Item 8 - Appendix 1
West Dunbartonshire Council · 1 May 2024
Back to Housing & Communities Committee — 1 May 2024 and its agenda
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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
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