submit report by the Chief Officer - Housing and Employability providing an update on the recent options appraisal consultation exercise at Willox Park. 11 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 69 - 88 REPORT TO 31 OCTOBER 2023 (PERIOD 7) Submit report by the Chief Officer - Resources providing an update on the financial performance to 31 October 2023 (Period 7) of the HRA revenue and capital budgets for 2023/24. 12 GENERAL FUND HOUSING AND COMMUNITIES 89 - 98 FINANCIAL REPORT 2023/24 AS AT PERIOD 7 (31 OCTOBER 2023) Submit report by the Chief Officer - Resources providing an update on the financial performance to 31 October 2023 (Period 7) of General Fund services under the auspices of the Housing and Communities Committee. Page 4
Page 5
HOUSING AND COMMUNITIES COMMITTEE At a Hybrid Meeting of the Housing and Communities Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 22 November 2023 at 10.00 a.m. Present: Councillors Ian Dickson, Gurpreet Singh Johal, David McBride, Jonathan McColl, James McElhill, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Martin Rooney, Hazel Sorrell* and Sophie Traynor. *Arrived later in the meeting Attending: Peter Hessett – Chief Executive; Peter Barry – Chief Officer, Housing and Employability; John Kerr, Housing Development and Homelessness Manager; Nicola Pettigrew, Housing Operations Manager; Alan Young, Housing Asset and Investment Manager; Martin Feeney, Building Services Manager; Nigel Ettles, Legal Officer; Nicola Moorcroft and Ashley MacIntyre, Committee Officers. Also Attending: Chief Superintendent Lynn Ratcliff and Chief Inspector Ryan McMurdo, Police Scotland; Group Commander Neil Willerton and Station Commander Anthony Mallon, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apology: An apology for absence was intimated on behalf of Councillor John Millar. Councillor Gurpreet Singh Johal in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor Singh Johal, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. ITEM 6 Page 5
Page 6
RECORDING OF VOTES The Committee agreed that all votes taken during the meeting would be done by roll call vote to ensure an accurate record. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of the Meeting of the Housing and Communities Committee held on 23 August 2023 (Ordinary) and 25 October 2023 (Special) were submitted and approved as a correct record. SCRUTINY REPORTS (A) POLICE SCRUTINY REPORT A report was submitted by the Divisional Commander, Police Scotland providing Members with an update for Quarter 2 (April to September 2023) on local policing in West Dunbartonshire. After discussion and having heard the Chief Superintendent and Chief Inspector in answer to Members’ questions, the Committee agreed to note the update provided for Quarter 2. (B) FIRE AND RESCUE SCRUTINY REPORT A report was submitted by the Local Senior Officer, Scottish Fire and Rescue Service providing and update on Quarter 2 performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. After discussion and having heard the Group Commander in answer to Members’ questions, the Committee agreed to note the update provided for Quarter 2. HOUSING AND EMPLOYABILITY DELIVERY PLAN 2023/24 MID-YEAR REPORT A report was submitted by the Chief Officer – Housing and Employability, providing the Housing and Employability Delivery Plan for 2023/24 mid-year progress report. Page 6
Page 7
After discussion and having heard the Chief Officer – Housing and Employability, the Housing Development and Homelessness Manager, the Housing Asset and Investment Manager and the Building Services Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved. MORE HOMES WEST DUNBARTONSHIRE - WEST DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME A report was submitted by the Chief Officer – Housing and Employability providing an update on progress with West Dunbartonshire’s More Homes Programme, which oversees the delivery of the Council’s new home building programme. After discussion and having heard the Chief Officer – Housing and Employability and the Housing Development and Homelessness Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach. SCOTTISH SOCIAL HOUSING CHARTER/REGULATION OF SOCIAL HOUSING IN SCOTLAND, UPDATE REPORT A report was submitted by the Chief Officer – Housing and Employability providing a mid-year update in terms of how the Council is performing against the Scottish Social Housing Charter indicators and an update into how the Council is meeting the requirements of the Scottish Housing Regulator’s Regulatory Framework. After discussion and having heard the Chief Officer – Housing and Employability in further explanation, the Committee agreed:- (1) to note the contents of the report recognising the mid-year progress in terms of meeting the Outcomes of the Scottish Social Housing Charter; (2) to note that, following the approval of the Annual Assurance Statement by the Committee on 25 October 2023, this has now been submitted to the Scottish Housing Regulator as per the regulatory requirement; (3) to note that the Annual Charter Performance Report has now been published and a summary would be provided to all tenants with the winter edition of the Housing News; and (4) to note that a full annual progress report on the Scottish Social Housing Charter will be submitted to the August 2024 meeting of the Housing and Communities Committee, this would include the Annual Assurance Statement. Page 7
Page 8
LOCAL HOUSING STRATEGY 2022-27 ANNUAL PROGRESS REPORT A report was submitted by the Chief Officer – Housing and Employability providing a progress report on the West Dunbartonshire Local Housing Strategy 2022 – 2027. After discussion and having heard the Chief Officer – Housing and Employability and the Development and Homelessness Manager in further explanation and in answer to Members’ questions, the Committee agreed the progress made in meeting the aims and objectives of The More Homes Better Homes West Dunbartonshire Local Housing Strategy 2022 - 2027 and notes the contents of the Local Housing Strategy Progress Report – October 2023. STRATEGIC HOUSING INVESTMENT PLAN 2024/25 - 2028/29 A report was submitted by the Chief Officer – Housing and Employability seeking approval for the More Homes West Dunbartonshire Strategic Housing Investment Plan (SHIP) for 2024/25 – 2028/29 which requires to be submitted to the Scottish Government. After discussion and having heard the Chief Officer – Housing and Employability and the Housing Development and Homelessness Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) the draft SHIP 2024/25 - 2028/29 as appended to the report, designed to continue the delivery of an ambitious programme of new affordable homes in compliance with the West Dunbartonshire Local Housing Strategy 2022 -2027 (Approved November 2021); and (2) to delegate authority to the Chief Officer – Housing and Employability to implement the investment plan in partnership with relevant stakeholders. REVIEW OF WEST DUNBARTONSHIRE AFFORDABLE HOUSING DESIGN STANDARD A report was submitted by the Chief Officer – Housing and Employability seeking approval for a revision to the current West Dunbartonshire Design Standard for Housing Supported by the Affordable Housing Supply Programme, which has been in place since April 2019, to improve the quality of new affordable homes being built in West Dunbartonshire. After discussion and having heard the Chief Officer – Housing and Employability in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the content of the report which outlined the progress in developing the revised Design Standard; Page 8
Page 9
(2) in principle the revised West Dunbartonshire Design Standard 2023 as appended to the report; (3) that the new Standard be applied to any new projects receiving funding from the Affordable Housing Supply Programme from 1 April 2024; and (4) to delegate authority to the More Homes Board to consider any proposed variations to the Design Standard. HOME AT THE HEART 2019-24 - WEST DUNBARTONSHIRE’S RAPID RE- HOUSING TRANSITION PLAN UPDATE AND NEW APPROACHES TO HOMELESSNESS PROGRESS REPORT A report was submitted by the Chief Officer – Housing and Employability providing an update on “Home at the Heart” – West Dunbartonshire’s Rapid Re-housing Transition Plan (RRTP) for the period 2019-24 and new approaches to homelessness. After discussion and having heard the Chief Officer – Housing and Employability, the Housing Development and Homelessness Manger and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the progress and challenges made in the first four years of “Home at the Heart”, which will informed a report to the Scottish Government at the end of August 2023 and note the main objectives for Year 5 in paragraphs 4.16 - 4.26 of the report; (2) to note that the Council’s housing allocation letting target for homeless households is 69% for 2023/24 as set out in paragraph 4.20 of the report and note the Chief Officer – Housing and Employability, will keep the target under close review based on current modelling projections; (3) to note the continued uncertainty around future funding and specifically the risk to the Housing First approach; (4) to note and approve that the Scottish Government funding of £251,146 was awarded for 2023/24 for the specific delivery of the West Dunbartonshire Rapid Rehousing Transition Plan; (5) to approve the new Monitoring Template of West Dunbartonshire Rapid Rehousing Transition Plan including spend, attached as Appendix 1 to the report; and (6) to note impact of legislative changes around Local Connection. Page 9
Page 10
HOUSING REVENUE ACCOUNT BUDGET CONTROL REPORT 2023/24 TO 31 AUGUST (PERIOD 5) A report was submitted by the Chief Officer – Resources providing an update on the financial performance to 31 August 2023 (Period 5) of the HRA revenue and capital budgets for 2023/24. Having heard the Chief Officer – Housing and Employability, in further explanation, the Committee agreed:- (1) to note the revenue analysis shows projected adverse variances of £2.309m; and (2) to note the net projected annual position in relation to the capital plan highlighted an in-year adverse variance of £63.776m (51.1%) which is made up of re-profiling of £64.176m (51.4%) and overspend of £0.401m (0.3%) as detailed in Appendix 4 of the report. It should be noted that these are the financial projections as at Period 5 which were reported to Council on 25 October 2023. Since they were produced, the Chief Officer for Housing and Employability, in conjunction with the Council’s Chief Officer for Resources has progressed work to identify options to reduce the projected revenue overspend. This work is still being progressed however, current indications are that there will be viable options to reduce the in year overspend to the extent that no contribution from the General Fund will be required. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2023/24 PERIOD 5 (31 AUGUST 2023) A report was submitted by the Chief Officer – Resources providing an update on the financial performance to 31 August 2023 (Period 5) of General Fund services under the auspices of the Housing and Communities Committee. Having heard the Chief Officer – Housing and Employability in further explanation, the Committee agreed:- (1) to note the contents of the report which showed the revenue budget forecast to overspend against budget by £0.070m(2.1%) at the year end. (2) to note the net projected annual position in relation to relevant capital projects which is showed no projected variance; and (3) to note the progress on efficiencies incorporated into budgets for 2023/24. The meeting closed at 11.48 a.m. Page 10
Page 11
OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: Q3 – April to December 2023 Total Crime 765 Crimes Incidents Overall Dishonesty Domestic Abuse Incidents +12.2 +37.5 +7.2% +12.3 +5.1% +75%* Road Deaths and Serious Injuries +3.6%* Sexual Crime +2504*PYTD, - +95*PYTD, +164*5YR +409*PYTD, +347*5YR +65*PYTD, -20*5YR +17*PYTD, +25*5YR AVG +7*PYTD, -4*5YR AVG +12*on PYTD +105*PYTD Violent Crime Missing Counter Terrorism +1*PYTD +0.2%* +17*PYTD, +1*5YR Common Assault +15.5% Housebreaking Disorder Complaints The National Terrorism Threat level is SUBSTANTIAL This means that an attack is likely. *PYTD = Previous Year to Date *5YR = 5 year average +10.8% +13.3% ITEM 7a Page 11
Page 12
OFFICIAL SECTION PAGE NUMBER Introduction 2 Executive Summary 3 Demand Analysis 4 Acquisitive Crime 5 Public Protection 6 Road Safety 7 Serious Organised Crime 8 Violence 9 Antisocial Behaviour 10 Public Confidence - Complaints & Allegations 11 Introduction I am pleased to present this performance summary report to the West Dunbartonshire Housing Committee for its information and consideration. The Reporting Period for this report is cumulative for Quarters 1, 2 & 3 of 2023, with figures being shown from 1st April 2023 through to 31st December 2023. Please note that all data included in this report are management information and not official statistics. All data are sourced from Police Scotland internal systems and are correct as of date of publication. Unless stated otherwise numerical comparisons are against the previous year to date and the previous five year average for the same data period specified. Crimes and offences are grouped under recognised categories for statistical purposes. The Scottish Government defines these categories, as follows: Group 1 - Non Sexual Crimes of Violence Group 6 - Miscellaneous Offences Group 2 - Sexual Crimes Group 7 - Offences relating to motor vehicles Group 3 - Crimes of Dishonesty PYTD - Previous Year to Date Group 4 - Fire Raising, Malicious Mischief CYTD - Current Year to Date Group 5 - Other (pro activity) Crimes Page 12
Page 13
OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of Quarter 3, acquisitive crime shows an increase of 409 crimes compared to the same period last year. This is largely due to notable increases in shoplifting, vehicle crime and common theft. Public Protection Group 2 sexual crimes have seen an increase of 5.1% with 143 crimes recorded compared to 136 at the end of Quarter 3 last year. The number of Rape crimes recorded has risen slightly from 24 to 28. Sexual assaults have also seen a slight increase from 43 to 50 (+7) year on year. Road Safety & Road Crime The number of fatal road traffic collisions within West Dunbartonshire has reduced with 1 fatality recorded during the current reporting period compared to 2 in the same period last year. Road traffic collisions involving serious injuries have increased from 14 to 27, while collisions involving slight injuries have seen a reduction from 30 to 22. Serious Organised Crime At the end of Quarter 3, drugs supply crimes had increased from 53 to 70, while possession charges have seen a reduction from 470 to 449. Across Argyll & West Dunbartonshire 39 persons linked to serious and organised crime (SAOC) have been arrested and £496,551 seized under the Proceeds of Crime Act 2002 (POCA). Violence & ASB At the end of Quarter 3, Group 1 crimes of violence have increased with 155 crimes compared to 138 the previous year to date. Anti-social behaviour (ASB) related crimes have also seen increase from 1913 to 1969 (+2.9%). 1. Acquisitive Crime 2. Public Protection 3. Road Safety & Road Crime 4. Serious Organised Crime 5. Violence & Anti-social behaviour WEST DUNBARTONSHIRE POLICING PRIORITIES 2023-2026 Page 13
Page 14
OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 7107 7872 Total number of incidents 18,884 21,388 DEMAND ANALYSIS - * PYTD - PREVIOUS YEAR TO DATE CYTD - CURRENT YEAR TO DATE The total volume of crimes and offences recorded within West Dunbartonshire has increased by 10.8% from the previous year and is currently 9.4% above the previous 5 year average. All crime groups have seen a notable rise in figures from the PYTD with acquisitive crimes experiencing highest increase (+37.5%) followed by Police proactive crimes such as weapon carrying and drug offences (+13.9%). Acquisitive crimes have also seen an increase of 30.1% on the previous 5 year average. Despite the overall increase in crime levels Group 2 sexual crimes and Miscellaneous offences both remain below the 5 year average. Page 14
Page 15
OFFICIAL OFFICIAL ACQUISITIVE CRIME Shoplifting crimes have seen the highest increase (335 to 533) and remain above the previous 5 year average. Year to date there have been 91 more shoplifting crimes that have been detected. This is a national picture which may be increasing as a result of the cost of living. At the end of Quarter 3, domestic housebreakings have increased by 15 year to date. Housebreakings at commercial properties have seen a reduction and are down by 9 crimes. There has been an increase in motor vehicle crimes with 147 recorded compared to 74 last year. Thefts from motor vehicles have the highest increase (35 to 99). Theft of motor vehicles has also risen from 39 to 48. Much of the increase in these thefts are attributed to one repeat offender who has subsequently been arrested and remanded in custody. The detection rate for vehicle crimes has increased from 28.4% to 59.2%. Common thefts have increased from 319 to 411, while fraud crimes have seen a slight reduction from 176 to 163. Both figures remain above the 5 year average. To address the increase in domestic housebreakings, officers have shared material from our “After Dark” campaign on social media assisted by letter drops by our Police Scotland Youth Volunteers (PSYV). PSYV handed out over 2000 leaflets in our local communities which relate to protecting homes and property. Officers are engaging with victims of theft by housebreaking and providing security advice while also providing contact details for Secure by Design where residents can access approved security advice, systems and equipment. The Preventions & Partnerships team have been working with retailers within Clydebank Shopping Centre providing advice on stock security and how to better prevent being the victims of theft. This work has also included promoting a system called ‘Retail Watch’ which is an email based alert facility that warns retailers of specific risks such as an organised team of shoplifters operating in a particular vicinity. We continue to provide bicycle marking kits which are also available from every Divisional Police Office front desk, the uptake is very positive and is improving bike security. Community Police Officers, during the most recent cold spell, were out early to identify and warn numerous persons who had left a vehicle running unattended to defrost in their drives. Easy pickings for opportunist thieves. Social media was utilised before and after the operation to highlight how common this practice is and how easy it could be to take a vehicle in such circumstances. 37 vehicles identified in a short period of time and all owners warned and given safety advice. Page 15
Page 16
OFFICIAL OFFICIAL We fully supported the Violence Against Women & Girls (VAWG) 16 days of action campaign raising awareness of the issues faced and encouraging reporting of same. We promoted positive messaging from male role models from SFRS and Dumbarton FC. Youth Engagement Officers are delivering inputs at Community Hubs addressing internet safety. Inputs were targeted more towards parents looking at their responsibilities and what securities can be put in place to best protect the children. A muti-agency project has commenced involving The National Society for the Prevention of Cruelty to Children (NSPCC) and Y Sort-IT where NSPCC will deliver inputs to youth groups specifically targeting online sexualised conduct, misogyny, and the dangers of inappropriate online conduct. Inputs will include how to be safe, how to report inappropriate content or conduct, encourage users to speak to someone if they are encountering issues online of any form and to better understand what acceptable behaviour is. The inputs will address how the effects of online abuse or pressure can manifest in an individual. Work is ongoing within both the child and adult care sectors to further address missing persons and how best to firstly prevent such a scenario but also how to better deal with certain missing person reports to maximise the safety of those within the care system. At the end of Quarter 3, Group 2 crimes show an increase of 5.1% compared to the same period last year. Rape crimes have risen from 24 to 28, while sexual assaults have also increased by 7 crimes. The number of domestic abuse incidents reported to the police has risen by 7.2% however the total number of domestic related crimes recorded has reduced by 2.1% YTD, in accordance with a slight reduction in the percentage of incidents that have resulted in a crime being recorded (-2.3%). Approximately 86% of rape crimes occurred in a private place and 86% were committed by persons known to the victim. Similarly, around 77% of sexual assaults also occurred in a private place with 90% committed by persons known to the victim. Approximately half of all sexual assaults during this reporting period relate to non-recent reports. The detection rate for rape crime has increased by 28.6% and is currently 78.6%, while the detection rate for sexual assaults has reduced from 95.3% to 60% year on year. Crimes relating to indecent images/communications have remained fairly consistent compared to last year with almost 25% being committed by persons known to the victim. A total of 235 missing person reports have been recorded by the end of Quarter 3, which is a reduction from 251 last year. Adult missing person reports have increased from 84 to 101, while reports relating to children have seen a decrease from 125 to 98 (-27) year on year. PUBLIC PROTECTION Page 16
Page 17
OFFICIAL Across the reporting period, there has been 1 road death in West Dunbartonshire. Serious injuries have almost doubled from 14 to 27 while slight injuries have reduced slightly. Offences relating to motor vehicles have increased slightly by 1.6% (an increase of 35 offences) compared to the previous year. Much of the increase is due to notable rises in insurance offences (+71), neglecting traffic directions (+34) and driving without a licence (+28), which have all been proactively detected. Road Traffic Casualties 2022/23 2023/24 Number of persons killed on our roads 2 1 Number of persons seriously injured 14 27 Number of persons slightly injured 30 22 Number of children seriously injured 0 0 The Road Policing Unit within West Dunbartonshire remains committed to detecting offences within the Key Performance Indicators of the fatal 5, careless/dangerous driving, speed, mobile phones, seatbelts and drink/drug driving. Of particular note, the detection of disqualified drivers has doubled compared with the five- year average in West Dunbartonshire, an indication of the proactive work carried out by the unit. In the final quarter of the year there are national campaigns targeting seatbelts, mobile phone use and speeding along with Vulnerable Road User’s focus at the end of the period. The Road Policing Unit will carry out activities locally with particular focus on these behaviours during the national campaign. Police Scotland’s annual festive drink and drug driving campaign took place from 1 December 2023 to 2 January 2024. The total number of roadside tests carried out by police officers increased by 21 per cent compared to the previous year. There were 3,219 breath tests (2,568 in 2022) and 481 drug wipes (481 in 2022). Scotland- wide, detected offences increased, from 722 in 2022 to 831 in 2023. The Preventions & Partnerships Unit are currently arranging a series of road safety events to take place across West Dunbartonshire. The events will include input and advice from Police Scotland and also the opportunity for drivers to take a drive with a member of the Institute of Advanced Motorists (IAM) sitting alongside who will provide the driver with advice and guidance relating to the driver’s driving standards. It is part of the ‘I Am Road Smart’ campaign which has proved to be very effective across the country. ROAD SAFETY AND ROAD CRIME Page 17
Page 18
OFFICIAL OFFICIAL Across Argyll & West Dunbartonshire, 39 persons linked to serious and organised crime have been arrested and £496,551 has been seized under POCA since 1st April 2023. At the end of Quarter 3, drug supply charges have increased from 53 to 70 crimes, but remains below the previous 5 year average (84.4). Drug possession charges have seen a slight reduction of 4.5% from 470 to 449. SERIOUS & ORGANISED CRIME Drug supply statistics evidence the work of both the Dumbarton based Crime Team & the Divisional Community Policing Teams who have been targeting those involved in the supply of controlled drugs, focussed, planned operations disrupting criminal activities and removing illegal and harmful drugs from the communities. Officers seized a commercial scale cannabis cultivation in Dumbarton, removing and destroying a large quantity of plants and growing equipment in the process. Officers are following a positive line of enquiry to identify those responsible. Thanks to our partners from West Dunbartonshire Health & Social Care Partnership (HSCP) our S3 year groups across West Dunbartonshire had the opportunity to learn and talk about choices, risks and consequences of talking MDMA (Ecstasy). The Daniel Spargo Mabbs Foundation performed live theatre productions across all secondary schools of ‘I Love You Mum I Promise I Won’t Die’ which is based on a true story of schoolboy Daniel who took MDMA at a party and consequently died. The production is followed by a workshop to bring out the main learning points and to encourage discussion. We know this will be very thought provoking. We also hope it will positively influence future decisions. Town Centre officers carried out some partnership work with Trading Standards. 1 person was reported by Trading Standards for licensing and trademark offences. Such partnership working has a positive impact on other local retailers. Police Officers also participated in a successful partnership operation working with The Driver & Vehicle Licensing Agency (DVLA) targeting premises trading in vehicle license plates (which can subsequently be used in the commission of crime). 8 persons/companies charged under Vehicle Crime Act 2001. Page 18
Page 19
OFFICIAL OFFICIAL VIOLENCE After 27 years, the killers of 14-year-old Caroline Glachan have been convicted. Caroline was violently attacked and murdered in August 1996. Officers from the MITs worked diligently to piece together what happened. Officers re-examined and researched all documentation from the original inquiry. More than 200 statements were taken from people who had not previously provided a statement to police. The Preventions & Partnerships Team have had an initial meeting with the team from the West Dunbartonshire Harm Reduction Mobile Service. We are looking at how to best engage with service users to offer personal safety advice without negatively impacting on the unit’s service. We are also exploring avenues to provide advice on domestic violence and also take any opportunity to make disclosures under the Disclosure Scheme for Domestic Abuse Scotland to better protect persons at risk of violence in a domestic setting. Addressing the increase in robberies, a dedicated team was assembled. Through intelligence and reviewing of crimes they targeted specific areas and individuals. Very positive results with 3 x offensive weapon & multiple drug offences detected, 4 people arrested breaching bail. Results show criminal activity impacted upon greatly. Some violent crime types have increased across West Dunbartonshire resulting in an overall increase of 12.3% from 138 to 155 crimes. 58% of all crimes took place in a private place, and 44% of those in a public space were committed by persons known to the victim. Whilst we continue to prioritise violence prevention strategies, sporadic violence taking place behind doors or between individuals known to each other is challenging to prevent. Threats and extortion offences show the highest increase (+18), however this is due to a rise in “sextortion” offences with around 90% being committed online involving threats to post indecent images shared between victims and suspects. Many of these offences are committed out with the country reducing the investigative opportunities available. There has been an increase in attempted murders (from 0 to 5) and robberies (from 18 to 27) compared to last year. Three of five attempted murders occurred within public space and two in private places. It is important to note that all attempted murders were committed by persons known to the victim (1 domestic related). The 5 attempted murders have been detected. Sixteen of the 27 robberies occurred in a public place (12 on a public street, 3 at commercial stores and 1 on public transport). The other 11 crimes occurred in private places. Sixteen robberies were committed by strangers and 11 were committed by persons known to the victim. The detection rate for robbery has reduced from 72.2% to 48%. Page 19
Page 20
OFFICIAL Across the recording period the number of ASB related calls to Police Scotland has increased by 4.7%. Group 6 crimes, which include ASB related offences have also seen a slight increase of 2.9% from 1913 to 1969. Common assaults have increased by 12.2% from 780 to 875. Approximately 54% of crimes occurred in public spaces and 46% in private spaces. In 44% of public space crimes, offenders were known to victims. Much of the increase is due to a rise in domestic assaults (+24), youth fighting (+18) and neighbour disputes (+10). The detection rate for common assaults overall has reduced by 7.8% from 71.2 to 63.3% (1 fewer crime). ANTI-SOCIAL BEHAVIOUR We pride ourselves in our close partnerships, and in preparation for bonfire weekend, our officers worked closely with colleagues from Scottish Fire & Rescue Service and West Dunbartonshire Council ASB and Housing teams and Trading Standards to promote safety and prevention. Our Youth Engagement Officers carried out joint inputs in local schools, and Community Policing Teams visited premises selling fireworks to ensure they are complying with strict guidelines. We worked with our Green Space colleagues at West Dunbartonshire Council and our communities responding to information about possible stockpiles of rubbish or wood being gathered which could be used to create unsafe fires removing same. We continue to engage daily with our partners at West Dunbartonshire Council pro-actively disclosing incidents of anti-social behaviour (ASB) to best address recurring issues. This disclosure protocol can also assist in specific tenant issues and highlights repeat locations. From this continual assessment and review of ASB we adjust our policing plan through extra attention patrols, action plans, individual warnings to problematic tenants. It identifies ‘hot-spots’ that are added to the patrol matrix for scheduled recorded police activity and monitoring. Community Police Teams are tasked to concentrate their efforts on the areas and issues causing the greatest disruption and upset within the communities. Clydebank Shopping Centre, Chalmers Street currently subject of increased police and partner focus. Moving forward, Operation Balaton already being planned to combat any rise in ASB during the better weather. Page 20
Page 21
OFFICIAL OFFICIAL PUBLIC CONFIDENCE: COMPLAINTS & USER SATISFACTION Overall satisfaction with Police Scotland User Satisfaction results show that locally, public confidence levels remain high with overall satisfaction levels at 70.9%, which is in line with the position in 2022/23. At the end of Quarter 3, 71 complaints against the police had been recorded within West Dunbartonshire which is a marginal increase from 68 last year. The number of allegations against officers has reduced year on year from 134 to 125. 999 Call Data – December 2023 Police Scotland were in the top five UK Forces for Total Received 999 calls for the month of December 2023, with 85.6% of calls answered within 10 secs. Police Scotland is currently managing a marked increase in 999 emergency calls and this unfortunately, does affect wait times for 101 calls. Calendar year to date when compared with the previous year we have experienced a 14% increase. Control room staff are now triaging calls relating to mental health matters and when appropriate, and when circumstances allow, signposting callers directly to the most appropriate NHS service negating the need to send a police resource. This is reducing the demand on front line police resources while also allowing quicker access to the most appropriate professional to those in need. The table shows almost 71% of those asked were either satisfied or very satisfied with the service they received from Police Scotland. 20.36% of respondents were dissatisfied with the service they received. We are continuing to ensure all officers are engaging in all available training and receiving the maximum level of supervision and guidance to improve these figures and ensure we are providing the maximum service across the area in all aspects of policing. We have commenced a review and training programme to improve the quality of reports being submitted to COPFS to improve the outcome for victims. Total of 501 responses Page 21
Page 22
Page 22
Page 23
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 28 February 2024 __________________________________________________________________ Subject: More Homes West Dunbartonshire – West Dunbartonshire Council Affordable Housing Supply Delivery Programme 1. Purpose 1.1 This purpose of this report is to provide the Housing and Communities Committee an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach; (ii) Note the temporary reduction in the number of homes to be delivered within the Bonhill Gap Site development project, and (iii) Authorise the Chief Officer, Housing and Employability to establish two Housing Revenue Account subsidiary organisations in partnership with Scottish Futures Trust Investment (SFTi) and bring back proposed alternative tenure projects to the Committee for authority permission to proceed. 3. Background 3.1 In West Dunbartonshire the Affordable Housing Supply Programme (AHSP) is delivered through a More Homes West Dunbartonshire strategic approach which has successfully delivered over 1000 new affordable homes in West Dunbartonshire to date and includes the Council’s own ambitious New House Building Programme. 3.2 The Council’s last practical completion took place at the Queens Quay development in September 2022 delivering 29 new Council homes in a key regeneration area as part of a wider development which has delivered 146 new social rented homes. The homes were the first residential properties to be heated from the Council’s Queens Quay District Heating Network. This development has been recognised at recent national housing sector awards winning the following: - ITEM 8 Page 23
Page 24
• Best Residential Regeneration Project – Herald Property Awards • Inside Housing Best Residential Development (Scotland) 3.3 These 29 new homes, are in addition to the completion of the Council’s first fully dementia designed development at Creveul Court, Alexandria and other exemplar developments in Haldane, Aitkenbar, Bellmsyre, Dumbarton Harbour and St Andrews, Clydebank. The Council have now completed 12 new build developments since 2013 and are the largest developer of social homes in West Dunbartonshire delivering 496 new homes and 122 acquisitions through our buyback scheme to date as outlined in Table 1 below. The 500th new build home in the More Homes West Dunbartonshire delivery programme will be delivered in late Summer 2024 at our Clydebank East development: Table 1: Completed Council New Build and Acquisitions Project No. of Units Completion Date Granville Street (Phase 1), Clydebank 24 July 2013 Miller Road, Alexandria 15 October 2013 Granville Street (Phase 2), Clydebank 9 February 2014 Central Bellsmyre, Dumbarton 36 December 2014 Hillstreet Square, Dumbarton 37 August 2015 Second Avenue, Clydebank 40 April 2018 Creveul Court, Alexandria 22 April 2021 Aitkenbar Primary School 55 July2021 Haldane Primary School 58 August 2021 St Andrews, Clydebank 126 October 2021 Dumbarton Harbour, Dumbarton 45 December 2021 Queens Quay, Site B, Clydebank 29 August 2022 Buyback Acquisitions 122 Ongoing Totals 618 3.4 The Strategic Housing Investment Plan (SHIP) 2024-2029, outlining West Dunbartonshire’s Affordable Housing Supply Programme through the More Homes West Dunbartonshire approach was approved by the Housing and Communities Committee in November 2023. The SHIP outline plans to meet the Council Administration’s aim of delivering 2500 new affordable and social rented homes over the next 10 years. 4. Main Issues More Homes West Dunbartonshire - Delivery Programme 4.1 Building new affordable homes has an important role to play in revitalising local economies and assisting with post-pandemic and economic recovery plans, negating the impacts of the current cost of living crisis and combatting poverty including child poverty. It is also clear that the need for affordable homes has and will increase in the current ongoing economic environment. 4.2 Our More Homes West Dunbartonshire approach is an ambitious plan that aims to continue the positive momentum of the delivery of much needed Page 24
Page 25
Council homes in West Dunbartonshire and will significantly assist the Council’s aim to deliver 2500 new social and affordable homes by 2032. 4.3 As the biggest affordable housing developer in West Dunbartonshire, the Council has identified several future development sites for new council homes to address existing and new housing need. The design of these homes will further develop, improve and exceed current best practice, providing sustainable homes using innovative technology and delivering on our low carbon ambitions including passivhaus and other net zero carbon opportunities. 4.4 The Strategic Housing Investment Plan and HRA Capital Plan outlined the plans the Council have for meeting their new build ambitions. Some of the initial plans were and continue to be impacted as a result of global issues revised new build targets for the Council are outlined below: Table 2: Council New Build Programme Site/Developer Number of Units Number of Specialist Provision Est Site Start Est Completion Date Clydebank East, Clydebank 88 9 On Site January 2023 Spring 2025 (First handovers – August 2024) Pappert, Bonhill Alexandria 26 3 February 2024 Spring 2025 Willox Park 17 17 Summer 24 Autumn 2025 Bonhill Gap Sites* 29 4 Autumn 24 Winter 2025 Mount Pleasant 19 19 Spring 24 Spring 2025 Queens Quay Site C 100 10 TBC TBC Clydebank Health Centre* 38 22 Spring 25 Spring 2026 Bank Street, Alexandria 22 22 Autumn 24 Autumn 2025 Dennystoun Forge 20 20 TBC TBC Clydebank Gap Sites* (Gilmour Avenue) 50 10 Summer 24 Summer 2025 Silverton Regeneration tbc Tbc tbc Tbc Page 25
Page 26
*Current Planning figures 4.5 Updates for each site are noted below: Clydebank East: This development will deliver 88 new homes and has been designed to meet the housing need within the wider West Dunbartonshire area. The table below shows the housing mix: House Type Sustainability Standard Number of New Homes Wheelchair Bungalow 3bed/4person Net Zero 3 House 3bed/5person Net Zero 15 House 4 bed/7person Net Zero 12 House 5 bed/8 person Net Zero 8 Cottage Flat 1 bed/2 person Net Zero 4 Cottage Flat 2 bed/3 person Net Zero 4 Flat 1 bed/2person Net Zero 16 Flat 2 bed/4 person Net Zero 24 Wheelchair Flat 1 bed/2person Net Zero 2 Works commenced on this development in January 2023 and the first homes are scheduled to be handed over in August 2024. All houses are designed to the Housing for Various Needs Standard (HfVN). There will be 9 fully Wheelchair (WCH) accessible properties. The 4 and 5 bedroom homes will all have ground floor double bedrooms. The development at Clydebank East will see the completion of a major housing led regeneration of a key priority regeneration area identified in the Local Housing Strategy and will be the first fully zero carbon housing development in West Dunbartonshire and marks a significant milestone in our transition to net zero new homes approved at the August 2022 meeting of the Housing and Communities Committee. Plans are being developed to mark the significance of the net zero element of the development and the development will see the 600th new home delivered through the More Homes West Dunbartonshire approach. We are still currently engaged with the Scottish Government in terms of finalising the grant award, as reported previously we have sought above benchmark grant and our submission continues to be assessed by the Scottish Government’s technical team. Our request is proportionate based on the high levels of remediation costs but in terms of context our ask is Buyback Scheme (60 per year) 300 36 2023/24 2027/28 709 units 172 units Page 26
Page 27
comparable with the grant awards made to the 2 housing association who partnered the Council in the delivery of the new housing at Queens Quay. Pappert, Bonhill Following the review of the design proposals for the Pappert development the housing mix is as follows: - House Type Sustainability Standard Number of New Homes House 3bed/5 person Passivhaus 6 House 3bed/5 person Net Zero 6 House 4bed/6person Net Zero 4 House 4bed/7person Net Zero 1 Flat 2bed/3person w/c Net Zero 3 Flat 1 bed/2person Net Zero 6 Planning permission for this development was granted at the Planning Committee of 20th September 2023, enabling a site start in February 2024 if planning conditions are discharged. These are currently being finalised and are working towards the start date of 26th February 2024 to begin the 53-week contract. Willox Park, Doveholm, Dumbarton The development of seventeen new homes to be delivered at the former care home site continues within the design phase and planning has been submitted by Housing Officers. A decision is expected, via delegated authority, at the end of February. Tender documentation is being prepared and will be ready at the end of January. This will be advertised via the SPA framework and the tender return period will be 10 weeks. We are working towards the appointment of a contractor at the June 2024 tendering committee. The net zero heat strategy will be delivered by ground source heat pump, as it was felt that this solution to be preferable than an air source heat pump for each home. The development will also utilise PV (Photovoltaic) panels and a MVHR (Mechanical Ventilation with Heat Recovery) system. There has been positive dialogue in terms of the current plans with both the Willox Park residents and planning officers. Ongoing engagement will be maintained with the current Willox Park residents throughout the delivery process and the development will be tied to the wider regeneration plans for the Willox Park Sheltered Housing Complex. Bonhill Gap Site Strategy The pre-planning application process has commenced on the development of the 2/3 separate gap sites which are contained within this wider development. Page 27
Page 28
We have now procured engineering consultants as we move closer to a full planning application. We are hoping to submit planning at the end of April. We have temporarily removed the O’Hare gap site (5x 3-bedroom terraced homes) at the moment due to the exceptionally high projected development costs for developing in this area. We are currently exploring a design alternative which will deliver high quality homes within a prudent cost envelope. We have altered some of the initial design plans to incorporate two adaptable 6/7 bed homes within the development to meet identified housing need for larger families who are experiencing overcrowding. Bank Street, Alexandria The Council is currently developing a proposal for 22 sheltered/amenity housing units in partnership with the HSCP. This will include an options appraisal in terms of the existing provision within the local area. Engineering works will be starting in January. The delay in appointing engineering consultants has pushed back the anticipated timescales of a planning application being submitted in May 2024. We are looking to appoint a contractor after May with an anticipated site start date in November 2024 Mount Pleasant, Old Kilpatrick This is a 19-unit complex which is designed for elderly residents and will deliver high quality amenity housing. CCG have been appointed as the main contractor following the Tendering Committee in September, having been directly appointed from the Scotland Excel Framework. The site start date is subject to prestart planning conditions, but estimated to be on 15th April 2024 and construction will last approximately one year. Queens Quay, Site C, Clydebank The Council has been developing a design to deliver a projected 20 units on this site to complement the housing mix within sites A and B. This development will also be designed to meet low/zero carbon principles and linked to the Queens Quay district heating network. . Pre-planning response was received on the 25 February highlighting concern of the WDC development proceeding in isolation. We have adopted a proactive response to this issue and have developed masterplan diagrams incorporating the surrounding sites and have conducted valuations on the adjacent site to Queens Quay C with a view to purchasing additional land to deliver more affordable housing in the Queens Quay regeneration site. If this is achieved, we would seek to develop a mixed tenure approach to any expanded development site delivering one hundred new affordable homes. We are seeking discussion with CRL (Clydeside Regeneration Limited) to Page 28
Page 29
progress the possibility of acquiring this additional land and will be able to draw down Scottish Government grant to enable this. Clydebank Health Centre Our appointed design team are doing some feasibility work based on a housing mix of 20 units of sheltered housing and 18 units to be a mix of family housing and cottage flats within the development site. The aim of the 20 units of sheltered housing is to introduce the potential; to reprovision existing sheltered housing currently provided at Young Street, therefore strategically improving the provision of sheltered accommodation within Clydebank. This is in advance of the demolition of the buildings within the site which is currently scheduled to start in March 2024. Dennystoun Forge Gypsy/Traveller Site A submission was made to the Scottish Government for support funding from their Gypsy/Traveller Accommodation Fund for significant improvements to the Dennystoun Forge site, including new energy efficient chalet type accommodation following a consultation exercise with site residents. However, we were notified that this submission was unsuccessful at this point. We have since engaged the Scottish Government following the outcome of this and have provided additional information to the Scottish Government in support of the application. In another positive development the Council’s Housing Development Team has been providing support to the tenants within the Dennystoun Forge site to establish a registered tenants association, the absence of a recognised tenants group and ongoing site presence was seen as a relative weakness in terms of the initial submission. We anticipate that following the new information provided to support our application for funding Scottish Government officials will reassess the application before the end of 2023/24. Queen Mary Avenue, Clydebank (Clydebank Gap Sites) The transfer of the site at Queen Mary Avenue, Clydebank with vacant possession at the cost of £140,000 from the Council’s General Fund to the Housing Revenue Account for the delivery of new Council homes was approved at the February meeting of the Housing and Communities Committee and has now been concluded. The Council is preparing a demolition programme to allow the site to be cleared as soon as possible following the recent departure of Council staff teams who were using the premises. Page 29
Page 30
A feasibility study is being undertaken to inform how best to develop the site, taking into consideration housing need and demand for the area. This programme is running parallel with the pre-demolition works. Gilmour Avenue, Hardgate (Clydebank Gap Sites) As part of the wider development of our Clydebank Gap Site strategy we identified a Housing Revenue Account site in the Hardgate area at Gilmour Avenue. The site was previously the location of timber garages on concrete bases. These have long since been demolished and the site has been beset with fly tipping issues for several years. The proposed development would see two three bed semi-detached homes to be delivered utilising modular construction methods. A planning application was submitted in early February 2024, and we await approval. Silverton Regeneration The 2 identified sites in Smollett Road and Dumbuie Avenue are progressing towards demolition and building warrants for demolition in place. We are currently undertaking a feasibility development study to assess the suitability and potential capacity for the delivery of new homes within these sites. Buyback Programme The Council’s buyback programme which incorporates the Mortgage to Rent Scheme purchased 16 new homes in 2022/23. In 2023/24 we anticipate purchasing around 44 new homes at an average purchase cost of £100,000. In 2023/24 and following approval of the Strategic Housing Investment Plan by the Housing and Communities Committee in November 2022 and subsequently the decision by West Dunbartonshire Council in March 2023 to deliver an enhanced Housing Capital Investment Programme including additional funding for buyback purchases we are now scaling up ambition around our buyback programme. In 2024/25 and in each of the subsequent years up to and including 2027/28 we plan to deliver 60 new homes each year meaning a minimum of 300 new Council homes to meet identified need will be added to the Council housing stock. Alternative affordable housing models 4.6 Affordable housing includes housing for social rent provided by registered social landlords (RSLs) and Councils, housing for affordable home ownership such as the HOME model developed by Scottish Futures Trust (SFT) and mid-market rented housing (i.e., housing above social rent levels but below market rent levels). 4.7 Previously local authorities could only access grants to build new homes for social rent. Recent changes to the grant system mean that local authorities can now access financial support to deliver mid-market rent homes, albeit at a lower grant entitlement rate. Offering alternative affordable tenures would Page 30
Page 31
represent an opportunity to deliver additional affordable homes in West Dunbartonshire rather than reduce from our existing programme as set out in the SHIP. 4.8 These alternative tenures require less, or no, grant support but still deliver additional affordable homes. This may be a positive strategy for providing affordable homes in West Dunbartonshire considering the recently announced reduction on the Affordable Housing Supply Programme national funding highlighted in Section 6 of this report. 4.9 However, to access the grant funding and deliver alternative affordable tenure homes, West Dunbartonshire Council Housing Revenue Account requires to establish two subsidiary companies. The first would be a Limited Liability Partnership (LLP) with SFTi (Scottish Futures Trust Investment) and would allow us to develop homes to provide Home Ownership Made Easy (HOME) shared ownership properties for older households. These types of homes could help us accommodate our growing older population which is forecast to increase to 25% of households by 2030 and this would also increase this group’s housing options. It also does not qualify for any Scottish Government grant funding. 4.10 The second would be another LLP to allow us to develop mid-market rent homes and offer private residential tenancies (PRTs) which we cannot currently offer due to the limitations placed on social landlords. It is proposed SFTi would be our LLP partner. These types of homes would help us accommodate demands from a variety of households who may struggle to access other types of housing such as the private rented sector or owner occupation. We can access grant for these homes, albeit at a lower rate within the wider Affordable Housing Supply Programme funding. 4.11 The establishment of these two entities would be complimentary and owned entirely by the West Dunbartonshire Council’s HRA thus protecting all our current, and future, tenants/ co-owners. 4.12 The Housing Development Team are continuously looking for opportunities to provide additional new build council homes and will bring any potential site to the Housing and Communities Committee with as much information as possible as part of the regular More Homes update paper. 5. People Implications 5.1 There is now a Full Time Officer in place with sole responsibility for the Buy Back Scheme within the Housing Development & Homelessness team funded from the Housing Capital Investment Programme. 5.2 Staff resource is required from Housing Development and Legal Services primarily to establish the proposed Housing Revenue Account subsidiary organisations in partnership with Scottish Futures Trust Investment (SFTi). Page 31
Page 32
6. Financial and Procurement Implications Financial 6.1 On 1 March 2023 Council approved the Housing Capital Programme 2023- 2028 which saw significant resources committed to the delivery of new council homes in West Dunbartonshire. An expenditure budget of £155m for the affordable housing supply programme is factored into the HRA Capital Programme this will be updated to reflect the income and expenditure highlighted within this report. As it currently stands, it is anticipated that this programme will complete on project life budget. 6.2 Housing and Finance Officers will continue to assess the ongoing affordability of future developments within the context of the Housing Revenue Account Business Plan. 6.3 In December 2023, the Deputy First Minister and Cabinet Secretary for Finance set out the Scottish Government’s proposed spending and tax plans for the Scottish Budget 2024/2025. The announcement revealed that the Scottish Government was proposing a reduction in the overall Housing and Buildings Standards budget from £738m this year to £533m next. This represents a cut of around £200m or 26%. 6.4 The More Homes budget, which provides grant aid for affordable new homes, is shown to reduce from £564.6m this year to £375.8m next year. While the capital funding side of this budget which supports the delivery of Strategic Housing Investment Plans is potentially protected with a smaller reduction of £75m or 14%, there is still likely to be a significant negative impact on new social housing delivery. 6.5 The current West Dunbartonshire Council Annual Resource Planning Assumption (RPA) from the Scottish Government to help the delivery of the Council’s Strategic Housing Investment Plan (SHIP) and subsequently the Council’s own new build programme is £10.795m. Our SHIP 2024/25 – 2028/29 uses this projected budget to plan the wider development programme. We are in ongoing discussion with our colleagues in the Scottish Government’s More Homes Division over what the reduction in funding will mean for our programme and await a revised RPA which will cover 2024/25. 6.6 In advance of the revised RPA we have projected a 15% reduction in the 2024/25 RPA this may have the following impacts: - • A reduced RPA allocation of around £1.6m to £9.2m in 2024/25. • 15 less homes being delivered on an annual basis in West Dunbartonshire as a result of the reduction in funding (75 within the lifecycle of the current Strategic Housing Investment Plan) Page 32
Page 33
6.8 While the proposed reduction in funding presents a challenge to realising the Council’s new housing ambition, it is one that can be managed effectively with strategic planning. The Strategic Housing Investment Plan will be managed through the More Homes Project Board to minimise the impact of the reduction in funding and to maximise delivery of the programme priorities. To mitigate the impact of the cuts it may be necessary to delay some projects and to stretch the programme. It is intended that Council Officers will refresh the Strategic Housing Investment Plan after the revised Resource Planning Assumption is known. 6.9 As of 1st April 2024, Local Authorities will exempt from LBTT ADS (Land and Building Tax Additional Dwelling Supplement). At present the Council is liable for the Additional Dwelling Supplement for most home purchases through our buyback scheme. The Council has campaigned strongly for the removal of this requirement and the decision reflects the strong case put forward by West Dunbartonshire Elected Members and Council Officers. In 2023/24 the Council has so far paid over £155k in Additional Dwelling Supplement close to £6k per property purchased through the buyback scheme. With the Additional Dwelling Supplement being no longer applicable to local authorities from the 1st April 2024 this will avoid costs of around £1.8m over the next 5-year period. Procurement 6.10 All new development sites will be subject to new detailed procurement strategies and the opportunities highlighted within 4.5 of this report will continue to be prioritised. Where the contract award is less than £213,000, authority is delegated to the Chief Officer in consultation with the Procurement Manager to instruct the award of contracts for the planned revenue and capital spend detailed in this report to suppliers providing the most economically advantageous offer to the Council. 6.11 All procurement activity conducted by the Council more than £2m is. subject to a contract strategy. The contract strategy for new housing development within the HRA Capital Programme will be developed by the Corporate Procurement Unit in consultation with Housing Development Officers. The contract strategy will include, but is not limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. Opportunities to maximise the positive social, economic and environmental impact for the Council through the relevant procurement processes will be developed in line with procurement policy. 7. Risk Analysis 7.1 All Council new build projects have their own Risk Register which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis. Page 33
Page 34
7.2 With any new build project there is a risk that as the projects develop the cost increases beyond the estimated contract cost. Any additional borrowing requirements, or conversely, cost savings will be reported to future meetings of the Housing and Communities Committee. However, this is mitigated through a target cost model approach in our current contract arrangements within the Scottish Procurement Alliance (SPA) framework and Scotland Excel. 8 Environmental Sustainability 8.1 The delivery of new homes is within the approved More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 10. Consultation 10.1 As part of a rent consultation exercise, 92% of respondents indicated their support for the Council’s ambitious plans to deliver the Housing Revenue Account (HRA) new council house build programme. In addition, there was positive support for the wider delivery of new build housing as part of the recent Local Housing Strategy. Regular updates on new build development are provided to the West Dunbartonshire Tenants and Residents Organisation at the bi-monthly liaison meetings. 10. Strategic Assessment 10.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. 10.2 Having considered all the Council’s strategic priorities, this report and the provision of new supply social housing for rent contributes greatly to all the Council’s strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 13 February 2024 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Page 34
Page 35
Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Mikayla Deeley, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email mikayla.deeley@west- dunbarton.gov.uk Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 35
Page 36
Page 36
Page 37
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 28 February 2024 __________________________________________________________________ Subject: West Dunbartonshire Buy Back Scheme Policy Review – More Homes West Dunbartonshire 1. Purpose 1.1 The purpose of this report is to provide members of the Housing and Communities Committee with the outcomes of the review of the Council’s Buyback Scheme. The scheme has increased the housing supply by over 100 new homes in the last 5 years and is planned to deliver a further 300 over the next 5 years assisting in meeting housing need and combatting homelessness in West Dunbartonshire. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the content of the report and approve the refreshed West Dunbartonshire Buy Back Policy; and (ii) Note from 1st April 2024, the Council will be exempt from LBTT ADS (Land and Building Tax Additional Dwelling Supplement) following effective interventions by West Dunbartonshire Council Elected Members. 3. Background 3.1 The introduction of a Buy Back scheme was approved at the Housing, Environment and Economic Development Committee meeting on 8 May 2013. Initially the scheme was relatively modest looking to secure 5 new homes on an annual basis before expanding in 2017 to deliver 15 homes on an annual basis. 3.2 At the March 2023 West Dunbartonshire Council Meeting it was agreed to scale up the ambition and vision of the scheme to meet housing need and help combat homelessness by securing 300 new homes for social rent over a 5-year period averaging 60 purchases per annum over that period. 3.3 The Buy Back Policy has now been reviewed in light of the increased budget and targets and to ensure that we continue to purchase the most suitable properties within a prescribed budgetary allocation. ITEM 9 Page 37
Page 38
4. Main Issues 4.1 The Buy Back Policy has the key aim of ensuring the Council has an increased supply of homes to meet housing need and to support our wider strategic housing asset management aims. 4.2 West Dunbartonshire’s Local Housing Strategy (LHS) highlighted a range of factors which have led to an increased demand for rented accommodation in both social and private sectors including accessing mortgage finance. In addition, there is a national shortage of Social Housing in Scotland. This has led to an all-time high in homelessness applications and demand for social housing both locally and nationally. 4.3 In West Dunbartonshire we are experiencing a need for larger family housing and 1-bedroom properties. The Policy (Appendix 1) and how we assess each property (Appendix 2) reflects these needs. 4.4 The Council has built 496 new properties in the past 10 years and has an ambitious new build programme going forward. Together with the Buy Back Scheme, all properties built and purchased will help in addressing the mismatch between the properties required to meet the needs identified within the Local Housing Strategy. 4.5 Since 2020/21 the Council has had access to Scottish Government Affordable Housing Supply Grant to supplement the scheme. 4.6 The main aims of the Buy Back Scheme are: • Deliver the key objectives of the Local Housing Strategy by o Accelerating the supply of new housing of the right size and type to meet housing need. o Reducing the need for Temporary Accommodation o Reduce the number of Empty Homes o Help maintain and create vibrant communities. • Deliver the key objectives of the Housing Asset Management Strategy o Improve the standard of housing across the Council areas o Assist the Council with SHQS/Capital Works obligations. 4.7 In December 2023 the Scottish Government released Guidance on a National Acquisition Programme. The Council’s Policy complies with this Guidance where both have similar aims. Page 38
Page 39
4.8 The review of the Buyback policy has assessed the current policy to be robust and fit for purpose, as a result there are no significant policy changes, however there are several refinements made to the policy and these are summarised below: • Policy is amended to reflect the increased number of buy backs proposed. • Policy is amended to reflect the increased budgetary provision; to enable the purchases. • Governance has been strengthened through the ongoing focus at the More Homes Project Board. • Policy highlights clear focus on larger properties for families to reduce the housing waiting list; and • Scoring Matrix has been adapted to reflect the type & size of properties we require including our net zero ambitions. 4.9 As of 1st April 2024, Local Authorities will now be exempted from LBTT ADS (Land and Building Tax Additional Dwelling Supplement). At present the Council is liable for the Additional Dwelling Supplement for most home purchases through our buyback scheme. The Council has campaigned strongly for the removal of this requirement and the decision reflects the strong case put forward by West Dunbartonshire Elected Members and Council Officers. In 2023/24 the Council has so far paid over £155k in Additional Dwelling Supplement close to £6k per property purchased through the buyback scheme. 5. People Implications 5.1 A Senior Housing Development Officer was appointed in January 2024 to lead the Council’s Buy Back Scheme; this post is funded from the Housing Capital Investment Programme. 5.2 Staff resource is required from Housing Development and Legal Services Teams primarily to ensure the delivery of the ambitions of the Council’s Buyback Policy. 6. Financial and Procurement Implications Financial 6.1 An annual budget of £4m each year from 2023/24 until 2027/28 was approved at the meeting of West Dunbartonshire Council in February 2023 within the Housing Capital Investment Programme. From years 2028/29 the annual budget is assumed to be £2m. 6.2 With the Additional Dwelling Supplement being no longer applicable to local authorities from the 1st April 2024 as highlighted in 4.9 of this report this will avoid costs of around £1.8m over the next 5-year period. This will be assessed by the Lead Officer and may result in increased targeting of larger homes through the buyback scheme. Page 39
Page 40
Procurement 6.3 There are no Procurement issues within this Report. 7. Risk Analysis 7.1 All Council housing projects have their own Risk Register which highlights the risk within and out-with the control of the Council’s Lead Officer. These are maintained and adjusted on an on-going basis and reported regularly to the More Homes Project Board. 8 Environmental Sustainability 8.1 The policy reflects an enhanced zero carbon approach. Our current and future approach to strategic housing asset management will also prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be further reflected in a refreshed Housing Asset Management Strategy and will also reflect the aims of the Council’s Climate Change Strategy. 8. Equalities Impact Assessment (EIA) 8.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 9. Consultation 9.1 In December 2023 the WDTRO were consulted on the revised Policy and presented to them. The group were very supportive of the scheme and the direction of the policy and have supported the scaling up of the scheme. 10. Strategic Assessment 10.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. In addition, having considered all the wider Council’s strategic priorities, this report and the provision of high-quality homes contributes greatly to all strategic priorities. Peter Barry Strategic Lead, Housing and Employability Date: 13th February 2024 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development & Homelessness Team, Page 40
Page 41
Housing & Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Jackie McRory – Senior Housing Development Officer, Housing Development & Homelessness Team, Housing & Employability, email: jackie.mcrory@west- dunbarton.gov.uk Laura Hanna – Senior Housing Development Officer, Housing Development & Homelessness Team, Housing & Employability, email: laura.hanna@west- dunbarton.gov.uk Appendices: 1 – Draft More Homes West Dunbartonshire BuyBack Policy – January 2024 2 – Buyback Scheme Scoring Matrix Background Papers: None Wards Affected: All Page 41
Page 42
Appendix 1 – More homes West Dunbartonshire BuyBack Policy – January 2024 1. Purpose of Buy Back Scheme 1.1 West Dunbartonshire Council’s Buy Back Scheme will assist in increasing the provision of Council housing in the area by purchasing primarily but not exclusively former Council Right to Buy properties using a robust assessment criteria. 1.2 This Policy has the key aim of ensuring the Council has an increased supply of homes to meet housing need and to support our wider strategic housing asset management aims. The Policy will lead to an improved situation for existing and future Council tenants. This Scheme is also not designed to specifically assist owners and as such we will maintain a right of refusal at any point in the process. 1.3 In March 2023, the Council agreed to provide £4m of Housing Capital Investment funding each year to support the delivery of the buyback scheme. This meant the scheme could purchase more than it ever has in the past and make a real impact on assisting with the Aims outlined below which feed into wider Housing priorities. 1.4 We have established access to Scottish Government Affordable Housing Supply Grant towards these purchases and recently the Scottish Government have supported our proposal to increase the amount of grant for the purchase of larger family homes. 2. Background 2.1 Since the introduction of the Right to Buy (RTB) legislation in 1981, approximately 12,000 properties have been sold to sitting tenants in West Dunbartonshire. The RTB ended on 31 July 2016. All sales through the RTB legislation have a detrimental impact on the Council’s ability to meet the housing needs of the wider community and its ability to meet its statutory responsibilities in respect of homelessness. 2.2 West Dunbartonshire’s Local Housing Strategy (LHS) highlighted a range of factors which have led to an increased demand for rented accommodation in both social and private sectors including accessing mortgage finance. 2.3 There is a national shortage of Social Housing in Scotland. This has led to an all-time high in homelessness applications and demand for social housing both locally and nationally. 2.4 In West Dunbartonshire in particular we are experiencing a need for larger family housing and 1 bedroom properties. This Scheme will seek to prioritise to alleviate these issues. 2.5 The Council has built 496 new properties in the past 10 years and has an ambitious new build programme going forward. Together with the Buy Back Scheme, all properties built and purchased will help in re-dressing the ITEM 9 - APPENDIX 1 Page 42
Page 43
Appendix 1 – More homes West Dunbartonshire BuyBack Policy – January 2024 mismatch between the properties required to meet the needs identified within the Local Housing Strategy. 3. Strategic Context 3.1 The Council’s Strategic Priorities outlined in the strategic Plan 2022-27 explain how the Council will work to improve the lives of residents. The priorities are: Any increased provision of social rented housing contributes to these strategic priorities. 3.2 The Housing and Employability Delivery Plan sets out the actions that the Division will undertake to help deliver the Strategic Plan. The Buy Back Scheme will help to meet the following Actions: • Deliver the Council’s Affordable Housing Supply Programme • Review the Council’s Buy Back Scheme Page 43
Page 44
Appendix 1 – More homes West Dunbartonshire BuyBack Policy – January 2024 3.3 One of the key LHS aims is to ensure that people have access to affordable housing of all tenures which is in the right location and is suitable for their needs. 3.4 The Strategic Housing Investment Plan (SHIP) sets out how resources will be used over a 5 year period to deliver affordable housing priorities set out in the LHS. 4. Aims and Objectives 4.1 The main objective of the Buy Back Scheme is to: ‘Assist the Council in meeting and delivering its strategic housing objectives’ 4.2 The main aims of the Buy Back Scheme are: • Deliver the key objectives of the Local Housing Strategy by o Accelerating the supply of new housing of the right size and type to meet housing need o Reducing the need for Temporary Accommodation o Reduce the number of Empty Homes o Help maintain and create vibrant communities • Deliver the key objectives of the Housing Asset Management Strategy o Improve the standard of housing across the Council areas o Assist the Council with SHQS/Capital Works obligations, including future compliance with the Social Housing Net Zero Standard 4.3 The Scottish Government recently released guidance on the National Acquisition Programme. While the Council’s Policy does not fully adopt all aspects of this Guidance, where it does, the Policy fully complies. 5. Principles of the Buy Back Scheme 5.1 All properties will be assessed using a methodology adopted within a Scoring Matrix. The Scoring Matrix which has been developed in consultation with Tenants will be fully outlined within the Buy Back Scheme Policy. 5.2 The Scoring Matrix has been developed based upon the following principles: Capital Funds Page 44
Page 45
Appendix 1 – More homes West Dunbartonshire BuyBack Policy – January 2024 There must be Capital funds available at the time of any enquiry. If, on consulting the HRA Business Plan, it is established that it is not financially viable then the Council will decline any request. Housing Need and Demand Any acquisition of properties for social housing use must be of the right size and type as informed by our Housing Need analysis. Therefore, any purchase must assist the Council in achieving the aims outlined above Scottish Housing Quality Standard/Investment Requirements The valuation must reflect the current market value and any costs associated with ensuring that the property achieves the SHQS can be justified in line with the aims of this Policy. Empty Homes The Scheme will assist with the Empty Homes Initiative to work in partnership to bring back properties into the Council’s housing stock in line with the Policy Aims. Former Right to Buy or Specific Purchase The majority of properties that are purchased will be former Council properties bought through the Right to Buy (RTB) Scheme and will therefore be a similar style and construction to those that the Council already maintain and will be in areas that the Council has a presence. However, if there is a specific need that cannot be met through existing stock or planned new build that the market can provide the solution too, then so long as the principles outlined above are fulfilled, this purchase would be justified. 6. Financial Approach 6.1 From 23/24 to 27/28 The Scheme has a budget of £4m each year. 6.2 The Housing Development Team have a target of 60 purchases within each of these financial years. 7. Monitoring and Review 7.1 More Homes Board The actual spend of the Buy Back Scheme will be monitored by the More Homes Board. The details of the sales, including address, size and type and purchase price will be recorded and reported to the More Homes Board on a monthly basis. 7.2 Housing and Communities Committee An update on progress will be reported quarterly to the Housing and Communities Committee as part of the More Homes Committee Report 7.3 Policy Review Page 45
Page 46
Appendix 1 – More homes West Dunbartonshire BuyBack Policy – January 2024 The Buy Back Policy and Procedure will be reviewed on an annual basis and report to the More Homes Project Board each May. 8. Further Information 8.2 If you require further information on the Buy Back Policy or Procedure visit the Councils website - https://www.west-dunbarton.gov.uk/housing/private- housing/buy-back-scheme/ or Email: Buy.Back@west-dunbarton.gov.uk or call: 07551 422 581 Lead Officer - Laura Hanna – Senior Housing Development Officer, Housing Development & Homelessness Team, Housing & Employability, email: laura.hanna@west-dunbarton.gov.uk Page 46
Page 47
Appendix 1 – More homes West Dunbartonshire BuyBack Policy – January 2024 9. Glossary of Terms Right to Buy (RTB) The Housing (Scotland) Act 1987 gave tenants the right to purchase the Council home they lived in. The RTB has been altered several times since and will be abolished in 2017. Local Housing Strategy (LHS) The Local Housing Strategy (LHS) sets out our understanding of the housing issues over the coming five year period and indicates how the Council and its partners address them. The LHS provides the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. Strategic Housing Investment Plan (SHIP) The Strategic Housing Investment Plan (SHIP) sets out the funding priorities for affordable housing in West Dunbartonshire for a three year period. The LHS and SHIP together guide the application of Scottish Government and other housing funding. The main focus of the SHIP is the targeting of the Scottish Government’s Affordable Housing Supply Programme Funding and the Council House Building Programme. Housing Revenue Account Capital Programme The Housing Revenue Account Capital Programme is part of Housing’s 30 year Business Plan and sets out how the Council will improve and repair its housing and estates. Meeting and maintaining the Scottish Housing Quality Standard (SHQS) is part of this investment. Scottish Housing Quality Standard (SHQS) This is the standard that all social landlords in Scotland have to meet by 2015. Empty Homes Initiative This initiative is called Homes Again West Dunbartonshire. The aim is to bring private sector homes that have been empty for over six months back into use. Page 47
Page 48
Appendix 2 – Buyback Scheme Scoring Matrix Capital Funds Available Yes No Property meets Aims of policy Yes No Property with vacant possession Yes No If Yes:- Housing Need Score 1 bed or 3 bed + 10 Wheelchair Adapted Property 10 Ground floor bedroom & bathroom within a House 10 Ground Floor Property with fewer than 2 stairs 5 Housing Demand Score High Demand 10 Medium Demand 5 Low Demand 0 SHQS/Investment Requirements Score £10,000 & above 2 £5,000 - £9,999 5 £0 - £4,999 10 Score Property referred by Empty Homes 15 Completes block of flats into full WDC ownership 15 Property Meets New Zero Assessment 15 Owner ratio exceeds tenant ratio -15 Scoring over 20 – property will be considered for purchase ITEM 9 - APPENDIX 2 Page 48
Page 49
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 28 February 2024 __________________________________________________________________ Subject: Willox Park Sheltered Housing Complex Options Appraisal 1. Purpose 1.1 This purpose of this report is to provide the Housing and Communities Committee an update on the recent options appraisal consultation exercise at Willox Park. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the content of the report and the actions that have been taken to consult with the Willox Park Sheltered Housing Complex tenants. (ii) Approve Option 3 – Redevelopment which would see the existing homes replaced with new modern energy efficient homes through a master planning approach agreed in full consultation with existing tenants; (iii) Agree to designate all 36 properties within the Willox Park Sheltered Housing Complex as surplus to requirements. (iv) Authorise the Chief Officer, Housing & Employability to commence all associated procurement activity to achieve the delivery of Option 3 – Redevelopment. (v) Invite the Chief Officer, Housing & Employability to take the next steps with all remaining tenants a) To ensure that all tenants have a personalised housing plan prepared; b) To ensure that all tenants have the necessary priority identification through the Council’s Allocation Policy; c) To develop a lettings plan for the new homes being delivered at the adjacent former care homes site to ensure priority is given to the existing tenants of the Willox Park Sheltered Housing complex as either a temporary or permanent housing solution; and d) To authorise Home Loss and Disturbance Payments with all tenants throughout the master planning delivery process ITEM 10 Page 49
Page 50
(vi) Invite the Chief Officer, Housing and Employability to provide the Housing and Communities Committee with regular update reports. 3. Background 3.1 Willox Park Sheltered Housing Complex comprises 36 terraced bungalows offering sheltered housing in Dumbarton. It was built in the 1960s and is typical of the building and space standards of that time. Whilst the tenants like having their own front door and a little outside space, the internal layout is not conducive to healthy living for those with limited mobility. 3.2 The existing homes have received replacement roof and external wall insulation over the last twenty years alongside investment in kitchens, bathrooms, and windows. However, tenants have complained of dampness and draughts and some of the homes are affected by mould. 3.3 Damp surveys found several causes of the dampness, but some homes are more affected than others, indeed some have no evidence of dampness. Consequently, we have moved all but one of the most affected tenants out and we intend to prioritise the installation of environmental sensors in all other homes so we can keep a close eye on the remaining occupied properties. 3.4 The Housing Revenue Account previously acquired the adjacent site to the Sheltered Housing Complex which formerly sited a Council Care Home, it has been reported previously to the Housing and Communities Committee that this site will be developed to 17 new homes (15 one-bedroom homes and two two-bedroom homes). These homes offer modern accessibility standards and are designated. 4. Main Issues 4.1 The extent of the problems with the homes at Willox Park necessitated an options appraisal to review the future of the homes. Consequently, we have consulted with tenants on four options; • do nothing; • refurbishment; • redevelopment, and • hybrid. More details on each of these are below alongside the consultation outcomes. The consultation received 14 votes which constitutes 56% percent of tenants. Details of the consultative exercise; can be found in the appendix, but it involved several drop-in sessions alongside phone calls to make sure everyone had a chance to ask questions in terms of the consultation. 4.2 Option 1: Do nothing This option represented maintaining the status quo; repairs will continue to be carried out for occupied homes and empty homes will not be relet. This Page 50
Page 51
represents the least disruption to sitting tenants but would see the complex become less vibrant and run down as more homes become vacant. Of those who voted: 7% of tenants voted for this option (one vote). The tenants who voted for this told us they did so because they don’t want to move and they like their current home. 4.3 Option 2: Refurbishment This option would maintain the current properties by refurbishing them. The refurbishment would involve stripping the properties back to brick internally and externally, removing cavity wall insulation, applying a damp-proof membrane to the floors, structural works to improve the fire compliance of the homes, and replacing doors, windows, kitchens, bathrooms etc. We anticipate the works would be completed on a block-by-block basis and would take around 12 months. Tenants would be unable to live in their homes whilst work was carried out. Work would not start until the new homes were complete on the care site so that tenants could be relocated to these which would keep the community together and minimise disruption to care. The Council committed to tenants having the option to return to their cottages and refurbish the common room. This option would be expensive due to the amount of work needed, and we would not be able to access grant funding to reduce the cost to the Housing Revenue Account (HRA). There are also several risks including damp proofing solutions only offer a maximum 20-year guarantee and whilst we might be able to do some structural work to improve the layouts to make them more accessible, we will be constrained by the unusual property footprints. Of those who voted: 21% of tenants voted for this option (three votes) The tenants who voted for this told us they did so because they like their homes and having their front door and garden. Those who picked this option suggested that the layout of the houses could be improved by removing walls/ cupboards, creating wet rooms, and improving windows and roof maintenance. They would like to return to their home after works are completed and would like to be involved in choosing the décor. 4.4 Option 3: Redevelopment This option would see the existing cottages demolished and a master planning approach developed to deliver new homes on the site. As with option 2 above, demolition and redevelopment would not start until the new homes on the care home site were completed to allow tenants to move into the new homes and keep the community together. This will likely require phased demolition and redevelopment to achieve this. The types of homes and master planning approach would be developed in collaboration with the tenants. We expect it would be like the care home site Page 51
Page 52
and designed with accessibility and design features to suit older households to help us plan for housing our growing elderly population. The masterplan will also include a new, modern common room which will be able to provide better meeting and gathering space for the community. The homes will be very energy efficient which should reduce running costs for tenants. We can also access Scottish Government grant funding through the Affordable Housing Supply Programme to reduce the cost to the HRA. Of those who voted: 57% of tenants voted for this option (eight votes) The tenants who voted for this told us they did so because whilst they like their home, they could see from their own experiences the new homes could offer a lot of benefits in terms of energy efficiency and layout. They did however note keenness to be involved in the development of the masterplan and would like to see some replacement bungalows, where possible, because some were hesitant about living in a flat. 4.5 Option 4: Hybrid This option offered tenants a bit of both redevelopment and refurbishment and as with both options work would not start until the homes at the care home site were completed so that tenants could move into these, we would minimise disruption and the community would stay together. It is unclear at present which parts of the site would keep their homes and which parts would be redeveloped but this option brings both the risks and opportunities of both the above options. Of those who voted: 14% of tenants voted for this option (two votes) The tenants who voted for this didn’t expand upon their thought process, but the rationale is likely to be like those expressed for the refurbishment and redevelopment options. 4.6 Based upon the consultation exercise completed with the tenants at Willox Park the recommendation would be to take forward option 3: Redevelopment and work with the tenants to develop a masterplan to deliver modern older people’s housing to meet current and future demand from this demographic group. 5. People Implications 5.1 If the redevelopment option is approved it will require a staffing resource to ensure a full collaborative approach with the existing tenants in delivering the master planning approach. It is proposed that a temporary Housing Development Officer post within the existing structure is made permanent to support this delivery. Page 52
Page 53
6. Financial and Procurement Implications Financial 6.1 As outlined within the options appraisal exercise there are financial implications with all the options. Declaring the properties surplus to requirement, rehoming tenants and the delivery of the chosen option will be funded from the Housing Revenue Account Capital Investment Programme. If the recommend option of Redevelopment is chosen, this will be funded form the Affordable Housing Supply Programme future new build element of the Housing Capital Investment Programme. As with all Capital works developing new homes will require prudential borrowing for the HRA but the redevelopment option will allow the Council to access Scottish Government grant funding which will support the delivery and reduce the overall cost to the HRA. The new homes will have a long income-earning life as an income generating asset for a minimum of 100 years. Procurement 6.3 The next phase of Willox Park will require several procurement exercises these will include various consultants to support the development of the master plan and design including engineers alongside contractors including demolition and building contractors. This report seeks permission to procure and appoint the appropriate consultants and contractors using existing Council policies and procedures. 7. Risk Analysis 7.1 We maintain risk registers for each project which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis. 8 Environmental Sustainability 8.1 The delivery of new homes will be consistent with our wider More Homes zero carbon approach. Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be further reflected in the master planning approach adopted consistent with the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. 9. Equalities Impact Assessment (EIA) 9.1 The proposal does not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. Page 53
Page 54
10. Consultation 10.1 We have consulted with the tenants at Willox Park throughout this process. We have kept them up-to-date best we can with the findings of the surveys and then consequently the consultation into the future of the homes. They have also been involved the new development of the care home site into new homes and they are looking forward to seeing that come forward and moving into it. 10.2 We have utilised newsletters, letters, drop-in events in the common room, phoning the tenants who we hadn’t heard from, and the housing officer has continued to officer support and answer questions at her weekly surgeries. The Registered Tenants Organisation at Willox Park has also been actively encouraging participation in the consultation process too and officers have attended their meetings. 10.3 All existing tenant and their families will be impacted by the decision taken by the Housing and Communities Committee. We will contact tenants and other stakeholders and let them know the outcome of Housing and Communities Committee. This communication will reinforce a continued collaborative approach to deliver the agreed outcomes. 11. Strategic Assessment 11.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. Having considered all the Council’s strategic priorities, this report and the provision of high-quality social housing for rent contributes greatly to all strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 13th February 2024 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, telephone: 07793717981, email: john.kerr@west- dunbarton.gov.uk Emily Dorrian – Senior Housing Development Officer, Housing Development and Homelessness Team, email: emily.dorrian@west-dunbarton.gov.uk Appendices: 1. Willox Park Options Appraisal Document 2. Willox Park Consultation Summary Page 54
Page 55
Background Papers: Report to Housing and Communities Committee, August 2023 Wards Affected: 3 Page 55
Page 56
Willox Park OPTIONS APPRAISAL CONSULTATION DOCUMENT ITEM 10 - APPENDIX 1 Page 56
Page 57
Please tell us what you think: Following recent surveys we have found a number of problems with the homes at Willox Park. We now need to decide on the future of the complex. This document sets out the options that we are asking tenants to give us their thoughts on. You will have 8 weeks to tell us your thoughts and we will have drop in sessions in the common room and will happily speak to you in person or on the phone. We will then present the findings from this consultation to elected members in the new year in a paper and the elected members will make the final decision. 8 weeks consultation: closes 10th January Dates of drop in sessions (Willox Park Common Room): Tuesday 28 November – 10am – 12pm Wednesday 13 December - 10am – 12pm Friday 5 January – 10am – 12pm My contact details: Emily Dorrian Emily.Dorrian@west-dunbarton.gov.uk 07785656625 Page 57
Page 58
Option A: maintain current status The works will involve: •Only works identified in existing asset plans will be done when they reach the end of life e.g. kitchens, bathrooms, and windows etc. •Repairs and maintenance to continue for occupied homes. •Empty homes will not be re-let because of ongoing concerns about dampness. Pros and cons: •Wider complex will become less vibrant as homes slowly become empty and contrast with new build homes when they are built. •Properties will continue to deteriorate due to dampness and other defects •The council will lose rental income but will need to maintain and invest in less homes. •Presented here because it is an option which offers the least disturbance to existing tenants. Page 58
Page 59
Option B: Refurbishment The works will involve: •Strip back to brick internally & externally •Apply damp proof solution to floors and walls •Potential structural works to add second fire exit off bedroom/ improve layouts •replace doors, windows, roofs, gutters, kitchens, bathrooms, external wall insulation, new plastered ceilings and walls internally, loft insulation, rewire, heating systems replaced with heat pumps & radiators. •Tenants would need to move out of their home and works completed on a block by block basis. •Works to each block will take around a year done so it will be a multi year project. •Existing common room would be refurbished. Some pros and cons: •These works are disruptive to tenants and expensive to complete. •Refurbishment works would not start until phase 1 new build homes are completed. •Only 10 to 20 year guarantee on damp proof solutions risks problems returning. •May find additional structural or other problems once work starts •Homes will be much more energy efficient with new insulation. •Homes will be different after works are completed. •There is a risk that homes no longer meet modern building standards for older households due to layout and we will not be allowed to let them to this group. Page 59
Page 60
Option B: Refurbishment photos Picture showing a room stripped back to brick internally. Picture showing a house stripped back to brick externally, new windows fitted and roofing works underway Page 60
Page 61
Option C: Redevelopment The works will involve: •Demolish the existing homes in phases •Build new energy efficient homes, the properties will be larger and meet modern accessibility standards for older households. •A new common room would be built, phasing of this is to be confirmed but a temporary solution will be found if needed. •Tenants would move into the phase 1 new homes (care homes site) to allow phased demolition and redevelopment. •Exact design to be consulted on with tenants but based on similar to phase 1 then could get a further 20-25 new homes on the site. Some pros and cons: •Demolishing and redeveloping is disruptive to tenants. •Demolition and redevelopment works would not start until phase 1 new build homes are completed. •Developing new homes is expensive. However, we can access Scottish Government grant funding towards new homes to reduce costs for the council.. •A new common room will provide better meeting and gathering space. •New homes will have better layouts and will have more energy efficient building fabric which should reduce running costs. •New homes would be expected to last 100+ years. Page 61
Page 62
Option C: Redevelopment photos Artist impression of phase 1 development showing potential entrance to new development Artist impression showing courtyard area for residents on phase 1 development. Page 62
Page 63
Option D: Hybrid The works will involve: •Demolishing some homes, keeping some of the existing homes and building some new homes. •This will require all the same steps which are listed in the both the refurbishment options and in the redevelopment options. •Common room may stay in existing location or may be able to develop a new one. Some pros and cons: •Both refurbishing and demolishing/ redeveloping is disruptive to tenants. •Existing homes may wane in popularity in comparison to newer ones with better layouts. •Unknown at the moment which houses would be kept and which would be demolished. Page 63
Page 64
Option form: Please tell us your house number: Please tell us which option you’d like to choose: You may tick or cross one option. Option A: Maintain current status Option B: Refurbishment Option C: Redevelopment Option D: Hybrid (bit of both 2&3) Comment box: Please use this to tell us any thoughts you have about the future of Willox Park. Page 64
Page 65
Option form: Please tell us your house number: Please tell us which option you’d like to choose: You may tick or cross one option. Option A: Maintain current status Option B: Refurbishment Option C: Redevelopment Option D: Hybrid (bit of both 2&3) Comment box: Please use this to tell us any thoughts you have about the future of Willox Park. Page 65
Page 66
Housing Services Consultation Summary Sheet Housing Service: Housing Strategy Person responsible Emily Dorrian Consultation Start date: Friday 17 November 2023 End Date: Friday 12 January 2024 1. Title of consultation / participation exercise Willox Park Options appraisal 2. Aims and objectives The consultation aimed to gather the opinions of the tenants who live in Willox Park regarding the options appraisal exercise for their homes. The tenant’s options appraisal follows a period of significant tenant engagement due to investigations into damp and mould in the homes during which we found that some homes were badly affected meanwhile others were fine, but we are going to keep an eye on all homes. Therefore, tenants were knowledgeable about the need for options appraisal because it had become apparent that remediation would be very expensive and disruptive. The options appraisal aimed to understand if the tenants thought remediation was worthwhile or if they thought another option would be better. We presented them with four options in total; do nothing, remediation, redevelopment, or hybrid. 3. Invited to get involved: (e.g. all tenants, tenant from the interested tenants register, RTOs, staff) We delivered tenants a printed in colour options appraisal document setting out why were doing the consultation and information about each option including some pros and cons. We had three drop-in sessions in the common room where a range of officers were available to answer any queries tenants had. We lettered tenants between Christmas and new year to remind them of the last one at the start of January. In addition, we phoned all tenants (or their families) who had not yet engaged with us and asked them if they had any questions, offered to go to their homes to talk them through it and encouraged them to attend the drop-in sessions. We also spoke to a number of tenants via email who asked questions and we responded best we could. ITEM 10 - APPENDIX 2 Page 66
Page 67
We attended the Willox Park Tenants Association meetings so that we 4. Methods used to promote/invite stakeholders to get involved? (e.g. letters, posters, website) • Options appraisal documents delivered to each tenants • Letters • Drop in events • Phone calls • Emails 5. Who took part (Actual number of individuals and or number of tenant organisations represented) • 10 tenants or tenant representatives attended in person events. • 3 tenants were communicated via email • 21 tenants or tenant representatives were contacted by telephone • 14 tenants voted. 6. Method(s) used to obtain views? (e.g. focus/working group, newsletter, survey) Why ? • Drop in events. • Letters • Phonecalls • Attending TRA meetings We were engaging with 25 tenants/ tenant representatives so we wanted officers to feel accessible so questions could be easily accessed, and questions asked because it is complex consultation, and all tenants would be impacted by the result. The survey results were gathered in paper into a sealed ballot box. 7. What good practice or minimum standards can you evidence as part of your consultation? We can evidence clear documentation and multiple channels of communication. 8. Outcome of consultation? The recommendation in the committee paper was the most popular one with tenants; redevelopment. Page 67
Page 68
9. How did the consultation influence decision making? Tenants voted for the four options and one option was preferred and that is the option we are recommending be taken forward. Tenants want to be involved going forward to shape the mix of homes on the site so they will continue to influence this project. 10. Are you able to demonstrate this? YES NO 11. How was feedback about the consultation and final decision given? We will share the committee papers once they are public and once a decision is made at the committee then communicate this to tenants via letter, demonstrating how they have shaped the outcome. Officers will also attend the next TRA and make our contact details available so that questions can be answered. 12. Was the eight week timescale observed? YES NO If no please say why? 13. Was equal opportunities information collected? YES NO 14. Did you check with participants that they were happy with the opportunities given to make their views known and that they felt that they were listened to and acted upon? We worked hard to give all tenants an opportunity to participate and make their views known. We have not completed a post-consultation survey or similar to ask if tenants were happy but will consider doing this so we can continue to hone our approach but they will continue to be involved as a masterplan developed. What worked well, what didn’t work well – or any other comments you have. Comments: The drop-in events worked well as did the printed-out options appraisal documents although we did have to get a number re-printed because they had been lost or recycled. Due to the historic damp and mould issues some tenants weren’t sure if we were listening but we have hopefully demonstrated that we are, and were, in the relaying of the findings of the options appraisal consultation as clearly as we could. Page 68
Page 69
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Housing and Communities Committee: 28 February 2024 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 31 October 2023 (Period 07) 1. Purpose 1.1 The purpose of the report is to provide members with an update on the financial performance to 31 October 2023 (Period 07) of the HRA revenue and capital budgets for 2023/24. 2. Recommendations 2.1 Members are asked to: i) note the revenue analysis shows projected adverse variances of £3.371m. However this will be offset by removing the £1.729m budgeted contribution from revenue to capital (CFCR) and using £1.642m of the HRA reserves resulting in a net revenue break even position ; and ii) note the net projected annual position in relation to the capital plan is highlighting an in-year adverse variance of £61.826m (49.5%) which is made up of re-profiling of £66.481m (53.2%) and overspend of £4.656m (0.4%) as detailed in Appendix 4. 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 01 March 2023, Members agreed the revenue estimates for 2023/24 and a total budget of £49.643m. Capital 3.2 At the meeting of Council on 01 March 2023, Members also agreed the updated Capital Plan for 2023/24 which has been augmented by re-profiling and from 2022/23 and budget adjustment to produce a total planned spend for 2023/24 of £124.846m. ITEM 11 Page 69
Page 70
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. 4.2 The HRA revenue account has come under severe financial pressure in 2023/24. In order to achieve a break even position in 2023/24 it is forecast that there will need to be a transfer of £1.642m from the available £2.634M HRA reserves which will leave £0.992m in reserves. Note the recommended prudential reserves for the HRA is £0.984m. 4.3 The main pressure areas are repairs and loan charges interest payments. Repairs overspend has arisen due to several factors including inflationary increases in materials and labour and large numbers of voids at start of financial year. Void numbers have now significantly reduced therefore it is expected costs will start to reduce in this area in the coming years. Also the efficiency of the work carried will continue to be assessed with a view to minimising the costs of repairs through improved productivity. The recent large increases in interest rates has led to a substantial increase in interest payments for loans outstanding. Capital 4.4 The HRA capital summary position is shown in Appendix 3. Information on projects that are highlighted as being within the Red 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 £61.826m (49.5%), which is made up of re-profiling of £66.481m (53.2%) and overspend of £4.656m (0.4%). 4.5 From the analysis within the appendices it can be seen that the main projects with forecast material re- profiling being required are: Project Name Re-profiling (£m) Affordable Housing Supply Programme 63.432 EESH compliance work 1.746 Reasons/ factors for needing re – profiling in respect of each new build site for slippage are explained in Appendix 4, project 8 Page 70
Page 71
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. Laurence Slavin Chief Officer – Resources Date: 18 January 2024 ___________________________________________________________________ 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) Page 71
Page 72
Appendix 2 - Variance analysis (Revenue) Appendix 3 - Budgetary Position (Capital) Appendix 4 - Variance analysis Red (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 72
Page 73
WEST DUNBARTONSHIRE COUNCIL ITEM 11 - APPENDIX 1 HRA REVENUE BUDGETARY CONTROL 2023/24 PERIOD END DATE Subjective Summary Total Budget 2023/24 £000 Spend to Date 2023/24 £000 Forecast Spend £000 Annual RAG Status Employee Costs 7,669 3,922 7,955 286 4% Property Costs 2,377 1,288 2,217 (160) -7% Transport Costs 142 55 141 (1) 0% Supplies, Services And Admin 389 119 397 8 2% Support Services 2,720 1,564 2,681 (39) -1% Other Expenditure 534 465 585 51 10% Repairs & Maintenance 16,257 7,675 16,147 (110) -1% Bad Debt Provision 1,089 52 960 (129) -12% Void Loss (Council Tax/Lost Rents) 1,261 958 1,475 214 17% Loan Charges 15,476 11,049 18,829 3,353 22% CFCR 1,729 0 0 (1,729) -100% Total Expenditure 49,643 27,147 51,387 1,744 4% House Rents 47,729 26,861 47,652 77 0% Lockup Rents 217 116 202 15 7% Factoring/Insurance Charges 1,434 1,494 1,494 (60) -4% Other rents 117 59 120 (3) -3% Interest on Revenue Balance 30 0 146 (116) -387% Transfer from Reserves 0 0 1,642 (1,642) 0% Miscellaneous income 116 37 131 (15) -13% Total Income 49,643 28,567 51,387 (1,744) -4% Net Expenditure 0 (1,420) (0) (0) Forecast Variance 2023/24 £000 % 31/10/2023 Page 73
Page 74
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31/10/2023 PERIOD 7 Budget Forecast Spend RAG Status £000 £000 £000 % EMPLOYEE COSTS 7,669 7,955 286 4% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % PROPERTY COSTS 2,377 2,217 (160) -7% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % SUPPORT SERVICES 2,720 2,681 (39) -1% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % REPAIRS & MAINTENANCE 16,257 16,147 (110) -1% Main Issues Mitigating Action Anticipated Outcome Service Description Budget Details Variance Analysis Subjective Analysis forecast Variance Budget Details Variance Analysis Subjective Analysis forecast Variance Budget Details Variance Analysis Subjective Analysis forecast Variance Subjective Description This budget covers all employees charged directly to the HRA including caretakers. Variance Narrative This adverse variance is mainly due to additional posts being approved, after time of budget setting to meet the demands of the service. In addition to this , the pay award for 2324 is expected to be higher than the budgeted 4%. A favourable variance is expected with the assumption that the 2023/24 forecast outturn for support services is expected to be in line with the 2022/23 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 2023/24 HRA budget was set before this 2022/23 outturn was known so was based on 2021/22 charge which was higher. Managers will continue to consider ways to keep staffing costs down including considering each vacancy as it arises re need / urgency to fill. High volume of jobs and inflationary increases in materials and labour have resulted in the budget for jobbing repairs being insufficient to meet current demand. However this had been more than offset by an underspend in the electrical installation inspection reports ( EICR) budget due to the contract only being awarded half way through the year. Variance Narrative Variance Narrative This budget covers all repair and maintenance expenditure to houses and lockups Subjective Description A year end underspend is anticipated A year end small underspend is anticipated There are uncontrollable costs, such as materials and inflation as well as the demand for repairs which continues to increase. However as we continue to progress with the building services improvement plan, we expect costs to reduce particularly in relation to void houses. The later than anticipated start on EICR work at present covers these costs but we need to continue to ensure the costs remain contained. Budget Details A year end overspend is anticipated This budget covers central support recharges to the HRA Variance Analysis Subjective Analysis forecast Variance Subjective Description This budget covers electricity, gas, rates, rents, cleaning and insurance costs. Variance Narrative A favourable variance is expected due to the assumption that office accommodation and utility costs will be similar to last year which is lower than anticipated at time of budget setting, resulting in a favourable variance. A year end underspend is anticipated Page 74
Page 75
WEST DUNBARTONSHIRE COUNCIL ITEM 11 - APPENDIX 2HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31/10/2023 PERIOD 7 Budget Forecast Spend RAG Status £000 £000 £000 % BAD DEBT PROVISION 1,089 960 (129) -12% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % VOID LOSS 1,261 1,475 214 17% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % LOAN CHARGES 15,476 18,829 3,353 22% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % CFCR 1,729 0 (1,729) -100% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Rents 47,729 47,652 77 0% Main Issues Mitigating Action Anticipated Outcome 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 however the numbers continued to be high at the beginning of this financial year. They have now lowered considerably Budget Details Variance Analysis Service Description 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 Subjective Analysis forecast Variance A year end underspend is anticipated Variance Narrative The Bad Debt Provision expected to be required for 2023/24 is less than estimated at time of budget setting, resulting in a favourable variance. This assumes that the provision required in 2023/24 will be similar to the 2022/23 provision. A year end underspend is anticipated Service Description This budget covers the contribution from revenue to Capital Variance Narrative In order to offset the cost pressures on the revenue HRA in 2023/24 , it is anticipated that there will be no contribution to capital spend in 2023/24. None available Budget Details Variance Analysis Subjective Analysis forecast Variance A year end overspend is anticipated Subjective Analysis forecast Variance Service Description Loan Charges is made up of repayments of principle sums, and the payments of interest and expenses 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 continue to decrease over the next few months. This budget covers the rents lost on void houses and lockups and the cost of council tax on void properties. Variance Narrative The main reason for this variance is the due to interest payments being higher than anticipated at time of budget setting. The recent increase in bank interest rates has to led to a significant increase in loan interest payments. None available Budget Details Variance Analysis A year end overspend is anticipated Service Description This budget covers the rental income due from tenants Variance Narrative Timing of buy backs and new builds being ready for letting is slightly behind that budgeted Turn around of buy backs continues to be monitored to maximise income Budget Details Variance Analysis Subjective Analysis forecast Variance Small adverse variance Budget Details Variance Analysis Page 75
Page 76
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31/10/2023 PERIOD 7 Budget Forecast Spend RAG Status £000 £000 £000 % Factoring/Insurance Charges 1,434 1,494 (60) -4% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Interest on Revenue Balance 30 146 (116) -387% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Transfer from Reserves 0 1,642 (1,642) 0% Main Issues Mitigating Action Anticipated Outcome Service Description Income received from insurance and factoring Variance Narrative 10% increases were applied to fees 2324 in line with the councils sales fees charges increase approved in March 2023. The budget only assumed 4% increase Subjective Analysis forecast Variance Service Description Income received from insurance and factoring Variance Narrative This income is dependant on bank interest rates . The revised forecast takes account of the high interest rate rises in past year None required Small favourable variance Budget Details Variance Analysis Subjective Analysis forecast Variance If costs reduce below the forecast at P7 then the call on reserves can be reduced Reduction in reserves Service Description Utilisation of reserves to fund forecast overspend Variance Narrative In order to achieve a break even position within the HRA , it is necessary to draw down the shortfall from the current HRA reserves . The current reserve is £2.634M therefore this will reduce reserves to £0.992M which is just above the prudential reserve target of £0.984M None required Small favourable variance Budget Details Variance Analysis Subjective Analysis forecast Variance Page 76
Page 77
ITEM 11 - APPENDIX 3 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD 7 Spend to Date Spend to Date £000 £000 Red 10 33.3% 21,667 74.2% 10 33.3% 21,667 74.2% Green 20 66.7% 7,516 25.8% 20 66.7% 7,519 25.8% 30 100% 29,183 100% 30 100% 29,186 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Forecast Variance Reprofiled Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 255,713 21,667 263,181 7,468 100,479 21,667 42,526 (57,953) (66,243) 8,290 111,016 7,516 107,381 (3,634) 24,367 7,519 20,494 (3,873) (238) (3,634) 366,729 29,183 370,562 3,834 124,846 29,186 63,020 (61,826) (66,481) 4,656 366,729 29,183 370,562 (3,834) 124,846 29,186 63,020 61,826 0 0 0 0 0 0 0 0 TOTAL RESOURCES NET EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion 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 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 October 2023 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 Green Page 77
Page 78
WEST DUNBARTONSHIRE COUNCIL ITEM 11 - APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 3,216 269 8% 3,216 0 0% Current Year Financials 600 269 45% 655 55 9% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials 2,814 1,536 55% 5,409 2,595 92% Current Year Financials 525 1,536 293% 3,120 2,595 494% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 3 Project Life Financials 10,000 0 0% 10,000 0 0% Current Year Financials 2,000 0 0% 1,000 (1,000) -50% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 Project Life Financials 96 0 0% 96 0 0% Current Year Financials 96 0 0% 0 (96) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Special needs adaptations Officers in discussion to identify possible mitigation. Anticipated Outcome Project to complete over budget. 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 Budget is expected to overspend due to costs and demand for budget being higher than anticipated at time of budget setting. Mitigating Action Main Issues / Reason for Variance Budget is expected to overspend due to costs and demand for budget being higher than anticipated at time of budget setting. Mitigating Action Officers in discussion to identify possible mitigation. Anticipated Outcome Project to complete over budget. Environmental Sensors Programme Environmental sensors programme, funded by enhanced housing investment programme Planned End Date Forecast End Date Main Issues / Reason for Variance Project introduced as part of the enhanced capital programme, with aim to install an environmental sensor in every Council owned property. Council appointed supply and fit contractor at the Tendering Committee in October 2023 and the pre start meeting has been scheduled, with start before end of 2023 expected. Mitigating Action None required Anticipated Outcome Full budget spend Airport Noise Noise Insulation Project Planned End Date Forecast End Date Main Issues / Reason for Variance West Dunbartonshire Council are no longer eligible for match funding from Glasgow Airport Association, following assessment of properties within West Dunbartonshire. West Dunbartonshire is not deemed to have any commercial or residential properties that fall within the scope of the scheme to be eligible for match funding, and budget therefore has been reduced from £0.192m to £0.096m. The remaining budget will be used to develop a programme of works following engagement with an aircraft noise consultant, who will work with Officers to make adaptations to previously identified properties. The budget will be reprofiled as required. Mitigating Action None required Anticipated Outcome Full budget spend in future year Page 78
Page 79
WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 5 Project Life Financials 32,986 2,603 8% 32,986 0 0% Current Year Financials 6,146 2,603 42% 4,400 (1,746) -28% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 6 Project Life Financials 242 8 3% 242 0 0% Current Year Financials 45 8 18% 22 (23) -51% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 7 Project Life Financials 9,872 1,176 12% 10,332 460 5% Current Year Financials 1,840 1,176 64% 2,300 460 25% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 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 Main Issues / Reason for Variance Works progressing well, however some rephasing may be required to 24/25. Mitigating Action None available at this time Anticipated Outcome Full budget spend over project life 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. Any underspend in current year will be carried forward to future years. Mitigating Action Officers continue to liaise with owners to encourage agreement for install. Anticipated Outcome It is likely that this will not to meet full spend in the current year despite best efforts but officers will endeavour to gain owners agreement. Planned End Date Forecast End Date Main Issues / Reason for Variance Demand has exceeded expectations. Due to the nature of this project (ensuring heating and hot water availbility) there is no option for a conscious reduction of installs. Mitigating Action Whilst demand is leading spend, officers will work to minimise any budget overspend. 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. Anticipated Outcome Full budget spend, likely overspend. Page 79
Page 80
WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 8 Project Life Financials 13,900 4,245 31% 18,235 4,335 31% Current Year Financials 3,000 4,245 142% 7,335 4,335 144% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 9 Project Life Financials 5,454 1,447 27% 5,454 0 0% Current Year Financials 1,017 1,447 142% 1,840 823 81% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 10 Project Life Financials 177,132 10,382 6% 177,209 77 0% Current Year Financials 85,209 10,382 12% 21,854 (63,355) -74% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Variance to 22/23 Budget Site/ Spend £000 Overspend Underspend Reprofiling Haldane Primary School 77 77 Clydebank East (19,566) (19,566) Queens Quay Site C (7,425) (7,425) Pappert (10,193) (10,193) Bank Street (3,508) (3,508) Clydebank Health Centre (3,858) (3,858) Variance Category 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 23/24 to bring void properties up to a lettable standard. Based on current projections using updated anticipated numbers it looks likely that the budget will be insufficient , resulting in a projected overspend in 23/24. Mitigating Action This is a significant priority and we continue to make positive progress against internal plan and targets to reduce the number of void houses. We expect this to continue to reduce. Anticipated Outcome The cost of bringing void properties up to lettable standard will result in a overspend. Main Issues / Reason for Variance Work progressing well and ahead of spend targets, at this pace likely to exceed budget to meet tenant demand. Officers currenty working to manage workload and prioritise to minimise overspend. Mitigating Action Officers currenty working to manage workload and prioritise to minimise overspend. Anticipated Outcome Full budget spend, likley to overspend. Environmental renewal works, paths/fences/walls/parking area's Environmental renewal works, paths/fences/walls/parking areas Planned End Date Forecast End Date Forecast End Date Main Issues / Reason for Variance The £63.355m variance is made up of £0.077m overspend, and reprofiling of £63.432m into 2024/25 onwards . Summary of reprofiled sites together with site specific updates as follows:- Affordable Supply Programme Affordable Housing Supply Programme Planned End Date Page 80
Page 81
WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Willox Park Phase1 (5,022) (5,022) Mount Pleasant (8,467) (8,467) Gap sites (5,393) (5,393) TOTAL OF ALL PROJECTS (63,355) 77 0 (63,432) TOTAL OF RED PROJECTS Project Life Financials 255,713 21,667 8% 263,181 7,468 3% Current Year Financials 100,479 21,667 22% 42,526 (57,953) -58% Haldane - Site complete, retention paid in 2023/24 Clydebank Health Centre - Demolitions planned for 2023/24, Design and Build development and contractors will be procured also this year, however physical site start will not be achieved until 2024/25. Mount Pleasant -19 units to be completed on site by March 2025. Demolition now complete and contractor award appointment made in September. £0.250m estimated to be spent this financial year with remaining current year budget to be reprofiled to 2024/25 for site start in March 2024. Bonhill Gap Site - Spend reprofiled from 2023/24 to 2024/25 as design team procurement was delayed. Projected spend in 2023/24 will be design and statutory fees. Mitigating Action Staff will work closely with all stakeholders to try and ensure timely resolutions of issues as they arise. Anticipated Outcome Project will still complete and will meet revised spend profiles . Clydebank East - 88 units to be completed by March 2025. Project delivery reprofiled due to extensive groundworks. Project on site and programme adhering to amended delivery plan. Queens Quay Site B - 29 units completed on site in 2022/23. Project completed, retention figure included and associated costs in terms with road construction. Queens Quay Site C - 20 units to be completed on site, however no further progress due to land owner issue. At the time it is assumed approximately £2m will be spent on land purchase, but this will be reviewed in early 2024, with the remaining current year budget to be reprofiled to 2024/25. Pappert - 26 units to be completed on site by April 2025. Planning delay negated anticipated spend profile for 2023/24, however Planning approval received 20 September 2023 and site start in early 2024 planned. Bank Street - 22 units to be completed on site. Spend reprofiled from 2023/24 to 2024/25 as design team procurement was delayed. Projected spend in 2023/24 will be design and statutory fees. Willox Park Phase1 - 17 units to be completed on site. Spend reprofiled from 2023/24 to 2024/25 as design team procurement was delayed. Projected spend in 2023/24 will be design and statutory fees. Page 81
Page 82
WEST DUNBARTONSHIRE COUNCIL ITEM 11 - APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 1,493 15 1% 1,493 0 0% Current Year Financials 529 18 3% 529 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials 750 0 0% 750 0 0% Current Year Financials 250 0 0% 250 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-25 3 Project Life Financials 203 0 0% 203 0 0% Current Year Financials 116 0 0% 116 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 Project Life Financials 209 0 0% 209 0 0% Current Year Financials 71 0 0% 71 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, programme being progressed andanticipated to meet full spend and targets. Mitigating Action None required Mitigating Action None required Anticipated Outcome Full budget spend Gypsy Travellers Site Gypsy/ Traveller Site improvements QL Development This budget relates to the costs associated with the development of the Integrated Housing Management System Planned End Date Forecast End Date Main Issues / Reason for Variance No issues. Development of QL system to carry on through 23/24. Main Issues / Reason for Variance Works to progress as part of enhanced capital programme for 23/24 and to be led by Council CCTV team. Mitigating Action None required Anticipated Outcome Full budget spend Housing CCTV Installation Programme CCTV Installation Programme, funded by enhanced housing investment programme Planned End Date Forecast End Date Mitigating Action None required Anticipated Outcome Full budget spend 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 23/24. 31 October 2023 Budget Details Project Life Financials Spend to Date Variance Page 82
Page 83
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 5 Project Life Financials 17 0 0% 17 0 0% Current Year Financials 17 0 0% 17 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 6 Project Life Financials 36 36 99% 36 (1) -1% Current Year Financials 36 36 99% 36 (1) -1% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 7 Project Life Financials 19,286 1,466 8% 16,107 (3,179) -16% Current Year Financials 5,679 1,466 26% 2,500 (3,179) -56% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 8 Project Life Financials 17,937 2,111 12% 17,937 0 0% Current Year Financials 4,547 2,111 46% 4,250 (297) -7% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Project is progressing well in 23/24, however may incur an underspendpend in the current year. Mitigating Action None required at this time Mitigating Action None required Anticipated Outcome Scheduled works to complete under current year budget. 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 Works expected to meet revised timescales which will be less than current year budget and therefore project will report an in year underspend. Mitigating Action None required Anticipated Outcome Full budget spend Redployable CCTV Cameras Purchase of 5 redeployable CCTV cameras for Housing use Planned End Date Forecast End Date Main Issues / Reason for Variance Works for this project complete in April 23/24. Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend Community Safety Projects Community Safety Projects Planned End Date Forecast End Date Page 83
Page 84
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 9 Project Life Financials 6,400 0 0% 6,400 0 0% Current Year Financials 0 0 #DIV/0! 0 0 #DIV/0! Project Description Project Lifecycle 31-Mar-27 31-Mar-27 10 Project Life Financials 242 30 12% 242 0 0% Current Year Financials 45 30 65% 42 (3) -7% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 11 Project Life Financials 606 14 2% 606 0 0% Current Year Financials 113 14 12% 110 (3) -3% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 12 Project Life Financials 303 0 0% 303 0 0% Current Year Financials 57 0 1% 57 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 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 Energy improvements/energy efficiency works Energy improvements/ efficiency works (e.g. loft insulation, pipe/tank insulation, draught exclusion) Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets, with possible underspend to be carried forward to future years. Mitigating Action None required Anticipated Outcome Full budget spend 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. Planned End Date Forecast End Date Mitigating Action None required 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 Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets, with possible underspend to be carried forward to future years. Main Issues / Reason for Variance Works expected to commence next financial year, therefore no Issues to report at this time. Project anticipated to meet full spend and targets. Mitigating Action None required Anticipated Outcome Full budget spend District Heating District Heating Connection to the Dalmuir and Littleholm multi storey flats Planned End Date Forecast End Date Page 84
Page 85
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 13 Project Life Financials 17,775 1,793 10% 17,775 0 0% Current Year Financials 3,235 1,793 55% 3,300 65 2% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 14 Project Life Financials 103 0 0% 103 0 0% Current Year Financials 103 0 0% 103 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 15 Project Life Financials 500 0 0% 500 0 0% Current Year Financials 100 0 0% 100 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 16 Project Life Financials 3,835 117 3% 3,380 (455) -12% Current Year Financials 877 117 13% 422 (455) -52% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Mitigating Action None required Anticipated Outcome Scheduled works to complete under current year budget. Defective structures/component renewals Defective structures Planned End Date Forecast End Date Main Issues / Reason for Variance Works expected to meet revised timescales which will be less than current year budget and therefore project will report an in year underspend. Main Issues / Reason for Variance Contingent budget held for unplanned spend. Mitigating Action None required Anticipated Outcome Spend as required Contingencies This is a contingent budget for unforeseen matters which may arise during the year. Planned End Date Forecast End Date Mitigating Action None required Anticipated Outcome Full budget spend Improvement works (Risk St) Risk Street Over clad 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 Pace of installations are ahead of targets as increased budget was anticipated. Officers will work to manage outturn to revised budget and targets with likelihood of exceeding budget as demand and cost is higher than projected. Mitigating Action Officers will work to minimise any overspend whilst being mindful of tenant demand. Anticipated Outcome Full budget spend, possibility of overspend. Modern facilities and services New Kitchens, Bathrooms and Showers Planned End Date Forecast End Date Page 85
Page 86
WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 31 October 2023 Budget Details Project Life Financials Spend to Date Variance 17 Project Life Financials 1,212 38 3% 1,212 0 0% Current Year Financials 226 38 17% 226 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 18 Project Life Financials 5,050 4 0% 5,050 0 0% Current Year Financials 1,300 4 0% 1,300 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 19 Project Life Financials 21,073 1,892 9% 21,073 0 0% Current Year Financials 4,435 1,892 43% 4,435 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 20 Project Life Financials 13,984 0 0% 13,984 0 0% Current Year Financials 2,629 0 0% 2,629 0 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL OF RED PROJECTS Project Life Financials 111,016 7,516 7% 107,381 (3,635) -3% Current Year Financials 24,367 7,519 31% 20,494 (3,873) -16% 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 Anticipated Outcome Budget spend anticipated, should criteria be met. 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. From 23/24, over 5 years, the buy back back scheme is benefiting from an additional £2m investment each year, included in this revised budget, totaling £10m over 5 years, to futher reduce the waiting list. The progress will be monitored and reported as the financial year progresses. Mitigating Action None required. Mitigating Action None required Anticipated Outcome Full budget spend 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 Multi Story Flats ( including Fire Risk Assessment Works) High Rise Fire Safety Measures Planned End Date Forecast End Date Main Issues / Reason for Variance No Issues, anticipated to meet spend and revised targets. Main Issues / Reason for Variance No Issues, anticipated to meet full spend and targets. 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 Planned End Date Forecast End Date Page 86
Page 87
ITEM 11 - APPENDIX 6 WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME ANALYSIS OF RESOURCES MONTH END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials (46,875) (585) 1% (46,875) 0 0% Current Year Financials (28,055) (585) 2% (7,442) 20,613 -73% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials (8,646) (432) 5% (6,917) 1,729 -20% Current Year Financials (1,729) (432) 25% 0 1,729 -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 3 Project Life Financials (311,208) (28,323) 9% (271,723) 39,485 -13% Current Year Financials (94,267) (28,323) 30% (55,577) 38,690 -41% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL RESOURCES Project Life Financials (366,729) (29,357) 8% (325,516) 41,213 -11% Current Year Financials (124,051) (29,357) 24% (63,020) 61,031 -49% Prudential borrowing incurred as required None required Anticipated Outcome Income to Capital Prudential Borrowing Prudential borrowing is long term borrowing from financial institutions that has been approved for the purposes of funding capital expenditure Planned End Date Forecast End Date Main Issues / Reason for Variance Prudential borrowing is impacted by programme delivery. Mitigating Action None available at this time. Anticipated Outcome Mitigating Action Income due to be received in line with spend incurred. Mitigating Action None required Anticipated Outcome Income due to be received CFCR This is capital spend which is funded by revenue budgets Planned End Date Forecast End Date Main Issues / Reason for Variance Contribution to Capital from Revenue in 23/24 Main Issues / Reason for Variance 31 October 2023 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 Page 87
Page 88
WEST DUNBARTONSHIRE COUNCIL ITEM 11 - APPENDIX 7 HRA CAPITAL PROGRAMME ANALYSIS OF AFFORDABLE HOUSING SUPPLY PROGRAMME MONTH END DATE PERIOD 7 Budget Spend to Date Forecast Spend £000 £000 £000 £000 % RAG Status Haldane Primary School - 77 77 77 #DIV/0! Clydebank East 37,992 9,190 37,992 - 0% Queens Quay Site B 660 0 660 - 0% Queens Quay Site C 25,175 - 25,175 - 0% Pappert 13,276 196 13,276 - 0% Bank Street 5,751 2 5,751 - 0% Clydebank Health Centre 11,016 601 11,016 - 0% Willox Park Phase1 6,185 84 6,185 - 0% Willox Park Phase2 7,500 - 7,500 - 0% Mount Pleasant 8,717 183 8,717 - 0% Silverton 2,590 27 2,590 - 0% Gap sites Gap sites budget remaining 9,182 - 9,182 - 0% Bonhill Gap Site - all Bonhill Sites 245 0 245 - 0% Clydebank Gap Sites ( prev Lilac Avenue) - unallocated 13,622 - 13,622 - 0% Clydebank Gap Sites ( prev Lilac Avenue) - 7-9 Gilmour Avenue 50 13 50 - 0% Clydebank Gap Sites ( prev Lilac Avenue) - Queen Mary Avenue 50 9 50 - 0% Future New build sites 27,000 - 27,000 - 0% 28 Bridge Street Alexandria 23 - 23 - 0% Fees, Staffing Costs, contingency 8,097 - 8,097 - 0% Total Expenditure 177,132 10,382 177,209 77 31 October 2023 Site Project Life Financials Variance Page 88
Page 89
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 28 February 2024 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2023/24 as at Period 7 (31 October 2023) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 October 2023 (Period 7) of General Fund 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 overspend against budget by £0.284m (8.6%) 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 2023/24. 3. Background 3.1 Revenue Budget At the meeting of West Dunbartonshire Council on 01 March 2023, Members agreed the revenue estimates for 2023/24. A total net budget of £3.303m was approved for services under the remit for Housing and Communities services at that time. Capital 3.2 At the meeting of Council on 01 March 2023, Members also agreed the updated 10 year General Services Capital Plan for 2023/2024 to 2032/33. The next three years from 2023/24 to 2025/26 have been approved in detail 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 £0.006m. ITEM 12 Page 89
Page 90
4. Main Issues Revenue Budget 4.2 Appendix 1 shows the probable outturn for the services at £3.587m. As the annual budget is £3.303m there is a projected adverse variance currently projected of £0.284m. 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 2023/24 budget. It should be noted that £0.191m of the Council’s smoothing fund has been allocated to Communities to offset the in-year reduced savings now expected due to delay around restructure implementation. After taking account of this, there is a net overspend of £0.093m. 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 efficiencies for 2023/24 are monitored with current indications being that £1.895m of the savings budgeted of £2.086m will be achieved (see Appendix 4). As noted in 4.2 above, the smoothing fund will be used to offset this £0.191m shortfall. 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. 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 90
Page 91
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: 19 January 2024 ___________________________________________________________________ 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 Efficiencies/Savings Options (Revenue) Appendix 5 - Budgetary Position (Capital) Appendix 6 - Variance Analysis Green (Capital) Background Papers: None Wards Affected: All Page 91
Page 92
WEST DUNBARTONSHIRE COUNCIL ITEM 12 - APPENDIX 1REVENUE BUDGETARY CONTROL 2023/24 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 October 2023 Actual Outturn 2022/23 Total Budget 2023/24 YTD Spend 2023/24 Forecast Spend 2023/24 Annual RAG Status £000 £000 £000 £000 £000 % 3,126 2,238 1,456 2,192 (46) -2% 1,007 917 1,171 1,098 181 20% 826 482 860 744 262 54% 44 18 8 18 0 0% 64 Private Sector Housing Grant 81 0 83 2 2% 322 392 79 348 (44) -11% 0 Housing Asset and Investment 50 1 0 (50) -100% (454) (875) (730) (896) (21) -2% 4,935 3,303 2,846 3,587 284 8.60% Service / Subjective Summary Annual Variance 2023/24 Communities Homeless Persons Private Sector Housing Anti Social Behaviour Housing Maintenance Trading A/c Total Net Expenditure Working 4 U/ UK shared Prosperity Page 92
Page 93
WEST DUNBARTONSHIRE COUNCIL ITEM 12 - APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 October 2023 PERIOD 7 Actual Outturn 2022/23 Service Summary Total Budget 2023/24 YTD Spend 2023/24 Forecast Spend 2023/24 RAG Status £000 £000 £000 £000 £000 % 22,781 Employee 20,870 11,943 21,371 502 2% 2,469 Property 2,375 1,233 2,455 80 3% 1,258 Transport and Plant 1,265 732 1,257 (8) -1% 7,660 Supplies, Services and Admin 6,286 3,647 6,465 178 3% 5,141 Payments to Other Bodies 4,517 2,245 4,713 196 4% 209 Other 0 0 0 0 0% 39,517 Gross Expenditure 35,313 19,800 36,262 948 3% (34,582) Income (32,010) (16,954) (32,676) (666) -2% 4,935 Net Expenditure 3,303 2,846 3,587 283 9% £000 £000 £000 £000 £000 % 3,083 Employee 2,738 1,390 2,734 (5) 0% 0 Property 0 0 0 0 0% 14 Transport and Plant 13 6 14 1 6% 191 Supplies, Services and Admin 65 36 64 (2) -2% 2,566 Payments to Other Bodies 2,018 631 1,978 (40) -2% 250 Other 0 0 0 0 0% 6,104 Gross Expenditure 4,835 2,063 4,789 (46) -1% (2,978) Income (2,597) (607) (2,597) 0 0% 3,126 Net Expenditure 2,238 1,456 2,192 (46) -2% £000 £000 £000 £000 £000 % 963 Employee 927 1,044 1,044 116 13% 70 Property 17 0 17 0 0% 8 Transport and Plant 4 2 5 0 0% 9 Supplies, Services and Admin 106 35 88 (18) -17% 146 Payments to Other Bodies 246 141 345 99 40% 0 Other 0 0 0 0 0% 1,197 Gross Expenditure 1,300 1,223 1,499 199 15% (190) Income (384) (51) (401) (17) -5% 1,007 Net Expenditure 917 1,171 1,098 181 20% £000 £000 £000 £000 £000 % 2,793 Employee 2,951 1,662 2,981 30 1% 2,075 Property 1,924 1,123 2,023 99 5% 37 Transport and Plant 31 15 24 (7) -23% 121 Supplies, Services and Admin 71 57 99 28 39% 1,100 Payments to Other Bodies 882 787 1,041 159 18% 0 Other 0 0 0 0 0% 6,126 Gross Expenditure 5,859 3,644 6,169 309 5% (5,300) Income (5,378) (2,784) (5,426) (48) -1% 826 Net Expenditure 482 860 743 262 54% £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% 26 Supplies, Services and Admin 0 0 0 0 0% 18 Payments to Other Bodies 18 8 18 0 0% 0 Other 0 0 0 0 0% 44 Gross Expenditure 18 8 18 0 0% 0 Income 0 0 0 0 0% 44 Net Expenditure 18 8 18 0 0% Private Sector Housing Annual Variance 2023/24 All Services Working 4 U/ UK shared Prosperity Communities Homeless Persons Page 93
Page 94
WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2023/24 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 October 2023 PERIOD 7 Actual Outturn 2022/23 Service Summary Total Budget 2023/24 YTD Spend 2023/24 Forecast Spend 2023/24 RAG Status Annual Variance 2023/24 £000 £000 £000 £000 £000 % 42 Employee 42 24 43 2 5% 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% 246 Payments to Other Bodies 245 136 245 0 0% 0 Other 0 0 0 0 0% 510 Gross Expenditure 527 160 529 2 0% (446) Income (446) (160) (446) 0 0% 64 Net Expenditure 81 0 83 2 2% £000 £000 £000 £000 £000 % 341 Employee 289 120 289 0 0% 0 Property 89 48 70 (19) -21% 9 Transport and Plant 0 0 0 0 0% 3 Supplies, Services and Admin 0 0 0 0 0% 141 Payments to Other Bodies 178 0 156 (22) -12% 0 Other 0 0 0 0 0% 494 Gross Expenditure 556 168 514 (41) -7% (173) Income (163) (89) (166) (3) -2% 322 Net Expenditure 392 79 348 (44) -11% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 339 Employee 457 216 416 (41) -9% 0 Property 0 0 0 0 0% 3 Transport and Plant 5 2 3 (2) -40% 0 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% 342 Gross Expenditure 462 218 419 (43) -9% (342) Income (412) (217) (419) (7) -2% - Net Expenditure 50 1 0 (50) -100% £000 £000 £000 £000 £000 % 15,221 Employee 13,465 7,487 13,865 400 3% 100 Property 105 62 105 0 0% 1,185 Transport and Plant 1,211 706 1,211 0 0% 7,311 Supplies, Services and Admin 6,044 3,518 6,214 170 3% 923 Payments to Other Bodies 930 543 930 0 0% (41) Other 0 0 0 0 0% 24,699 Gross Expenditure 21,755 12,316 22,325 570 3% (25,153) Income (22,630) (13,046) (23,221) (591) -3% (454) Net Expenditure (875) (730) (896) (21) 2% Housing Maintenance Trading A/c Private Sector Housing Grant Anti Social Behaviour Housing Asset and Investment Page 94
Page 95
WEST DUNBARTONSHIRE COUNCIL ITEM 12 - APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Communities 917 1,098 181 20% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Homeless Persons 482 744 262 54% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading A/c (875) (896) (21) 2% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service delivers maintenance and investment services to the council's housing stock Employee costs are showing an adverse variance due to agency recruitment being higher than planned. The supplies and services adverse variance is due to the service undertaking high material content works, namely windows and heating systems. The increased expenditure is offset by higher recharges. None Required Slight underspend / favourable variance at year end Budget Details Variance Analysis Variance This service seeks to prevent homelessness occurring across the authority and improves access to support services The adverse variance is due to the inflationary effect on costs of white goods and furniture together with requirement to retain bed and breakfast places due to demand / delay in having WDC properties available, It is expected that the need for bed and breakfast contingency will cease later in year as more WDC properties become ready for occupancy A year end overspend is anticipated 31 October 2023 This service provides support to communities There have been delays in achieving the communities restructure saving of £383k. The delay is due to time taken for consultation/ job evaluation panel. Revised savings expected are for 6 months only. Adverse variance will be covered from the "smoothing fund". Nil variance after use of "smoothing fund". Page 95
Page 96
WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Reference Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 1 Reduce anti-social behaviour service HE01 127,000 127,000 0 2 Reduce the Modern Apprenticeship Pathway Scheme HE02 50,000 50,000 0 3 Increase amouint charged to DWP for Ashton View Rent HE03 10,000 10,000 0 4 Reduce Community budgeting grants HE05 6,000 6,000 0 5 Stop free driving lessons HE06 48,000 48,000 0 6 Reduce the Working 4U Service HE07 1,145,000 1,145,000 0 7 Reduce funding provided to West Dunbartonshire Citizen Advice Bureau HE08 87,000 87,000 0 8 WFU - Withdraw Flexible Options HE09 39,000 39,000 0 9 Reduce funding provided to Y-Sort-it HE10 39,000 39,000 0 10 Reduce the number of Tenant Liaison Officers from four to two HE11 99,000 99,000 0 11 Cost of Mitchell Way Office Accommodation moved to HRA HE12 42,000 42,000 0 12 Reduce the level of funding available to Community Councils HE13 11,000 11,000 0 1,703,000 1,703,000 0 1 Reduce the Communities Team by 50% or Restructure Communities Team by bringing W4U Youth Learning Team and wider Community Planning support into the Communities Team HE04 383,000 191500 191,500 restructure in progress , awaiting job evaluations 383,000 191,500 191,500 TOTAL 2,086,000 1,894,500 191,500 STATUS: COMPLETE STATUS: IN PROGRESS ITEM 12 - APPENIDX 4 Page 96
Page 97
WEST DUNBARTONSHIRE COUNCIL ITEM 12 - APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY PERIOD END DATE PERIOD 7 Spend to Date Spend to Date £000 £000 Red 0 0.0% 0 0.0% 0 0.0% 0 0.0% Amber 0 0.0% 0 0.0% 0 0.0% 0 0.0% Green 1 100.0% 912 100.0% 1 100.0% 0 100.0% 1 100% 912 100% 1 100% 0 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Actual Variance Re-profiling Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 912 912 912 0 6 0 6 (0) (0) 0 912 912 912 0 6 0 6 (0) (0) 0 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 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 TOTAL EXPENDITURE 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 October 2023 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 97
Page 98
WEST DUNBARTONSHIRE COUNCIL GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 7 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 912 912 100% 912 0 0% Current Year Financials 6 0 0% 6 (0) 0% Project Description Project Manager Elaine Troup Chief Officer Amanda Graham Project Lifecycle 31-Mar-24 31-Mar-24 Main Issues / Reason for Variance The budget will continue to support and contribute to building capacity in communities. Mitigating Action Project complete Anticipated Outcome Project complete 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 31 October 2023 Budget Details Project Life Financials Spend to Date Variance ITEM 12 - APPENDIX 6 Page 98