Document Pack (Bookmarked) HAC Committee 01 05 24
West Dunbartonshire Council · 1 May 2024
Back to Housing & Communities Committee — 1 May 2024 and its agenda
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Agenda Housing and Communities Committee Date: Wednesday, 1 May 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
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Distribution:- Councillor Ian Dickson Councillor Gurpreet Singh Johal (Chair) Councillor David McBride Councillor Jonathan McColl Councillor Michelle McGinty Councillor John Millar Councillor Karen Murray Conaghan 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: 18 April 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
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HOUSING AND COMMUNITIES COMMITTEE WEDNESDAY, 1 MAY 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 7 - 11 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 28 February 2024. 7 SCRUTINY REPORTS a) POLICE SCRUTINY REPORT 13 - 23 Submit report by the Divisional Commander, Police Scotland providing Members with an update on local policing in West Dunbartonshire. b/ Page 3
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b) FIRE AND RESCUE SCRUTINY REPORT 25 - 34 Submit report by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. 8 HOUSING AND EMPLOYABILITY DELIVERY PLAN 35 - 81 2023/24 - YEAR-END PROGRESS AND HOUSING AND EMPLOYABILITY DELIVERY PLAN 2024/25 Submit report by the Chief Officer - Housing and Employability setting out the year-end progress of the 2023/24 Delivery Plan and presenting the new Delivery Plan for 2024/25. 9 MORE HOMES WEST DUNBARTONSHIRE – WEST 83 - 94 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. 10 ACCESS TO HOUSING WEST DUNBARTONSHIRE 95 - 106 Submit report by the Chief Officer - Housing and Employability providing an update on Access to Housing in West Dunbartonshire, which includes housing for those on the general list, transferring tenants and households experiencing homelessness. 11 HOUSING REVENUE ACCOUNT BUDGETARY CONTROL 107 - 130 REPORT TO 31 JANUARY 2024 (PERIOD 10) Submit report by the Chief Officer - Resources providing an update on the financial performance to 31 January 2024 (Period 10) of the HRA revenue and capital budgets for 2023/24. 12 GENERAL FUND HOUSING AND COMMUNITIES 131 - 140 FINANCIAL REPORT 2023/24 AS AT PERIOD 10 (31 JANUARY 2024) Submit report by the Chief Officer - Resources providing an update on the financial performance to 31 January 2024 (Period 10) of General Fund services under the auspices of the Housing and Communities Committee. 13/ Page 4
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13 FORMER TENANT WRITE OFFS 2023/24 QUARTER 4 141 - 144 Submit report by the Chief Officer - Housing and Employability seeking approval for the write-off of rent arrears for Quarter 4 of 2023/24 for former tenants. Page 5
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HOUSING AND COMMUNITIES COMMITTEE At a Hybrid Meeting of the Housing and Communities Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 28 February 2024 at 10.00 a.m. Present: Councillors Gurpreet Singh Johal, David McBride, Jonathan McColl, Michelle McGinty, John Millar, Lawrence O’Neill, Lauren Oxley, Martin Rooney, Hazel Sorrell and Sophie Traynor. Attending: 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; Nigel Ettles, Legal Officer; Nicola Moorcroft and Lynn Straker, Committee Officers. Also attending: Chief Superintendent Kirsteen McLatchie, Superintendent Neil McDougall and Chief Inspector Ryan McMurdo, Police Scotland; Group Commander Paul Councill and Station Commander Anthony Mallon, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. Apologies: Apologies for absence were intimated on behalf of Councillor Ian Dickson and James McElhill. 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 the item of business on the agenda. 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. ITEM 6 Page 7
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OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. VALEDICTORY CHIEF INSPECTOR RYAN MCMURDO - POLICE SCOTLAND Councillor Johal Singh advised that this was the last meeting Chief Inspector Ryan McMurdo, Police Scotland would be attending. On behalf of all Members of the Committee, he thanked Chief Inspector McMurdo for all his work worked for West Dunbartonshire and wished his well for his future role. In response, Chief Inspector McMurdo thanked everyone for their kind words and noted thanks to all current and past Members of the Housing and Communities Committee for their support and introduced Chief Superintendent Kirsteen McLatchie who will be his replacement within West Dunbartonshire. MINUTES OF PREVIOUS MEETING The Minutes of the Meeting of the Housing and Communities Committee held on 22 November 2023 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 3, on local policing in West Dunbartonshire. After discussion and having heard the Chief Inspector McMurdo, in further explanation and in answer to Members’ questions, the Committee agreed to note the update provided for Quarter 3. (b) FIRE AND RESCUE SCRUTINY REPORT A report was submitted 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. After discussion and having heard the Group Commander Paul Councill, in further explanation and in answer to Members’ questions, the Committee agreed to note the update provided for Quarter 3. Page 8
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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:- (1) to note the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach; (2) to note the temporary reduction in the number of homes to be delivered within the Bonhill Gap Site development project; and (3) to 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, to the Committee, a proposed alternative tenure projects, for authority permission to proceed. WEST DUNBARTONSHIRE BUY BACK SCHEME POLICY REVIEW A report was submitted by the Chief Officer – Housing and Employability providing the outcomes of the review of the Council’s Buyback Scheme. 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) to note the content of the report and approve the refreshed West Dunbartonshire Buy Back Policy; and (2) to note that, from 1st April 2024, the Council will be exempt from Land and Building Tax Additional Dwelling Supplement (LBTT ADS) following effective interventions by West Dunbartonshire Council Elected Members. WILLOX PARK SHELTERED HOUSING COMPLEX OPTIONS APPRAISAL A report was submitted by the Chief Officer – Housing and Employability providing an update on the recent options appraisal consultation exercise at Willox Park. 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:- Page 9
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(1) to note the content of the report and the actions that have been taken to consult with the Willox Park Sheltered Housing Complex tenants. (2) to 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; (3) to designate all 36 properties within the Willox Park Sheltered Housing Complex as surplus to requirements. (4) to authorise the Chief Officer – Housing and Employability to commence all associated procurement activity to achieve the delivery of Option 3 – Redevelopment. (5) to 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. (6) to invite the Chief Officer – Housing and Employability to provide the Housing and Communities Committee with regular update reports. HOUSING REVENUE ACCOUNT BUDGETARY CONTROL REPORT TO 31 OCTOBER 2023 (PERIOD 7) A report was submitted 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. 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 revenue analysis showed a projected adverse variances of £3.371m. However, this would 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 Page 10
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(2) to note the net projected annual position in relation to the capital plan highlights 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 of the report. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2023/24 AS AT PERIOD 7 (31 OCTOBER 2023) A report was submitted 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. After discussion the Committee agreed:- (1) to note the contents of the report which shows the revenue budget forecast to overspend against budget by £0.284m (8.6%) at the year-end; (2) to note the net projected annual position in relation to relevant capital projects is showing no projected variance; and (3) to note the progress on efficiencies incorporated into budgets for 2023/24. The meeting closed at 11.33 a.m. Page 11
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April 23 to February 24 Total Crime 625 Crimes Incidents Recorded Overall Dishonesty Domestic Abuse Incidents +12.3% +32.2% +9.7% +14.4% +11.8% +3.5%* Road Deaths & Injuries +4%* Sexual Crime +2575*PYTD, -1207*5YR AVG +112*PYTD, +177*5YR AVG +433*PYTD, +368*5YR AVG +104*PYTD, -15*5YR AVG +24*PYTD, +30*5YR AVG +22*PYTD, +14*5YR AVG +2*on PYTD +139*PYTD Violent Crime Missing People Counter Terrorism -20*PYTD -6.5%* +8*PYTD, -4*5YR AVG Common Assault +5.8% 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 +7.2% +11.2% ITEM 7a Page 13
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OFFICIAL SECTION PAGE NUMBER Introduction 2 Executive Summary 3 Demand Analysis 4 Acquisitive Crime 5 Public Protection 6 Road Safety 7 Serious Organized Crime 8 Violence 9 Antisocial Behaviour 10 Public Confidence - Complaints & Allegations 11 Introduction by Divisional Commander, Chief Superintendent Gary I’Anson I am pleased to present this performance summary report to the West Dunbartonshire Housing and Communities Committee for its information and consideration. The reporting period for this report is cumulative for Quarters 1 to 4 of 2023/24, with available figures being shown from 1st April 2023 through to 29th February 2024. Due to year end, the figures for March will be available at a later date. Please note that all data included in this report is management information and not official statistics. All data is 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 14
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OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of February 2024, acquisitive crime shows an increase of 433 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 11.8% with 208 crimes recorded compared to 186 at the end of February last year. The number of rape crimes recorded has risen from 34 to 43. Sexual assaults have also seen an increase from 67 to 77 (+10) year on year. Road Safety & Road Crime The number of fatal road traffic collisions within West Dunbartonshire has remained consistent with 2 fatalities recorded during both reporting periods. Road traffic collisions involving serious injuries have increased from 17 to 30, while collisions involving slight injuries have seen a reduction from 38 to 27. Serious Organised Crime At the end of February 2024, drugs supply crimes had increased from 66 to 84, while possession charges have seen a reduction from 578 to 532. Across Argyll & West Dunbartonshire 46 persons linked to serious and organised crime (SAOC) have been arrested and £513,974 seized under the Proceeds of Crime Act 2002 (POCA). Violence & ASB At the end of February 2024, Group 1 crimes of violence have increased with 191 crimes compared to 167 the previous year to date. Anti-social behaviour (ASB) related crimes have also seen increase from 2205 to 2294 (+4%). 1. Acquisitive Crime 2. Public Protection 3. Road Safety & Road Crime 4. Serious Organised Crime 5. Violence & Anti-social behaviour WEST DUNBARTONSHIRE POLICING PRIORITIES 2023-2026 Page 15
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OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 8726 9351 Total number of incidents 22,900 25,475 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 7.2% from the previous year and is also 7% above the previous 5-year average. With the exception of a 6.1% reduction in driving offences, all crime groups have seen a rise in figures from the PYTD with acquisitive crimes experiencing the highest increase (+32.2%) followed by police proactively identified crimes such as weapon carrying and drug offences (+13.4%). Acquisitive crimes have also risen by 37.2% compared to the previous 5-year average. Miscellaneous offences have also seen a slight increase of 4% compared to the PYTD however the current figure (2294) remains 5.6% below the 5-year average (2431). Page 16
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OFFICIAL ACQUISITIVE CRIME Shoplifting crimes have seen the highest increase (403 to 672) and remain above the previous 5-year average. Year to date there have been 132 more shoplifting crimes that have been detected. This is in line with national trends and the rise could be due to various reasons and not solely limited to the cost-of-living increase. At the end of February 2024, housebreakings at domestic dwellings have increased marginally by 4 crimes, while non-dwelling properties such as sheds and garages have more than doubled from 11 to 25 (+14). This has been offset by a substantial 35.7% reduction in housebreakings at commercial premises from 28 to 18 crimes year on year. There has been an increase in motor vehicle crimes with 171 recorded compared to 104 last year. Thefts from motor vehicles have the highest increase (59 to 115). Theft of motor vehicles have also risen from 45 to 56. Forty of these thefts either of, or from a motor vehicle are attributed to one repeat offender who has been arrested and remanded in custody. The detection rate for vehicle crimes has increased from 39.4% to 54.4%. Common thefts have increased from 384 to 464, while fraud crimes have seen a reduction of 14.7% from 224 to 191. Both figures remain above the 5-year average. Although full year to date figures are still to be formalised, it appears that crimes of dishonesty continue to sit at levels higher than the previous 5-year average. We continue to experience a substantial rise in shoplifting thefts. Positively, over the year, we have arrested and secured the remand of 4 prolific acquisitive offenders, 1 of these having been arrested and remanded within this reporting period. Our town centre officers are working closely with the public space CCTV control room to more effectively identify persons involved in shoplifting offences resulting in earlier identification while also assisting in reporting offenders to court. Our ongoing fraud preventions work, including scam awareness sessions and social media posts, continue to have an impact on preventing crime. A marginal drop in the number of crimes reported in this area observed in Q3 has now risen to a welcome decrease of 14.7% which is contrary to a continued rise nationally in such offences. We are exploring the possibility of implementing a civil recovery scheme for fuel drive offs as many reported crimes are human error and have no criminal intent. Such a scheme will have a positive impact on reducing demand on police whilst continuing to assist in recovery of any monies lost. Page 17
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OFFICIAL Any increase in sexual or domestic crime is never positive but we must acknowledge that 84% & 78% of rape and sexual assaults respectively occurred within private places and are almost always committed by persons known to the victim. This level of reporting is a positive development as it demonstrates that the work being done with partners through groups such as the Violence Against Women and Girls (VAWG) coupled with continued engagement with vulnerable groups is empowering individuals to report crimes to the police with the confidence that these reports will be investigated in a professional and thorough victim led manner. We robustly target perpetrators of domestic abuse to ensure that we are keeping people safe and managing the risk posed. Domestic violence incidents and crimes are reviewed daily and tracked individually to a conclusion. We continue to engage within educational establishments via our youth engagement team tackling misogyny and inappropriate online activity. This work is now showing benefit with zero increase in online indecent image communication offences. Work within both adult and children’s facilities has assisted to reduce the number of persons being reported missing year on year. At the end of February 2024, Group 2 crimes show an increase of 11.8% (+22) compared to the same period last year. Rape crimes have risen from 34 to 43, while sexual assaults have also increased by 10 crimes. Both the number of domestic abuse crimes and incidents have increased by 9.7% (+104) and 2.4% (+17) respectively, whilst the percentage of incidents resulting in a crime being recorded has seen a marginal reduction (-1.1%) compared to last year. Approximately 84% of rape crimes occurred in a private place and 88% were committed by persons known to the victim. Similarly, around 78% 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 18.1% and is currently at 61.7%, while the detection rate for sexual assaults has reduced from 76.6% to 61% year on year. Crimes relating to indecent images/communications have remained fairly consistent compared to last year with around a third of all crimes being committed by persons known to the victim. A total of 292 missing person reports had been recorded by the end of February 2024, which is a reduction from 311 last year. Adult missing person reports have increased from 108 to 128, while reports relating to children have seen a decrease from 151 to 120 (-31) year on year. PUBLIC PROTECTION Page 18
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OFFICIAL Across the reporting period, there have been 2 road deaths in West Dunbartonshire, which is unchanged from the position last year. From the end of the previous quarter (Q3) there has been an increase of 13 serious (27 to 30) and 5 slight injury (22 to 27) incidents which, given the weather conditions from January, is marginal. Offences relating to the use of motor vehicles have reduced slightly by 6.1% (a decrease of 168 offences) compared to the previous year. The decrease is partly due to a reduction in speeding offences, while insurance, neglect of traffic directions and driving without a licence have all seen slight increases due to proactive detections. Increased high visibility patrols on the trunk roads at peak times has reduced the speeding offences and as a direct result, rendered the area’s road network a safer place for motorists and pedestrians alike. Road Traffic Casualties 2022/23 2023/24 Number of persons killed on our roads 2 2 Number of persons seriously injured 17 30 Number of persons slightly injured 38 27 Number of children seriously injured 1 0 Throughout the reporting period specialist Road Policing Officers based in West Dunbartonshire provided focussed activity on four National campaigns, Seatbelts, Mobile Phones, Speeding and Vulnerable Road Users. This focus was achieved through deployment of marked and unmarked patrols to detect offences, educate motorists and provide enforcement as necessary. The Motorcycle Safety campaign commenced during March and aims to highlight the vulnerability motorcycle users have on Scotland’s roads in comparison to car drivers. We ask the public to be aware of motorcyclists and drive appropriately around them on the road, as well as urging motorcyclists to be sensible road users, with an aim to reduce collisions and spread awareness. This is delivered in person at events and via social media messaging. ROAD SAFETY AND ROAD CRIME Page 19
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OFFICIAL Across Argyll & West Dunbartonshire, 46 persons linked to serious and organised crime have been arrested and £513,974 has been seized under POCA since 1st April 2023. At the end of February 2024, drug supply charges have increased from 66 to 84 crimes but remains below the previous 5 year average (99.8). Drug possession charges have seen a slight reduction of 8% from 578 to 532. We exceeded £500,000 in monies seized from criminals in this reporting period, profit made by criminals at the expense of this community. This is money that will, in part, be re-invested into policing to the benefit of the people of West Dunbartonshire and the detriment of those determined to profit from doom. The further increase in detections and arrests of those supplying drugs into the community evidences the continuous ongoing work based around intelligence led policing to identify and disrupt the illegal activities of these individuals. The dedicated Divisional Serious & Organised Crime Team are developing a number of intelligence leads to further disrupt criminal activity throughout the Local Authority. Our Youth Engagement Officers are delivering ‘County Lines’ inputs within all levels of education warning of the dangers of using controlled drugs and also the risks of getting involved with individuals or groups who may be seeking younger people to carry out some of their unlawful actions placing all the risk on that individual. This work is proving vital in preventing any such activity being established in the area. During January, a local male was arrested and charged with producing cannabis and the associated cultivation was dismantled from within a dwelling flat in Clydebank which included plants valued at over £50,000 and the equipment to produce further crops. SERIOUS & ORGANISED CRIME Page 20
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OFFICIAL VIOLENCE All robbery and serious violence related crimes are led by the CID who attend every incident at the material time to ensure all evidential opportunities are explored and exhausted. Reports of violence and robberies are in the main conducted by persons known to each other and not random attacks within the community. Following various local action plans, a Violence Reduction Unit (VRU) is now being piloted to target violent and repeat offenders and carry out high profile, intelligence led patrols within hot-spot areas. This model will provide a visible presence and increase public reassurance. Our Preventions Team have been contacting victims of online Sextortion offering advice and support following any recent sexual extortion (Sextortion) incident. They provide reassurances that cases will be taken seriously and in confidence. We also offer support through various organisations and this approach will hopefully allow victims the confidence to fully engage and in doing so maximise opportunities to identify the person(s) responsible or at very least prevent an individual becoming a repeat victim. Levels of violence in West Dunbartonshire have increased by 14.4% from 167 to 191 crimes. 62% of all crimes took place in a private place, and 46% 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 in private places 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 just over 90% being committed online involving threats to post indecent images shared between victims and suspects. Many of these offences are committed outwith the country reducing the investigative opportunities available. Robberies have also seen a notable increase (from 20 to 33) and attempted murders have risen slightly from 2 to 6 compared to last year. Three of six attempted murders occurred within public space and three in private places. It is important to note that all attempted murders were committed by persons known to the victim (1 domestic related). All 6 crimes have subsequently been detected. Twenty out of the 33 robberies occurred in a public place (16 on a public street, 3 at commercial stores and 1 on public transport). The other 13 crimes occurred in private places. Nineteen robberies were committed by strangers and 14 were committed by persons known to the victim. The detection rate for robbery has reduced from 70% to 54.5%, however an additional 4 crimes have been detected in number terms compared to last year. Page 21
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OFFICIAL Across the recording period the number of ASB related calls to Police Scotland have increased by approx. 5% compared to last year. Group 6 crimes, which include ASB related offences have also seen a slight increase of 4% from 2205 to 2294. Common assaults have increased by 12.3% from 912 to 1024. Common assaults were largely spilt 50/50 in terms of public and private space loci. In 42% of public space crimes, offenders were known to victims. Much of the increase is due to a rise in domestic assaults (+29), assaults on police officers (+21) and neighbour disputes (+13). The detection rate for common assaults overall has reduced by 8.5% from 71.4% to 62.9% (7 fewer crimes). ANTI-SOCIAL BEHAVIOUR Operation Ballaton has been initiated for spring/summer 2024 covering Balloch and surrounding area. The purpose of the operation is to provide an appropriate multi-agency response to ensure the annual increase in numbers attending Balloch and the surrounding areas are policed and facilitated allowing a safe and enjoyable visit to the area. The deployments are gauged against weather, events and any other impact factors that may cause an increase in visitor numbers. Weekly multi-agency meetings commenced at the end of this reporting period. The Clydebank Community Team, supported by response policing and partners in WDC, BTP and public transport provision has deployed an ongoing policing matrix to best provide the Chalmers Street and Clydebank Shopping Centre areas with a police presence as often as possible. These areas have been highlighted as ‘hot-spots’ for youth disorder. Officers are engaging and speaking with youths and parents when required to provide some context around the issues and negative impact ASB has on both the public and retailers alike. Page 22
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OFFICIAL PUBLIC CONFIDENCE: COMPLAINTS & USER SATISFACTION Overall satisfaction with Police Scotland User Satisfaction results show that locally, public confidence levels remain high within Argyll and West Dunbartonshire with overall satisfaction levels at 72.2%, which is in line with the position in 2022/23. During March, Chief Superintendent Lynn Ratcliff left L Division to take over Greater Glasgow Division. CS Ratcliff was replaced by Chief Superintendent Gary I’Anson who took up post at Argyll and West Dunbartonshire on Monday 18 March. CS I’Anson brings a wealth of policing experience from both operational and corporate departments and is very much looking forward to meeting you over the coming weeks and months. Total of 654 responses The table shows over 72% of those asked were either satisfied or very satisfied with the service they received from Police Scotland. 18.81% 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 a high quality of 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 Crown Office Procurator Fiscal Service to improve the outcome for victims. During March, Police Scotland published the first Policing in a Diverse Society newsletter to all officers and staff. This newsletter offers information and opportunity to engage and better understand the communities that we police. This first edition included an article on The Scottish LGBTI Police Association & Time for Inclusion staff who gave a talk to a youth group discussing their personal journeys through life to joining the police. Events such as this will hopefully go some way to breaking down any barriers between Police Scotland and the communities we serve. Page 23
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West Dunbartonshire Performance Report Q4 - 1st January 2024 - 31st March 2024 Annick ITEM 7b Page 25
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West Dunbartonshire Performance Report Table of Contents Local Fire and Rescue Service Plan Priorities 3 WestDunbartonshire Activity Summary 4 Domestic Safety - Accidental Dwelling Fires 5 Domestic Safety - Accidental Dwelling Fire Casualties 6 Unintentional Injury and Harm 7 Deliberate Fire Setting 8 Non-Domestic Fire Safety 9 Unwanted Fire Alarm Signals 10 2Page 26
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6 1 0 1 3 5 1 0 1 3 1 5 4 0 0 7 1 3 3 0 0 2 0 2 9 0 0 9 0 4 2 1 2 5 0 5 25 2 3 27 5 24 -14% -67% -57% -70% -38% -78% -6% -46% -12% -21% 19% -29% -2% 13% 13% 9% 18% 6% Accidental Dwelling Fires Accidental Dwelling Fire Casualties Non- Domestic Fire Safety Unwanted Fire Alarm Signals Unintentional Injury and Harm Deliberate Fire Setting Local Fire and Rescue Service Plan Priorities Year on Year Change 3 Year Average Change 5 Year Average Change Clydebank Central Clydebank Waterfront Dumbarton Kilpatrick Leven Lomond Total Incidents The Local Fire and Rescue Service Plan has been developed to set out the priorities and objectives within West Dunbartonshire and allows our local authority partners to scrutinise the performance outcomes of these priorities. We will continue to work closely with our partners in West Dunbartonshire to ensure we are all “Working Together for a Safer Scotland” through targeting risks to our communities at a local level. The plan has been developed to complement key partnership activity embedded across West Dunbartonshire`sCommunity Plan and associated Delivery and Thematic plans. Through partnership working we will seek to deliver continuous improvement in our performance and effective service delivery in our area of operations. The Local Fire and Rescue Plan for West Dunbartonshireidentified six areas for demand reduction and is subject to regular monitoring and reporting through the Police & Fire and Rescue Committee. A summary of the priorities and current activity is detailed below with further detail and analysis contained within this performance report. About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. * Regarding 3 Year Average and 5 Year Average percentages. These values indicate the percentage change between the current 3 or 5 year average and the previous 3 or 5 year average. The value does not reflect the difference between the current quarter against the 3 or 5 year average. Activity levels have reduced by more than 5% Activity levels have reduced by up to 5% Activity levels have increased overall 3Page 27
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West Dunbartonshire Activity Summary 2019/20 2020/21 2021/22 2022/23 2023/24 105 118 120 131 68 68 49 62 57 83 129 156 149 196 73 302 323 331 384 224Total Incidents All Special Services All False Alarms All Fires 0 100 200 300 400 500 2019/20 2020/21 2021/22 2022/23 2023/24 Total Incidents All Fires All Special Services All False Alarms 35% 18% 47% 30% 37% 33% All Fires All Special Services All False Alarms Incidents by Classification Annual Average 5 Year Average 16.96% 12.05% 11.61% 10.71% 9.82% 7.14% 4.91% 4.02% 4.02% 3.57% 2.68% 2.23% 2.23% 1.34% 1.34% Special Service - Effecting entry/exit Dwelling Fire False Alarm (Dwelling) False Alarm (UFAS) False Alarm (Good Intent) Outdoor Fire Special Service - No action (not… Vehicle Fire Refuse Fire Special Service - RTC Special Service - Assist other… Other Building Fire Special Service - Suicide/attempts Special Service - Flooding Special Service - Lift Release Top 15 Incident Types by % of Total Incidents West Dunbartonshire OperationalTrends 00:00 01:00 02:00 03:00 04:00 05:00 06:00 07:00 08:00 09:00 10:00 11:00 12:00 13:00 14:00 15:00 16:00 17:00 18:00 19:00 20:00 21:00 22:00 23:00 Mon Tue Wed Thu Fri Sat Sun 68 fires primary & secondary special services83 false alarms 73 totalnumber of incidents 224 -48% fire & non-fire casualties 7 economiccost of ufas incidents £47,280 Activityby Time of Day 46% (-63) (26) -63% (-123) (-7) -50%-42% (-160) 4Page 28
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-14% -6% -2% Year on Year 3 Year Average* 5 Year Average* Main Source of Ignition Domestic Safety - Accidental Dwelling Fires Domesti Detection Present 88.0% 68.2% Detection Actuated Calls Made via Linked Alarms 84.0% 18 3 2 1 1 Cooking appliance Not known Matches and candles/ Smoking Related Electricity supply Other domestic style appliance 31 30 24 29 25 2019/20 2020/21 2021/22 2022/23 2023/24 68.0% 8.0% 48.0% 84.0% No FirefightingAction Direct Firefighting Heat/SmokeDamage Only Nofire Damage Alcohol/Drug Impairment 12.0% Distraction 40.0% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 24.0% Clydebank Waterfront 4.0% 16.0% Dumbarton Kilpatrick Leven Lomond 12.0% 36.0% 8.0% Clydebank Central Performance Summary AccidentalDwelling Fires to Date Main Source of Ignition Accidental Dwelling Fires by Time of Day Severity of Accidental Dwelling Fires Human Factors Automatic Detection & Actuation AccidentalDwelling Fires Activity by Ward (% share) (6) (1) (4) (3) (9) (2) (17) (2) (12) (21) (10) (3) (22) (15) (21) 5Page 29
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-67% -46% 13% Year on Year 3 Year Average* 5 Year Average* Domestic Safety - Accidental Dwelling Fire Casualties Overcome by gas, smoke or toxic fumes - 100.0% 0.0% 0.0% 0.0% 0 0 0 0 00 0 1 0 1 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 0% Female 100% 3 8 0 6 2 2019/20 2020/21 2021/22 2022/23 2023/24 Clydebank Central 50.0% Clydebank Waterfront 0.0% 0.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 50.0% Unintentional Injury or 01 02 03 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 First Aid at Scene Hospital -Serious Injuries Hospital-Slight Injuries 0.0% 50.0% 50.0% Fatality 0.0% Performance Summary Fire Casualties by Time of Day AccidentalDwelling Fire Casualties Year to Date Nature of Injury Extent of Harm Age / Gender Profile Accidental Dwelling Fire Casualties by Ward (% share) (1) (0) (0) (0) (0) (1) (1) (1) (0) (0) 6Page 30
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-57% -12% 13% 5 Year Average* Year on Year 3 Year Average* Unintentional Injury or Harm Other Cuts/ Lacerations Chest / Abdominal injury 33.3% 33.3% 33.3% 0.0% 0.0% 0.0% 0 0 1 1 00 0 1 0 0 0 - 9 10 - 19 20 - 49 50 - 79 80+ Male 67% Female 33% Clydebank Central Clydebank Waterfront 33.3% 0.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 66.7% 0.0% Road Traffic Collision Water Rescue Assisting Other Agencies 66.7% 0.0% 33.3% 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00 First Aid at Scene Hospital -Serious Injuries Hospital -Slight Injuries 33.3% 33.3% 0.0% Fatality 33.3% 6 5 5 7 3 2019/20 2020/21 2021/22 2022/23 2023/24 Deliberate Performance Summary Non-Fire Casualties Year to Date Non-Fire Casualties by Time of Day Nature of Injury Extent of Harm Non-FireEmergency Activity Age / Gender Profile Non-FireCasualties by Ward (% share) (0) (1) (0) (0) (0) (2) (0)(2) (1) (0) (1) (1) (1) 7Page 31
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-70% -21% 9% Year on Year 3 Year Average* 5 Year Average* Deliberate Fire Setting Clydebank Central Clydebank Waterfront 11.1% 25.9% Dumbarton Kilpatrick Leven Lomond 7.4% 33.3% 18.5% 3.7% 55 77 73 90 27 2019/20 2020/21 2021/22 2022/23 2023/24 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 18.2% 15.6% 6.8% 20.0% 18.5% 81.8% 84.4% 93.2% 80.0% 81.5% 2019/20 2020/21 2021/22 2022/23 2023/24 Primary Secondary 2 0 3 0 Other Buildings Dwellings Vehicles Other Primary 9 13 Refuse Other Secondary 302 323 331 384 224 45 65 68 72 22 0 200 400 600 0 200 400 600 2019/20 2020/21 2021/22 2022/23 2023/24 All Incidents Deliberate Secondary Fires Non Performance Summary Deliberate Fires Year to Date Deliberate Firesby Time of Day Deliberate Firesby Classification Primary Fire Ratio by Activity Type Secondary Fire Ratio by Activity Type Deliberate Fires Compared to Operational Activity Deliberate Fires by Ward (% share) (1) (3) (7) (2) (9) (5) 8Page 32
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-38% 19% 18% Year on Year 3 Year Average* 5 Year Average* Non Domestic Fire Safety 12 2 6 8 5 2019/20 2020/21 2021/22 2022/23 2023/24 Clydebank Central Clydebank Waterfront 20.0% 20.0% Dumbarton Kilpatrick Leven Lomond 0.0% 0.0% 0.0% 60.0% 100% Accidental Deliberate Not Known 100.0% 0.0% 20.0% 60.0% No FirefightingAction Direct Firefighting Heat/SmokeDamage No FireDamage 2 1 1 1 Residential Home, Nursing/Care Food and Drink, Pub/wine bar/bar Non Residential, Other private non-residential building Other Residential, Hostel (e.g. for homeless people) Unwanted 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 2223 00Performance Summary Non-Domestic Fires Year to Date Non-Domestic Firesby Time of Day Non-Domestic Fires by Nature of Origin Non-Domestic Fires by Ward (% share) Severity of Non-DomesticFires Non-Domestic Fires by Premises Type (3) (1) (1) (0) (0) (0) (5) (0) (1) (3) 9Page 33
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-78% -29% 6% 5 Year Average* Year on Year 3 Year Average* Unwanted Fire Alarm Signals 73 111 83 108 24 2019/20 2020/21 2021/22 2022/23 2023/24 Clydebank Clydebank Waterfront 20.8% 12.5% Dumbarton Kilpatrick Leven Lomond 8.3% 16.7% 20.8% 20.8% 9 6 2 1 1 Residential Home, Nursing/Care Hospitals and medical care, Hospital Residential Home, Children's Warehouses and bulk storage, Hazardous materials Other Residential, Other Residential Home 11% UFAS Percentage Against all Incidents UFAS Percentage Against all False Alarms 33% Human Influenceand Alarm Activations 29.2% 0.0 1.0 Mon Tue Wed Thu Fri Sat Sun 01 0203 04 05 06 07 08 09 101112131415 16 17 18 19 20 21 22 23 00 Performance Summary Unwanted Fire Alarm Signals Year to Date Unwanted Fire AlarmSignals by Ward (% share) Unwanted Fire Alarm Signals by Time of Day Unwanted Fire Alarm Signals- Top 5 Premises Unwanted Fire Alarm Signals Activity Ratios Average UnwantedFire Alarm Signals per Day (106) (7) (5) (5) (3) (2) (4) (5) (106) 10Page 34
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing and Employability Housing and Communities Committee 1 May 2024 Subject: Housing & Employability Delivery Plan 2023/24 - Year-end Progress & Housing & Employability Delivery Plan 2024/25 1 Purpose 1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and presents the new Delivery Plan for 2024/25. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new plan for 2024/25. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and Housing & Employability, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2023/24 Year-end Performance 4.1 The 2023/24 Delivery Plan was presented to Housing and Communities Committee on 3 May 2023 and interim progress reported on 22 November 2023. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Delivery Plan’s 41 actions is summarised below: Progress No. (%) Completed 37 (90%) Delayed 4 (10%) 4.4 Delayed actions relate to the following and will be carried forward and completed in 2024/25: ITEM 8 Page 35
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• Develop ASB strategy - 90% complete, a draft version of the strategy has been completed with further consultation required. It is anticipated that this will be completed in 24/25 and presented to HAC in Autumn. • Upgrade CCTV infrastructure (phase 1) – 80% complete, the technical survey has recently been completed and will require to be analysed before the procurement work can be actioned. This will be undertaken within phase 2 of the project and it is anticipated that the full upgrade will be completed as planned by March 2025. • Implement improvement plan for Building services (year 3) -75% complete, job profiles, and training plans have all been established however due to delays in the job evaluation process this action will continue in 24/25. • Deliver a Greener, Fairer revised HRA Capital Investment Plan - 25% complete, due to delays in the EEESH standard this action was not able to be completed in year. We anticipate the national guidance and standards to be published later this year where we will work to complete this action throughout 24/25. 4.5 Data for the full suite of PIs set out in the plan will not be available until June 2024. The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2024/25 Delivery Plan 4.6 The 2024/25 Delivery Plan is set out at Appendix 2. 4.7 Key priorities include: Supporting vulnerable people; CCTV infrastructure (phase 2); Delivering on the UK Shared Prosperity Fund; Maximising employment opportunities; Preventing Homelessness; Improving the tenant and prospective tenant journey; Tenant safety and Wellbeing; Delivering the Housing Capital Investment Programme; Reducing Child Poverty; and Implementing changes in accordance with the Housing Bill Scotland 2024. 4.8 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Housing and Communities Committee around November 2024 and May 2025 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Housing & Employability may have a direct impact on the delivery of the Council’s Strategic Plan. It is Page 36
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essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed and approved. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Peter Barry Service Area: Housing & Employability Date: 04 April 2024 _____________________________________________________________ Person to Contact: Nicola Docherty Nicola.docherty@west-dunbarton.gov.uk Appendices: Appendix 1: Housing & Employability Delivery Plan 2023/24 – Year-end Progress Appendix 2: Housing & Employability Delivery Plan 2024/25 Background Papers: Housing & Employability Delivery Plan 2023/24 – Housing and Communities Committee, 3 May 2023 Housing & Employability Delivery Plan 2023/24 Mid-year Progress - Housing and Communities Committee, 22 November 2023 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 37
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Appendix 1 – 23-24 H&E Delivery Plan year-end progress 1. Our communities Objective 1. Our neighbourhoods are safe, resilient, and inclusive Action Status Progress Due Date Note Owner Develop and implement the revised Antisocial Behaviour Strategy 31-Mar- 2024 Significant progress has been made to develop the ASB strategy. A draft version has been completed with further consultation planned for April. It is anticipated that the final strategy will be presented to committee for approval in early Autumn. Nicola Pettigrew Develop CCTV transmission strategy 31-Mar- 2024 This action has been successfully completed. We have developed a CCTV strategy bringing together public space CCTV and housing CCTV cameras under the one contract. Work to identify new cameras and locations has been carried out to inform the transmission technical survey identifying upgrade and modernisation requirements for the system as a whole. Nicola Pettigrew Upgrade CCTV infrastructure (phase 1) 31-Mar- 2024 Significant progress has been made to date. We have secured UK shared prosperity funding, carried out all of the preparatory work to allow a full technical survey of the system identifying upgrade requirements. Work is underway to review recommendations and costings from the survey before we can begin the procurement of the upgrade. Phase 2 of this action Nicola Pettigrew ITEM 8 - APPENDIX 1 Page 38
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Action Status Progress Due Date Note Owner will commence in 24/25 where the technical upgrade will be implemented. Objective 2. Our residents health and wellbeing remains a priority Action Status Progress Due Date Note Owner Respond to the findings of the Homelessness Prevention and Temporary Accommodation Task and finish Group recommendations 31-Mar- 2024 This action has been successfully completed. Local response developed and incorporated within Rapid Rehousing Transition Plan (RRTP) performance framework. John Kerr Carry out a review of the Council’s approach to Homelessness prevention 31-Mar- 2024 This action has been successfully completed and service is being redesigned to meet needs. We will look at developing a more holistic approach to access to housing following the publication of the Housing Bill. John Kerr Implement Year 5 of the Home at the Heart – Rapid Rehousing Transition Plan 31-Mar- 2024 This action has been successfully completed. Year 6 of the transition plan will be the focus of 24/25 with progress reported through the Housing and Improvement Board. John Kerr Review and provide greater integration within Housing Support 31-Mar- 2024 This action has been successfully completed and will be implemented within the wider Housing Solutions service refresh and redesign. John Kerr Objective 3. Our residents are supported to increase life and learning skills Page 39
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Action Status Progress Due Date Note Owner Ensure no one left behind by supporting skills and learning for work, life and learning 31-Mar- 2024 This action has been successfully completed. We have secured funds for No One Left Behind, Parental Employability Support and UK Shared prosperity. We have identified activity to develop skills among people targeted for the use of these funds and established a set of SMART targets. We have undertaken grant distribution and engaged specialist employability support providers to support our aims. Stephen Brooks Review and implement revised service provision for W4U and Communities – youth learning 31-Mar- 2024 This action has been successfully completed. We have identified service priorities for the remaining members of staff and a plan for the Youth Learning Team will emerge as a result of the consultation for the restructure of the Communities Team. We are currently working on a partnership agreement with Education Services. This identifies activities being delivered within and beyond the schools and has input from both W4U and the Communities Team and we are preparing for an HMIE Inspection of Community Learning and Development activities that will take place in mid-April. Stephen Brooks 2. Our Environment Objective 5. Our resources are used in an environmentally sustainable way Page 40
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Action Status Progress Due Date Note Owner Develop new Housing Design Standard incorporating proposed changes to specifications for new social housing 31-Mar- 2024 This action has been successfully completed. New Design Standard approved by Housing and Communities Committee in November and in place for 1st April 2024 John Kerr Deliver an approach to meet Energy Efficiency Standard for Social Housing (EESSH 2) 31-Mar- 2024 This action has been successfully completed through the response to the Social Housing Net Zero Standard. The publication of this will require a refreshed action in the 24/25 Delivery Plan John Kerr Deliver a Greener, Fairer revised HRA Capital Investment Plan 31-Mar- 2024 Progress on this action has been delayed as the national publication of the EESSH2 standard was delayed. To date, we have contributed to the national consultation and the Social Housing Net Zero Standard strategy. We anticipate the national guidance and standards to be published later this year where we will work to complete this action throughout 2024/25. John Kerr Objective 6. Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Deliver the HRA Capital Improvement programme for 2023/24 31-Mar- 2024 The action has been successfully completed. Core projects were delivered in line with expectation and budget. This includes improvements such as, external wall insulation (EWI), heating, environmentals (paths), kitchens, uPVC window and door installations. Martin Feeney Improve customer satisfaction with Building Services 31-Mar- 2024 Significant progress has been made to improve satisfaction with Building services. To date, we have implemented a self- service portal to allow tenants to report a repair online, view Martin Feeney Page 41
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Action Status Progress Due Date Note Owner repair history and check on any active repairs. Work continues to develop the portal which we anticipate will provide an improved service. In addition to this the service has focused on clearing out of target repairs whilst servicing the continuing repairs raised. We will use tenant feedback to develop and shape further improvements which will be captured in the customer satisfaction improvement plan for 2024/25. Improve maintenance & repairs performance 31-Mar- 2024 This action has been successfully completed. Significant progress has been made over the year to improve the performance on a range of key areas. At the end of quarter three, four of the PIs met or exceeded target with the remaining four showing improvement within year despite not meeting target. The service has focused on clearing out of target repairs whilst servicing the continuing repairs raised. We will continue to implement the improvement plan and monitor progress in 2024/25. Martin Feeney Reduce the number of empty properties under repair 31-Mar- 2024 This action has been completed. Very good progress has been made over the year to reduce the number of void properties. The service has significantly reduced the number of void properties subcontracted with most now completed by in-house teams. As the number of void properties under repair reduces and older properties are returned ready for the let; the average days to inspect and repair void properties is also reducing, we will continue to monitor progress in 2024/25. Martin Feeney Improve progress on Electric Installation Condition Reports 31-Mar- 2024 Significant progress has been made to improve progress on completion of EICRs focusing on improving access rates and contractor capacity. To date, we have reviewed our communication with tenants and tenant groups on the requirement to complete EICRs including review of notification / Martin Feeney Page 42
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Action Status Progress Due Date Note Owner appointment letters to ensure these are clear, consistent with a resilient message, we will continue to review the effectiveness of our communication and modify where necessary to improve access rates. To meet compliance targets, we carried out a review of contractor capacity and appointed an additional contractor in January 2024. We anticipate the measures we have taken thus far will improve our compliance rates and we will continue to work to improve performance over the coming year. Implement revised process and monitor performance to address dampness and mould in Tenant Homes 31-Mar- 2024 Action completed on target. Work has progressed to effectively manage dampness within the Councils' housing properties. Monitoring of performance highlighted additional PIs were required to better understand the overall performance and effectiveness of the new processes and policy. This has shown areas where improvements will be required in 2024/2025 and future years. Martin Feeney Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31-Mar- 2024 This action is complete for 23-24. Monitoring on contributing work streams show good progress in excess of targets on energy efficiency projects, kitchens, paths, and heating however progress in bathrooms, showers, roofs is less than anticipated due to tenant agreement, owner agreement and EICR is much less than planned due to tenants providing access. Building Services have procured an additional delivery contractor in efforts to improve completions of EICR's. This has been in place from January 2024 and shows signs of early improvements, albeit monthly numbers still need to increase to meet planned targets. Officers are working to improve this position. Alan Young Page 43
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Action Status Progress Due Date Note Owner Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing. 31-Mar- 2024 This action is complete for 23-24. Monitoring on contributing work streams show progress in excess of targets on the external wall insulation (EWI) project and going very well at this stage. Work will continue into 24-25 along with further development of additional energy related measures contributing to Net Zero standards. Alan Young Develop Housing Capital Investment Plan for 2023/28. 31-Mar- 2024 This action has been successfully completed. A consultation was undertaken with tenant groups and areas for additional capital investment have been developed and agreed. A full report was presented and approved at August Housing and Communities Committee. Additional budget incorporated into main programme and additional target numbers have been added to progress monitoring. Alan Young Deliver Year 2 local Housing Strategy Objectives 31-Mar- 2024 This action has been successfully completed. A full report of progress will be presented to the Housing and Communities Committee John Kerr Deliver the Council’s Affordable Housing Supply Programme 31-Mar- 2024 This action has been successfully completed. Positive progress and as planned two new developments now on site at Clydebank East and Pappert. John Kerr Review Council buyback policy 31-Mar- 2024 This action has been successfully completed and approved at February 2024 Housing and Communities Committee. John Kerr Develop an approach to delivering alternative housing tenures 31-Mar- 2024 This action has been successfully completed and approved at February 2024 Housing and Communities Committee. John Kerr Increase tenant participation in relations to housing ops (response rates) 31-Mar- 2024 This action has been successfully completed. We are exploring opportunities to engage with key groups this includes working with Tenant Participation Team/WDTRO to understand existing methods and opportunities. IHMS issue resolved for surveys Nicola Pettigrew Page 44
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Action Status Progress Due Date Note Owner and will now be backdated to be sent from April 2024. Agreed that incentives will be offered to encourage increased uptake of returns. Implement digital improvement for housing operations (mobile app) 31-Mar- 2024 This action has been successfully completed. New Tenant Visit pilot working well, mobile app now fully extended to all Housing Officers. Further operational areas in progress for deployment to mobile app roll out including, Pre-term tenant visit, succession, and new arrear management reports. Work will continue throughout 24/25 to complete all 76 individual areas onto mobile app. Nicola Pettigrew Implement digital improvement for housing operations (self-serve portal) 31-Mar- 2024 This action has been successfully completed. Self-portal available for tenants to manage rent account and repairs. Further work will continue throughout 2024/25 Nicola Pettigrew Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. 27-Mar- 2024 Mid-year figures show satisfaction performance on target and improved from previous year. Satisfaction is based on face-to- face interviews and may present a bias. Work is ongoing with IHMS to include automated satisfaction surveys to reduce any potential bias. Martin Feeney Page 45
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to secure funding to invest in WDC’s CCTV infrastructure. The public space CCTV infrastructure covers the three main townships of Alexandria, Dumbarton and Clydebank with a mix of fixed space and redeployable cameras. Until resources can be secured and improvements made the Council does remain at risk from reputational damage, should the system fail. 02-Apr- 2024 We have secured funding from the UK shared prosperity funding and HRA to allow for the upgrade of the CCTV system. Work will progress over 24/25 to complete the upgrade. Nicola Pettigrew Failure to deliver medical adaptations in agreed target timescales This is monitored to ensure target timescale of 79 days average for housing medical adaptations is adhered to ensure satisfaction with the service and support those in need of this service. 26-Mar- 2024 Q1, Q2 Good overall progress in- year so far and continuing to clear legacy jobs helping to improve the overall position. Average days performance continues to improve and in target for Q1 (46 days) & Q2 (32 days) On track overall for improvement and reducing risk. Alan Young Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at 01-Apr- 2024 Assessment remains as previous, however increased risk concerns have been identified and included within the Councils Annual Assurance Statement which was submitted to the Housing Regulator in October Peter Barry; John Kerr Page 46
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner risk of the intervention powers of the Scottish Housing Regulator Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. 26-Mar- 2024 No change to risk score, programme for investment and upgrades to council housing continues into 24-25 and a further five-year programme to 27-28. Alan Young 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Action Status Progress Due Date Note Owner Engage with W4 business to explore the potential for access to green jobs for local residents 31-Mar- 2024 This action has been successfully completed. We have established a steering group for the management of the delivery of UKSPF priorities and the development of a monitoring framework. We will use this group to explore the potential for improving access to green jobs. In addition, we are preparing for the second year of UKSPF delivery. Stephen Brooks Objective 8. We will support our residents to access employment and training opportunities Page 47
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Action Status Progress Due Date Note Owner Support and implement CLD, Employability and Welfare benefit three-year plans to promote quality frameworks and partnership working to enhance work, learn, money service provision 31-Mar- 2024 This action has been successfully completed. We have compiled the three-year plans for each of the services. We are now approaching the end of the CLD Planning period and will undertake a consultation process to identify the priorities for the forthcoming planning period. This will take into account the changing operating environment and will focus on existing services and the opportunities emerging from No One Left Behind and UK shared prosperity funds. Stephen Brooks Maximise income from employment – supporting residents into employability 31-Mar- 2024 This action has been successfully completed. The local child poverty plan is based on addressing the drivers of poverty. These include supporting people to maximise income from employment. We have established our employability plan and will deliver activities through the use of UK Shared Prosperity Funding and No One Left Behind Funding. We have engaged a number of external service providers to deliver specialist support that will address barriers to employment and complement the work that the W4U Teams are carrying out. To date we have supported almost 300 people into employment during this financial year and are on track to achieve our target of 400. Stephen Brooks Promote inclusive growth through access to training and apprenticeship opportunities 31-Mar- 2024 This action has been successfully completed. We have established our annual Modern Apprenticeship and Foundation Apprenticeship courses and we have developed out learning centre accredited courses to ensure that we have the capacity to deliver appropriate training that will meet the demands of employers in the local labour market. Our Modern Apprenticeship provides access to opportunities in social care and childcare, business admin and construction and Stephen Brooks Page 48
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Action Status Progress Due Date Note Owner we are currently supporting more than 120 Modern and Foundation apprentices. This is complemented with support for those who wish to progress in the labour market through training and development. To do this we are working with social service teams to support their workforce development requirements. In addition, we have submitted our proposal to SDS where we have requested a contract to deliver 90 MAs. We will be informed of the outcome of that proposal in March. Meanwhile, we have engaged with school pupils and leavers to promote foundation and modern apprentices for the forthcoming year. Review and implement revised service provision W4U – adult learning 31-Mar- 2024 This action has been successfully completed. We have reviewed service provision and have a plan in place to deliver adult learning services throughout West Dunbartonshire. Our focus will be placed on the delivery of: • Adult Literacies: Rolling programmes of support based on individual needs as well as an Additional Learning Support Needs (ALSN) group run in partnership with Unity Empower. • Community based Vocational Courses: SQA accredited units, SCQF levels 4 - 6 in a range of subject areas including Humanities, Childcare, IT, Practical skills such as Fashion and Textiles, Horticulture and Cookery as well as British Sign Language. • Digital Learning: Rolling programmes of Digital Friends which offers complete beginners one-to-one support. • ESOL: Rolling programme of community classes. Stephen Brooks Page 49
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Action Status Progress Due Date Note Owner • Family Learning: Rolling programme of short Family Learning activities, for the most part in partnership with Primary schools. • In addition, we are exploring ways to incorporate 'Multiply' (UKSPF) objectives into our work. Objective 9. We will work with partners to support economic development to deliver increased prosperity for our area Action Status Progress Due Date Note Owner Establish the monitoring and reporting framework for UK Shared prosperity. 31-Mar- 2024 This action has been successfully completed. We have completed the required documentation to draw down the first year of UK Shared Prosperity Funding. This includes a clear description of the activities with associated outputs and outcomes for all the activity. We have established methods for gathering that information and this will be used to inform future claims and reporting. The outcomes centre on the UKSPF priorities: 'community and place'; 'business development'; 'people and skills' and 'Multiply'. The Communities Team will take forward actions within 'communities and place' priority. Along with addressing perceptions of community safety, the Communities Team will be developing activity around participatory budgeting, empowerment and representation. The Youth Learning Team, that’s transferred to Communities will focus on encouraging Stephen Brooks Page 50
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Action Status Progress Due Date Note Owner young people to participate in the processes and activity. Working4U will take forward the 'People and Skills' priority and 'Multiply'. This is a significant funding investment and will require input from the employability teams (youth and adult), welfare rights (addressing barriers that prevent people from considering work as an option) and the adult learning teams (providing access to community-based learning to assist their pathway to work. Produce Local Child Poverty annual report 31-Mar- 2024 This action has been successfully completed. The Annual Child poverty report has been compiled and distributed for comment. The final draft is published on West Dunbartonshire Council's website and will be distributed to the NHS Board and Elected Members for full endorsement in August. The report highlights our approach to addressing the drivers of poverty: maximising income from work; maximising income from benefits; reducing costs and supporting families through trigger events that could undermine their well-being. There are key roles in this for the welfare/benefits advice team (maximising benefit); the employability teams (youth and adult) (maximising employment opportunities) and the community learning teams (supporting families to become more resilient). Meanwhile, we have compiled applications for Scottish Government funding for ‘cash first’ approaches, if successful will provide additional resources to address food insecurity. We have also submitted a proposal for child poverty accelerator funding. Through this we will establish a Family Prosperity Group. This will consist of key partners seeking ways to stimulate joint initiatives that will address child poverty. Key partners will be those delivering frontline services such as: employability, Stephen Brooks Page 51
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Action Status Progress Due Date Note Owner benefits, community learning and development, education, criminal justice and health and social care. Review and implement revised service provision W4U – Welfare support 31-Mar- 2024 This action has been successfully completed. We have a new Team structure in place, and we have reviewed all sources of income to ensure we meet funder priorities. We have reviewed referral routes into the service and implemented a triage system to ensure we are responding high priorities. We have worked with OD& Change to review the referral pathway and established outward referrals to external organisations where appropriate. In addition, we have agreed a service specification with HSCP. This will centre on additional welfare/benefit/debt management support being made available for carers and their families. Stephen Brooks Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to respond to child poverty The Local Child Poverty Plan sets out what we will do to respond to child poverty, failure to respond will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost. 03-Apr-2024 We have established a process for developing the local child poverty report and will undertake a self-evaluation to assess the effectiveness of our approach. The self-evaluation will inform future developments Stephen Brooks Page 52
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner The cost-of-living crisis will lead to a substantial demand for access to welfare/debt support services. We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we receive appropriate referrals who can benefit from our support. 03-Apr-2024 We have reviewed our processes for dealing with referrals and carrying out assessments. This emphasises the need to respond quickly to those most in need while directing those with lower levels of need to appropriate partner and alternative sources of support. Stephen Brooks 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and 31-Mar- 2024 Across the service we have been focused on a number of key areas to support this workforce action; this includes: Review of the management training update on console to identify previous participation and raise awareness of opportunities. Peter Barry Page 53
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Action Status Progress Due Date Note Owner promotion of a diverse workforce (workforce action) Encouraging employees to complete the iLearn equality and diversity courses and other learning and development opportunities in this area. Conducting Be the Best conversations with employees on a regular basis, using it as an opportunity to review training and development requirements and general wellbeing as well as reinforcing awareness of the wellbeing resources that are available to employees. Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce (workforce action) 31-Mar- 2024 Across the service we have been focused on a number of key areas to support this workforce action; this includes: In Building Services, we actively encourage applicants into non- traditional roles for craft vacancies including apprenticeships; we will continue to progress this action in future years as the service develops strategies to deal with aging workforce and succession planning. There were a number of craft worker who completed their apprenticeships in 2023/2024 and others will also complete in 2024/2025 and future years. We continue to recruit these trades as vacancies occur and any shortages by appropriate workforce planning. In Housing, we have relaunched the housing graduate scheme and will begin recruitment in 2024/25. In W4U, we have provided staff with access to training that will qualify them to deliver SQA accredited modules. These modules focus on core and basic skills that will assist our services users to address the barriers they face when considering work as an option. Peter Barry Page 54
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Action Status Progress Due Date Note Owner Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies (workforce action) 31-Mar- 2024 Significant progress has been made towards this workforce action, in 2024/25 we will continue to progress the review of transformation of Housing Development & Homelessness service area to ensure it meets strategic objectives; and the introduction of a Housing academy; and complete the service review for Building Services. Peter Barry Develop and implement learning and development plans and development opportunities to improve capabilities and resilience within the workforce (workforce action) 31-Mar- 2024 Across the service we have been focused on a number of key areas to support this workforce action; this includes: In W4U, we have established processes to ensure all staff are aware of emerging opportunities. These opportunities form the basis of ongoing discussions with staff about CPD. Volunteer and Staff Personal learning and Development plan for CLD staff, tutors and volunteers was reinstated post Covid and includes opportunity for upskilling in a range of topics which support learners. As well as mandatory WDC training, members of staff (and tutors and volunteers) have undertaken training as follows - Adult Learning National Occupation Standards Workshop; National Trauma Training Programme webinar; West Alliance Adult Literacies and ESOL Sharing Practice; Engagement with Asylum Seekers; Post School Education, Research and Skills CLD session; SAMH Mental Health Supporting Others; SQA Assessing and Verifying units and SQA standardisation meetings. Peter Barry Objective 11. Our Council is adaptable and focused on delivering best value for our residents Page 55
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Action Status Progress Due Date Note Owner Implement improvement plan for Building services – year 3 31-Mar- 2024 Progress on this action has been delayed. To date we have devised a training plan and reviewed job profiles and structures. Unfortunately, the review in the Councils' Job Evaluation processes has significantly impacted on the progress to implement phase 2 of the restructure of Building Services. Martin Feeney Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to implement IHMS system across building services The effective implementation of the IHMS system will delivery efficiency, improve case tracking, capture customer satisfaction, and improve service delivery. 27-Mar- 2024 Good progress has continued to be made in 2022/2023 on Building Services IHMS improvement action plan. Work and development will continue in 2023/2024. Martin Feeney Action Status Cancelled Delayed Not on track In Progress and on track Completed Risk Status Alert High risk Warning OK Unknown Page 56
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2024-25 DELIVERY PLAN Housing and Employability ITEM 8 - APPENDIX 2 Page 57
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Contents 1. INTRODUCTION .............................................................................................................................................................................................................................. 2 2. PERFORMANCE REVIEW ................................................................................................................................................................................................................. 2 3. STRATEGIC ASSESSMENT ................................................................................................................................................................................................................ 5 4. RESOURCES ................................................................................................................................................................................................................................... 16 FINANCE .......................................................................................................................................................................................................................................................... 16 EMPLOYEES ...................................................................................................................................................................................................................................................... 17 5. APPENDIX 1: ACTION PLAN ........................................................................................................................................................................................................... 18 Page 58
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1. Introduction Housing & Employability comprises a wide range of services covering Building Services, Housing Asset & Improvement, Housing Development and Homelessness, Housing Operations and Working 4U. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Housing & Communities Committee twice yearly, at mid-year and year-end. 2. Performance Review The management team completed a detailed review of 2023/24 performance, focusing on the following: • 2023/24 Delivery Plan year-end progress; • Local Government Benchmarking Framework (LGBF) comparative data; • Association for Public Service Excellence (APSE) comparative data; • Scottish Housing Regulator • Citizens’ Panel feedback; • Telephone Survey feedback; • Complaints; • Continuous Improvement (Fit for Future reviews) • Other benchmarking/feedback/ etc. This review highlighted our key achievements in 2023/24 as well as the challenges to be addressed in 2024/25. These are summarised below. Key Achievements 2023/24 Page 59
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Building Services • Significant improvement in reducing time properties remain void; we will continue to prioritise further improvements in the coming year. • Embedded new management team with performance improvements already being realised including a significant reduction in outstanding active repairs. Housing Asset & Improvement • Significant improvements made to council owned properties in relation to energy efficiency improvements contributing to the Council strategic priority as well as contributing to potential reduction in fuel poverty for tenants. Housing Development and Homelessness • Our More Homes Delivery programme has seen the development of a further 114 new homes and 50 acquisitions. • Our proactive response to global humanitarian schemes has seen us welcome safely over 60 new households to West Dunbartonshire. • Advanced a number of service development around our Integrated Housing Management System including the development of Rent Insights which will replace our Rent Sense system saving the Council over £60k per annum. • The service has prevented over 250 households including 187 children from becoming homeless, offering a whole system preventative focus. • Began the rollout of environmental sensors to all our council homes to improve the health and wellbeing of our current and future tenants. Housing Operations • Significant improvement in number of lets by 8% from the previous year (873 compared with 797). • Significant improvement in reducing offers refused from previous year (46% in 2023-24 compared to 52% previous year). • Launched first stage of new mobile app technology for Housing Staff to support real time working in communities. • Continued to contribute to community safety improvements via range of partnership operations e.g. Deliberate Fire Reduction Group, Operation Moonbeam, Operation Rock & Operation Balaton, youth disorder joint action plan. • Integrated CCTV team into Housing Operations Team and undertook comprehensive survey of existing CCTV provision. W4U • Established the UK Shared Prosperity Programme. Page 60
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• Established the Employability Partnership ensuring that we have adopted a Scottish approach to service design when identifying and commissioning employability services. • On average supported 504 people each month to access employability, learning and benefits support services. • Assisted residents to maximise income from benefits, securing an additional £6million in increased income by December. • Supported residents to manage £1million worth of debt. • Supported nearly 450 people to secure a nationally recognised qualification, surpassing our annual target; assisted 305 people to progress in the workplace either through apprenticeships or training to improve their prospects in the workplace and supported 439 people into work. Challenges • Across Housing and Employability, there were several challenges relating to increased demand for support from communities, which is anticipated to be an ongoing challenge in future years, largely exacerbated by the ongoing increased cost of living. The cost-of-living crisis should be seen as more than an economic squeeze, as well as not being able to afford the essentials, such as food, rent, heating or transport, there is a wide range of negative impacts on mental and physical health and well-being which will require a great deal of concerted support across all the H&E services. • Energy companies in the UK are experiencing a nationwide shortage of qualified installers, this has had a significant impact on our ability to re-let properties requiring energy meter upgrades or repairs. • There are a number of key strategic housing challenges which the Council will be required to negotiate over the next 12- month period. Similar to other Scottish Local authority areas, we have a record number of homeless households in temporary accommodation, and access to suitable housing is proving to be extremely challenging. Added to the challenges around homelessness and housing access, will be the impact of the cost-of-living pressures on local communities. • Recent Scottish Government cuts to the Affordable Housing Supply Programme and challenges to the future financing of Scottish Social Housing Net Zero Standard, given that our current business plan proposes to maintain rent levels below the current rate of inflation in respect of any uplifts, we will have significant challenges to overcome in the coming year. Page 61
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• A new housing bill will also see the need to radically redesign our housing advice and access services to meet the needs of our communities and legislative requirements in a period of limited resource. Significant pressures on housing systems through a combination of factors will require a more co-ordinated response to increase housing supply. 3. Strategic Assessment The Housing & Employability team completed a strategic assessment and performance review to determine the major influences on service delivery and strategic priorities going forward into 2024/25. As a result of this assessment, the following factors were recognised as having a significant influence on the work of service in 2024/25: Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2025/26 of £9.8m rising to £40.4m by 2028/29. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2024/25. These challenges mean further action is required to balance our budget and protect services for residents. Within Housing & Employability, this will mean that available funding will be reduced over time, and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within this service, £19.892m of the revenue budget which has been identified as being more susceptible to fluctuations are: Page 62
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• The Homeless income from DWP budget of £3.807m is sensitive due to the nature of the service, as the income received will be dependent on client presentations. • The HRA repairs/maintenance budget of £14.983m is demand lend to a large extent so can fluctuate based on need and cost of materials. • The void rent loss budget £1.102m is dependent on turnover of tenants and condition in which tenants leave the vacated properties. CCTV infrastructure The public space CCTV teams play a crucial role in enhancing community safety and engagement by deterring criminal activity, providing rapid response to incidents, and there will be a focus on engaging with the community, building trust, and promoting transparency and accountability in partnership with Police Scotland. The council’s CCTV infrastructure covers the three townships of West Dunbartonshire within our Town Centre’s and housing estates. Investment was secured, to modernise the CCTV estate, from the UK Shared Prosperity Fund (UKSPF) (£681,172) for public CCTV and HRA (£750,000) for enhancement in the multi-story buildings. In 2024/25 we will continue the upgrade work of the CCTV infrastructure (phase 2) and improve the overall CCTV provision throughout West Dunbartonshire. Housing Bill 2024 Many of the proposals within the recent Homelessness prevention consultation would introduce important and positive changes for people at risk of homelessness and we had outlined our broad views in our consultation response. Key issues for West Dunbartonshire will be a need to have sufficient and adequate resources to fund the crucial services to address homelessness, as well as local flexibility in line with local circumstances. In addition, local democratic oversight and accountability over services involved. Presently, local authority homeless and housing services are stretched and financially challenged across Scotland. The current situation is also becoming increasingly more challenging in a context of constrained resources, changes to the Unsuitable Accommodation Order, the humanitarian efforts to accommodate refugees and deliver the more recent Ukrainian schemes, as well as the risks surrounding the potential increase in homelessness presentations when the schemes come to an end. Page 63
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A further concern is the recent Court of Session decision in Glasgow on the local authority providing appropriate accommodation, which could result in an increase in Judicial Reviews across the country with a further impact on resources. Consideration also needs to be given to the timing of the implementation of changes to local connection which could potentially exacerbate current pressures. Additionally, as part of the process to respond to homelessness that relates to domestic abuse to prioritise the housing rights and personal safety of those facing abuse are crucial, given they drive a significant proportion of homelessness presentations from women. As women mainly lead an overwhelming proportion of single-parent families in Scotland this has an impact on children’s wellbeing and development. Improving housing options for young people are also vital, along with a need for an improvement in the availability and effectiveness of support services for those likely to struggle to manage a tenancy. As well as for those individuals at risk of homelessness when leaving custody. In 2024/25, we will respond positively to the requirements of the new housing bill include developing a new preventative housing solutions service. Local Housing Strategy & Housing to 2040 The Local Housing Strategy (LHS) sets out how West Dunbartonshire Council and its partners plan to address the housing and housing-related opportunities and challenges over the next five-year period 2022-27. We will continue to implement the new strategy in 2024/25 building on the significant progress made on the issues identified in the previous LHS 2017-2022 and to address newly arising housing matters. The Housing (Scotland) Act 2001 (‘the 2001 Act’) places a statutory requirement on local authorities to produce a LHS that sets out its strategy, priorities and plans for the delivery of housing and related services. It should demonstrate the local authority’s strategic approach to dealing with key housing-related issues such as: Delivering high quality housing and housing related services across all tenures; setting out its contribution to the effective integration of health and social care; and showing how the LHS is supporting the Scottish Government National Outcomes and Targets, whilst reflecting the needs and priorities of the local authority area. Page 64
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Our LHS is aligned with the vision around Housing to 2040 which highlights: - • A well-functioning housing system: people can find, and afford, the right home for their needs. This will involve making the best out of the housing stock we have, providing people with good investment options and ultimately ensuring the housing system is fair; • High-quality sustainable homes: all homes, regardless of the tenure or age of the home, should be well-designed and high quality. They should be easily maintained, have clear running costs and be low carbon. Further, all homes should be occupied; • Sustainable Communities: Places should be vibrant, well connected and well designed. They should include a variety of houses to enable people to move as their needs change and be designed to promote health and well-being including quality green space; and • Homes that meet people's needs: homes should support well-being and areas should offer a diverse range of homes to allow people to move. People should be able to easily access information about their housing rights alongside services to support their independence. In 2024/25, we will respond fully to Housing to 2040 within the wider development of the Local Housing Strategy, including the introduction of a wider national rented home strategy. Rapid Rehousing/Housing First/ homeless first Rapid Rehousing is about taking a housing-led approach for people that have experienced homelessness, making sure they reach a settled housing option as quickly as possible rather than staying in temporary accommodation for too long. Where homelessness cannot be prevented, Rapid Rehousing means: • A settled, mainstream housing outcome as quickly as possible; • Time spent in any form of temporary accommodation reduced to a minimum, with the fewer transitions the better; and • When temporary accommodation is needed, the optimum type is mainstream, furnished and within a community. And for people with multiple needs beyond housing: • Housing First is the first response for people with complex needs and facing multiple disadvantages; and • Highly specialist provision within small, shared, supported and trauma-informed environments if mainstream housing, including Housing First, is not possible or preferable. Page 65
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The need to continually improve the approach to homeless people with the most complex needs is recognised and Housing First initiatives form part of the wider approach to tackling homelessness and repeat homelessness in Scotland. Housing First West Dunbartonshire launched in April 2019 and the service is targeted at those with a history of issues such as repeat homelessness, multiple and complex support needs and previous engagements with support services which have not led to successful and/or sustainable outcomes. In 2024/25, we will develop and introduce a new preventative focused housing access system. New Housing Supply West Dunbartonshire Council through the Strategic Housing Investment Plan delivered 1000 new homes for the West Dunbartonshire Communities. These properties all meet the recently introduced affordable housing design standard which provides exemplar energy efficiency and space standards. In 2024/25, we will continue to push the boundaries in terms of our housing building programme putting quality first and driving forward plans to tackle the current climate emergency within a reduced funding availability for the Scottish Government affording housing supply programme, which represent a 27% reduction for 2024/25. In 2024/25 we will refresh our strategic housing investment programme and assess requirement for declaration of housing emergency within West Dunbartonshire. Better Homes/Sustainability Scotland has set a legally binding target of net-zero greenhouse gas emissions by 2045. Around 14% of emissions in Scotland come from homes. Around 22% of homes in Scotland are social housing so as a strategic landlord we have a significant part to play. All future council homes will be built to a net zero carbon standard. The Climate Change (Scotland) Act 2009 places duties on all public bodies to contribute to emission reduction targets (Mitigation); deliver programmes to increase resilience against Climate Change (Adaptation), and to act in a ‘Sustainable’ way. In response, we intend to further develop our housing asset management strategic approach and commitment to environmental sustainability which will allow us to build new homes and manage existing stock and assets in a way that will make them fit for generations to come. Key to this will be developing a new Housing Capital Investment Programme that combines our approach Page 66
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to decarbonisation and positively impacting on fuel poverty. In addition to the above, through our Better Homes approach, we have developed a new strategic vision for the future of our high-rise accommodation to enhance tenants’ living experiences and we intend to improve connectivity across our housing stock, again to improve the lives of our tenants. In 2024/25, we will deliver on the More Homes Programme and develop an approach to ensure we meet the new Social Housing Net Zero Standard Housing & Corporate Capital Improvement Projects The refreshed Housing Revenue Account (HRA) Capital Plan 2022/26, sets out the significant operational programme of work for Building Services including: • Council housing reroofing programme • Council housing kitchen, bathroom, shower, heating, special needs adaptations and uPVC window/ doors programmes • Environmental works to paths and communal areas In 2024/25, we will progress improvement programmes ensuring these are completed in time and within budget. Housing Capital Investment Programme A refreshed Housing Revenue Account (HRA) Capital Plan for period 2024/29, totalling £288m was agreed at Council March 2024. The programme will help deliver the requirements of the Scottish Housing Quality Standards (SHQS), the Energy Efficiency Standard for Social Housing (EESSH) its landlord obligations, health and safety responsibilities and deliver the Council’s new build programme. Delivering the programme in line with the budget, timescales and implementation plan is a significant priority. A revised plan will be agreed to account for the additional investment. Shared Prosperity Fund We have submitted an Investment Plan for the delivery of the ‘Shared Prosperity Fund’ and secured funds to deliver a range of programmes. We have also secured ‘No One Left Behind’ Funds and Parental Employability Support Funds. Page 67
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The conditions of grants suggest Working4U must change from a service provider to a lead/managing agency taking responsibility for co-design and co-commissioning. This has established a range of challenges around the development of assurance frameworks, management capacity, procurement, and competitive grant management. We are establishing the policies and processes for this transition from European Social Fund to UKSPF while delivering services. This places challenges on the team resources. However, we have plans in place to ensure that we achieve this transition as effectively as possible. In 2024/25, we will ensure we are compliant with funding requirements including the need to commission specialist services. Local Employability Developments / Fair work The Scottish Government and COSLA have signed the ‘No One Left behind’ partnership agreement with an associated Delivery Plan that will create an opportunity for transformational change in employability services. This will promote a partnership approach where West Dunbartonshire Council will act as lead partners with private and third-sector service providers to identify local needs and make informed decisions about how best to support employability. This process will see a number of funding programmes, currently delivered by a range of organisations, into a single, all-age support service. This process will bring about a range of opportunities; but will require considerable planning to ensure a smooth transition to the new operating environment. To date, we have established a local employability partnership to ensure that we co-ordinate employability service provision in an effective way. In addition to No One Left Behind, Parental Employability Support and Modern Apprenticeship programme (and funds) funds additional funds have been made available through the UK Shared Prosperity Fund. This includes the need to focus some of our efforts on those considered to be economically inactive. We will integrate strategic management of these additional UK Government funds into the local employability partnership approach in order to maximize access to employment and training opportunities for people facing challenges in West Dunbartonshire. We are currently developing a new three-year plan for delivery of employability services. In 2024/25, we will develop a new employability partnership action plan. Employment: Green jobs Working 4U will continue to monitor labour market policy and direction to capitalise on emerging opportunities in zero carbon/green energy sectors. This will be carried out in conjunction with Skills Development Scotland and West College Page 68
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Scotland. The aim will be to identify any emerging opportunities for zero carbon employment development, including for example Retro fit housing including internal wall insulation; solar panels; and air source heat pumps. In 2024/25, we will explore the potential for securing training and opportunities in the carbon/green energy sectors. Supporting Vulnerable People People are vulnerable if they are unable to live at the standard that most others would expect. For instance, households may have housing and food, but remain poor if they can’t afford to put the heating on at home, families and children may have mobile phones, mobile devices and computers, but remain poor if there isn’t sufficient connectivity to use the equipment for the everyday activity that others take for granted. Understanding life transitions is important in this regard. These are typically the most significant milestones in people’s lives that often become our greatest undertakings/challenges and will have a direct impact on the quality of our lives, these can include, losing a job, having your tenancy ended unexpectedly or imprisonment or release. Our ability to cope with the impact of these transitions can be significant and will have a bearing on our well-being and prosperity. Each of these transitions has an associated cost that, in combination with other factors such as life circumstances, can exacerbate difficulties, particularly among families with limited resources such as those in our priority groups. It is not sufficient to focus on particular groups without understanding circumstances, transitions and barriers that affect families and individuals on a daily basis. Housing and Employability’s approach to addressing vulnerability, disadvantage and poverty in West Dunbartonshire is based on delivering services and support that can mitigate the negative impact of transitions; address the barriers households and communities face and address, where possible, the structural drivers of poverty. To date, we have established a local employability partnership to ensure that we coordinate employability service provision in an effective way. In addition to No One Left Behind, Parental Employability Support and Modern Apprenticeship programme funds we will also manage the delivery of UK shared prosperity priorities. We will integrate strategic management of the funds into the local employability partnership approach in order to maximise the benefits for West Dunbartonshire residents. We are currently implementing a three year-plan for the delivery of employability services. In 2024/25, we will stage a community-based child poverty event to encourage partnership approaches to maximising family prosperity. Page 69
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Child Poverty (Scotland) Act 2017 The intention of the Child Poverty Bill is to ‘set targets relating to the eradication of child poverty’ as well as making provisions for plans and reporting relating to achievement of these targets. It requires the Scottish Government to meet four income-based child poverty targets by 2030 as well as set out and report on the actions they will take to meet those targets. In addition, the Act places a duty on local authorities and health boards to report annually on what they are doing to contribute to reducing child poverty. The local child poverty action report must set out a range of commitments to address the key drivers of poverty: • Increasing income through employment; • Maximise income from the social security system; and • Reducing household costs. In 2024/25, we will compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage. Community Learning and Development The Community Learning and Development (Scotland) Regulations 2013 place a statutory requirement on local authorities to publish a plan every three years. The plan should outline how the local authority will co-ordinate and secure ‘adequate and efficient’ Community Learning and Development (CLD) provision with other sector partners. The CLD plan 2021-24 specifies: • How the provision of community learning and development will be coordinated with other organisations and agencies that provide community learning and development within West Dunbartonshire; • What action will be taken to deliver the community learning and development plan between September 2021 and September 2024; • What action other organisations and agencies intend to take to provide community learning and development in West Dunbartonshire between September 2021 and August 2024; and • Any needs for community learning and development that will not be met within the period of the plan. We have established the plan and are delivering community-based learning opportunities throughout West Dunbartonshire. In 2024/25, we will review the current CLD Plan and compile a new plan for the 2025 – 2028 planning period. Page 70
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Housing: Improving the customer journey and support During 2023/24, we reviewed the customer journey to ensure the service is able to adapt to change and is reflective of new ways of engagement and working, this included exploring the opportunity for implementing digital improvements into service delivery. In 2024/25 we will continue to expand the implementation of digital technologies to drive efficiency and a modernized service, the focus of this work will include further development of areas using the housing office mobile app and the self-serve portal. In line with the Council’s Strategic priorities, Housing Operations is focused on ensuring continuous improvement across all our services. In 2024/25, understanding tenant experience in engaging with our services will be a priority, the focus of this work will aim to increase tenant feedback with the housing operations processes and encourage participation in tenant satisfaction surveys. Tenant safety and Wellbeing Ensuring tenant safety remains a key priority for the service. In 2024/25 we will continue to monitor, assess, and report on the performance. As part of our commitment to this we will pay particular focus on ensuring that we complete an Electric Installation Condition Reports (EICR). The process to gain access to properties to complete an EICR has been under review to increase the number of completed inspections. In 204/25, Building Services will implement the revised process and monitor performance. The current cost-of-living crisis, and in particular rising energy costs, will mean that many tenants face difficulties in heating their homes. So, it is now more important than ever that we have robust procedures for managing reports and instances of mould and dampness. The process for mould and dampness in tenants’ homes has been revised to effectively manage and eradicate dampness. Using a prevention and treatment approach we will instal environmental sensors to gather intelligence and data on root causes which will help to inform our work. We will continue to advise tenants on prevention measures to reduce the risk of condensation and dampness occurring in properties. Treatment works include improved ventilation, heat recovery ventilation systems to promote moisture removal, external penetrating dampness and mould removal treatments. In 204/25, Building Services will implement the revised process focusing on prevention and treatment. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Page 71
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Within Housing Operations, we have established a range of cross service working groups across key areas to improve the customer journey. Services, such as Estates/caretaking, Allocations and Voids and have a range of other short-term working groups looking at arrears, ASB and CCTV. These groups will look at a range of aspects including existing processes, systems and interaction with customers to identify improvements to our service delivery areas. Housing Voids The Void working group, chaired by Housing Operations has been established to reduce the time taken to re-let properties. The significant priority to reduce the number of void properties will continue into 2024/25. Housing services will work with the internal partners to improve re-let times. Improvement Plan for Building Services The action plan is a strategic priority and a critical influencing factor for Building Services. Progress of year 4 of the 5-year plan includes: • Workforce; individual performance and productivity management, resource and succession planning, remuneration and working hours model. • Service Provision; planning, supervision and stores operations, improvements to customer satisfaction, speed of delivery, quality, and consistency of the repairs provision. In 2024/25, we will progress year four of the five-year plan. Action Plan & Risks The challenges identified at section 2 and the key factors identified in Section 3 have informed Housing & Employability priorities for 2024/25. Appendix 1 sets out the action plan to address them, including the relevant risks and the performance indicators and targets that will enable progress to be monitored and reported to stakeholders. It also incorporates the Strategic workforce actions. The Council has identified risks at both a strategic and service level. Strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. Page 72
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In planning for 2024/25, the Housing and Employability team considered the Council’s strategic risks and identified risks specific to the service. These are set out in the action plan at Appendix 1 alongside actions to mitigate these, with the aim of improving or maintaining the current position (i.e. the current risk score). 4. Resources Finance Housing & Employability has a net General Services revenue budget of £2.915m and a nil capital budget in 2024/25. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2024/25 (£m) Gross Income 2024/25(£m) Net Expenditure 2024/25 (£m) Capital Budget 2024/25 (£m) Private Sector Housing 0.019 0 0.019 Na Housing Development & Homelessness 5.669 4.859 0.810 NA Private Sector Housing Grant 0.491 0.446 0.045 NA W4U 4.425 2.183 2.242 NA Anti-Social Behaviour 0.478 0.099 0.379 NA Housing Maintenance Service 20.512 21.092 -0.580 NA Housing Asset & Investment 0.468 0.468 - NA Total 32.062 29.147 2.915 Housing and Employability also have responsibility for a considerable HRA, both revenue and capital. Page 73
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Gross Expenditure (Revenue) £m Capital £m HRA budget 2024/25 53.215 73.385 Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31st March 2024) are as follows: Absence in 2023/24 The quarterly absence statistics for Housing & Employability are shown below together with the Council average for the same periods for comparison. The figures for Housing & Employability have been lower that the Council average throughout 2023/24: Absence in 2022/23 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Housing & Employability 3.04 3.43 4.38 4.93 12.41 Service Area Headcount FTE Building Services 358 306.63 Housing Asset & Investment 8 7.2 Housing Development & Homelessness 102 92.4 Housing Operations 126 122.86 Working 4U 72 65.6 TOTAL 666 594.69 Page 74
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COUNCIL WIDE TOTAL 3.32 2.82 4.38 4.82 10.13 5. Appendix 1: Action Plan 1. Our communities Our neighbourhoods are safe, resilient, and inclusive Performance Indicator 2024/25 Target Owner % of anti-social behaviour cases resolved 98% Nicola Pettigrew Number of incidents directed to Police by Public Space CCTV team 400 Nicola Pettigrew % of Public Space CCTV cameras operational 85% Nicola Pettigrew Action Due Date Owner Implement second phase of CCTV equipment and infrastructure modernisation and improvements 31/03/25 Nicola Pettigrew Our residents’ health and wellbeing remains a priority Performance Indicator 2024/25 Target Owner % of youth Homeless levels in West Dunbartonshire 15% John Kerr Action Due Date Owner Develop and introduce a new preventative focused housing access system 31/03/25 John Kerr Page 75
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Our residents are supported to increase life and learning skills Action Due Date Owner Promote and deliver access to community-based training and learning 31/03/25 Stephen Brooks Deliver new tenant participation strategy 31/03/25 John Kerr 2. Our Environment Our neighbourhoods are sustainable and attractive Performance Indicator 2024/25 Target Owner Number of new supply social housing for rent (all supply) 80 John Kerr Tenancy Sustainment Levels within Housing First 90% John Kerr % satisfaction with quality of new build council housing (SHN) 80% John Kerr % of properties that require a gas safety record which had a gas check and record completed by the anniversary date 100% Martin Feeney % of council dwellings that meet the Scottish Housing Quality Standard TBD Alan Young % of Council houses that are energy efficient TBD Alan young % of all homeless cases re-assessed within 12 months (repeat homelessness) 5% John Kerr The number of incidences of youth homelessness in West Dunbartonshire is reduced 280 John Kerr *2024/25 target will be set following assessment of year end data in June 2024. Action Due Date Owner Implement further phase of digital improvement for housing operations (self-serve portal) 31/03/25 Nicola Pettigrew Implement further phase of digital improvement for housing operations (mobile app) 31/03/25 Nicola Pettigrew Page 76
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Ensure compliance with tenant safety standards (e.g. EICR, Gas safety, Mould & Dampness) 31/03/25 Martin Feeney/John Kerr Ensure the Council’s Housing stock maintains compliance with the Scottish Housing Quality Standard and reduce the number of properties held in abeyance. 31/03/25 Alan Young Deliver new Housing Asset Management Strategy 31/12/25 John Kerr Ensure the Council’s Housing stock progresses towards the achievement of the energy efficiency standard for social housing. 31/03/25 Alan Young Deliver on the More Homes Programme 31/03/25 John Kerr Develop approach to the new Social Housing Net Zero Standard 31/03/25 John Kerr Develop and introduce a wider national rented home strategy 31/03/25 John Kerr Refresh our strategic housing investment programme 31/12/24 John Kerr Assess requirement for declaration of housing emergency within West Dunbartonshire. 31/12/24 John Kerr Service Risk Description Current Assessment Target Assessment Owner Failure to achieve the outcomes of the Scottish Social Housing Charter The Scottish Social Housing Charter sets out the standards and outcomes that tenants and customers should expect from social landlords, in terms of the quality and value for money of the services they receive. Failure to continue to meet these could place the Council at risk of the intervention powers of the Scottish Housing Regulator. John Kerr Failure to deliver on homelessness prevention The risk that, similar to other Local Authorities we will be unable to adequately meet housing needs due to rising costs and reduction in funding. John Kerr Page 77
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Failure to maintain Housing Stock The risk that Council’s Housing Stock are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective housing for Council tenants. Alan Young Failure to deliver medical adaptations in agreed target timescales This is monitored to ensure target timescale of 79 days average for housing medical adaptations is adhered to ensure satisfaction with the service and support those in need of this service. Alan Young Failure to meet citizen expectation and service standards Risk of citizen dissatisfaction due to us not doing what we say we will when we say we will or not completing required works first time. Martin Feeney Failure to implement IHMS system across building services The effective implementation of the IHMS system will delivery efficiency, improve case tracking, capture customer satisfaction and improve service delivery. Martin Feeney 3. Our Economy We will support our residents to access employment and training opportunities Performance Indicator 2024/25 Target Owner Value (£) of debt managed £1,520,000 Stephen Brooks Number of local people entering employment through Working 4U 400 Stephen Brooks Number of local people entering education or training 750 Stephen Brooks Page 78
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Appendix 1 Performance Indicator 2024/25 Target Owner Number of local people gaining a full qualification 450 Stephen Brooks Action Due Date Owner Review the current CLD Plan and compile a new plan for the 2025 – 2028 planning period. 31/03/25 Stephen Brooks We will continue to develop access to welfare rights and debt management services 31/03/25 Stephen Brooks We will continue to provide access to employability services 31/03/25 Stephen Brooks We will continue to provide access to community-based learning opportunities 31/03/25 Stephen Brooks We will work with partners to support economic development to deliver increased prosperity for our area Performance Indicator 2024/25 Target Owner Total Value (£) of Income Generated £6,000,000 Stephen Brooks Number of local people receiving support through Working 4U 4,500 Stephen Brooks Percentage of local people with increased or sustained income through reduced debt liability/debt management 90% Stephen Brooks Number of people receiving support through Working 4U with more than one barrier to employment 854 Stephen Brooks Action Due Date Owner Develop a new employability partnership action plan 31/03/25 Stephen Brooks Explore the potential for securing training and opportunities in the carbon/green energy sectors 31/03/25 Stephen Brooks Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31/03/25 Stephen Brooks Page 79
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Appendix 1 Service Risk Description Current Assessment Target Assessment Owner Failure to respond to child poverty legislation Failure to respond to child poverty legislation will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost Stephen Brooks The cost-of-living crisis will lead to a substantial demand for access to welfare/debt support services. We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we receive appropriate referrals who can benefit from our support. Stephen Brooks 4. Our Council Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2025 All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce 31-Mar-2025 All Managers Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce 31-Mar-2025 All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2025 All Managers Page 80
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Appendix 1 Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2024/25 Target Owner % of tenants satisfied with the overall service provided by their landlord 84% John Kerr Average length of time to re-let properties 30 Nicola Pettigrew % of council rent that was lost due to houses remaining empty 1% Nicola Pettigrew Percentage of repairs appointments kept TBD Martin Feeney Average time taken (in days) to complete medical adaptations TBD Alan Young Average time (in days) to inspect and repair empty homes TBD Martin Feeney Average length of time (in hours) taken to complete emergency repairs TBD Martin Feeney Percentage of reactive repairs carried out completed right first time TBD Martin Feeney Average time taken (in days) to complete non-emergency repairs TBD Martin Feeney % of tenants satisfied with the repairs and maintenance service TBD Martin Feeney % of properties returned from repairs within target TBD Martin Feeney Action Due Date Owner Implement improvement plan for Building Services – year 4 31/03/25 Martin Feeney Implement improved void management process to ensure sustained reduction in number of void properties 31/03/25 Martin Feeney *2024/25 target will be set following assessment of year end data in June 2024. Page 81
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Housing and Employability Housing and Communities Committee: 1 May 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) Notes the content of the report and the progress made to date in the delivery of the Council’s More Homes West Dunbartonshire approach including the recent site starts at the Pappert and Mount Pleasant developments which means 133 new council homes are at construction stage; (ii) Notes the amended housing mix within the Bonhill Gap Site (O’Hare) development project; (iii) Notes the anticipated 27% reduction in Affordable Housing Supply Programme funding available in 2024/25 in West Dunbartonshire and the ongoing work to refresh the Strategic Housing Investment Programme because of the funding reduction; and (iv) Approve the undertaking to conduct all necessary procurement exercises for the identified sites within the Future New Build – West Dunbartonshire Affordable Housing Supply Programme in section 4.4 of this report to deliver new council homes; 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. ITEM 9 Page 83
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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: - • 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 130 Ongoing Totals 626 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 Page 84
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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 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 On site March 2024 Spring 2025 Mount Pleasant 19 19 On site April 24 Spring 2025 Willox Park 17 17 Summer 24 Autumn 2025 Bonhill Gap Sites* 29 4 Autumn 24 Winter 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* 50 10 Summer 24 Summer 2025 Page 85
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*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 (Wheelchair) 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 500th new home delivered through the More Homes West Dunbartonshire approach. We have now finalised the engagement with the Scottish Government for the above benchmark grant request dues to the complexities of the development (Gilmour Avenue) Silverton Regeneration Tbc Tbc tbc Tbc Buyback Scheme (60 per year) 300 36 2023/24 2027/28 709 units 172 units Page 86
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at Clydebank East and have been awarded £12,604,632.37 in Affordable Housing Supply Programme grant funding, this equates to over £143k grant per home. This is a positive outcome and ensures the delivery of the development without any potential negative impact on the wider Housing Revenue Account. Pappert, Bonhill This project enjoyed a site start date in early March, delivering the housing mix 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 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 was successfully achieved on 15th April 2024 and construction will last approximately one year. 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. 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 which were approved by the Housing and Communities Committee in February 2024. Bonhill Gap Site Strategy Page 87
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The pre-planning application process has commenced on the development of the 2/3 separate gap sites which are contained within this wider development. We have now procured engineering consultants as we move closer to a full planning application. We are scheduled to submit planning week beginning 29th April 2024. We have amended the housing mix for the O’Hare gap site and will now deliver 6 one-bedroom cottage flats instead of the previous planned 5 three- bedroom terraced homes, this revised housing mix meets housing need and demand projections within the wider area. The projected costs of delivery meet our affordability threshold which the previous housing mix could not. We have also 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 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 2023 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 and seek to develop a mixed tenure approach to any expanded development site delivering one hundred new affordable homes. The discussions with CRL (Clydeside Regeneration Limited) to progress the possibility of acquiring this additional land have not yielded a positive conclusion and the reduction in funding highlighted later in this report in respect of the wider Affordable Housing Supply Programme will add a further challenge to the viability of this development. An options appraisal will be carried out over the next couple of months and the outcome of this will be reported to the next meeting of Housing and Communities Committee. Page 88
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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 imminently. 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. Unfortunately, we have since been informed that no new projects will receive funding until April 2025 at the earliest, as a result we are proposing that the development forms part of the wider Affordable Housing Supply Programme and have engaged with the Scottish Government to progress this. This will mean the development is included within the Strategic Housing Investment Programme pending a successful conclusion to current discussions with the Scottish Government’s More Homes Team. 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. 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. Page 89
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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 purchased 40 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. 4.6 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%. These proposals were agreed in February 2024. 4.7 The More Homes budget, which provides grant aid for affordable new homes, is shown to reduce from £564.6m this year to £375.8m in 2024/25. While the capital funding side of this budget which supports the delivery of Strategic Housing Investment Plans was expected to be protected from such a significant reduction with a smaller reduction of £75m or 14%, it appears that Page 90
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this is no longer the case, and while we await formal notification of the Affordable Housing Supply Programme budget in early May there is likely to be a significant negative impact on new social housing delivery. 4.8 The planned 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 was £10.795m. We have since been notified that the revised RPA for 2024/25 will be £7.922m, this represents a reduction of 27%. 4.9 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 a programme meeting is scheduled for 7th May 2024 to agree a revised programme. 4.10 In advance of the programme meeting we are scenario planning the impact of the 27% reduction in the 2024/25 RPA this may have the following impacts: - • No new projects being approved in 2024/25 because of existing commitments within the programme without the developing organisations front funding their development; • A reduced RPA allocation of £2.873m (27%), this also represents a loss of a minimum of that figure to the wider West Dunbartonshire economy; • A potential 32 less homes being delivered on an annual basis in West Dunbartonshire because of the reduction in funding (160 within the lifecycle of the current Strategic Housing Investment Plan); • High levels of homelessness and housing need 4.11 While the proposed reduction in funding presents a challenge to realising the Council’s new housing ambition, it is one that we will strive to manage 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 programme meeting in May and will report the revised to the Housing and Communities Committee meeting in August with additional proposed actions to mitigate the impact of the significant reduction in funding. 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. Page 91
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5. People Implications 5.1 The delivery of the More Homes delivery programme is managed through existing resource within the Housing Development & Homelessness team funded from the Housing Capital Investment Programme. 6. Financial and Procurement Implications Financial 6.1 On 6 March 2024 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 The proposed actions as a result in the reduction of Scottish Government Affordable Housing Supply Programme funding is outlined in Section 4 of this report. 6.4 As previously reported to Committee as of 1st April 2024, Local Authorities are now exempted from LBTT ADS (Land and Building Tax Additional Dwelling Supplement). This will have a positive impact on the buyback budget. 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 Page 92
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and opportunities and on-going contract management. Opportunities to maximise the positive social, economic and environmental impact for the Council through the relevant procurement processes will be developed in line with procurement policy. 7. Risk Analysis 7.1 All Council new build projects have their own Risk Register which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis. 7.2 With any new build project there is a risk that as the projects develop the cost increases beyond the estimated contract cost. Any additional borrowing requirements, or conversely, cost savings will be reported to future meetings of the Housing and Communities Committee. However, this is mitigated through a target cost model approach in our current contract arrangements within the Scottish Procurement Alliance (SPA) framework and Scotland Excel. 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. Page 93
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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: 17th April 2024 Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Mikayla Deeley, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email mikayla.deeley@west- dunbarton.gov.uk Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 94
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Housing and Employability Housing and Communities Committee: 01 May 2024 ___________________________________________________________________ Subject: Access to Housing in West Dunbartonshire Council 1. Purpose 1.1 The purpose of this report is to provide members with an update on Access to Housing in West Dunbartonshire. Access to Housing includes housing for those on the general list, transferring tenants and households experiencing homelessness. This report will cover the following. • Performance 2023/24, • Current housing demand and the needs, • 2024/25 Letting and future demand. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the current housing and homeless context and unprecedented pressures in West Dunbartonshire; (ii) Note that discussions will take place at a member/officer level to discuss the potential of a housing emergency declaration within West Dunbartonshire in advance of the summer recess; (iii) Note the performance of our allocations for 2023/34 (4.5 and 4.6); (iv) Note the current demand on our waiting list and level of needs and that there are 1342 (26%) applicants that have no recognised housing need; (v) Approve the revised target times (4.10) and agreed letting target (4.12 and 4.13) for those experiencing homelessness for 2024/25 to ensure we continue to meet our statutory obligations as a local authority; (vi) Note our updated Regulatory Engagement Plan (4.15); (vii) Note the agreed letting targets for transferring tenants and those on the general housing list (4.17) (viii) Note and agree actions in relation to transferring tenants in (4.18) and (4.19) of increasing the use of Homeswapper and creation of a transfer led lettings plan for new build completions, ITEM 10 Page 95
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(i) Note the West Dunbartonshire Council funding allocation of £261k from the Distribution of Funding for Rapid Rehousing Transition Plans (RRTPs) funding for 2024/25 and approve that this allocation be utilised to deliver the Home at the Heart (WDC RRTP) priorities for 2024/25 and; (ii) Note in Section 7 the risks identified regarding letting and our legislative duty to provide the statutory homeless and housing access service. 3. Background 3.1 The current Allocations Policy was agreed by Committee in February 2022. The policy is due a review end of 2024 into early 2025. The policy is based on priority needs meaning those with the greatest need are housed. Appendix 1 details the categories of our Allocation Policy along with a Points Table summary. 3.2 Each year, to meet our commitments to all those in housing need and our statutory and legislative duties regarding homeless households, we agree our letting targets for those on the general waiting list, transfer list and those with homeless priority. The request for lets to homeless households is based on annual modelling based on backlog, incoming demand, and supply and turnover. 3.3 At the last Allocations elected members briefing in November 2023 it was agreed we would report annually our performance and to highlight any changes required within our Allocations Policy. 3.4 During the time of the current policy we experienced a worldwide pandemic that began in 2020, and a cost-of-living crisis which has impacted inflation and interest rates. This has led to extreme pressures on limited social housing across the country. More than ever the demand outstrips the supply of social housing. 3.5 Due to ongoing pressures impacting supply and increased demand the Scottish Housing Regulator declare a systematic failure in our Homeless system in December 2023 in a Thematic report. 3.6 This has also led to four Local Authorities declaring a housing emergency including two which neighbour West Dunbartonshire. The Chartered Institute of Housing (Scotland) has also declared a national housing emergency and several sector bodies are actively lobbying the Scottish Government to declare a national housing emergency. 3.7 Further discussion is planned at a Member/Officer level to discuss whether the declaration of a housing emergency is valid within the current housing context in West Dunbartonshire and depending on the outcome of these discussions a report will be provided to Council in advance of the summer recess. 3.8 Therefore more than ever housing is a key priority, and it is critical we are ensuring those with the greatest need are being housed. Page 96
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4. Main Issues 4.1 Our current approach to tackling homelessness is outlined in our Rapid Rehousing Transition Plan (RRTP) “Home at the Heart”. It was developed in response to a key recommendation from the Homelessness and Rough Sleeping Action Group (HARSAG) that was adopted by the Scottish Government. Its aims are influenced by the Scottish Social Housing Charter and consistent with the Scottish Government’s “Ending Homelessness Together” approach. A progress report of Year 5 of “Home at the Heart” will be submitted to the Housing and Communities Committee in August 2024. This report will also highlight priority areas for 2024/25. 4.2 It was agreed that 64% of lets would go to homeless households, 20% of lets would then be given to those on the general waiting list, 2% of which would be to meet our commitment to young care leavers, and 5% to prevent youth homelessness. 4.3 The remaining 16% would go to current tenants of the waiting list, of which 3% to enable regeneration projects. 4.4 As of 21 March 2024, the following lets have been achieved; Category Total Lets % General 160 19 General (Young Care Leavers) 9 1% General (Youth Prevention) 12 1% Transfer 120 14% Transfer (Regeneration) 19 2% Homeless Priority 538 63% TOTAL 858 100% Appendix 1 details the categories and points summary of the Allocations policy. 4.5 Analysing the needs of those housed. A total of 122 applicants from the general waiting list have been housed as of 29th Feb 2024, their level of needs is as seen below; 1.6% 8.2% 27.9% 62.3% 0% 10% 20% 30% 40% 50% 60% 70% 0 points 10-25 points 30-60 points 65 points and over General List Page 97
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Of the 122, 12 applicants had a low-level housing need (under 25) and 2 no housing need at all with 0 points. 4.6 A total of 109 current tenants (transfer) were rehoused and their level of need are seen as below; Of the 109, 35 applicants had low level of housing need with 7 have no need at all therefore an aspirational move was facilitated by the housing service. 4.7 When we look at need of households experiencing homelessness, we use a Rapid Rehousing Transition Plan (RRTP) model which considers the level of new homeless decisions, the backlog of homeless households, projected future demand, the number of lets made to households experiencing homelessness and projected letting activity. The RRTP model uses this data to determine the number of lets that will be required for households experiencing homelessness on an annual basis and determines a projected lettings % target. The table below shows the target for 2023/24 and the achieved targets along with RSL’s; Calculation of homeless lets required and % of expected letting activity required to meet need - split by LA & RSL Year 5 target Year 5 actual Lets required to meet demand 921 652 Split LA 576 538* Split RSL 311 149** % Allocation of lets required LA 69%*** 63% RSL 69% 51%** * As at 21/03/24 ** As at 31/12/24 – Q4 not *** 5% moved to Youth prevention Current Demand 4.8 As of 29th February 2024 there are 5,166 applicants on the housing waiting list plus an additional 470 current applications from households experiencing homelessness. The tables below show the points of those application by general and transferring applicants; 6.4% 25.7% 28.4% 39.4% 0% 10% 20% 30% 40% 50% 0 points 10-25 points 30-60 points 65 points and over Transfer List Page 98
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These tables show that 23% of general applicants and 33% of transfer applicants have no housing need with 0 points and a further 28% of general and 40% transfer applicants have a low level of housing need. 4.9 Our main reasons and background to those presenting as homeless with West Dunbartonshire Council remain consistent with numbers as they are currently; • 23% of the presentations are youth presentations (under 25 predominantly relationship breakdowns), • 17% are those fleeing domestic abuse, • 30% present from a housing association home or a private rented home, and • 13% from West Dunbartonshire Council tenancies including those deemed at risk or experiencing domestic abuse. Letting to Households Experiencing Homelessness 4.10 As part of our annual modelling for our RRTP we reviewed the target times for those with no/low needs and due to the current housing access projections, we 874 1061 1319 490 0 200 400 600 800 1000 1200 1400 0 Points 10 - 25 Points 30 - 60 Points 65 plus points General Waiting List Numbers 468 572 252 130 0 100 200 300 400 500 600 700 0 Points 10 - 25 Points 30 - 60 Points 65 plus points Transfer Waiting List Numbers Page 99
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are increasing our target times from 15 weeks (2023/24 target) to 16 weeks (2024/25 target) as our current time is 19 weeks. 4.11 External factors impacting void turnover, house building, and tenancy terminations means the expected supply in 2024/25 will be reduced for both Council and RSL lets. Currently modelling suggests that due to an increased backlog, increased demand and reduced available turnover that for 2024/25 for West Dunbartonshire, 127% of all available social tenancies inclusive of conversions and housing first allocations will require to be allocated to households experiencing homelessness to ensure targeted reductions in temporary accommodation and faster access to settled accommodation is achieved. 4.12 While this cannot be arithmetically achieved, and recognising other housing need factors it would not be practical to have 100% allocation of lets to households experiencing homelessness. Therefore, we will apply 64% lettings target to homeless households. This objective was supported by the Housing Improvement Board in March 2024 and a similar commitment of 69% will be sought from our RSL partners via their annual RRTP Contribution Statements. Calculation of homeless lets required and % of expected letting activity required to meet need - split by LA & RSL Year 6 (24/25) Lets required for to assist meeting demand 932 Split LA 621 Split RSL 311 Projected turnover Year 6 Split LA 750 Split RSL 350 % Allocation of lets required Year 6 LA 64%* RSL 69% *5% is going to general youth homeless prevention and is included in lettings information above 4.13 As detailed 64%/69% is not enough to fully meet demand and clear the backlog of households in temporary accommodation and will result in a shortfall of around 688 lets and 110 additional households in temporary accommodation. The backlog includes 265 households in temporary accommodation with a total of 84 children. There are approximately 158 children in our wider homelessness backlog. By not fully meeting our demand means households will spend longer in temporary accommodation than they or the Council would like. 4.14 A shortfall on lets can also lead to a requirement to increase the number of temporary accommodation units. If we required to do this, it will reduce lets available for mainstream offers and would also require additional staff resources to manage the additional units. Page 100
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4.15 Regulatory Engagement The Scottish Housing Regulator has updated engagement plan in April 2024 for the year ahead which will have been published in April. They have stated; During 2023/24, we reviewed and compared the data for all local authorities from the Scottish Government’s national homelessness statistics. We also spoke to all local authorities to gather further information and assurance about their homelessness services. To assess the risks to people who are threatened with or experiencing homelessness we will engage with all local authorities during 2024/25 with a focus on the provision of appropriate temporary accommodation. This reinforces the priority and importance of meeting our aims within our RRTP. 4.16 The Housing and Communities Committee Convener has engaged with the Housing Minister and has maintained the Council’s commitment to ending homelessness through the following; “Continue our approach and commitment to ending homelessness and maintain high levels of allocating council homes to homeless households, as we referenced at our meeting, we require this commitment to be matched by our housing association partners which at this point is inconsistent and would welcome your influence to ensure all parts of the social housing sector are working collaboratively to minimise time spent in temporary accommodation”. Transferring Tenants 4.17 It has been agreed that for 2024/25 lets to transferring tenants would be increased from 16% to 18%, which means that 18% for those on the general waiting list. Those general lets include lets made through the Council’s ongoing participation in humanitarian resettlement schemes which we project to be around 50 households in 2024/25 through ongoing participation in the existing schemes. 4.18 In addition to this increase to further meet the needs of those of our current tenants it has been agreed to further explore ways to increase the use of Homeswapper which enables social housing tenants to exchange properties with other tenants to meet their needs. Mutual exchange also does not come with any void repair costs which is an additional benefit to all tenants. All Council tenants who apply for housing will be automatically enrolled on the Homeswapper scheme and will be supported to access a home exchange which will meet their housing need. 4.19 Council new build properties will mainly be let to transfer tenants in the first instance to promote turnover of properties. The investment approach to transfer led new build allocations is that we work to create allocation chains from each mainstream new build and will be achieved through the delivery of a lettings plan for each new build development, this will be in place for our Clydebank East development where we anticipate the first handover of homes in late Summer. We anticipate that a minimum of 70% of new build lets will be made Page 101
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to transfer applicants in all our future new build developments. Specific needs properties will be excluded from this approach and will be allocated to the household in greatest housing need regardless of current housing tenure. This wider approach will be linked to our current downsizing incentive scheme. 4.20 The approaches outlined above ensure we are meeting the housing needs of our current tenants. Positively increased lets to transferring tenants will add to more turnover in homes being available but may lead to increased voids expenditure. However, this will be closely monitored, and all transfer applicants’ homes will be visited in advance of any anticipated transfer allocation to ensure the void expenditure is minimised. 5. People Implications 5.1 Any additional posts required to strengthen the team will be recruited in line with the Council’s existing recruitment policy and will be funded from the Scottish Government funding for the provision of homelessness prevention and response. 6. Financial and Procurement Implications 6.1 In March 2024, West Dunbartonshire Council was advised that our allocation of the distribution of £8 million revenue funding to fund rapid rehousing transition plans (RRTPs) for 2024-25 was £261k. This represents a modest increase in the allocation for 2023-24. The agreed funding distribution is as follows: • a funding floor which ensures that every local authority in Scotland receives at least £50,000 in 2024-25 towards the implementation of their RRTP. • the three-year average of unintentionally homelessness assessments continues to be used for distribution. This comes from published national homelessness statistics (HL1). 6.2 Any increased transfer lets means there will be additional spends on voids this will be closely monitored to manage this risk. 6.3 If we require to take additional temporary accommodation units there will be costs to the service to do so along with additional staffing costs if we require more staff if units increase. It also means available lets will be reduced because of being converted to temporary accommodation use. 6.4 If we increase the use of Home Swapper, as it will mean current tenants mutual exchanging this does not have any add on costs to the void budget. 6.5 There are no procurement implications in terms of this report. 7. Risk Analysis 7.1 As detailed in 3.5 and 3.6 we are in them midst of a national housing crisis and figures reinforce that our demand far outweighs the supply. If we are unable to house the demand presenting as homeless which can impact on increased use Page 102
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of Unsuitable Accommodation and potentially failing to offer any accommodation could lead to full scale failure to meet our homeless duty. 7.2 We currently have Regulatory engagement as stated in 4.15 which includes our homeless service and in particular our temporary accommodation. The risk if breaches of the Unsuitable Accommodation Order continue or we begin failing to offer temporary accommodation then our engagement is at risk of being increased. 7.3 The targets agreed in 4.12 do not meet demand therefore it is highly likely that times spent in temporary accommodation will beginning increasing including for those households with children. 8 Environmental Sustainability 8.1 The delivery of new homes referred to within this paper are 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 There are no negative equalities impacts due to this update. An EIA screening will be carried out for any policy changes. 10. Consultation 10.1 The first draft of our RRTP was developed in collaboration with key partners, including the Health and Social Care Partnership, local Registered Social Landlords and third sector organisations, via a series of well attended stakeholder events held in November and December 2018. 10.2 Consultation and communication have continued since the submission of the first iteration of the RRTP through the Housing Solutions Partnership. Further engagement has also taken place with other local landlords via the Strategic Housing Providers Forum, engagement has continued with the Health and Social Care Partnership and a dialogue with the West Dunbartonshire Tenants and Residents Organisation (WDTRO) regarding the implementation of the RRTP and Housing First has also taken place and will continue to do so at the regular liaison meetings. 10.3 Consultation of tenants, housing applicants and wider stakeholders was carried out in 2021 during the last review of our Allocations policy which was subsequently agreed by Committee in February 2022. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Page 103
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Peter Barry Chief Officer, Housing and Employability Date: 17th April 2024 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: john.kerr@west-dunbarton.gov.uk Claire McKay – Housing Development Co-ordinator, Housing Development and Homelessness Team, Housing and Employability, telephone: 07793717981, email: Claire. McKay @west-dunbarton.gov.uk Appendices: 1. Allocations Categories and Points Summary Background Papers: West Dunbartonshire Council Allocations policy “Home at the Heart” – Rapid Rehousing Transition Plan Wards Affected: All Page 104
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Appendix 1 Allocations Categories and Points Summary Current categories within the Allocations policy; Summary of Points Categories Circumstances Points Category 1 No security of Tenure Applying from the family home Living somewhere with no tenancy agreement Notice to Quit Tied Accommodation Regeneration 25 25 25 25 25 Category 2 Medical and Disability A award B award C award 100 60 10 Category 3 Facilities Lacking Amenities o No bathroom 10 • Category 1: No security of tenure • Category 2: Medical & disability • Category 3: Facilities • Category 4: House size • Category 5: Social/relocation Annual allocation quotas are reviewed and established for each group (f) Young People at Risk of Homelessness (e) Young care leaver (d) Strategic housing need (c)Transfer (b) General (a) HomelessPersons Groups ITEM 10 - APPENDIX 1 Page 105
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o No kitchen facilities Sharing Amenities o Kitchen o Bathroom 10 10 10 Category 4 House Size Overcrowded by 1 bedroom Overcrowded by 2 bedrooms Overcrowded by 3 or more bedrooms Under Occupying by 1 bedroom Under Occupying by 2 bedrooms And 20 points further for any further rooms Multi Story Flats for Children Under 16 20 25 30 20 40 60+ 10 Category 5 Social / Relocation Relationship Breakdown Social / Family Support Incoming Worker 25 10 10 Page 106
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Housing and Communities Committee: 1 May 2024 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Budgetary Control Report to 31 January 2024 (Period 10) 1. Purpose 1.1 The purpose of the report is to provide members with an update on the financial performance to 31 January 2024 (Period 10) for the HRA revenue budget and the HRA capital budget. 2. Recommendations 2.1 Members are asked to: i) note the HRA revenue account is forecasting an adverse variance of £3.863m. The adverse variance will be offset by removing the £1.729m budgeted contribution from revenue to capital (CFCR) and using £2.134m of the HRA reserves. ii) note that the use of HRA reserves to address the projected adverse variance will lead to a closing HRA reserves balance of £0.500m which is below the prudential target. iii) note that work will continue to identify efficiencies across all areas of the housing budget to allow HRA reserves to replenished and maintained in line with the prudential target, while ensuring that services are still delivered and that there is not a corresponding reduction in service provision. iv) note the HRA capital budget is forecasting an in-year underspend of £69.166m which comprises £4.912m for projects that will be re-profiled into 2024/25 and projects with a net underspend of £64.253m this year, as detailed in Appendix 4. 3. Background Revenue 3.1 The council approved a £49.643m HRA revenue budget for 2023.24 on the 1st of March 2023 ITEM 11 Page 107
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Capital 3.2 The council approved the updated HRA capital plan for 2023/24 on the 1st of March 2023. The capital plan has been augmented by the re-profiling of underspends and budget with a revised HRA capital monitoring budget for 2023/24 of £124.846m. 4. Main Issues Revenue 4.1 The budgetary position for HRA revenue account is provided in Appendix 1 with information on projected variances valued at more than £0.050m being provided as Appendix 2. 4.2 Previous reports to Council have highlighted the significant HRA cost pressures in 2023/24. The HRA has seen a significant impact on its finances because of range of external factors beyond its control, including the rising cost of local authority borrowing, demand led pressures across the repairs and void service, high inflation, and uncertainty and volatility surrounding energy costs, particularly the spiralling cost of electricity. 4.3 Previous Budgetary Control Reports have highlighted to members the severe pressure across HRA loan charge and HRA repair and void budgets. Members will be aware that local authority borrowing costs have increased considerably over the past 12-18 months leading to much higher interest payments on new borrowing and debt refinancing. The forecast is for higher interest rates to lead to HRA debt interest payments being £2.912m more than budget this year. HRA repair and void expenditure has been adversely impacted by a combination of an increased volume of jobs raised as the service has addressed COVID backlogs across the repair and void service and by current economic conditions, where labour, materials and sub- contractor costs have all increased significantly. The revenue impact on HRA repair and void budgets this year is forecast at £2.675m. Furthermore, the backlog of voids and repairs has led to a sharp increase in rent abatement payments to tenants to compensate for disruption and inconvenience, the forecast is for abatement payments to be £0.316m more than budget this year. These acute cost pressures should ease as interest rates and inflation falls and the repairs service catches up with backlogs. 4.4 The current economic operating environment is also placing financial stress on the HRA in terms of increasing utility and insurance costs. Electricity costs for landlord supplies have increased by more than 60% in 2023/24 leading to an in-year cost pressure of £0.248m. Insurance premiums are also affected by inflation as well as risk and it is forecast that higher insurance premiums will lead to an in-year cost pressure of £0.130m. Page 108
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4.5 Whist officers have taken steps in year to mitigate cost pressures through the active management of repair and CFCR budgets, based on the information available at this time, it is projected that the HRA will have a deficit of £3.863m this financial year. The deficit will be offset by removing the £1.729m budgeted contribution from revenue to capital (CFCR) and using £2.134m of HRA reserves. 4.6 The current forecast is for a closing HRA reserves balance of circa £0.500m on 31 March 2024. In terms of adequacy of reserves, the forecast closing HRA reserves balance is insufficient to deal with future financial shocks to the HRA budget. As a result of these externally driven financial challenges, officers will continue to focus on reducing service delivery cost across the housing budget to replenish and maintain reserves in line with the prudential target, while ensuring that services are still delivered and that there is not a corresponding reduction in service provision. Capital 4.7 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 underspend of £69.166m (55.4%) as detailed below. 2023/24 Forecast £m 2023/24 Budget (£m Variance £m Other Capital Expenditure 4.528 4.240 0.288 Major Component Replacement 17.902 21.813 (-3.911) Void Capital 6.735 3.000 3.735 Contingencies 0.000 0.100 (-0.100) Structural & Environmental 2.162 3.420 (-1.258) Support Costs 2.629 2.629 - Buy Back Programme 4.500 4.435 0.065 Affordable Supply Programme 17.224 85.209 (-67.985) Total 55.680 124.846 (-69.166) 4.8 The main cost pressures / overspends are across the budgets to deal with large and complex repair and void works and environmental works. The demand for and cost of these works has been incredibly high this year, mirroring the pressure being experienced in the corresponding revenue budgets. The capital budget has had to fund many high-cost complex works this year as the service addressed void and repair backlogs. Void numbers and repair backlogs have reduced significantly and going forward the capital spend is expected to reduce considerably. Page 109
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4.9 From the analysis within the appendices the main projects that are expected to require re- profiling into 2024/25 are: Project Name Re-profiling £m EESH compliance work 1.746 Environmental Sensors 1.500 Multi-Storey Flat Strategy 1.200 Better Homes Priority Budget 0.375 Housing CCTV Installation Programme 0.250 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 the identification of unforeseen cost 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 there is no Equalities Impact Assessment for this report. 9. Consultation 9.1 Housing management and Legal services have advised there are neither any issues nor concern with the report. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer – Resources Date: 22 February 2024 ___________________________________________________________________ Page 110
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Person to Contact: Jim McCarron - Business Unit Finance Partner 16 Church Street, Dumbarton, G82 1QL, e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) 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 111
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2023/24 PERIOD END DATE Subjective Summary Total Budget 2023/24 £000 Spend to Date 2023/24 £000 Forecast 2023/24 £000 Annual RAG Status Employee Costs 7,669 5,479 7,986 317 4% Property Costs 2,377 1,721 2,608 231 10% Transport Costs 142 95 142 0 0% Supplies, Services And Admin 389 262 398 9 2% Support Services 2,720 2,234 2,681 (39) -1% Other Expenditure 534 676 806 272 51% Repairs & Maintenance 16,257 11,662 16,068 (189) -1% Bad Debt Provision 1,089 87 959 (130) -12% Void Loss (Council Tax/Lost Rents) 1,261 1,284 1,500 239 19% Loan Charges 15,476 15,691 18,829 3,353 22% CFCR 1,729 0 0 (1,729) -100% Total Expenditure 49,643 39,191 51,977 2,334 5% House Rents (47,728) (39,276) (47,750) (22) 0% Lockup Rents (217) (168) (202) 15 -7% Factoring/Insurance Charges (1,434) (1,498) (1,494) (60) 4% Other rents (117) (87) (120) (3) 3% Interest on Revenue Balance (30) (122) (146) (116) 387% Miscellaneous income (117) (42) (131) (14) 12% Transfer from / to Reserves 0 0 (2,134) (2,134) 0% Total Income (49,643) (41,194) (51,977) (2,334) 5% Net Expenditure 0 (2,002) 0 0 31 January 2024 Forecast Variance 2023/24 £000 % ITEM 11 - APPENDIX 1 Page 112
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 Budget Forecast Spend RAG Status £000 £000 £000 % Employee Costs 7,669 7,986 317 4% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Property Costs 2,377 2,608 231 10% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Other Expenditure 534 676 272 51% Main Issues Mitigating Action Anticipated Outcome This budget covers rent abatements, payments to the Womens Aid service, legal expenses and other sundry costs. Variance Narrative The overspend is due to higher rent abatement payments this year due to challenges in Building Services addressing the backlog of voids and repairs alongside complex meter related issues preventing tenants being able to return to their homes. The abatement overspend is partly offset by underspends in legal and banking costs. Work is underway with Housing Operations and Building Service to review existing processes and enhance staff guidance, alongside improved monitoring reports to reduce the abatement spend going forward. Help to move and support workers continuing to support work to resolve meter related issues. A year end overspend. Budget Details Variance Analysis Subjective Analysis forecast Variance Subjective Description Budget Details Variance Analysis Subjective Analysis forecast Variance Subjective Description Subjective Analysis forecast Variance Subjective Description This budget covers electricity, gas, rates, rents, cleaning and insurance costs. Variance Narrative This budget covers all employees charged directly to the HRA including caretakers. Variance Narrative The employee cost overspend reflects the impact of the 2023/24 local government pay award that was greater than the budgeted pay increase. Managers continue to consider ways to keep staffing costs down including considering each vacancy as it arises and the need / urgency to fill. A year end overspend. Budget Details Variance Analysis Property costs overspend mainly due to increased electricity costs advised through the electricity national framework agreement after the budget was set. In addition, insurance costs are forecast to be exceed budget reflecting the high rate of inflation and cost pressures across the insurance market. A year end overspend. Managers are reviewing electricity usage to identify action that can be taken to reduce energy consumption and cost. ITEM 11 - APPENDIX 2 Page 113
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HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 Budget Forecast Spend RAG Status £000 £000 £000 % Repairs & Maintenance 16,257 16,068 (189) -1% Main Issues Mitigating Action Anticipated Outcome Budget Forecast Spend RAG Status £000 £000 £000 % Bad Debt Provision 1,089 959 (130) -12% Main Issues Mitigating Action No mitigating action is required. Anticipated Outcome Variance Narrative A higher volume of repair orders, partly due to the clearance of a COVID related backlog, and inflationary pressures with pay and construction materials has driven up both in-house repairs team ( Building Services) and external contractor costs. These costs pressures have led to overspends on responsive repair and void repair budgets. These overspends have been offset by an underspend against the electrical installation inspection reports ( EICR) budget where some of the planned programme has slipped into the next financial year, an underspend against the WDTRO budget and by additional rechargeable repair income. Tight controls are in place to minimise external contractor spend across repair and void work categories. Building Services continues to implement its improvement programme with its focus on the smart use of technology to improve logistics and support productivity improvement and a continued focus on improved attendance and improved productivity to reduce cost. A year end underspend. Budget Details Variance Analysis The bad debt provision is forecast to less than estimate. This is based on the current year provision being at a similar level to 2022/23. A year end underspend. Subjective Analysis forecast Variance Service Description This budget allows for the provision for bad and doubtful debts to be maintained at an appropriate level Variance Narrative Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description This budget covers all repair and maintenance expenditure to houses and lockups Page 114
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HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 Budget Forecast Spend RAG Status £000 £000 £000 % Void Loss (Council Tax/Lost Rents) 1,261 1,500 239 19% 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 Details Variance Analysis Subjective Analysis forecast Variance A year end overspend. Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description This budget covers the rents lost on void houses and lockups and the cost of council tax on void properties. Variance Narrative The adverse variance relates to void numbers being higher than expected at time of budget setting. The increased void numbers have an adverse impact on void rent loss and void house council tax payments. Void turnaround times were longer than anticipated as result of the high number of voids at the start of the financial year. We also continue to experience challenges with utility companies resolving debt on meters and meter reconnections which adversely impacts on the length of time properties are void. There is an improving trend with voids, with void numbers reducing considerably during the year. A void working group continues to meet to identify and address issues and senior Housing Operations and Building services staff continue to work well in partnership to improve the speed and throughput of void house repairs. Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description Service Description Loan Charges is made up of the repayments of principal sums and the payment of interest and expenses Variance Narrative The adverse variance is the due to loan interest payments being higher than anticipated at time of budget setting. Local authority borrowing costs have increased considerably over the last 12 - 18 months and this has driven up our debt financing costs. The Council continues to actively manage its external / internal borrowing to ensure that borrowing costs are minimised. A year end overspend. This budget covers the contribution from revenue to capital Variance Narrative The cost pressures across the HRA revenue budget means that there is no scope to make a revenue contribution to capital spend in 2023/24. None available A year end underspend. Page 115
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HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 31 January 2024 PERIOD 10 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 / to Reserves 0 (2,134) (2,134) 0% Main Issues Mitigating Action Anticipated Outcome Service Description Interest receivable on HRA balances Variance Narrative The favourable variance issue to the recent increase in interest rates. This will result in higher interest earned on cash balances. A year end income over-recovery. Service Description Income received from insurance and factoring Variance Narrative The increased income reflects a 10% increase in fees in 2023/24 in line with the council's sales fees charges increase approved in March 2023. The budget only assumed a 4% increase None required Budget Details Variance Analysis Subjective Analysis forecast Variance A year end income over-recovery. Budget Details Variance Analysis Subjective Analysis forecast Variance Transfer of year end under/overspend to HRA reserves. Variance Narrative The recent sharp increase in local government borrowing costs and the inflationary pressures across budgets mean that it is now necessary to drawdown £2.134m from HRA reserves to deliver a break even position. The current reserve balance is £2.634M. The drawdown will reduce HRA reserves to circa £0.500M at March 24 which is below the 2023/24 prudential target of £0.984M. Management will look to identify and deliver general efficiencies across all areas of the housing budget in the remainder of financial year 23/24 and in financial year 24/25 to allow reserves to be replenished in line with the prudential target. Reduction in HRA reserves at 31 March 2024 Budget Details Variance Analysis Subjective Analysis forecast Variance Service Description Page 116
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WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD 10 Spend to Date Spend to Date £000 £000 Red 22 71.0% 29,153 66.9% 22 71.0% 29,153 66.9% Green 9 29.0% 14,420 33.1% 9 29.0% 14,420 33.1% 31 100% 43,573 100% 31 100% 43,573 100% 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 £000 262,722 29,153 201,020 (61,702) 102,743 29,153 36,404 (66,339) (5,185) (61,154) 104,007 14,420 100,583 (3,423) 22,103 14,420 19,276 (2,827) 272 (3,099) 366,729 43,573 301,603 (65,125) 124,846 43,573 55,680 (69,166) (4,912) (64,253) 366,729 43,573 301,603 65,125 124,846 43,573 55,680 69,166 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 January 2024 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 ITEM 11 - APPENDIX 3 Page 117
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WEST DUNBARTONSHIRE COUNCIL A HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 2,814 2,509 89% 5,489 2,675 95% Current Year Financials 525 2,509 478% 3,200 2,675 510% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials 1,493 56 4% 1,493 0 0% Current Year Financials 529 56 11% 154 (375) -71% 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% 500 (1,500) -75% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 Project Life Financials 750 0 0% 750 0 0% Current Year Financials 250 0 0% 0 (250) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-25 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Capitalised minor works This is a budget to undertake specific minor ad hoc capital projects that arise on demand throughout the financial year. Planned End Date Forecast End Date 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. Due to time taken to progress projects, it is likely there will be some reprofiling to 24/25. 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 Mitigating Action None required Anticipated Outcome Full budget spend 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. Installation of sensors has commenced, albeit later than originally anticipated. Remaining current year budget to be rephased to 24/25 for continuation of project. 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 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. Due to survey and planning time, works are commencing later than anticipated, with unspent budget required to be rephased to 24/25 for project progression. Mitigating Action None required Anticipated Outcome Full budget spend APPENDIX 3 ITEM 11 APPENDIX 4 Page 118
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 5 Project Life Financials 203 0 0% 103 (100) -49% Current Year Financials 116 0 0% 16 (100) -86% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 6 Project Life Financials 209 0 0% 174 (34) -16% Current Year Financials 71 0 1% 37 (34) -48% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 7 Project Life Financials 17 0 0% 17 0 0% Current Year Financials 17 0 0% 0 (17) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 8 Project Life Financials 36 36 99% 36 (0) -1% Current Year Financials 36 36 99% 36 (0) -1% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Planned End Date Forecast End Date Main Issues / Reason for Variance Development of QL system to carry on through 24/25. Salaries of staff directly involved with development of system to be coded to direct project support. Mitigating Action None required QL Development This budget relates to the costs associated with the development of the Integrated Housing Management System Main Issues / Reason for Variance Programme being progressed with work budget required to be rephased to 24/25. Mitigating Action None required Anticipated Outcome Full budget spend Anticipated Outcome Full budget spend Gypsy Travellers Site Gypsy/ Traveller Site improvements Planned End Date Forecast End Date Mitigating Action None required Anticipated Outcome Full budget spend Redployable CCTV Cameras Purchase of 5 redeployable CCTV cameras for Housing use Community Safety Projects Community Safety Projects Planned End Date Forecast End Date Main Issues / Reason for Variance Budget required to be rephased to 24/25 Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Works for this project complete in April 23/24. Mitigating Action None required Page 119
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 9 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 10 Project Life Financials 32,986 3,748 11% 32,986 0 0% Current Year Financials 6,146 3,748 61% 4,400 (1,746) -28% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 11 Project Life Financials 242 77 32% 277 35 14% Current Year Financials 45 77 170% 80 35 77% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Airport Noise Noise Insulation Project Planned End Date Forecast End Date 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. 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 Mitigating Action None available at this time Anticipated Outcome Full budget spend over project life 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. Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Demand for budget higher than anticipated at time of budget setting, with overspend expected to occur in 23/24. Mitigating Action None required Page 120
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 12 Project Life Financials 242 12 5% 219 (23) -10% Current Year Financials 45 12 28% 22 (23) -51% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 13 Project Life Financials 606 39 6% 543 (63) -10% Current Year Financials 113 39 35% 50 (63) -56% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 14 Project Life Financials 9,872 1,701 17% 10,232 360 4% Current Year Financials 1,840 1,701 92% 2,200 360 20% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 15 Project Life Financials 303 3 1% 257 (47) -15% Current Year Financials 57 3 6% 10 (47) -82% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 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 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 Main Issues / Reason for Variance 23/24 demand for budget less than anticipated at time of budget setting. Current year underspend to be carried forward to future years. 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. Mitigating Action None required Anticipated Outcome Works complete as required 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. Main Issues / Reason for Variance 23/24 demand for budget less than anticipated at time of budget setting. Current year underspend to be carried forward to future years. Mitigating Action None required Anticipated Outcome Works complete as required Anticipated Outcome Full budget spend, likely overspend. Energy improvements/energy efficiency works Energy improvements/ efficiency works (e.g. loft insulation, pipe/tank insulation, draught exclusion) Planned End Date Forecast End Date Page 121
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 16 Project Life Financials 103 0 0% 0 (103) -100% Current Year Financials 103 0 0% 0 (103) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 17 Project Life Financials 13,900 5,636 41% 17,635 3,735 27% Current Year Financials 3,000 5,636 188% 6,735 3,735 125% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 18 Project Life Financials 5,454 1,141 21% 5,454 0 0% Current Year Financials 1,017 1,141 112% 1,540 523 51% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 19 Project Life Financials 1,212 59 5% 1,086 (126) -10% Current Year Financials 226 59 26% 100 (126) -56% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Improvement works (Risk St) Risk Street Over clad Anticipated Outcome Full budget spend Void house strategy programme Spend on Void Properties to bring them up to letting standard Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Budget required to be rephased to 24/25 Mitigating Action None required 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 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 the Planned End Date Forecast End Date Main Issues / Reason for Variance Budget to rephased to 24/25 for continuation of works. Page 122
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 20 Project Life Financials 5,050 33 1% 5,050 0 0% Current Year Financials 1,300 33 3% 100 (1,200) -92% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Multi Story Flats ( including Fire Risk Assessment Works) High Rise Fire Safety Measures Anticipated Outcome Full budget spend Planned End Date Forecast End Date Main Issues / Reason for Variance Works taking longer to progress than anticipated. Budget required to be rephased to 24/25. Mitigating Action None required Page 123
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 21 Project Life Financials 177,132 14,013 8% 109,020 (68,112) -38% Current Year Financials 85,209 14,013 16% 17,122 (68,087) -80% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 Variance to 23/24 Budget Site/ Spend £000 Overspend Underspend Reprofiling Haldane Primary School 77 77 Clydebank East (14,340) (14,340) Queens Quay Site B (410) (410) Queens Quay Site C (9,422) (9,422) Pappert (9,993) (9,993) Bank Street (3,575) (3,575) Clydebank Health Centre (4,701) (4,701) Willox Park Phase1 (5,409) (5,409) Mount Pleasant (8,527) (8,527) Silverton (2,563) (2,563) Gap sites (5,794) (5,794) Fees, Staffing Costs, contingency (3,429) (3,429) TOTAL OF ALL PROJECTS (68,087) 77 0 (68,164) Variance Category Forecast End Date Main Issues / Reason for Variance The £68.087m variance is made up of £0.077m overspend, and reprofiling of £68.164m 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 124
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 HRA CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 22 Project Life Financials 0 88 #DIV/0! 102 102 #DIV/0! Current Year Financials 0 88 #DIV/0! 102 102 #DIV/0! Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL OF RED PROJECTS Project Life Financials 262,722 29,153 11% 201,020 (61,702) -23% Current Year Financials 102,743 29,153 28% 36,404 (66,339) -65% 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. Demoliton related costs incurred as required Demolitions Costs associated with demolition of surplus stock Planned End Date Forecast End Date Main Issues / Reason for Variance Costs associated with demolition of old lock ups and stock surplus to requirements Mitigating Action None required Anticipated Outcome Page 125
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 3,216 478 15% 3,201 (15) 0% Current Year Financials 600 478 80% 585 (15) -3% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 2 Project Life Financials 19,286 2,769 14% 16,757 (2,529) -13% Current Year Financials 5,679 2,769 49% 3,150 (2,529) -45% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 3 Project Life Financials 17,937 3,574 20% 17,937 0 0% Current Year Financials 4,547 3,574 79% 4,580 33 1% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 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 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 Anticipated Outcome Full budget spend District Heating District Heating Connection to the Dalmuir and Littleholm multi storey flats Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Project is progressing well in 23/24, with 23/24 costs expected to be near current year budget. 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. None required Anticipated Outcome Full budget spend Adaptations to Housing for Special Needs Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing, small amount of reprofiling to 24/25 is possible. Mitigating Action 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Special needs adaptations ITEM 11 - APPENDIX 5 Page 126
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WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 5 Project Life Financials 17,775 2,621 15% 17,950 175 1% Current Year Financials 3,235 2,621 81% 3,410 175 5% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 6 Project Life Financials 500 0 0% (100) (600) -120% Current Year Financials 100 0 0% 0 (100) -100% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 7 Project Life Financials 3,835 307 8% 3,380 (455) -12% Current Year Financials 877 307 35% 422 (455) -52% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 8 Project Life Financials 21,073 2,479 12% 21,073 0 0% Current Year Financials 4,435 2,479 56% 4,500 65 1% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 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. 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 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 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 ITEM 11 - APPENDIX 5 Page 127
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 HRA CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS MONTH END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 9 Project Life Financials 13,984 2,191 16% 13,984 0 0% Current Year Financials 2,629 2,191 83% 2,629 (0) 0% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL OF RED PROJECTS Project Life Financials 104,007 14,420 14% 100,583 (3,424) -3% Current Year Financials 22,103 14,420 65% 19,276 (2,827) -13% Main Issues / Reason for Variance No Issues, budget for salaries and support Mitigating Action None required Anticipated Outcome Full budget spend Salaries/central support/offices Allocation of costs from other WDC services who support the HRA capital programme Planned End Date Forecast End Date Page 128
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WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME ANALYSIS OF RESOURCES MONTH END DATE PERIOD 10 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% (6,885) 21,170 -75% 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) (35,678) 11% (261,940) 49,268 -16% Current Year Financials (95,062) (35,678) 38% (45,795) 49,267 -52% Project Description Project Lifecycle 31-Mar-28 31-Mar-28 4 Project Life Financials 0 (19) #DIV/0! (3,000) (3,000) #DIV/0! Current Year Financials 0 (19) #DIV/0! (3,000) (3,000) #DIV/0! Project Description Project Lifecycle 31-Mar-28 31-Mar-28 TOTAL RESOURCES Project Life Financials (366,729) (36,713) 10% (318,732) 47,997 -13% Current Year Financials (124,846) (36,713) 29% (55,680) 69,166 -55% Mitigating Action None available Anticipated Outcome Income will be received when due Other Capital Income Other Income to capital Planned End Date Forecast End Date Main Issues / Reason for Variance Grant from Scottish Government in relation to properties bought back into Council stock. Prudential borrowing incurred as required None required Anticipated Outcome Income to Capital if possible 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 expected to be minimal in 23/24 due to cost pressures in revenue. Main Issues / Reason for Variance 31 January 2024 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 ITEM 11 - APPENDIX 6 Page 129
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WEST DUNBARTONSHIRE COUNCIL HRA CAPITAL PROGRAMME ANALYSIS OF AFFORDABLE HOUSING SUPPLY PROGRAMME MONTH END DATE PERIOD 10 Budget Spend to Date Forecast Spend £000 £000 £000 £000 % RAG Status Haldane Primary School - 77 77 77 #DIV/0! Aitkenbar Primary School - - - - #DIV/0! Clydebank East 37,992 12,370 23,652 14,340- -38% Creveul Court - - - - #DIV/0! Dumbarton Harbour Ph 3 - - - - #DIV/0! Queens Quay Site B 660 102 250 410- -62% Queens Quay Site C 25,175 3 15,753 9,422- -37% Pappert 13,276 212 3,283 9,993- -75% Bank Street 5,751 8 2,176 3,575- -62% Clydebank Health Centre 11,016 669 6,315 4,701- -43% Willox Park Phase1 6,185 113 776 5,409- -87% Willox Park Phase2 7,500 - 7,500 - 0% Mount Pleasant 8,717 190 190 8,527- -98% Silverton 2,590 28 27 2,563- -99% 0 - - - - #DIV/0! Gap sites Gap sites budget remaining 9,182 - 9,182 - 0% Bonhill Gap Site - all Bonhill Sites 245 0 245 - 0% Bonhill Gap Site - Old Bonhill/ Campbell Street - 10 - - Bonhill Gap Site - O'Hare - 8 - - 0% Bonhill Gap Site - Braehead - 8 - - #DIV/0! Clydebank Gap Sites ( prev Lilac Avenue) - unallocated 13,622 - 13,622 - 0% Clydebank Gap Sites ( prev Lilac Avenue) - 7-9 Gilmour Avenue 50 39 50 - 0% Clydebank Gap Sites ( prev Lilac Avenue) - Queen Mary Avenue 50 14 50 - 0% Future New build sites 27,000 - 27,000 - 0% 28 Bridge Street Alexandria 23 162 23 - 0% Fees, Staffing Costs, contingency 8,097 - 8,097 - 0% Total Expenditure 177,132 14,013 118,268 (58,863) 31 January 2024 Site Project Life Financials Variance ITEM 11 - APPENDIX 7 Page 130
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Resources Housing and Communities Committee: 1 May 2024 ___________________________________________________________________ Subject: General Fund Housing and Communities Financial Report 2023/24 as at Period 10 (31 January 2024) 1. Purpose 1.1 The purpose of the report is to provide the Committee with an update on the financial performance to 31 January 2024 (Period 10) 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 £0.095m (2.49%) 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. This budget has been augmented by budget adjustments and further funding to produce a revised budget of £3.822m. 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 131
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4. Main Issues Revenue Budget 4.1 Appendix 1 shows the probable outturn for the services at £3.917m. As the annual budget is £3.822m there is a projected adverse variance currently projected of £0.095m. 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 reduced savings now expected due to delay in savings around restructure implementation .The figures in this report reflect this allocation and therefore there is no adverse variance required to be shown in Communities since it is covered by this offsetting allocation. Capital Budget 4.2 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 Page 132
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significant risk that the projected year end budgetary position will change from that reported. 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: 01 May 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 133
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 31 January 2024 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 2,328 2,676 2,231 (97) -4% 1,007 947 932 953 6 1% 826 552 1,805 904 352 64% 44 18 15 18 0 0% 64 Private Sector Housing Grant 83 0 84 1 1% 322 392 185 294 (98) -25% 0 Housing Asset and Investment 50 0 0 (50) -100% (454) (548) (125) (567) (19) -3% 4,935 3,822 5,489 3,917 95 2.49% 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 ITEM 12 - APPENDIX 1 Page 134
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 January 2024 PERIOD 10 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 21,310 17,520 20,808 (502) -2% 2,469 Property 2,375 1,861 2,616 241 10% 1,258 Transport and Plant 1,264 1,114 1,337 73 6% 7,660 Supplies, Services and Admin 6,274 5,038 6,049 (225) -4% 5,141 Payments to Other Bodies 4,467 3,324 4,686 220 5% 209 Other 0 0 0 0 0% 39,517 Gross Expenditure 35,690 28,856 35,497 (193) -1% (34,582) Income (31,869) (23,367) (31,582) 287 1% 4,935 Net Expenditure 3,822 5,489 3,915 94 2% £000 £000 £000 £000 £000 % 3,083 Employee 2,906 2,292 2,712 (195) -7% 0 Property 0 0 0 0 0% 14 Transport and Plant 13 11 15 2 14% 191 Supplies, Services and Admin 53 48 68 15 28% 2,566 Payments to Other Bodies 1,968 1,244 2,049 81 4% 250 Other 0 0 0 0 0% 6,104 Gross Expenditure 4,940 3,595 4,843 (97) -2% (2,978) Income (2,612) (919) (2,612) 0 0% 3,126 Net Expenditure 2,328 2,676 2,231 (97) -4% £000 £000 £000 £000 £000 % 963 Employee 957 763 932 (25) -3% 70 Property 17 0 17 0 0% 8 Transport and Plant 4 4 6 1 22% 9 Supplies, Services and Admin 106 45 101 (5) -5% 146 Payments to Other Bodies 246 172 264 18 7% 0 Other 0 0 0 0 0% 1,197 Gross Expenditure 1,330 984 1,319 (11) -1% (190) Income (384) (52) (367) 17 4% 1,007 Net Expenditure 947 932 953 6 1% £000 £000 £000 £000 £000 % 2,793 Employee 2,866 2,410 2,896 30 1% 2,075 Property 1,924 1,709 2,174 250 13% 37 Transport and Plant 31 23 27 (4) -13% 121 Supplies, Services and Admin 71 84 99 27 38% 1,100 Payments to Other Bodies 882 918 1,054 172 20% 0 Other 0 0 0 0 0% 6,126 Gross Expenditure 5,774 5,144 6,250 476 8% (5,300) Income (5,222) (3,338) (5,347) (125) -2% 826 Net Expenditure 552 1,805 903 351 64% £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 15 18 0 0% 0 Other 0 0 0 0 0% 44 Gross Expenditure 18 15 18 0 0% 0 Income 0 0 0 0 0% 44 Net Expenditure 18 15 18 0 0% Private Sector Housing Annual Variance 2023/24 All Services Working 4 U/ UK shared Prosperity Communities Homeless Persons ITEM 12 - APPENDIX 2 Page 135
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2023/24 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 31 January 2024 PERIOD 10 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 43 37 44 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 245 201 245 0 0% 0 Other 0 0 0 0 0% 510 Gross Expenditure 529 238 530 1 0% (446) Income (446) (238) (446) 0 0% 64 Net Expenditure 83 0 84 1 2% £000 £000 £000 £000 £000 % 341 Employee 289 236 255 (34) -12% 0 Property 89 63 80 (9) -10% 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 0 126 (51) -29% 0 Other 0 0 0 0 0% 494 Gross Expenditure 556 299 461 (95) -17% (173) Income (163) (113) (167) (4) -2% 322 Net Expenditure 392 185 294 (99) -25% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 339 Employee 457 335 402 (55) -12% 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 462 337 405 (57) -12% (342) Income (412) (337) (405) 7 2% - Net Expenditure 50 0 0 (50) -100% £000 £000 £000 £000 £000 % 15,221 Employee 13,792 11,447 13,567 (225) -2% 100 Property 105 89 105 0 0% 1,185 Transport and Plant 1,211 1,073 1,287 76 6% 7,311 Supplies, Services and Admin 6,044 4,861 5,782 (262) -4% 923 Payments to Other Bodies 930 775 930 0 0% (41) Other 0 0 0 0 0% 24,699 Gross Expenditure 22,082 18,245 21,671 (411) -2% (25,153) Income (22,630) (18,370) (22,238) 392 2% (454) Net Expenditure (548) (125) (567) (19) 3% Housing Maintenance Trading A/c Private Sector Housing Grant Anti Social Behaviour Housing Asset and Investment Page 136
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Working 4 U/ UK shared Prosperity 2,328 2,231 (97) -4% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Homeless Persons 552 904 352 64% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Anti Social Behaviour 392 294 (98) -25% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Asset and Investment 50 0 (50) -100% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading A/c (548) (567) (19) 3% 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 showing an positive variance mainly due to vacant posts within the service. Transport costs are slightly more than budget due to the fleet numbers being higher than antcipated. The supplies and services underspend is due to the service undertaking a different mix of works than originally ancticipated.Income recovery is slighly less then budget due to the service undertaking less work than originally anticipated. None required A small year end surlpus is anticipated This service manages capital investment across council and private sector housing stock. Employee costs are showing a favourable variance due to vacant posts within the service. Employee cost underspend is offset by a reduction in the level of income being recharged to the Housing Revenue Account. None Required A year end underspend is anticipated A year end underspend in Anti-Social Behaviour Service This is the provision of the anti social behaviour service within the Council area Favourable variance due to vacant post plus reduced recharges from HRA. None required Budget Details Variance Analysis Variance The favourable variance reflects use of external funding to offset core costs 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 This is the provision of Working 4u service None Required A year end underspend is anticipated 31 January 2024 ITEM 12 - APPENDIX 3 Page 137
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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 - APPENDIX 4 Page 138
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY PERIOD END DATE PERIOD 10 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 31 January 2024 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 TOTAL EXPENDITURE Project Status Analysis Project Life Financials Current Year Financials Red Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion Amber ITEM 12 - APPENDIX 5 Page 139
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WEST DUNBARTONSHIRE COUNCIL GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 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 January 2024 Budget Details Project Life Financials Spend to Date Variance ITEM 12 - APPENDIX 6 Page 140
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing and Employability Housing and Communities Committee: 1st May 2024 Subject: Former Tenant Rent Arrears Write Off – 2023/24 Quarter 4 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the write-off of rent arrears for quarter 4 of 2023/24 for former tenants. 2. Recommendations 2.1 It is recommended that Committee approves the write off of former tenant arrears accounts totaling £209,257.69. 3. Background 3.1 At the Council meeting held on 21st December 2016, Council agreed to increase Financial Regulation D4 which gives the Chief Officer - Resources authority to write-off individual debts. It was agreed to increase this from £1,000 to £5,000. 3.2 Individual debts exceeding £5,000 can be written off only with the approval of Committee. 4. Main Issues 4.1 When a tenancy ends and there are current tenant arrears of rent outstanding from the current and previous years a former tenant rent account is created. The Council’s total rent that is due to be collected for 2022/23 was £45.40m of which approximately 98.5% was collected in that year. 4.2 The Council has to consider writing-off arrears of rent which it has not been possible to collect or which it considers will not be recoverable. It should be noted that, although these cases are written-off, a record of the arrears is maintained and there is nothing to prevent later pursuit of the debt if new information becomes available in the future, with the exception of prescribed debts. 4.3 The accounts submitted for write off are for former tenants and fall into the unreasonable to pursue category. ITEM 13 Page 141
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4.4 Former tenant arrears where our diligence action has been exhausted are requested to be written off. Examples of the actions that have been taken include – • telephone calls • text messages • letters • house visits 4.5 For former tenants that have moved out-with our area, attempts will be made to locate them by Corporate Debt and our debt partners by using various systems which include LoCTA. LoCTA provides the Council with access to other local authorities data alongside other national datasets, which include – • Council Tax records • Benefit records • Business Rates • Voters Roll • Equifax Credit Rating • TransUnion Credit Rating • Companies House 4.6 The proposed write off figure is high due to the increased work carried out in attempts to recover debts. These include increased trace attempts for former tenants that have moved out-with our area, engagement attempts and consideration to further avenues for recovery which included discussions with our debt partners which has resulted in cases being reviewed for longer. These cases have exhausted all recovery attempts and recovery is unreasonable. 4.7 Unfortunately, former tenants with arrears over £5,000 tend to lead chaotic lifestyles which that can include addition issues, health and various other issues. The cases for write off have had periods of non- engagement following by periods of rent being paid by tenant and/or Housing Benefit or Universal Credit. Due to income received by tenants, they can be paying their on-going rent charge with only small amount able to be paid to arrears. This arrangement can be sustained for months without issue and suddenly this ceases with officers having no immediate success in contacting tenants with arrears building. When the tenant does engage, a new arrangement is made however arrears have increased and this circle can unfortunately continue. 4.8 As full records are maintained for all cases written off if in future circumstances change this debt may be reinstated. This also includes cases that our managed debt partners have fully exhausted recovery attempts. The total proposed write-off is 30 cases totaling £209,257.69 which relates to tenancies terminated in 2022. 4.9 The officers during engagement and the recovery process ensure tenants know we can provide support, either financial or through W4U and to engage if they are struggling rather than ignoring the issue, hoping it will resolved itself and avoiding officers for weeks/months. This has proven successful but unfortunately not in all cases with some tenants that fail to Page 142
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engage until court action. Once court action has been started, tenants will engage with officers and this will continue for a period and then suddenly it ceases, until we are back to court action stage and this cycle can continue. 5. People Implications 5.1 There are no people implications. 6. Financial & Procurement Implications 6.1 Sufficient provision exists for this write off. There are no procurement implications. 7. Risk Analysis 7.1 If write offs are not approved, this will affect the monitoring of performance against targets for performance indicators and budget monitoring within the Housing Revenue Account (HRA). 8. Equalities Impact Assessment (EIA) 8.1 No significant issues were identified in a screening for potential equality impact of this report. 9. Strategic Environmental Assessment (SEA) 9.1 There is no requirement to carry out a SEA 10. Consultation 10.1 Consultation has taken place with Housing and Legal Services. 11. Strategic Assessment 11.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the 5 strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council’. Peter Barry Chief Officer – Housing and Employability Date: 15th April 2024 ________________________________________________________________________________________ Person to contact: Ryan Chalmers, Section Head (Revenues & Benefits) Council Offices, Church St, Dumbarton Telephone (01389) 737557 Email: ryan.chalmers@west–dunbarton.gov.uk Appendix: None Background Papers: Detailed list of proposed write offs Page 143
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Wards affected: All Council wards Page 144