Document Pack (Bookmarked) HAC 21 08 24
West Dunbartonshire Council · 21 August 2024
Back to Housing & Communities Committee — 21 August 2024 and its agenda
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Agenda Housing and Communities Committee Date: Wednesday, 21 August 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: 8 August 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, 21 AUGUST 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 - 13 Submit for approval, as a correct record, the Minutes of Meeting of the Housing and Communities Committee held on 1 May 2024. 7 SCRUTINY REPORTS a) POLICE SCRUTINY REPORT 15 - 25 Submit report by the Divisional Commander, Police Scotland providing Members with an update on local policing in West Dunbartonshire. Page 3
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b) FIRE AND RESCUE SCRUTINY REPORT To Follow Submit report by the Local Senior Officer, Scottish Fire and Rescue Service providing appropriate performance data measured against priorities in the West Dunbartonshire Local Fire and Rescue Plan. 8 MORE HOMES WEST DUNBARTONSHIRE – WEST 27 - 40 DUNBARTONSHIRE COUNCIL AFFORDABLE HOUSING SUPPLY DELIVERY PROGRAMME Submit report by the Chief Officer - Housing and Employability providing an update on progress with West Dunbartonshire’s More Homes Programme which oversees the delivery of the Council’s new home building programme. 9 RAPID REHOUSING TRANSITION PLAN 41 - 51 Submit report by the Chief Officer - Housing and Employability providing an update on “Home at the Heart” our Rapid Re-housing Transition Plan (RRTP) for the period 2019-24 and new approaches to homelessness. 10 SCOTTISH SOCIAL HOUSING CHARTER/REGULATION 53 - 68 ANNUAL UPDATE REPORT Submit report by the Chief Officer - Housing and Employability providing an annual progress report on meeting the requirements of the Scottish Social Housing Charter and the Scottish Housing Regulator’s Regulatory Framework for social housing including the approval of the Annual Assurance Statement. 11 HOUSING EMERGENCY DECLARATION ACTION PLAN 69 - 78 Submit report by the Chief Officer - Housing and Employability providing an update on Housing Emergency Declaration made on 1st May 2024 and outlines an initial and high-level response through a Housing Emergency Declaration Action Plan (HEDAP) which has been formulated to address the situation. 12 MOBILITY SCOOTER POLICY 79 - 94 Submit report by the Chief Officer - Housing and Employability seeking approval for the introduction of mobility scooter guidance and to note the amendment to the tenancy agreement. 13/ Page 4
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13 ANTI-SOCIAL BEHAVIOUR STRATEGY 95 - 127 Submit report by the Chief Officer - Housing and Employability seeking approval for the revised Anti-Social Behaviour Strategy 2024 – 2027. 14 FORMER TENANT WRITE-OFF'S 129 - 131 Submit report by the Chief Officer - Housing and Employability seeking approval for the write-off of rent arrears for Quarter 1 of 2024/25 for former tenants. 15 BUILDING SERVICES PROCUREMENT PROVISION UPDATE 133 - 136 Submit report by the Chief Officer - Housing and Employability providing an update on tender requirements information for Building Services, seeking approval to continue with necessary procurement and tender processes and to allow subsequent award of the contract. 16 GENERAL FUND HOUSING AND COMMUNITIES ACCOUNT 137 - 145 TO PERIOD 3 (30 JUNE 2024) Submit report by the Chief Officer - Resources providing an update on the financial performance to 30 June 2024 (Period 3) of General Fund Revenue services under the auspices of the Housing and Communities Committee. 17 HOUSING REVENUE BCR TO PERIOD 3 147 - 153 Submit report by the Chief Officer - Resources providing an update on the HRA revenue financial performance to 30 June 2024 (Period 3). 18 HOUSING CAPITAL BCR TO PERIOD 3 155 - 161 Submit report by the Chief Officer - Resources providing an update on the HRA capital financial performance to 30 June 2024 (Period 3). 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, 1 May 2024 at 10.00 a.m. Present: Councillors Ian Dickson, Gurpreet Singh Johal, David McBride, Jonathan McColl, Michelle McGinty, John Millar, Karen Murray Conaghan, 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; Ryan Chalmers, Section Head (Revenues & Benefits); Nigel Ettles, Legal Officer; and Nicola Moorcroft, Scott Kelly and Lauren Simeon, Committee Officers. Also attending: Divisional Commander Gary L’Anson, Chief Superintendent Kirsteen McLatchie and Former Divisional Commander Lynn Ratcliffe, Police Scotland; Group Commander Paul Councill and Station Commander Brian Wardle, Argyll and Bute, East and West Dunbartonshire, Scottish Fire and Rescue Service. 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. MINUTES OF PREVIOUS MEETING The Minutes of the Meeting of the Housing and Communities Committee held on 28 February 2024 were submitted and approved as a correct record. VALEDICTORY FORMER DIVISIONAL COMMANDER, POLICE SCOTLAND - LYNN RATCLIFFE Councillor Singh Johal advised that Lynn Ratcliffe, Former Divisional Commander had moved onto a new role in Glasgow. On behalf of all Members of the Committee, he thanked Ms Ratcliffe for all her work for West Dunbartonshire for the relationships built and wished her well for her future role. Councillor Michelle McGinty thanked Ms Ratcliffe for making her feel welcome when joining the Council, for the good times and the more serious times during her time in West Dunbartonshire and wished her all the best in her new role. Councillor Lawrence O’Neill thanked Ms Ratcliffe for all her efforts to ensure west Dunbartonshire was a safer place and hoped to catch up with her at events in Glasgow. In response, Ms Ratcliffe 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 Divisional Commander Gary L’Anson who will be her replacement within West Dunbartonshire. SCRUTINY REPORTS (a) POLICE SCRUTINY REPORT A report was submitted by the Divisional Commander, Police Scotland providing Members with an update on local policing in West Dunbartonshire. After discussion and having heard the Divisional Commander and the Chief Superintendent in further explanation and in answer to Members’ questions, the Committee agreed to note the update on policing in West Dunbartonshire. (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. Page 8
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After discussion and having heard the Group Commander in further explanation and in answer to Members’ questions, the Committee agreed note the update on the Local Fire and Rescue Plan in West Dunbartonshire. HOUSING AND EMPLOYABILITY DELIVERY PLAN 2023/24 - YEAR-END PROGRESS AND HOUSING AND EMPLOYABILITY DELIVERY PLAN 2024/25 A report was submitted 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. After discussion and having heard the Chief Officer – Housing and Employability, the Housing Development and Homelessness Manager and the Housing Operations Manager, in further explanation and in answer to Members’ questions, the Committee noted the progress achieved at year-end and the new plan for 2024/25. 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 having heard the Chief Officer – Housing and Employability, the Housing Development and Homelessness Manager and the Housing Operations 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 including the recent site starts at the Pappert and Mount Pleasant developments which means 133 new council homes are at construction stage; (2) to note the amended housing mix within the Bonhill Gap Site (O’Hare) development project; (3) to note 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 (4) to 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 paragraph 4.4 of the report to deliver new council homes. Page 9
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ACCESS TO HOUSING WEST DUNBARTONSHIRE A report was submitted 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. Councillor Gurpreet Singh Johal proposed the following motion: The Housing Committee thanks the Chief Officer and all his staff for the comprehensive Report on Access to Housing in West Dunbartonshire. Committee notes the unprecedented housing and homelessness issues affecting tenants and potential tenants in West Dunbartonshire. This committee agrees the recommendations at 2.1 with the exception of recommendation 2.1 (ii). As Housing and Communities Committee Convener I note with significant concern the content of this report, the previous report and through my discussions with the Chief Officer the extreme pressures facing housing and homelessness services in West Dunbartonshire today. These pressures exist despite the best endeavours and professionalism of housing and homelessness officers within the Council who have been supported by tenant representatives and have seen a number of positive achievements. These include: • 262 households prevented from experiencing homelessness; • Significant progress in reducing the number of empty homes: • The construction of 133 new council homes to meet evidenced need. However, the number of households assessed as homeless or in housing need waiting for a home to call their own remains of significant concern to me: At the end of the latest reporting year: • There were over 5500 households on our housing waiting lists; • 274 households living in temporary accommodation; sadly this includes 89 children without the safety, security and nurturing home environment to thrive in their early years; • Over 1000 homeless assessments; of which a quarter are young people. Our ability to meet our statutory duties around homelessness is also under significant strain on an ongoing basis: • In 23/24 WDC breached the unsuitable accommodation order 68 times; this was as result of 245 placements in bed and breakfast accommodation. Committee heard in an earlier report about the significant reduction in Affordable Housing Supply Programme funding. The proposed reduction is 27%, potentially the loss of 160 much needed homes in West Dunbartonshire. Page 10
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This a perilous situation and one that requires action today. This is why I’m moving an amendment to Recommendation 2 that: - Committee declares a Housing Emergency in West Dunbartonshire today. - Requests the Chief Officer Housing and Employability works with key partners internally and externally to bring forward a Housing Emergency Action Plan in advance of the summer recess. This plan will address how we will tackle homelessness and increase housing supply in the short and medium term. I also move that West Dunbartonshire Council’s Housing and Communities Committee requests that the Scottish Government urgently review the decision to cut the Affordable Housing Supply Programme allocation to West Dunbartonshire by 27% (£2.873m) for 2024/25. 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 current housing and homeless context and unprecedented pressures in West Dunbartonshire; (2) to declare a ‘Housing Emergency’ as detailed in Councillor Singh Johal motion agreed and noted above; (3) to note the performance of our allocations for 2023/34 (paragraphs 4.5 and 4.6 of the report); (4) to 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; (5) to approve the revised target times in paragraph 4.10 and agreed letting target paragraphs 4.12 and 4.13 of the report, for those experiencing homelessness for 2024/25 to ensure we continue to meet our statutory obligations as a local authority; (6) to note our updated Regulatory Engagement Plan (paragraph 4.15 of the report); (7) to note the agreed letting targets for transferring tenants and those on the general housing list (paragraph 4.17 of the report); (8) to note and agree actions, in relation to transferring tenants, in paragraphs 4.18 and 4.19 of the report, of increasing the use of Home Swapper and creation of a transfer led lettings plan for new build completions; (9) to 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 Page 11
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(10) to note in paragraph 7 of the report the risks identified regarding letting and our legislative duty to provide the statutory homeless and housing access service. HOUSING REVENUE ACCOUNT BUDGETARY CONTROL REPORT TO 31 JANUARY 2024 (PERIOD 10) A report was submitted 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. 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 HRA revenue account forecasts 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; (2) to 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; (3) to note that work would 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 was no corresponding reduction in service provision; and (4) to note the HRA capital budget is forecasting an in-year underspend of £69.166m which comprises £4.912m for projects that would be re-profiled into 2024/25 and projects with a net underspend of £64.253m this year, detailed in Appendix 4 of the report. GENERAL FUND HOUSING AND COMMUNITIES FINANCIAL REPORT 2023/24 AS AT PERIOD 10 (31 JANUARY 2024) A report was submitted 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. 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 contents of this report which shows the revenue budget forecast to overspend against budget by £0.095m (2.49%) at the year-end; (2) to note the net projected annual position in relation to relevant capital projects which shows no projected variance; and Page 12
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(3) to note the progress on efficiencies incorporated into budgets for 2023/24. FORMER TENANT WRITE-OFFS 2023/24 QUARTER 4 A report was submitted 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. After discussion and having heard the Chief Officer – Housing and Employability and the Section Head (Revenues & Benefits) in further explanation and in answer to Members’ questions, the Committee approved the write off of former tenant arrears accounts totalling £209,257.69. The meeting closed at 12.26 p.m. Page 13
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OFFICIAL OFFICIAL West Dunbartonshire Performance Summary Report Reporting Period: April 24 to June 24 Total Crime 453 Crimes Incidents Overall Dishonesty Domestic Abuse Incidents +3% +5% +0.8% +6.2% -3.3% -62.5%* Road Deaths and Serious Injuries -16.1%* Sexual Crime -710*PYTD +8*PYTD, +49*5YR AVG +21*PYTD, +54*5YR AVG +3*PYTD, +11*5YR AVG +23*PYTD, +78*5YR AVG -2*PYTD, +7*5YR AVG -5*on PYTD -179*PYTD Violent Crime Missing Counter Terrorism -17*PYTD -17.3%* -9*PYTD, -13*5YR AVG Common Assault -24.3% 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 -16.8% -9.3% ITEM 7a Page 15
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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 I am pleased to present this performance summary report to the West Dunbartonshire Housing Committee for its information and consideration. The Reporting Period for this report is cumulative for Quarters 1 to 4 of 2024/25, with available figures being shown from 1st April 2024 through to 30th June 2024. Please note that all data included in this report are management information and not official statistics. All data are sourced from Police Scotland internal systems and are correct as of date of publication. Unless stated otherwise numerical comparisons are against the previous year to date and the previous five year average for the same data period specified. Crimes and offences are grouped under recognised categories for statistical purposes. The Scottish Government defines these categories, as follows: Group 1 - Non Sexual Crimes of Violence Group 6 - Miscellaneous Offences Group 2 - Sexual Crimes Group 7 - Offences relating to motor vehicles Group 3 - Crimes of Dishonesty PYTD - Previous Year to Date Group 4 - Fire Raising, Malicious Mischief CYTD - Current Year to Date Group 5 - Other (pro activity) Crimes Page 16
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OFFICIAL PRIORITY AREA EXECUTIVE SUMMARY Acquisitive Crime At the end of June 2024, acquisitive crime shows the slight increase of 21 crimes compared to the same period last year. An increase in both shoplifting and mainly online social engineering fraud crime has been offset to some degree by a reduction in theft by housebreaking of both residential and business properties. Public Protection Group 2 sexual crimes have seen a marginal reduction of 3.3% with 58 crimes recorded compared to 60 at the end of June last year. The number of Rape crimes recorded has risen slightly from 11 to 15, while sexual assaults have decreased over 30% from 22 to 16 year on year. Road Safety & Road Crime There have been no fatal road traffic collisions within West Dunbartonshire at the end of Qtr. 1, which is a reduction from 1 in the same period last year. Road traffic collisions involving serious injuries have also reduced from 7 to 3, and collisions involving slight injuries have decreased from 9 to 6. Serious Organised Crime At the end of June 2024 both drugs supply and possession crimes have seen notable reductions from 29 to 22 and 197 to 120 respectively. Across Argyll & West Dunbartonshire 6 persons linked to serious and organised crime (SAOC) have been arrested and £301,847 seized under the Proceeds of Crime Act 2002 (POCA). Violence & ASB At the end of June 2024, Group 1 crimes of violence have increased with 394 crimes compared to 371 the previous year to date, while anti-social behaviour (ASB) related crimes have remained relatively consistent from 301 to 298. The minimal change in ASB crimes is pleasing given this reporting period covers the start of the better weather and increased visitor numbers. 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 17
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OFFICIAL CRIME PYTD CYTD INCIDENTS PYTD CYTD Total Crimes & Offences 2691 2238 Total number of incidents 7604 6894 DEMAND ANALYSIS - * PYTD - PREVIOUS YEAR TO DATE CYTD - CURRENT YEAR TO DATE The total volume of crimes and offences recorded within West Dunbartonshire has reduced by 16.8% from the previous year and is also 12.7% below the previous 5-year average. Despite the overall reduction there has been increases in crimes of violence (+6%), acquisitive crimes (+5%) and crimes pertaining to damage and reckless behaviour (+7.9%) compared to the previous year and are currently above the previous 5-year average which is in line with the post-covid trajectory. Crimes against society such as weapons have reduced by 14.6% with the current figure (381) also 12.9% below the previous 5-year average (437.2). Page 18
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OFFICIAL ACQUISITIVE CRIME Shoplifting crimes have seen the highest increase among acquisitive crime (141 to 174) and remain above the previous 5-year average. Year to date there have been an increase in detection rates, 23 more shoplifting crimes have been detected. This is in line with the national picture across the rest of the Force. At the end of June 2024, housebreakings at domestic dwelling have reduced by 10 crimes, while both non dwelling and commercial properties have also marginally decreased. The detection rate for housebreaking is currently at 39.3%, which is a marked increase from 10.8% PYTD and above the 5-year average of 24.4%. There has been an increase in fraud crimes at the end of Qtr. 1 from 49 to 69 crimes, which is above the 5-year average of 48.4. The increase is largely due to a rise in social engineering frauds (+9) and bank account takeovers (+5). These crimes tend to be opportunist in nature. The detection rate for fraud crime is currently low at 10.1%, which is a reduction from 24% PYTD. Perpetrators of such offences generally are based out with the UK. Common thefts have remained relatively consistent compared to the PYTD from 121 to 124 crimes, which remains above the 5-year average of 105.4. The detection rate has reduced by 7.3% from 33.1% to 25.8%. Retail crime remains a priority for the division and dedicated town centre patrols are engaging with retailers as are the Preventions Team based at Dumbarton. We are working with local businesses offering advice to retailers on product placement and shop layout. We have increased our shoplifting detection rate by 5.1%. The Preventions Team has liaised with COPFS at Dumbarton regarding some recent repeat shoplifting offenders and have now submitted the first of a number of Criminal Anti-Social Behaviour Order (CRASBO) applications for consideration upon conviction. These will be specific to the offender profile and will request that individuals are excluded from entering certain retail areas in the town centres as deemed both appropriate and proportionate. The Preventions team at Dumbarton have engaged with RBS Digital Skills Team to arrange joint community inputs addressing current fraudulent practices, known and new scams being experienced while providing advice and guidance on how to best protect oneself from being the victim of fraud. Government funding has allowed for 1000 ‘DOT’ magazines to be acquired for distribution across the locality, the ‘DOT’ magazine covers everything digital skills related. Social media criminality continues to target a main victim group aged 30-45. Page 19
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OFFICIAL The Divisional Domestic Abuse Unit are now applying the MARAC risk assessment process to all outstanding domestic enquiry packages. Any victim who has been previously, or is currently, being referred via MARAC, regardless of the nature of the most recent offence, will have the enquiry to which they relate escalated as a priority for detection and arrest of any known perpetrator to minimise any risk. The newly established Victim Safeguarding Team at Clydebank PPU are ensuring daily scrutiny and review of all domestic incidents, concern reports & DAQ scores. Scores of 14+ are referred to MARAC, however scores below that threshold will now also be subject of professional judgement and referred if a level of concern justifies such further action. Agreement is now in place to cease return visits for looked after children who have returned after being reported missing. House staff will conduct any return interview after having now been trained, they in-turn will inform police, no police attendance is required unless any concern raised, minimising potential upset and disruption within the houses while also having a positive impact on current police resource demand. At the end of June 2024, Group 2 crimes show a marginal reduction of 3.3% (-2) compared to the same period last year. Despite the overall reduction rape crimes have risen slightly from 11 to 15, while sexual assaults have decreased by 12.1% from 22 to 16 crimes. Approximately 80% of rape crimes occurred in a private place and 87% were committed by persons known to the victim. Similarly, around 73% of sexual assaults also occurred in a private place with 62% committed by persons known to the victim. Approximately 54% of sexual assaults and 66.7% of rapes during this reporting period relate to non-recent reports. The detection rate for rape crime has increased by 31.2% and is currently at 85.7%, while the detection rate for sexual assaults has also risen from 45.5% to 68.8% year on year. Crimes relating to indecent images/communications have reduced slightly from 17 to 13 crimes with the majority being committed by strangers to the victim. The number of domestic abuse incidents has increased by 6% compared to PYTD from 336 to 356, while the number of crimes recorded have also risen from 166 to 193 crimes as at the end of Qtr. 1. There has also been a 4.8% increase in the crime/incident conversion rate from 49.4% to 54.2% A total of 81 missing person reports have been recorded by the end of June 2024, which is a reduction from 98 last year. PUBLIC PROTECTION Page 20
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OFFICIAL At the end of Qtr. 1, there have been no fatal road collisions in West Dunbartonshire, which is a reduction from 1 in the same period last year. Both serious and slight injuries have also reduced from 7 to 3 (-4) and 9 to 6 (-3) respectively. Road Traffic Casualties 2023/24 2024/25 Number of persons killed on our roads 1 0 Number of persons seriously injured 7 3 Number of persons slightly injured 9 6 Number of children seriously injured 0 0 Throughout the Q1 reporting period the Roads Policing Unit (RPU) have provided support to West Dunbartonshire in respect of road safety with campaigns through the national calendar of activity. Within this period activity was via the Fatal 5 campaign which includes activity focussing on careless driving, drink/drug driving, use of seatbelts, mobile phone use and speeding. In addition to these activities, we have been involved in weekends of action aimed at the use of motorbikes, child safety week and cycle space. Dedicated patrols were carried out with marked and unmarked vehicles in the area, and we were pleased with the buy-in and general compliance from local drivers. In the period there have been zero road deaths within West Dunbartonshire. Through the period RPU officers, who carry out invaluable daily patrols, were involved in the detection of an individual found in possession of an imitation firearm. RPU worked alongside Local Policing colleagues to ensure the male was apprehended and reported to the Procurator Fiscal for a variety of offences. The Preventions Team have engaged with WDC and the Institute of Advanced Motorists (IAM) to hold a road safety event within the WD facility in Dumbarton providing advice and guidance around driver behaviours. This will include drivers of both cars and motorbikes being given the opportunity to drive, or ride a motorbike, while shadowed by an IAM advanced driver assessor who will provide feedback and advice on that individual’s driving manner. Motorbike riders are assessed via headset by a following IAM rider. Set for 25th August. We, at Police Scotland, are seeking to maintain the current reduction in both serious and slight injury collisions across the area. ROAD SAFETY AND ROAD CRIME Page 21
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OFFICIAL Across Argyll & West Dunbartonshire, 6 persons linked to serious and organised crime have been arrested and £301,847 has been seized under POCA since 1st April 2024. At the end of June 2024, drug supply charges have reduced slightly from 29 to 22 crimes and is also slightly below the previous 5-year average (27.8). Drug possession charges have also seen a reduction of 39% from 197 to 120. We continue to focus on those involved in the supply of controlled drugs and other higher-level criminality and the seizure of over £300,000 since April is a very significant part of what we are doing. Such seizures are the culmination of months of police work. We strongly believe this cash would have been re-invested into further criminal enterprise to cause additional and ongoing misery and hurt to those individuals from whom these unscrupulous gangs prosper. Although the total number of detections for drug supply have fallen, there have been some very significant detections, some of which are very prolonged and resource intensive enquiries. Such operations can impact on the volume of work elsewhere but have significant impact at a local level and are very important in breaking the supply chain. Examples of our work during this reporting period include: A cannabis cultivation detected and removed from Clydebank with a conservative street value placed on the plants seized being over £162,000. A forensic line of enquiry ongoing to detect those responsible. After a protracted enquiry, the principal nominal from a OCG was arrested and remanded and is subject of 16 separate charges involving theft HB, HBWI, and theft of motor vehicles. Offences centred around the theft of plant and machinery valued at £219,000. Since this arrest a further two members of the group have been arrested on petition warrants. A warrant was executed in the Dalreoch area, stolen property to the value of £20,000 recovered and 6 dogs seized by the SSPCA. SERIOUS & ORGANISED CRIME Page 22
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OFFICIAL VIOLENCE During this period, we established a temporary Violence Reduction Unit. These officers focussed on violent offenders and known weapon carriers. During this period, we have seen a decrease in serious assaults which we attribute, at very least, in part to the dedicated work of this team. Although robbery crimes disappointingly increased, the presence of this team allowed for a rapid deployment of dedicated resources to best capture all evidence streams including witnesses. This has resulted in the detection rate for such offences to rise from 44.4% to a very significant increase of 85.7%. The substantial rise in stalking type offences have been, with the exception of a single crime, committed within private dwellings and are within the domestic setting. It is notable that victims of such behaviours now have the confidence to report the matter to Police Scotland. We continue to work closely with all partners within the WD VAWG Group where we continue to seek new projects and methods of working to best protect the women and girls of the area. Levels of violence in West Dunbartonshire have increased slightly by 6.2% from 371 to 394 (+23) crimes. Just over half of all crimes took place in a private place and 42% of public space crimes were committed by persons known to the victim. Stalking offences have seen a notable increase with 9 crimes recorded at the end of Qtr. 1 compared to 1 last year. Eight of the 9 crimes occurred within a private space and were domestic related with victims largely being harassed by ex-partners through frequent and unwanted phone calls and text messages. Robberies have also seen a notable increase (from 9 to 14) Nine out of the 14 robberies occurred in a public place (5 on a public street and 4 at commercial premises). The remaining 5 crimes occurred within a residential premise. Eight robberies were committed by persons known to the victim and 6 were committed by strangers. The detection rate for robbery has increased from 44.4% to 85.7%, which equates to an additional 8 crimes being detected year on year. Page 23
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OFFICIAL Common assaults have increased marginally by 3% from 263 to 271 and are currently above the 5-year average (222.4), while common assaults on police and emergency workers have reduced by 17.3%. Common assaults were largely spilt 50/50 in terms of public and private space loci. In 50% of public space crimes, offenders were known to victims. The detection rate for common assaults overall has increased slightly from 60% to 63%. Across the recording period the number of ASB related calls to Police Scotland has reduced by approx. 12% compared to last year. Group 6 crimes, which include ASB related offences have remained fairly consistent with 298 crimes recorded compared to 301 PYTD, while the current figure is also 27.4% below the previous 5 year average (410). ANTI-SOCIAL BEHAVIOUR Through increased diligence and a change to the National Officer Safety Training, which all officers attend annually, the number of assaults on emergency workers, the vast bulk of these being against police officers, has reduced by over 17%. This reduces the likelihood of injury and associated absence which has an impact on the individual and also the force as a whole. Our annual Operation Ballaton, which is a partnership approach to dealing with the vast increase in numbers attending the Balloch and south Loch Lomond areas through the summer months, has been stood up during this period. It is a well-versed operation that includes input and resourcing from Police, SFRS, BTP, WD, The National Park and Scotrail. It has been very successful in pro-actively dealing with issues at an early stage minimising any potential negative impact on local residents and visitors alike. We also have a focus on youth offending within the general Clydebank Shopping Centre area via an ongoing action plan and resource commitment. We continue to work closely with WD ASB & Housing Teams to address the causes of ASB, be that individuals or specific addresses. Police and Housing staff are pro-actively attending at addresses of persons who are starting to cause issue and offer guidance, and warning where appropriate, of what action can be taken should levels of ASB not decrease. The 12% reduction in ASB calls during this reporting period is significant and equates to a substantial drop in victims coupled with a reduction on demand for police and other emergency services. Page 24
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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 68%, which is in line with the position in 2022/23. As an example of our current demand, Police Scotland were in the top five for highest volume of 999 calls received in the UK with 77.90% of calls answered within 10 secs. Average Speed of Answer UK Police Scotland 999 Calls 1,059,460 68,529 ASA 9.53 secs 12.12 secs <10s 84.98% 77.90% 10-60s 12.91% 18.60% >60s 2.09% 3.50% Total of 144 responses Chief Inspector Kirsten McLatchie retains an overview of all local policing activity in West Dunbartonshire as Local Area Commander. Our latest intake of 14 new probationers to Argyll & West Dunbartonshire Policing Division are now out serving the communities. We also have another 10 new recruits that are currently undergoing initial training at SPC prior to their deployment also within L Division. Our Your Police Survey is the only survey of its kind in UK policing and is high quality in design, accessible, robust and statistically relevant. The Research and Insight team continually assess and evaluate our results and benchmark to other UK surveys and engagement, such as those carried out by Scottish Government, MOPAC and YouGov. Page 25
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 21 August 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 forthcoming handover of new homes at the Clydebank East and Gilmour Avenue development; (ii) Approve the updated estimated costs for Braehead and Campbell Street (Bonhill gap sites) and Bank Street development; (iii) Approve the procurement exercise and to award the contract up to the updated estimated costs for the projects above; (iv) Approve the procurement exercise of a multi-disciplinary design team for Clydebank Health Centre and to award the contract up to the approved costs for the project; (v) Approve the procurement and award of the Queen Mary Avenue Design and Build development contract by the Chief Officer – Housing and Employability in consultation with the Procurement Manager, to appoint a suitably experienced contractor to deliver the new homes within the approved budget through an appropriate procurement framework. 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 one thousand new affordable homes in West Dunbartonshire to date and includes the Council’s own ambitious New House Building Programme. ITEM 8 Page 27
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3.2 The Council’s last practical completion took place at the Queens Quay development in September 2022 delivering twenty-nine 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 twelve new build developments since 2013 and are the largest developer of social homes in West Dunbartonshire delivering 496 new homes and 128 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 October 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 128 Ongoing Totals 624 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. Page 28
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4. Main Issues More Homes West Dunbartonshire - Delivery Programme 4.1 Building new affordable homes has a significant role to play in revitalising local economies and assisting with post-pandemic and economic recovery plans, negating the impacts of the current cost of living crisis and combatting poverty including child poverty. It is also clear that the need for affordable homes has and will increase in the current ongoing economic environment. 4.2 Our More Homes West Dunbartonshire approach is an ambitious plan that aims to continue the positive momentum of the delivery of much needed 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 because of global issues revised new build targets for the Council are outlined below: Table 2: Council New Build Programme Project Number of Units Number of Specialist Provision Site Start/Est Site Start Est Completion Date Clydebank East, Clydebank 88 9 On Site January 2023 Spring 2025 (First handovers – October 2024) Pappert, Bonhill Alexandria 26 3 On site March 2024 Spring 2025 Mount Pleasant 19 19 On site April 24 Spring 2025 Gilmour Avenue 2 1 Autumn 24 Autumn 2024 Willox Park Phase 1 17 17 Winter 24 Winter 2025 Bonhill Gap Sites 34 4 Winter 24 Winter 2025 Bank Street, Alexandria 22 22 Jan/Feb 25 Jan/Feb 26 Clydebank Health Centre* 38 22 Spring 25 Autumn 2026 Queen Mary Avenue* 16 4 Winter 25 Winter 26 Dennystoun Forge 20 20 TBC TBC Page 29
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*Current Planning figures 4.5 Updates for each site are noted below: Clydebank East: This development will deliver eighty-eight 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 Wheelchair Cottage Flat 1bed/2 person Net Zero 4 Cottage Flat 2 bed/4 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 October 2024. All houses are designed to the Housing for Various Needs Standard (HfVN). There will be nine 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. Silverton Regeneration* 10 2 TBC TBC Willox Park Phase 2* 25 25 TBC TBC Queens Quay Site C* 100 10 TBC TBC Buyback Scheme (60 per year) 300 36 2023/24 2027/28 717 units 194 units Previous units 710 – Planning figures amended. (Silverton Regen, Willox Park Phase 2, Gilmour Ave added – Clydebank Gap sites removed) Previously 172, increase in sheltered provision Page 30
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We have previously reported award of above benchmark grant due to the complexities of the development at Clydebank East this resulted in a total grant award of £12.6m, this equates to over £143k grant per home and around £4.68m more than the benchmark grant award this ensured the delivery of the development without any 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 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 started15th April 2024 and construction will last approximately one year. This is a 19-unit complex which is designed for elderly residents and will deliver high quality amenity housing, the housing mix is outlined below for information. House Type Sustainability Standard Number of New Homes Bungalow 1bed/2person Net Zero 3 Flat 1bed/2person w/c Net Zero 4 Flat 1bed/2person Net Zero 4 Flat 2bed/4person Net Zero 8 Willox Park, Doveholm, Dumbarton The development of seventeen new homes to be delivered at the former care home site. House Type Sustainability Standard Number of New Homes Flat 2bed/3person Net Zero 2 Flat 1 bed/2person Net Zero 15 Page 31
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This development has now been granted planning permission and a contractor, McTaggart Construction, has been appointed to begin the construction phase. 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. Bonhill Gap Site Strategy The pre-planning application process has commenced on the development of the three separate gap sites which are contained within this wider development project. Planning has been submitted for both the Campbell St and Braehead sites. We ask the committee to note and approve the updated estimated costs for these projects of £9,751,388 and to appoint a contractor up to this estimated cost. The previous estimated costs were £9,354,809.18. This is a 4.2% increase and takes into account more detailed drainage and landscape design and 0.5% framework levy increase. We have amended the housing mix for the O’Hare gap site and will now deliver six one-bedroom cottage flats, 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 that was stopped could not. Bank Street, Alexandria The development will consist of twenty-two sheltered/amenity housing units in partnership with the HSCP. Planning has been submitted. House Type Sustainability Standard Number of New Homes Flat 1bed/2person w/c Net Zero 22 Communal Room Net Zero 1 Site Braehead Campbell St O’Hare 1 bed 8 (4 WCH + 4 GN) 6 6 2 bed 3 (WCH) 3 bed 3 4 bed 2 5 bed 4 6 bed 7 bed 2 Total 17 11 6 Page 32
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Staff Office Net Zero 1 We ask the committee to note and approve the updated estimated costs for this projects of £7,793,677. We also seek approval to procure a contractor up to this estimated cost. The previous estimated cost was £6,187,281. This is an increase of £1,606,369 (26%). The reasons behind this are due to an increased gross internal floor area (GIFA) of 27%, construction inflationary increase, additional soft landscaped area, the requirement for an additional lift within the development, and includes a saving from installing exhaust air heat pumps instead of ground source heat pumps. Clydebank Health Centre Having received the feasibility report for the site, we aim to develop twenty units of sheltered housing to reprovision existing sheltered housing currently provided at Young Street, therefore strategically improving the provision of sheltered accommodation within Clydebank. We also aim to build around eighteen units of mostly family housing. We are seeking to appoint a multidisciplinary design team through the Scottish Procurement Alliance framework to carry forward the above- mentioned site proposal designs. This would consist of an architect-led multidisciplinary team inclusive of engineering, energy, landscaping, and fire consultants. Approval is sought by the Housing and Communities Committee to accept the tender price for this project of £540,651.90 which is around 4.9% of the estimated project delivery budget. The demolition of the Health Centre was awarded to Caskie Ltd and works commenced on the 3rd June and the demolition programme is scheduled for around 20 weeks. Gilmour Avenue, Hardgate 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 has now been granted planning permission for two three bed semi-detached homes to be delivered utilising modular construction methods. The houses should be completed in October 2024. Dennystoun Forge Gypsy/Traveller Site We continue to engage with the Scottish Government over the possibility of accessing support through the Gypsy/Traveller Accommodation Fund. There remains a hope that a further tranche of funding will be released. AHSP funding may be an alternative funding option, and we have included the project in the current SHIP and HRA Capital Programme. In the meantime, we Page 33
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are refining our plans for the development through engagement with other local authorities and ongoing consultation with site residents. 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 demolition contract for the units was awarded to Caskie Ltd. The programme started on 6th July and will take approximately 6 weeks. Initial feasibility for this site had identified the potential for around sixteen new homes. Considering the Council’s housing emergency declaration in May 2024 and the pressures on the affordable housing supply programme funding outlined in more detail within section 4.6 – 4.13 of this report, we are seeking to accelerate elements of new housing delivery. We have identified the development at Queen Mary Avenue as one possible development that we would seek to accelerate through a design and build delivery route. This is based on our experience at the Mount Pleasant and a strategy has been developed to appoint an experienced and capable contractor to undertake the delivery of these new homes through a procurement Framework up to the approved budget. Silverton Regeneration The two identified sites in Smollett Road and Dumbuie Avenue are progressing towards demolition and building warrants for demolition in place. The tender for demolition went out on 24/7/2024 for 3 weeks. Tenders are due back on 7/8/2024 with an estimated start date one month later (7/9/2024) with an expected completion date six weeks thereafter. Queens Quay, Site C, Clydebank The Council has been developing a design to deliver a projected twenty units on this site to complement the housing mix within sites A and B. This development will also be designed to meet low/zero carbon principles and linked to the Queens Quay district heating network. . Pre-planning response was received on the 25 February highlighting concern of the WDC development proceeding in isolation. We have adopted a proactive response to this issue and have developed masterplan diagrams incorporating the surrounding sites and have conducted valuations on the adjacent site to Queens Quay C with a view to purchasing additional land to deliver more affordable housing in the Queens Quay regeneration site. If this is achieved, we would seek to develop a mixed tenure approach to any expanded development site delivering one hundred new affordable homes. Page 34
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We are seeking discussion with CRL (Clydeside Regeneration Limited) to progress the possibility of acquiring this additional land and will be able to draw down Scottish Government grant to enable this. However, because of the uncertainties surrounding potential delivery timescales for this project and the reduced funding it is no longer allocated funding within the current Strategic Housing Investment Programme. Buyback Programme The Council’s buyback programme which incorporates the Mortgage to Rent Scheme purchased sixteen new homes in 2022/23. In 2023/24 we purchased thirty-five new homes at an average purchase cost of £100,000. 26/35 were larger family homes with 3+ bedrooms. The housing mix is shown in the table below: In 2022/23 16 properties were purchased 3 of which were 3+ bedroom larger family homes. 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 our ambition is to deliver sixty new homes each year meaning a minimum of three hundred 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 to £533m. This represents a cut of around £200m or 26%. Number Number Bedrooms House type 5 Semi detached 2 Detached 4 Mid Terrace 7 End Terrace 3 Tenement 2 Maisonette 3 3+ bedrooms 4-in-a-block 6 4-in-a-block 1 Maisonette 1 Tenement 1 1 or 2 bedroom Bungalow Page 35
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4.7 The More Homes budget, which provides grant aid for affordable new homes and the buyback programme, was reduced from £564.6m in 2023/24 to £375.8m in 2024/25. 4.8 The West Dunbartonshire Strategic Housing Investment Plan 2024/25 – 2028/29 (SHIP) was approved by West Dunbartonshire’s Housing and Communities Committee in November 2023 and submitted to the Scottish Government. Our Council Annual Resource Planning Assumption (RPA) from the Scottish Government supporting the delivery of the SHIP was £10.795m. The budget cut has reduced this figure to £8.167m for 2024/25, a cut of 24%. 4.9 The national capital resources available for future RPAs will depend on future budget decisions by the Scottish Parliament. In the absence of future year budget assumptions, and to aid programme management, we have been advised by the Scottish Government to operate carry-forward limits for the years 2025-26 – 2027-28 of 80%/60%/40% of current year RPA levels. 4.10 The budget cuts have implications for the SHIP and how it will be programmed over the years ahead. We propose to manage spend on individual projects to ameliorate the budget cuts and to maximise the delivery of the new build and buy-back programmes. 4.11 We are exploring with partner RSLs opportunities to support the programme with funding from their financial reserves or other sources. Some development partners are known to hold significant reserves that could be employed to assist in the funding crisis. 4.12 In joint discussions with the Scottish Government we are considering the use of front funding, whereby the developer, the Council or RSL, would meet the costs in the early part of the project with the SG guaranteeing their contribution later. Such an arrangement would require agreement from the Scottish Government and careful management of the programme, but it is an approach that has been employed in the past when funding was also previously constrained. We have so far reached agreement with one RSL over their front funding during 2024/25, on the understanding that the grant will be guaranteed payable on 1st April 2025. We have also assessed front funding arrangements within the HRA Capital Investment Programme and Budget for our Bonhill Gap Site development which presents no risk to the wider investment programme. 4.13 As a first step we have remodelled the SHIP programme to address the immediate priority of the financial shortfall in 2024/25. The table below shows our current proposal on how the revised SHIP can be programmed for this year as an interim measure. We are confident that the projects listed can be accommodated within this year’s reduced budget with the help of front funding. However, if there is no improvement to the AHSP funding awards, significant amendments and possibly delays will ensue from 2025/26 onwards. This will be subject to ongoing discussions with all partners with a view to protecting the programme as far as possible. There is an ongoing element of exceeding the revised Resource Planning Assumption by Page 36
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£901,307, however we anticipate additional monies being made available to support both the Councils and partner housing association ROTS programmes (Buyback schemes). 4.14 Details of the new programme will be set out fully in the new SHIP 2025/26 – 2029/30, which will be presented to Housing and Communities Committee in November 2024 for approval, where hopefully there will be more clarity on future ASHP funding following the Scottish Government’s new Programme for Government. 4.15 The Housing Development Team are continuously looking for opportunities to provide additional new build council homes and will bring any potential site to the Housing and Communities Committee with as much information as possible as part of the regular More Homes update paper. 5. People Implications 5.10 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 West Dunbartonshire Council Units 2024-25 WDC - Pappert, Alexandria - P43626 26 £2,302,859.76 WDC - ROTS 2023-24 & 2024-25 - Non-Larger Family - P46998 31 £450,000.00 WDC - ROTS 2023-24 & 2024-25 - Larger Family - P47242 64 £1,408,000.00 WDC - Mount Pleasant, Old Kilpatrick - P45125 19 £1,370,448.19 WDC - Willox Park, Dumbarton - P45124 17 £1,075,000.00 WDC - Gilmour Avenue, Hardgate, Clydebank - P46873 2 £195,000.00 WDC - Knowes HA - Faifley Bowling Club - P43600 27 £119,000.00 WDC - Caledonia HA - Bellsmyre Regeneration Phase 1 - P43960 138 £1,348,000 WDC - Clydebank Health Centre - P45783 38 £200,000.00 DPHA/KHA ROTS (National Acquisition) 12 £600,000.00 Total 374 £9,068,307.95 Resource Planning Assumption £8,167,000.00 Difference £901,307.95 Page 37
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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. Procurement 6.4 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. 6.5 All procurement activity conducted by the Council more than £2m is subject to a contract strategy. The contract strategy for new housing development within the HRA Capital Programme will be developed by the Corporate Procurement Unit in consultation with Housing Development Officers. The contract strategy will include, but is not limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. Opportunities to maximise the positive social, economic, and environmental impact for the Council through the relevant procurement processes will be developed in line with procurement policy. 7. Risk Analysis 7.1 All Council new build projects have their own Risk Register which highlights the risk within and out-with the project team’s control. These are maintained and adjusted on an on-going basis. 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. Page 38
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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. 11. Strategic Assessment 11.1 The Local Housing Strategy is the overarching document setting out the strategic direction for housing across all tenures and informs the future investment in housing and related services across West Dunbartonshire. 11.2 Having considered all the Council’s strategic priorities, this report, and the provision of new supply social housing for rent contributes to all the Council’s strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 7 August 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 Page 39
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Appendices: None Background Papers: West Dunbartonshire Council’s Local Housing Strategy Local Housing Strategy, Health Inequalities Impact Assessment Wards Affected: All Page 40
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 21 August 2024 ___________________________________________________________________ Subject: Home at the Heart - West Dunbartonshire’s Rapid Re-Housing Transition Plan update and new approaches to homelessness progress report. 1. Purpose 1.1 The purpose of this report is to provide members with an update on “Home at the Heart” our Rapid Re-housing Transition Plan (RRTP) for the period 2019-24 and new approaches to homelessness, including. - Progress update for Year 5 and Year 6 plans, - An update on Scottish Government funds to assist in the delivery of the RRTP, - Lettings requirements for Year 6 of the plan 2024/25, - Housing Emergency Declaration and Action Plan update. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note the progress and challenges made in the five years of “Home at the Heart”, which will inform a report to the Scottish Government at the end of August 2024 and note the main objectives for Year 6 in sections 4.17 - 4.32 of this report; (ii) Note that the Council’s housing allocation letting target for homeless households remains at 64% for 2024/25 as set out in section 4.25 of this report and note the Chief Officer, Housing and Employability will keep this target under close review based on current modelling projections; (iii) Note the continued uncertainty around future funding and specifically the risk to the embedded Housing First approach; (iv) Note that Scottish Government funding of £261,000 has been awarded for 2024/25 for the specific delivery of the West Dunbartonshire Rapid Rehousing Transition Plan; (v) Note the Housing Emergency Declaration and Action Plan update provided in a separate committee paper. 3. Background 3.1 Our current approach to tackling homelessness is outlined in our RRTP “Home at the Heart” and reinforced within the new Local Housing Strategy approved by the Housing and Communities Committee in November 2021. This approach builds on the good progress made within West Dunbartonshire by previous strategies, most ITEM 9 Page 41
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recently our “More than a Roof” approach which covered the period 2017/2020, whilst also acknowledging the challenges set by the renewed Scottish Government national commitments to tackle homelessness, to end rough sleeping and to transform temporary accommodation. 3.2 “Home at the Heart” was developed in response to a key recommendation from the Homelessness and Rough Sleeping Action Group (HARSAG) that was adopted by the Scottish Government, for Local Authorities to develop and submit a RRTP for the period 2019-2024. 3.3 It was developed in partnership with key stakeholders, including HSCP and the wider Housing Solutions Partnership, which includes local Registered Social Landlords. It was submitted to the Scottish Government on 31 December 2018 and retrospectively approved by the Housing and Communities Committee on 6 February 2019. 3.4 Regular reports have been provided to the Housing and Communities Committee, initially detailing, and seeking approval for our RRTP and subsequently providing updates in terms of progress being made and approving the use of Scottish Government funding to deliver our key objectives. 4. Main Issues 4.1 The aims of “Home at the Heart” in terms of tackling homelessness are influenced by the Scottish Social Housing Charter and consistent with the Scottish Government’s “Ending Homelessness Together” approach and are structured around the following four strategic objectives: Deliver a whole systems approach to the prevention of homelessness; Enable service users with low or no support needs to access settled housing quickly; Develop interim housing options which enable independent living and tenancy sustainment; and Implement a Housing First model which enables the most excluded service users to secure sustainable housing. “Home at the Heart” Year 5 Progress Objective 1: Deliver a whole systems approach to the prevention of homelessness. 4.2 The Prevention Officer has continued to engage with households at risk of homelessness. This has included managing the pilot prevention fund which in the 4 years has made payments directly to households totalling £27,600 and has helped ensure that 69 existing tenancies were sustained in both social and private rented sectors. 4.3 The overall number of approaches to our Housing Options service had increased significantly in 2021/22 linked to the Tenant Hardship Fund but we have continued to see high demand in 2022/23 and despite a 16% decrease in Page 42
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approaches during 2023/24, request for assistance remains high. We have prevented 67% of cases from becoming homeless. 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 Prevent1 approaches 178 240 332 576 455 384 Prevent1 closures 177 221 249 378 654 385 % homelessness prevented 64% 57% 51% 52% 72% 67% % closed with presentation 24% 26% 27% 31% 18% 25% 4.4 Since the end of emergency legislation banning evictions taking place in both the social and private rented sector, there has been an increase in Section 11 notices, from 20 in 2020/21 to 155 in 2023/24. Of those where contact was made and there was engagement with the household, homelessness was prevented in 83% of cases, up from 80% last year. Objective 2: Enable service users with low or no support needs to access settled housing quickly. 4.5 One of the key objectives of our RRTP is to ensure that homeless households can access settled accommodation as quickly as possible. Our key target is reducing the length of time homeless households with no/low support needs spend in temporary accommodation. 4.6 We have developed a RRTP model which considers the level of new homeless decisions, the backlog of homeless households, projected future demand, the number of lets made to homeless households and projected letting activity. The RRTP model uses this data to determine the number of lets that will be required for homeless households on an annual basis and determines a projected lettings % target. Calculation of homeless lets required and % of expected letting activity required to meet need - split by LA & RSL Year 5 target Year 5 actual Lets required to meet demand 932 746 Split LA 621 543 Split RSL 311 203 % Allocation of lets required LA 69% 62% RSL 69% 52% 4.7 Despite an improvement from last year, the turnover of available properties was lower than projected, thus impacting available lets and affecting void times. 4.8 There are as of 31st July 2024 281 households in temporary accommodation, including 95 children in West Dunbartonshire. 73 households have been waiting longer than a year to be housed and 34 of these households are in temporary accommodation. Page 43
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4.9 As a result, our average times for 2023/24 increased and failed to meet the target of 15 weeks, we reported 19 weeks for this period. Objective 3: Develop interim housing options which enable independent living and tenancy sustainment. 4.10 We continue to provide a range of interim housing options for those homeless households with more complex support needs. This includes supported tenancies in the community, as well as residential supported accommodation where this need is identified. 4.11 Residential supported accommodation offers temporary accommodation and on- site support to alleviate homelessness and enable homeless households to make a planned transition to settled accommodation. We began to take forward the key recommendations of the review of Supported Accommodation at the end of Year 5. This involved consulting with current providers and reviewing current needs. Objective 4: Implement a Housing First model which enables the most excluded service users to achieve housing sustainment. 4.12 A key objective in Year 5 of our RRTP was to further extend our Housing First approach for those households with the most complex needs. The available funding allowed to fund the 8 housing first workers but did not allow to expand the service further. 4.13 By the end of 2023/24, we had created 2 new Housing First tenancies, a further 13 clients are awaiting an offer of settled accommodation being made. 4.14 We have 4 tenancies being sustained where the Housing First support has been “stepped down”, meaning a planned full exit from the Housing First Service. 4.15 We have created additional capacity by carrying out a tendering exercise in which Blue Triangle Housing Association were successful in a yearlong contract for 7 clients. However, long term future funding for the initiative is still to be clarified. 4.16 Whilst our Housing First approach continues to have a high tenancy overall sustainment rate at 78%. Sadly, five of these tenancies have ended due to the death of tenants, with a further seven ending due to other reasons notably households moving out with the West Dunbartonshire area. . Year 6 main objectives 4.17 Originally our Rapid Rehousing Transition Plan (RRTP) was to be delivered over a 5-year period but in December 2023 the Scottish Government confirmed a one-year extension to allow for its continued delivery for a 6th year due to challenges around implementation, with further funding being allocated in March 2024. Page 44
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Objective 1: Deliver a whole systems approach to the prevention of homelessness. 4.18 We will continue to use a variety of measures to prevent homelessness within WDC including the following: - Our Housing Options approach proactively identifies those at risk of homelessness, provides advice and assistance on preventing homelessness; Linking in with the money advice service where there are financial pressures and offering professional mediation services where there are relationship breakdowns; Our enhanced homelessness prevention service involves a dedicated officer responding proactively to Section 11 referrals by engaging with households at risk of homelessness and offering support through the pilot prevention fund; and Our revised allocations policy creates young people at risk of homelessness as an additional group given a reasonable preference within the policy. 4.19 To enable the prevention fund to be a tool to prevent homelessness we have allocated £15,000 from this years’ RRTP Scottish Government funds to top up the carry-over of £4,263 not spent last year. 4.20 The changes to the allocations policy with the creation of a youth priority has now been fully embedded and will begin to have a positive impact by reducing homeless presentation for those who now benefit from the youth priority list. 4.21 Following on from the pilot Section 11 programme, we will review if extending earlier Section 11 referrals fits with new proposed prevention duties being introduced within the current Housing Bill. 4.22 We will take appropriate actions, including assisting other services when new prevention duties are enacted. Objective 2: Enable service users with low or no support needs to access settled housing quickly. 4.23 Due to lower letting activity and an increase in the length of time spent in temporary accommodation we have reviewed and adjusted our target time to 16 weeks. 4.24 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 will require to be allocated to homeless households to ensure targeted reductions in temporary accommodation and faster access to settled accommodation is achieved. 4.25 While this cannot be achieved, and recognising other housing need factors it would not be practical to have 100% allocation of lets to homeless households. Therefore, we asked our partners to agree to 69% lettings target to homeless Page 45
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households. This objective was supported by the Housing Improvement Board in terms of lets made by WDC and a similar commitment was 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 Lets required for to meet demand 760 Split LA 518 Split RSL 242 Projected turnover Year 6 Split LA 750 Split RSL 350 % Allocation of lets required Year 6 LA 69% RSL 69% 4.26 As 69% is not enough to fully meet demand and clear the increased backlog of households in temporary accommodation, this will result in a shortfall of around 688 lets and 110 additional units required for temporary accommodation. 4.27 If we require additional temporary accommodation units this reduces lets available for mainstream offers and would also require additional staff resources to manage the additional units. Objective 3: Develop interim housing options which enable independent living and tenancy sustainment. 4.28 It is expected that the keys findings of the review of Residential Supported Accommodation will continue to progress in Year 6, with the new project plan being approved, embedding the timescales for the recommendations and the project board being established. 4.29 To deliver the optimum service model for residential supported accommodation, it is anticipated that a three-year plan will be required. This will include the potential for decommissioning of some existing services, the commissioning of new provision to better meet identified need and a full financial impact assessment. To develop and lead on the development and implementation of this plan we are seeking to recruit an additional resource to lead on the delivery of new residential supported accommodation. Objective 4: Implement a Housing First model which enables the most excluded service users to achieve housing sustainment. 4.30 The available funding does not allow to expand the service further but ensure we operate with 8 housing first support workers enabling support to continue to be provided to the 42 active tenancies and the 15 waiting to be housed carried over into Year 6. Page 46
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4.31 We will assess the impact of the additional tendered Housing First service and considering whether to extend beyond 2024/25. 4.32 A full review of the Housing First service will also be carried out during Year 6, including stakeholder and service user consultation to help frame the future of the service. Rapid Rehousing Transition Plan funding update 4.33 In December 2023, the Scottish Government confirmed in its Programme for Government that a further £8 million would be provided to local authorities to support Rapid Rehousing Plans and scale up the Housing First approach nationally for 2024/25. 4.34 The formula still being used to allocate local authorities share of this funding is based on the number of homeless assessments made in a local authority area over a three-year period. There has been some criticism of this approach as it does not consider homelessness prevention work within the assessment. It can therefore act as a disincentive to make the wider system changes advocated within Ending Homelessness. 4.35 Additional funding was made available in 2023/24 targeted at those who have “sustained temporary accommodation pressures”. This is defined as the local authorities who consistently appear in the top five areas for the number of households in temporary accommodation in recent years according to Scottish Government official homelessness statistics. Therefore, the larger local authorities benefited from this and will continue to do so unless the way in which any additional funds are distributed is reviewed. If they were to take account of the number of households in temporary accommodation per 10,000 of households, then other local authorities including WDC would benefit from any additional funding. 4.36 The Scottish Government and COSLA had hoped to explore the possibility of joining up the funding stream for preventing and responding to homelessness with the rapid rehousing funding stream and to look at alternative distribution formulas. However, this work was delayed due to conflicting pressures and there is currently no indicated intention to change. 4.37 The same formula has therefore been used for the funding allocation for 2024/25. This formula has resulted in an allocation for West Dunbartonshire Council of £261,000 to deliver Year 6 of our RRTP which was announced on 5th March 2024. In addition, the Scottish Government have also confirmed the funding allocation of £644,579 to West Dunbartonshire Council for the provision of homelessness prevention and response services. RRTP Year 6 funding Year 5 underspend £4,263 SG funding for Year 6 £261,000 Housing and Homelessness contribution £290,000 Year 6 total funding £555,263 Page 47
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4.38 The increased housing and homelessness contribution allows for a slight overspend in Year 6, which accounts for ongoing increased costs in areas such as the increased conversion programme. We have carried out a full review of Year 5 activities and refreshed our plan for Year 6 to take account of available funding. RRTP Year 6 costings Housing First West Dunbartonshire £368,880 Blue Triangle Housing First project £46,000 Pilot Prevention Fund £15,000 Conversion Programme £124,000 Year 6 total cost £553,880 Whilst the additional RRTP funding allows us to continue our Housing First service it does not allow for us to expand the service to meet the identified need within West Dunbartonshire. We also have no confirmed funding beyond Year 6 for Housing First. Housing Emergency 4.39 The Council declared a housing emergency on 1st May 2024 due to the extreme pressures facing housing and homelessness services within West Dunbartonshire. A national housing emergency was declared by the Scottish Government on 15th May 2024. We will await an update on the further actions the Scottish Government plan to take to address the national housing emergency. 4.40 A draft action plan to tackle the housing emergency in West Dunbartonshire has been developed and will be presented to the Housing and Communities Committee on the 21st August 2024. 5. People Implications 5.1 An additional post required to strengthen the team will be recruited in line with the Council’s existing recruitment policy and will be funded from the Scottish Government funding for the provision of homelessness prevention and response. 6. Financial and Procurement Implications 6.1 The Housing Minister wrote to West Dunbartonshire on 5th March 2024 advising of the Council’s Rapid Rehousing Transition Plan funding allocation for 2024/25 of £261,000. This funding will be included in the weekly payment of the 2024/25 General Revenue Grant. 6.2 In addition the Scottish Government also confirmed the funding allocation of £644,579 to West Dunbartonshire Council for the provision of homelessness prevention and response, this funding will be paid as part of the General Revenue Grant payment, with the first payment in 2024/25 made on 1 April 2024. Page 48
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6.3 The Rapid Rehousing Transition Plan has been continued for a 6th year. This is due to be the final year of the Plan and dedicated funding. Conversations have begun about the future, but no confirmed decisions have been made. Committee will be updated at a future meeting once we receive confirmed plans beyond Year 6. 6.4 We are aware of some national discussions looking at reviewing funding to deliver homelessness and housing option services, however, there remains some financial uncertainty in terms of how the Housing First approach can be funded in the longer term. 6.5 The delivery of the wider Rapid Rehousing Transition Plan will be within existing budgets noting the increases in such because of the Scottish Government funding for 2024/25. 6.6 There are no procurement implications in terms of this report. 7. Risk Analysis 7.1 There are financial and regulatory risks associated with not being able to fully deliver our Rapid Rehousing Transition Plan, including the Housing First element of the approach. 7.2 The decision to award funding in Year 6 was based again on a formula which focuses on homelessness assessments (and not the content of the RRTP’s), which benefits larger local authorities who receive a higher proportion of homeless assessments and could discourage local authorities from implementing initiatives aimed at preventing homelessness. 7.3 There is no confirmation of funding for RRTP past Year 6 (2024/25) therefore long-term funding is required to be sourced to continue our Housing First service. 8 Environmental Sustainability 8.1 The delivery of our housing investment programmes is consistent with 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 to our RRTP however preventing and responding to homelessness has a significant positive impact on individuals and communities. There are potential positive impacts for some groups as noted in the EIA conducted when our RRTP was updated in July 2024, EIA 1028. 10. Consultation Page 49
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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 WDTRO regarding the implementation of the RRTP and Housing First has also taken place. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 6 August 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 Donna Kirkwood, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email donna.kirkwood@west- dunbarton.gov.uk Appendices: None Background Papers: Ending Homelessness Together – High Level Action Plan; Scottish Government/COSLA https://www.gov.scot/binaries/content/documents/govscot/ publications/publication/2018/11/ending-homelessness- together-high-level-action-plan/documents/00543359- pdf/00543359-pdf/govscot%3Adocument HARSAG2 recommendations tracker, West Dunbartonshire Council Housing Development and Homelessness Team, June 2024; Housing and Communities Committee Report 24th August 2023 “Rapid Rehousing Transition Plan and new approaches to homeless update”. Page 50
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Letter from Paul McLennan, MSP, Minister for Housing on Rapid Rehousing Transition Plan funding and the Homelessness Prevention Fund for 2024/25; 22 December 2023; Letter from Paul McLennan, MSP, Minister for Housing on Distribution of Funding for Rapid Rehousing Transition Plans for 2024/25; 5 March 2024; “More than a Roof” West Dunbartonshire Council’s Homelessness Prevention and Temporary Accommodation Strategy 2017-2020. West Dunbartonshire Council’s Local Housing Strategy 2022-2027; West Dunbartonshire Council’s Revised Rapid Rehousing Transition Plan including Action Plan and Equalities Impact Assessment, Home at the Heart Wards Affected: All Page 51
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 21 August 2024 ___________________________________________________________________ Subject: Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update Report 1. Purpose 1.1 This purpose of this report is to provide the Housing and Communities Committee with West Dunbartonshire Council’s annual progress report on meeting the requirements of the Scottish Social Housing Charter and the Scottish Housing Regulator’s Regulatory Framework for social housing including the approval of the Annual Assurance Statement. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Notes the content of our current Engagement Plan published by the Scottish Housing Regulator (SHR) in April 2024. (ii) Notes performance in terms of achieving the Scottish Social Housing Charter (SSHC) outcomes during 2023/24. (iii) Notes that a comprehensive assessment of 2023/24 performance has been carried out and that this has informed a Charter Improvement Plan covering all the SSHC outcomes and the key areas of focus for the Housing Improvement Board (HIB) during 2024/25, outlined at 4.13 of this report. (iv) Notes that this assessment of 2023/24 performance will inform the production and publication of our annual Charter Performance Report. (v) Approves our Annual Assurance Statement (AAS) attached as Appendix 1 to be signed by the Housing Convener on behalf of the Housing and Communities Committee and submitted to the Scottish Housing Regulator as per our regulatory requirement, and, (vi) Agrees that a further progress report on the Scottish Social Housing Charter/Regulatory Framework be submitted to the November 2024 meeting of the Committee, to include detailed benchmarking performance information against all local authorities in Scotland following the publication of validated performance information. ITEM 10 Page 53
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3. Background 3.1 The Scottish Government’s first SSHC came into force in April 2012. This was reviewed during 2016 and again in 2021 and the resulting revised SSHC was approved by the Scottish Parliament and has effect from 1 November 2022. 3.2 The purpose of the SSHC is to help improve the quality and value of the services that social landlords provide by: Stating clearly what tenants and other customers can expect from social landlords and helping them to hold landlords to account. Focusing the efforts of social landlords on achieving outcomes that matter to their customers, and Providing the basis for the Scottish Housing Regulator (SHR) to assess and report on how well landlords are performing. 3.3 The SHR published a revised Regulatory Framework and associated statutory guidance for social landlords in February 2024 which has effect form 1 April 2024. 3.4 In response to feedback from stakeholders, much of the previous Framework was maintained, though a new provision to allow the SHR to require landlords to provide explicit assurance on a specific issue in their AAS has been introduced. 3.5 The Regulatory Framework reporting timetable is outlined below: When Who What Throughout year Housing Improvement Board/Tenant Representatives Assess performance against the Charter Outcomes May each year Housing Development Submission of Annual Return on the Charter (ARC) to the Scottish Housing Regulator August each year Scottish Housing Regulator Publish a report about each social landlord with key data from its ARC on their website October each year Convener of Housing and Communities Committee Submission of Annual Assurance Statement (AAS) to the Scottish Housing Regulator October each year Housing Development Publication of annual Charter Performance Report for tenants and other customers by April each year Scottish Housing Regulator Publish an Engagement Plan for each landlord, highlighting areas where they are seeking further assurance, based on performance against Charter Indicators and outcomes and compliance with statutory obligations by April each year Scottish Housing Regulator Publish a report on the analysis of the sectors’ performance in achieving the Charter Outcomes 3.6 On the 6 August 2014, Members of the Housing and Communities Committee agreed that twice yearly reports be provided as follows: August Committee - Scottish Social Housing Charter Annual Update Report, and Page 54
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November Committee - Scottish Social Housing Charter Annual Benchmarking Report and Mid-Year Progress Report – (April-September). 4. Main Issues 4.1 The key areas of focus in relation to the Regulatory Framework are as follows: The publication by the SHR of an Engagement Plan for every social landlord. Submission of our Annual Return on the Charter (ARC) to the SHR and assessment of our progress in relation to achieving the Charter Outcomes. Production and publication of an Annual Charter Performance Report for tenants and other customers. Submission of an Annual Assurance Statement to the SHR, and The development of effective tenant scrutiny arrangements in conjunction with tenants and other customers. Engagement Plan 4.2 The SHR continues to operate a risk-based approach to inform its engagement with social landlords. As part of the Regulatory Framework the SHR publishes an Engagement Plan for all landlords based on the annual ARC submission, and for local authorities, homelessness submissions to the Scottish Government. 4.3 Our most recent Engagement Plan published in April 2024 and based on 2022/23 data, states that the SHR will engage with the Council about: Tenant and resident safety - due to the low number of valid Electrical Installation Condition Reports that we have for our properties, which forms part of the Scottish Housing Quality Standard. Services for people who are homeless - due to breaches of the Unsuitable Accommodation Order, and, The % of tenancy offers refused, complaints handling and tenant satisfaction - due to weak performance reported in these areas compared to the sector. 4.4 The high social and political focus on homelessness within Scotland, alongside the challenges Council’s face in terms of meeting their statutory obligations, has resulted in all Scottish local authorities being required to provide further information in relation to services to homeless people. 4.5 A copy of our current Engagement Plan is available via the West Dunbartonshire Council website and also the Scottish Housing Regulators website. ARC submission and assessment of performance against the Charter Outcomes 4.6 West Dunbartonshire Council has successfully submitted our ARC with 2023/24 performance data to the SHR within the timescale outlined in the Regulatory Framework. This process included both internal and external validation Page 55
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processes. The Housing Service engaged with the Scottish Housing Network (SHN) in terms of a robust external validation of our data. 4.7 The SHR uses these Charter Performance Indicators, alongside data relating to homelessness submitted to the Scottish Government, to monitor the delivery of housing and homelessness services against the Charter outcomes and standards. A copy of the full list of indicators can be accessed via the link included as part of the background papers. 4.8 The SHR will publish a Landlord Report on their website for each Scottish social landlord at the end of August 2024 and this report will contain important data from the ARC (18 key indicators) and will compare our performance with a Scottish average figure across all social housing landlords operating in Scotland. 4.9 Performance in 2023/24 against these 18 key indicators and an additional 13 indicators that our tenants and customers have informed us are important to them are outlined in the table below. Table Key Index Annual Target Achieved Positive Performance Trend Annual Target Almost Achieved (within agreed parameter) Negative Performance Trend Annual Target Not Achieved No change from previous year Overall Satisfaction Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of tenants satisfied with the overall service 61.3%* 61.3%* 79% Communication Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met average time in working days to respond in full to complaint - Stage 1 10.36 days 6.14 days 5 days average time in working days to respond in full to complaint - Stage 2 34.9 days 19.92 days 20 days % of tenants who feel their landlord is good at keeping them informed about their services 75.83%* 75.83%* 86% Participation Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of tenants satisfied with the opportunities given to participate in decision making process 69.17%* 69.17%* 84% Quality of Housing Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of stock meeting the Scottish Housing Quality Standard (SHQS) 32.19% 51.19% 66.65% % of existing tenants satisfied with the quality of their home 62.67%* 62.67%* 77% Page 56
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Repairs and maintenance Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met Average length of time taken to complete emergency repairs 4.5 hours 5.11 hours 6 hours Average length of time to complete non-emergency repairs 9.31 days 10.94 days 8.4 days % of reactive repairs carried out in the last year Right First Time 85.73% 85.6% 90% % of repairs appointments kept 90.89% 92.67% 91.5% Number of times the statutory obligation to complete a gas safety check was not met in the reporting year 0 0 0 % of tenants satisfied with the repairs and maintenance service 83.7% 94.82% 86% Estate management, Antisocial behaviour Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of Anti-Social Behaviour cases resolved within locally agreed targets 97.05% 98.08% 97% % of tenants satisfied with the landlord’s contribution to the management of the neighbourhood they live in. 62.67%* 62.67%* 78.6% Access to housing Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of tenancy offers refused 51.66% 46.55% 48% Tenancy sustainment Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of new tenancies sustained for more than a year 94.07% 92.75% 94% The average time to complete medical adaptations 73.03 days 45.37 days 57 days Homelessness Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met Incidences of homelessness in West Dunbartonshire 1202 1095 1202 % of homeless cases with decision within 28 days of presentation 99.1% 99.3% 95% % of all homeless cases re-assessed within 12 months (repeat homeless) 4.4% 4.3% 5% % of households requiring temporary accommodation to whom an offer was made 100% 100% 100% % of temporary accommodation offers refused 5.4% 7.4% 10% Breaches of the Unsuitable Accommodation Order (UAO) 21 68 0 Value for Money – Rent Collection Page 57
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Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met Rent collected as a % of total rent due 98.51% 99.09% 98% Gross rent arrears as a % of rent due 10.04% 9.44% 10% % of tenants who feel that the rent for their property represents good value for money 60.5%* 60.5%* 78% Value for Money – Void Management Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of rent due lost through properties being empty 1.28% 1.01% 1% Average length of time taken to re- let properties 33.57 days 34.99 days 30 days % of tenants satisfied with the standard of their home moving in 56.3% 65.6% 75% Gypsy Travellers Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of Gypsy Travellers satisfied with the landlords’ management of site 91.7% 94.1% 90% *same satisfaction survey used for both years, so value is identical 4.10 Of the 31 key indicators outlined above, 16 met the annual target set, with another 5 narrowly missing this target. Overall, this translates to 68% of these key indicators either meeting or almost achieving target (up from 64% in 2022/23). 4.11 Excluding the 6 measures of satisfaction where the 2022/23 and 2023/24 values are the same as they are based on the same survey, 18 of the remaining 25 indicators, or 72%, maintained or improved performance compared to the previous year. 4.12 Since our current Engagement Plan has been published, a Housing Emergency has been declared in West Dunbartonshire and a comprehensive assessment of 2023/24 performance against the Charter Outcomes has been undertaken, informing our annual Charter Improvement Plan. 4.13 Based on this, the HIB agreed in May 2024 that in addition to quarterly performance reports covering the whole service, it would closely monitor key work-streams aimed at driving improvements in the following areas during 2024/25: Access to housing (response to housing emergency). Homelessness (specifically around breaches of the UAO, number of households and time spent in temporary accommodation). SHQS compliance (specifically the number of valid EICR’s being reported). Tenant and Resident Safety. Page 58
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Tenant Satisfaction (implementation of improvement actions and improvement in terms of repairs timescales to drive increased tenant satisfaction), and Complaints Handling timescales. 4.14 Annual benchmarking data is due to be published by the SHR by the end of August 2024 and the HIB will review annual targets for 2024/25 based on this data and which challenge the housing and homelessness service to meet their ambition to be one of Scotland’s top performing landlord organisations. Production and publication of Annual Charter Performance Report 4.15 The SHR requires all social landlords to produce an Annual Charter Performance Report for their tenants and other customers no later than 31 October each year. 4.16 The Regulator states that the report should include: An assessment of performance in delivering the Charter Outcomes. Relevant comparisons with previous years, other landlords and national performance, and, How and when the landlord intends to address areas for improvement. 4.17 In preparation for our first report, a working group of tenants and officers was established and successfully: Agreed how tenants wished to be involved. Agreed which indicators should feature in the report, and Agreed the best style and format to ensure that the report is user friendly and easy to understand. 4.18 Further engagement was carried out with tenant representatives during August and September 2020 to review and update this report, in preparation for the revised Charter coming into effect. This consultation again influenced the style, content, and format the report and the update of the Service Standards that are in place across housing services, and which are reported regularly to tenants and other service users (via website and insert with Housing News). 4.19 Our Annual Charter Performance Report for 2023/24 will be based on the annual self-assessment exercise of our performance and a Charter Improvement Plan approved by the HIB that covers all the outcomes outlined in the SSHC. 4.20 The report will be published online by the end of October 2024, with a summary being sent to every tenant with the winter edition of the Housing News. The full report will be sent to tenants’ groups. interested tenants, partner organisations and elected members. Annual Assurance Statement (AAS) 4.21 The Regulatory Framework requires all social landlords to submit an AAS to the SHR by the end of October each year. Page 59
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4.22 The AAS requires landlords to state that: They are meeting the standards and outcomes outlined in the SSHC. That they are compliant with their statutory and regulatory obligations relating to housing and homelessness. That they are compliant with their statutory and regulatory obligations relating to equality and human rights, and, That they are compliant with their statutory and regulatory obligations relating to tenant and resident safety. 4.23 Any areas of material non-compliance should be highlighted in the AAS alongside detail of the actions being taken to address these issues. 4.24 We have carried out a process of reviewing and updating our AAS informed by the updated AAS self-assurance toolkit attached as a background paper to this report. In addition to performance against the SSHC outlined above, some key information from the self-assurance toolkit around compliance with our other statutory obligations is outlined below. Housing and homelessness 4.25 In terms of our homelessness duties to provide temporary accommodation, we have consistently been able to offer accommodation to those households who require it. However, whilst we continue to ensure that we meet our statutory duty in this respect, delays in moving households into settled accommodation is still have having an adverse impact. 4.26 Refusals of temporary accommodation have increased (though still below the Scottish average figure), and we have been forced to use bed and breakfast accommodation resulting in 68 breaches of the Unsuitable Accommodation Order being reported during 2023/24. Homelessness duties around temporary accommodation Indicator Description 2022/23 Value 2023/24 Value 2023/24 Target Trend Target met % of households requiring temporary accommodation to whom an offer was made 100% 100% 100% % of temporary accommodation offers refused 5.4% 7.4% 10% Breaches of the Unsuitable Accommodation Order (UAO) 21 68 0 Equality and human rights 4.27 In keeping with the key messages from Scottish Government’s programme for Government, equality and human rights are central to our delivery of our Local Housing Strategy (LHS). The development of the strategy has been underpinned by West Dunbartonshire Council’s commitment to promoting and sustaining equality and inclusion, and equality and diversity principles. Page 60
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4.28 We worked closely with the West Dunbartonshire HSCP in piloting a Health Inequalities Impact Assessment Tool, with each of the five themes being separately assessed and these assessments contributing to the final version of the LHS. 4.29 An Equalities Impact Assessment (EIA) is used for any new and developing policies. During 2021/22 we reviewed and updated our approach to collection of Equalities data based on published guidance and continue to monitor that this is being effectively implemented. Improved data held across all protected characteristics continually improves the robustness of EIA’s that are carried out. Tenant and resident safety 4.30 Our obligations around tenant and resident safety are monitored closely by Building Services. This includes areas such as gas safety, electrical safety, fire safety, lift safety, asbestos safety, water safety and damp and mould. 4.31 We collect data for a suite of performance indicators relating to these areas, which are now reported annually to the Housing and Communities Committee and are outlined in the table below: Tenant Safety Indicators Gas, Electrical and Fire data 2021/22 2022/23 2023/24 Number of times not met statutory obligation to complete a gas safety check within 12 months 0 0 0 Number of properties that require a gas safety record 9308 9333 9323 Number of properties which have a current gas safety records 9308 9333 9323 % of properties with a valid EICR certificate 41.33% 50.97% 56.9% % of properties complying with Satisfactory Fire Detection and Satisfactory Carbon Monoxide Detection standards 94.22% 100% 97.3% % of periodic fire, heat and CO detection equipment checks completed within recommended timescale 89.69% 99% 89.2% Lift Safety data 2021/22 2022/23 Total number of communal passenger lifts 43 43 43 Number of communal passenger lifts with compliant Lifting Operations and Lifting Equipment Regulations 1998 (LOLER) examination records 43 43 43 4.32 The low number of valid Electrical Installation Condition Reports (EICRs) that we hold for our properties is deemed by the SHR to be a tenant safety issue and has been highlighted in our current Engagement Plan. 4.33 We continue to make progress in this area, an EICR is completed in every property that becomes vacant, in properties that have any major electrical works completed and we are also targeting properties where any capital improvement Page 61
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works are being carried out. An additional contractor was also engaged in January 2024 to further increase capacity. 4.34 At the end of July 2024, 6734 or 64.5% of our properties had a valid EICR in place and our current projection is the programme will be up to date between May and December 2025. 4.35 Whilst there are currently no cases being investigated by the Health and Safety Executive (HSE) relating to the safety of our tenants and residents, the HSE did carry out an unannounced site visit at a structural refurbishment site of 6 flats at 14 Bedford Avenue in February 2024. A material breach relating to respiratory sensitisers was identified, full cooperation was provided, and an improvement plan developed and accepted by the HSE. This was an operational issue that did not have any impact on tenant safety; all tenants were decanted from the block prior to work commencing. 4.36 Based on our performance against the Charter Outcomes and the information in the updated AAS self-assurance toolkit, we have highlighted the following areas in our AAS which is attached as Appendix 1: Low level of SHQS compliance due to low numbers of valid EICR’s. Lack of compliance with homelessness duties due to breaches of the Unsuitable Accommodation Order. 4.37 As outlined in the SHR guidance, the AAS is a short, succinct document, in a simple format and highlights areas of non-compliance and actions being taken to address these. 4.38 The central aspect of the AAS is that the Committee has been provided with the necessary assurance in terms of information and evidence where required, to support the content of the AAS. 4.39 The AAS toolkit outlines a wide range of arrangements that are in place to provide members of the Committee with the assurance required and which is proportionate and not overly burdensome, as per the SHR guidance. 4.40 Following the AAS being approved by the Committee, it will be signed by the Convenor and submitted to the SHR as per the regulatory requirement. As per SHR guidance, it will then be published to ensure that it is accessible to tenants and other customers. Tenant Scrutiny Arrangements 4.41 The statutory regulatory framework for housing and homelessness services demands that tenants are involved in scrutinising landlords’ performance against the Charter and requires that: The form of involvement has been agreed with tenants. Involvement is effective and meaningful and that tenants have a real say in assessment of performance. Page 62
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The approach is publicised to tenants; and Landlords’ can demonstrate the agreed approach was implemented. 4.42 Developing effective tenant scrutiny is therefore a challenging process, however following support from the Scottish Government’s “Stepping Up to Scrutiny” training programme in which elected members took part, these requirements were successfully met and in November 2014 the Housing and Communities Committee approved the establishment of our Tenant Scrutiny Panel with clear terms of reference. 4.43 The Scrutiny Panel has subsequently carried out the following scrutiny exercises: 2014/15 looking at our Anti-Social Behaviour Service. 2015/16 looking at our Repairs Service. 2016/17 looking at tenancy sustainment, specifically the new tenant visit process. 2017/18 looking at SHQS compliance, specifically the number and reasons that properties that are held in abeyance. 2018/19 looking at the timescales taken to complete medical adaptations. 2020/21 looking at the complaints process and time taken to respond to complaints, and, 2022/23 looking at new tenant visits. 4.44 All of the recommendations made in the Panel’s first 7 reports were approved by the HIB and progress in terms of implementing these are monitored by the HIB and feedback provided to the Scrutiny Panel. 4.45 The Panel are currently looking at the service received by tenants in terms of reporting and carrying out repairs and are due to submit their report to the HIB in late summer or early autumn. 4.46 The Scrutiny Panel were successful in being shortlisted for a prestigious Chartered Institute of Housing (CIH) excellence award in 2021 and though narrowly missing out, this was national acknowledgement of the work that they do to ensure that tenant scrutiny is a valued part of WDC’s approach to performance management. 4.47 The West Dunbartonshire Tenants and Residents Organisation (WDTRO) also continue to be heavily involved in the scrutiny of the Housing Service and the continuing work of the Joint Rent Group comprising tenants, Council officers and the Convener of the Housing and Communities Committee, looking at the rent setting process and the guidance in relation to the Housing Revenue Account, remains important in ensuring Housing and Homelessness Services provide best value for current and future tenants. Page 63
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5. People Implications 5.1 There are no people implications because of this report. Delivery on the requirements of the SSHC is managed from within existing staffing resources. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications in relation to this report. The improvement plan informed by the Charter self-assessment exercise will be delivered from within existing budgets. 7. Risk Analysis 7.1 There is a significant risk that failure to respond appropriately to the requirements of the SSHC and the SHR’s Regulatory Framework would attract an adverse reaction from the SHR and may have wider consequences for the Council in the context of Best Value. 7.2 At the time of writing we expect out next Engagement Plan to be published by the SHR in April 2025. 8. Equalities Impact Assessment (EIA) 8.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. The recommendations within this report do not alter any existing policy or pattern of service delivery and so is not considered to require an equalities impact assessment. 9. Consultation 9.1 The Council has in place a well-established and proactive tenant and resident’s organisational structure. The WDTRO meet with the Council (co-chaired by the Convener of the Housing and Communities Committee) on a bi-monthly basis to discuss all issues relating to the Housing Service. 9.2 There remains a strong appetite among tenants and customers to continue to participate actively to improve housing services in West Dunbartonshire. This is reflected in the successful partnership approach adopted to develop the Charter Performance Report and the on-going activities of the WDTRO, the Joint Rent Group the West Dunbartonshire Scrutiny Panel. 9.3 The Council is committed to ensure consultation continues and will support arrangements to increase tenant scrutiny activities and assess our performance in line with the requirements under the SSHC and the SHR’s Regulatory Framework. Our approach was again commended via an external validation exercise by the Tenant Participation Advisory Service (TPAS) Scotland, which again awarded West Dunbartonshire Council, a Gold Accreditation for excellence in tenant participation in 2023. Page 64
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10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all five strategic priorities and specifically to improve local housing and environmentally sustainable infrastructure. Peter Barry Chief Officer, Housing & Employability Date: 6 August 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 Stefan Kristmanns, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability, email: stefan.kristamanns@west- dunbarton.gov.uk Appendices: 1. WDC Annual Assurance Statement August 2024 Background Papers: WDC response to SHR discussion paper on review of Regulatory Framework, June 2023 Scottish Social Housing Charter/Regulation of Social Housing in Scotland Annual Update, Report by Chief Officer, Housing and Employability, Housing and Communities Committee, 23 August 2023 Scottish Housing Regulator WDC Landlord Report 2022-23, August 2023 West Dunbartonshire Council | Scottish Housing Regulator Scottish Social Housing Charter/Regulation of Social Housing in Scotland progress report, Report by Chief Officer, Housing and Employability, Housing and Communities Committee, 25 October 2023 West Dunbartonshire Council, Annual Assurance Statement 2023/24, October 2023 West Dunbartonshire Council | Scottish Housing Regulator Page 65
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Annual Charter Performance Report for Tenants and other Customers 2022/23, West Dunbartonshire Council, October 2023 Charter Performance Report | West Dunbartonshire Council (west-dunbarton.gov.uk) Scottish Social Housing Charter/Regulation of Social Housing in Scotland progress Report, Report by Chief Officer, Housing and Employability, Housing and Communities Committee, 22 November 2023 West Dunbartonshire Council’s Engagement Plan, Scottish Housing Regulator, 31 March 2024 Engagement plan from 1 April 2024 to 31 March 2025 | Scottish Housing Regulator The Scottish Social Housing Charter: Indicators and Context Information, Scottish Housing Regulator https://www.housingregulator.gov.scot/landlord- performance/national-reports/national-reports-on-the-scottish- social-housing-charter/about-the-scottish-social-housing- charter AAS Assessment of compliance toolkit 2024, West Dunbartonshire Council, July 2024 West Dunbartonshire Tenant Participation Strategy 2021-2024 “Involving You” https://www.west-dunbarton.gov.uk/council/strategies-plans-and- policies/housing/tenant-participation-strategy/ Wards Affected: All Page 66
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West Dunbartonshire Council Annual Assurance Statement As Convener of the Housing and Communities Committee I confirm that we have seen appropriate evidence to give us assurance that: We comply with all the relevant regulatory requirements set out in Chapter 3 of the Scottish Housing Regulator's Regulatory Framework. We are achieving all the relevant standards and outcomes outlined in the Scottish Social Housing Charter, and We are compliant with all relevant legislative duties associated with housing and homelessness services, tenant and resident safety and equality and human rights. Revised guidance that was published in February 2024 following the review of the Regulatory Framework, explains that landlords may be asked to provide specific assurance on a particular issue in their Annual Assurance Statement. A letter from the Scottish Housing Regulator received in March 2024 stated that for this year, there is a request that landlords provide specific assurance on their compliance with relevant obligations in relation to tenant and resident safety. Tenant and resident safety: Our obligations around tenant and resident safety are a key priority for our Housing and Homelessness Services and are monitored closely. This includes areas such as gas safety, electrical safety, fire safety, lift safety, asbestos safety, water safety and damp and mould. Relevant assurance around tenant and resident safety is provided to the Housing and Communities Committee, including data for a suite of performance indicators. Whilst there are currently no cases being investigated by the Health and Safety Executive (HSE) relating to the safety of our tenants and residents, the HSE did carry out an unannounced site visit at a structural refurbishment site of 6 flats at 14 Bedford Avenue in February 2024. A material breach relating to respiratory sensitisers was identified, full cooperation was provided, and an improvement plan developed and accepted by the HSE. This was an operational issue that did not have any impact on tenant safety; all tenants were decanted from the block prior to work commencing. We are therefore assured that we comply with all the relevant safety requirements and duties in relation to tenant and resident safety. Areas of non-compliance We comply with all the above requirements except for the areas set out below: Compliance with the Scottish Housing Quality Standard Tenant safety within the Councils’ housing stock is one of our main priorities and a key concern remains in terms of our rate of compliance with the Scottish Housing Quality ITEM 10 - APPENDIX 1 Page 67
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Standard. The key driver for this is the number of properties that still require a valid Electrical Installation Condition Report. We continue to make progress in this area, an EICR is completed in every property that becomes vacant, in properties that have any major electrical works completed and we are also targeting properties where any capital improvement works are being carried out. An additional contractor was also engaged in January 2024 to further increase capacity. At the end of July 2024, 6734 or 64.5% of our properties had a valid EICR in place and our current projection is the programme will be up to date between May and December 2025. Compliance with our homelessness duties due to breaches of the Unsuitable Accommodation Order Whilst we continue to meet our statutory responsibility of offering temporary accommodation to those that need it, we continue to report breaches of the Unsuitable Accommodation Order. Following the 21 breaches reported in 2022/23, we have seen a further 68 breaches reported during 2023/24. Pressures around the homelessness system was the key contributing factors to the Council declaring a Housing Emergency within West Dunbartonshire in May 2024. Challenges remain in terms of the time being taken to move households experiencing homelessness into settled accommodation and the subsequent pressures which exist in terms of providing suitable temporary accommodation. This remains a key area focus and alongside existing actions within our Road Rehousing Transition Plan, we have approved a Housing Emergency action plan which aims to ensure that we are doing all that we can to minimise any future breaches of the Unsuitable Accommodation Order. Our Annual Assurance Statement was considered at a meeting of the Housing and Communities Committee on 21 August 2024 and was formally approved and subsequently signed by me as Convener. Councillor Gurpreet Singh Johal, Convener, Housing and Communities Committee 21st August 2024 Page 68
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 21 August 2024 ___________________________________________________________________ Subject: West Dunbartonshire Housing Emergency Declaration Action Plan 1. Purpose 1.1 The purpose of this report is to provide members with an update on Housing Emergency Declaration made by the Housing and Communities Committee on 1st May 2024 and outlines an initial and high-level response through a Housing Emergency Declaration Action Plan (HEDAP) which has been formulated to address the situation. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee: (i) Note and approve the Housing Emergency Declaration Action Plan attached as Appendix 1 of this report. (ii) Note the establishment of the Housing Emergency Project Board led by the Chief Officer, Housing and Employability, supported by several Senior Council Officers to oversee the implementation and further development of the Housing Emergency Declaration Action Plan; and (iii) Request that the Chief Officer, Housing and Employability brings an update report to the Housing and Communities in November 2024. 3. Background 3.1 On the 1st May 2024 Housing and Communities Committee unanimously agreed to declare a Housing Emergency in West Dunbartonshire Council (WDC). The reasons behind the motion being raised was due to the extreme pressures facing housing and homelessness service in WDC. 3.2 This was despite positive achievements of the service including. • 262 households prevented from experiencing homelessness, • Progress in reducing the number of empty homes, • And the construction of 133 new council homes in 2023/24. 3.3 Despite this, housing demand has increased rather the expected reduction and therefore 2024/25 has begun with. • Over 5000 on the housing waiting lists, ITEM 11 Page 69
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• 274 households in temporary accommodation awaiting an offer of permanent housing, of those 89 have children within their households, and • Expected more than 1000 homeless assessments during the year. 3.4 As reported previously to committee the Council has been unable to fulfil all our statutory duties under homelessness legislation and has incurred 68 breaches of the Unsuitable Accommodation Order (UAO) following 274 households being placed in Bed & Breakfast Accommodation during 2023/24. 3.5 The increased supply of new social homes is the key element to help address the demand pressures, The funding cut to the wider Affordable Housing Supply Programme funding of around 24%, has therefore significantly contributed to the Housing Emergency Declaration. 3.6 West Dunbartonshire Council were the 5th local authority to declare a housing emergency following declarations made in Argyll and Bute, Edinburgh, Glasgow, and Fife. Since the West Dunbartonshire declaration, a further five local authorities have followed suit and made a housing emergency declaration (South Lanarkshire, West Lothian, Angus, Scottish Borders and Dumfries and Galloway). Therefore 10 of 32 Scottish local authorities have declared housing emergencies, including 4 of the 6 housing stock transfer authorities. 3.6 Significantly on the 15th of May 2024, the Scottish Government declared a National Housing Emergency in the Scottish Parliament although the implications of this are not known at the time of writing. 3.7 The declaration of the Housing Emergency included the request that the Chief Officer, Housing and Employability developed a Housing Emergency Action Plan to address how the Council will tackle homelessness and increase housing supply in the short and medium term. 4. Main Issues 4.1 The action plan which has been developed has four main themes to help address our emergent housing situation. The full action plan is attached in Appendix 1 of this report. The four themes are as follows; • Theme 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing, • Theme 2 - Make Best Use of Existing Stock, • Theme 3 - Enhancing Housing Access and the prevention of homelessness, and • Theme 4 - Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets. Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. 4.2 A key action within this theme is for the Housing Convenor to continue to lobby the Scottish Government to increase the AHSP funding along with COSLA, SOLACE and ALACHO. Other actions include; delivering our strategic Page 70
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housing plan, looking to increase our buy back scheme and explore external funding options to enable more homes to be built. Make Best Use of Existing Stock 4.3 Some of the key actions within this theme include continuing to improve our approach to empty homes by reducing voids times and reletting long term empty homes, utilising our flexibilities within our allocation policy and enhanced transfer incentive schemes. We also hope to work in partnership with others to address delays caused with energy suppliers. Enhancing Housing Access and the prevention of homelessness 4.4 We will aim to bring a new refreshed strategic approach delivering our new Housing Solutions Service, implement a One Door housing access system in preparation for the new preventative duties but also work in partnership with RSL exploring establishing a common housing application form initially and eventually a common housing register. All helping improve access but also help alleviate homelessness from happening in the first place. Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets. 4.5 This theme involves actions linked to some of those within the first theme including lobby for increased AHSP, but also reviewing our own HRA capacity and review current funding models to help enable to deliver an ambitious housing plan along with make savings to add to funding to deliver more and better homes. 4.6 In response to the Housing Emergency declaration, the Chief Officer, Housing and Employability has convened a Housing Emergency Project Board to deliver the key actions contained within the proposed Housing Emergency Declaration Action Plan. This Board will meet monthly. 5. People Implications 5.1 Initial analysis of the action plan do not indicate any people implications. However, many of the actions involved are additional tasks not within current remits therefore may lead to additional staffing resources which we would seek for approval at futures committees if required. 6. Financial and Procurement Implications 6.1 The Housing Emergency Declaration Action Plan (HEDAP) will need to be considered within the context existing resources available to West Dunbartonshire Council across both the General Fund and Housing Revenue Account (HRA). There is currently no additional Grant or Subsidy funding available to Councils as a result of declaring a Housing Emergency. 6.2 The Housing Emergency Project Board will consider how existing resources can be utilised to ensure delivery of the HEDAP. This will include a review of Core Budgets and any Temporary Funding Sources which may be utilised. Page 71
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6.3 If we are unable to increase supply and reduce demand will lead to continued pressures on temporary accommodation and ultimately Bed & breakfast use which has financial implications. Any funding reviews and subsequent implications would be brought to future committees. 6.4 There are no procurement implications to note. 7. Risk Analysis 7.1 Regular breaches of statutory homelessness duties partly triggered the declaration of the Housing Emergency, and it is highly probable these will continue without focussed, cross Council and Partnership action led through the Housing Emergency Project Board. 7.2 The Council is also likely to experience significant legal, regulatory, and reputational risk due to shortages of housing supply and related services. Mitigation of these risks are included within the HEDAP, and these will be managed through the Housing Emergency Project Board. 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 An EIA has been carried out and there are no negative equalities impacts due to this update. A separate EIA screening will be carried out for any policy changes as a result of the implementation of the HEDAP. 10. Consultation 10.1 The draft Housing Emergency Declaration Action Plan (HEDAP) was consulted with a range of key stakeholders including the West Dunbartonshire Tenants and Residents Organisation. The implementation of the HEDAP is predicated on a consultative and collaborative focus and several key stakeholders are represented on the Housing Emergency Project Board. 11. Strategic Assessment 11.1 Having considered the Council's strategic priorities, this report contributes significantly to all strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 7 August 2024 ___________________________________________________________________ Page 72
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Person/s 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, email: Claire.mckay @west- dunbarton.gov.uk Appendices: 1 – Housing Emergency Declaration Action Plan Background Papers: None Wards Affected: All Page 73
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1 Theme 1 - Deliver and maintain More Homes - West Dunbartonshire approach to the delivery of affordable housing. Responsible Lead Timescale for Completion Continue to lobby SG for increase in AHSP funding in partnership with COSLA/SOLACE/ALACHO HACC Committee/ Convener Aug-24 Refresh Strategic Housing Investment Plan to ensure the delivery of new homes to meet acute housing need in West Dunbartonshire John Kerr/Scottish Government More Homes Team Sep-24 Deliver new Strategic Housing Investment Plan Jamie Dockery Oct-24 Deliver the Council's approved new build programme for 24/25 helping meet the identified housing need. Mikayla Deeley/ Dawn Conner Mar-25 Examine ways to accelerate new build delivery considering housing emergency declaration More Homes Project Board Sep-24 Scale up and extend the Buy Back Scheme to meet the key housing demand factors including the provision of temporary accommodation Laura Hanna Oct-24 Explore innovative housing investment and partnership models to maximise housing investment approaches John Kerr Dec-24 In partnership with the Scottish Government review the planning and consenting system considering the national housing emergency to increase the scale and pace of development across all tenures Peter Barry/Alan Douglas Dec-24 Review HRA resource allocation across the Council to help facilitate/deliver new build programme John Kerr Dec-24 Explore an approach to develop modular and other forms of innovative housing by working in partnership with other housing providers John Kerr Dec-24 Examine the capacity of the HRA to deliver agreed housing ambitions Peter Barry/ Laurence Slavin Jan-25 Engage with public and private sector landowners to increase the HRA landbank and support development in line with the refreshed Strategic Housing Investment Plan John Kerr Mar-25 Review Affordable Housing Design Standard John Kerr Mar-25 Increase provision of Mid-Market Rent properties as a viable housing option for homeless and housing applicants John Kerr Apr-26 Housing Emergency Declaration Action Plan (HEDAP) ITEM 11 - APPENDIX 1 Page 74
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2 Theme 2 - Make Best Use of Existing Stock Responsible Lead Timescale for Completion Continue to Improve our approach to empty council homes with a strengthened focus on reducing void time and letting longer term empty homes and negating any use of unsuitable accommodation. Martin Feeney Aug-24 Consider a fixed term moratorium on non-essential housing repairs to focus activity around bring empty homes back into use Martin Feeney Aug-24 Develop a process including exploring potential partnering arrangements to address lengthy delays by energy suppliers in the reletting process. Nicola Pettigrew Oct-24 Accelerate the reduction of private sector empty homes by delivering a new Long Term Empty Homes Strategy Empty Homes Strategy Karen Rae Nov-24 Deliver with tenant representatives a new repairs policy Stefan Kristmanns Nov-24 Ensure new repairs policy achieves key objectives Martin Feeney Nov-25 Review and promote Allocations Policy flexibilities and enhanced Transfer Incentive Scheme linked to the review of the Housing Allocations approach Claire McKay Dec-24 Actively introduce a pre letting process initially linked to the transfer led allocation process for new build social housing Nicola Pettigrew Dec-24 Deliver the recommendations from the Supported Housing Review Claire McKay Dec-24 Carry out a comprehensive assessment of our housing stock to ensure it can deliver the key priorities within the Local Housing Strategy Jackie McRory Feb-25 Continue to roll out our approach to address condensation, dampness and mould within our homes through the use of smart technology that strengthens housing management Emily Dorrian Mar-25 Deliver new proactive approach to ensure our housing stock continues to meet all statutory compliance requirements John Kerr Mar-25 Maximise use of Home Swapper to meet rehousing need of transfer applicants Nicola Pettigrew Mar-25 Review of all current lease agreements within context of housing emergency (e.g., Safe as Houses scatter flats and impact on generating homelessness) John Kerr Mar-25 Deliver housing Capital Investment Programme to ensure all homes meet the Scottish Housing Quality Standard Alan Young Mar-25 Maximise the use of existing housing systems to support effective stock management Graham Watters Mar-25 Page 75
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3 Theme 3: Enhancing housing access & prevention of homelessness Responsible Lead Timescale for Completion Develop and implement transfer led approach to new build housing allocations John Kerr Aug-24 Strengthen strategic leadership approach with HSCP regarding housing emergency Leadership level discussions with HSCP regarding housing emergency in terms of supported housing inclusive of solutions for pathway 7 cases and housing access to meet shared objectives Peter Barry/ Margaret Jane Cardno Sep-24 Establish a Task Force approach to engage public bodies to promote prevention measures linked to the Housing (Scotland) Bill John Kerr Sep-24 Develop a new refreshed strategic approach to the prevention of homelessness through the delivery of a Housing Solutions Strategy Claire McKay Nov-24 Full implement the introduction of the Housing Solutions Service following on from the Homelessness Service redesign Joanne Sutherland Dec-24 In partnership with Violence Against Women Partnership deliver a refreshed focus on preventing negative housing situations as a result of domestic abuse. Claire McKay Dec-24 In partnership with local RSLs develop and implement a common application form for all social housing providers in West Dunbartonshire as part of the development of a Common Housing Register this will help to better capture need, in terms of accessibility and dementia etc., Claire McKay Dec-24 Introduce a comprehensive housing options interviews at application stage to manage demand and options Joanne Sutherland Jan-25 Review remit of Housing Allocations Panel to reflect a homelessness prevention perspective (domestic, at risk, others that would otherwise present) Claire McKay Jan-25 Deliver a refreshed process which will ensure that time in minimised for children in all forms of temporary accommodation Claire McKay Jan-25 Design and deliver a dynamic public awareness campaign focused on the realities of homelessness and housing need Lauren Crooks Jan-25 Review of Pathway 1 cases (i.e., those homeless but not in temporary accommodation) over 6 months to assess if in stable accommodation (and close if this is confirmed) Joanne Sutherland Mar-25 Introduce a consistent assessment of housing and support needs regardless of if a tenant or presenting as homeless Housing Support and Resettlement Coordinator Mar-25 Develop and implement a new approach to resettlement and humanitarian schemes Housing Support and Resettlement Coordinator Mar-25 Page 76
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4 Minimise and eradicate the use of unsuitable accommodation for homeless households Joanne Sutherland Mar-25 Deliver the outcomes of the Rapid Rehousing Transition Plan Claire McKay Apr-25 Explore expanding a homelessness prevention approach and better managed demand for temporary accommodation Joanne Sutherland Apr-25 Introduce a "Mediation First" approach to housing applications for 16-19 year-olds (as a homelessness prevention approach) Joanne Sutherland Dec-25 Implement a ‘One Door’ preventative housing access system under one service to prepare for new prevention duties. John Kerr Dec-25 Upscale the Housing First programme through collaborative commissioning Housing Support and Resettlement Coordinator Mar-26 Deliver and implement in partnership with RSL a Common Housing Register for West Dunbartonshire Claire McKay Mar-26 Page 77
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Theme 4: Strengthen the Financial viability and capacity of the Housing Revenue Account and associated Housing and Homelessness budgets Responsible Lead Timescale for Completion Complete the review of Building Services Repairs and Maintenance service costs to deliver immediate efficiencies to the HRA Martin Feeney Dec-24 Explore innovative housing investment and partnership models to maximise housing investment approaches John Kerr Dec-24 Carry out review of HRA contributions to other non-housing Council service areas Peter Barry Dec-24 Examine the capacity of the HRA and the Council's General Fund to deliver agreed housing ambitions Peter Barry/ Laurence Slavin Jan-25 Develop a 3 year rental strategy in partnership with tenants to ensure tenant priorities and strategic housing ambitions can be delivered Stefan Kristmanns Feb-25 Review Building Services structures and external contractors to ensure best value Peter Barry Mar-25 Working with other local authority partner re-examine housing finance position in Scotland to promote the delivery of new social housing including the treatment of historic HRA Capital Debt HACC Committee/ Convener Mar-25 Review homelessness services funding with aim of being able to reduce level of temporary accommodation and free up staff resource Peter Barry/ Laurence Slavin Mar-25 Develop a refreshed funding delivery model for the delivery of new housing in light of increased borrowing levels exploring increased grant benchmark levels John Kerr Mar-25 Working with national partners including COSLA directly lobby the Scottish Government to ensure the cost of achieving net zero in social housing in met with national funding to ensure rental income can be utilised for improving current and developing new social housing. HACC Committee/ Convener Mar-25 Page 78
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 21 August 2024 ___________________________________________________________________ Subject: Draft West Dunbartonshire Council Mobility Scooter Guidance 1. Purpose 1.1 The purpose of this report is to seek approval for the introduction of mobility scooter guidance and note the amendment to the tenancy agreement. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee (i) Approve the Mobility Scooter Guidance attached as appendix of this report. 3. Background 3.1 The issue of mobility scooters being stored in communal entrances, hallways and binstores was flagged as a fire safety issue by both West Dunbartonshire Council Fire Risk Officer and the Scottish Fire and Rescue Service (SFRS). 3.2 The Fire Scotland Act 2005 requires that fire risks in common areas should be assessed, and actions taken to reduce these risks, this guidance is therefore a response to this assessment. 3.3 Mobility scooters have been identified as a risk indoors if they are stored on escape routes, if there was a fire there is a likelihood that escape routes would become impassable due to smoke and heat putting residents at significant risk. This guidance therefore sets out where mobility scooters can and cannot be stored within residential properties in the Council’s ownership and acts to minimis health and wellbeing risks to our tenants. 4. Main Issues 4.1 There are 3 different categories of Mobility Scooters at present: - • Class 1 applies to manual wheelchairs. • Class 2 applies to machines designed for use on the pavement travelling at speed of up to 4mph (i.e., power wheelchairs). They may also be used on the road to cross from one pavement to another or where no pavement is available. • Class 3 applies to machines that can be used both on the ITEM 12 Page 79
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pavement where, like class 2 vehicles, they are limited to 4mph, and on the road where they can travel up to 8mph. 4.2 The policy intention behind the proposed introduction of this guidance is not to remove scooters from disabled people, moreover it is to prevent unsafe storage and charging which presents an evidenced fire risk. 4.3 It is proposed that where no suitable charging areas are available at present, we are asking new tenants not to purchase or move into a new home with a class 3 scooter, and for current residents not to store these Class 3 scooters in communal areas. If a tenant is prescribed an electric wheelchair this will be a class 2 scooter, they are smaller and can be stored in their own homes more safely. The class 3 scooters which are usually purchased by individuals as a lifestyle choice are larger and therefore often cannot fit into tenant’s homes and there have been several incidences of these vehicles being left in communal corridors and bin stores etc. 4.4 There are currently only a handful of residents who have chosen to have a class 3. To ensure safety we have worked with those households and where it’s been possible external charging points have been used therefore are no longer stored internally removing and safety issues. 4.5 The SFRS under their Enforcement powers already inform residents that they should not store or charge scooters in any common parts of the building, i.e., hallways, staircases, communal areas. These areas would be a relevant premises and under enforcement guidance, should not have such items in them. They recommend it is good practice for our tenants to also receive home fire safety visits, so we have incorporated this into the guidance recommending tenants should request one and telling them how they can organise this. 4.6 Information days for sheltered residents were held on the 16th & 18th of April which SFRS attended to endorse the guidance and arrange any home fire safety visits. Some tenants attending had Class 2 scooters which they safely stored within their own homes, and some had larger Class 3 scooters where a safe external charging point had been provided for them, this option may not be suitable at all complexes, however. 4.7 There is also a sheltered housing leaflet which details specific info about each complex which now has a mobility scooter section included, this should be given to applicants so they can read and are fully informed regarding mobility scooter storage. The sheltered housing application form and offer checklist will be updated also so staff know to talk about mobility scooters and applicants & new tenants know they can’t have one unless it is small enough to be stored safely in their own home, or it is possible to be safely accommodated externally. 4.8 A slight amendment to the current tenancy agreement has also been suggested to make this guidance more enforceable for officers dealing with tenants that repeatedly leave their scooters in communal areas. Page 80
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We propose Section 2.13 should read: ‘No property belonging to you, anyone residing with you, or anyone visiting you, including but not limited to bicycles, motorcycles, or prams, should be stored in any of the common parts except in areas set aside for storage. Scooters, E-bikes, and mobility scooters and similar can only be stored in a designated safe area after Landlord consent. You must not do anything which causes inconvenience or danger to anyone using the common parts.’ 4.9 The Practical Fire Safety Guidance for Existing Specialised Housing sets out how to safely store scooters. The guidance considers a range of possible storage options, a one size fits all approach will not work as each sheltered complex is different. The provision of storage for mobility scooters will be taken forward by the Better Homes group. 4.10 This guidance will then be reviewed again when storage is available and extended into a Mobility Scooter Policy, which will have the same guidance within in it, but will also have the details on storage options and how to apply for Sheltered Accommodation if you have or wish to be able to purchase a mobility scooter. 5. People Implications 5.1 There are no direct people implications. 6. Financial and Procurement implications 6.1 There are no direct financial implications within this report. The development of future storage options will be taken forward through the Better Homes Project Board. 7. Risk Analysis 7.1 There are no significant identifiable risk associated with this guidance as it aims to reduce the risk of fires in communal areas. 8 Environmental Sustainability 8.1 Our current and future approach to strategic housing asset management will continue to prioritise a ‘zero carbon’ approach to decision making and deliverability and this will be done the aims of the Housing Asset Management Strategy and the Council’s Climate Change Strategy. Page 81
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9. Equalities Impact Assessment (EIA) 9.1 An EIA assessment has been completed and is included as appendix 2 to this report, a further EIA will be carried out when the guidance is developed as a future policy. 10. Consultation 10.1 The introduction of the guidance was approved by the Housing Improvement earlier this year and that included a consultative exercise with all areas of the housing service. The guidance has also been discussed with the West Dunbartonshire Tenants and Residents Organisation (WDTRO). Information days for sheltered residents were also held on the 16th & 18th of April 2024 which SFRS attending to endorse the guidance and arrange any future home fire safety visits. 11. Strategic Assessment 11.1 This guidance is in accordance with the Fire Scotland Act 2005 and Fire Regulations 2006 – Practical Fire Safety Guidance for Existing Specialised Housing and contributes to all the Council’s strategic priorities. Peter Barry Chief Officer, Housing and Employability Date: 7 August 2024 ___________________________________________________________________ Person to Contact: John Kerr – Housing Development and Homelessness Manager, Housing Development and Homelessness Team, Housing and Employability, 16 Church Street, Dumbarton, G82 1QL, telephone: 01389 737889, email: john.kerr@west-dunbarton.gov.uk Kathryn Irvine, Senior Housing Development Officer, Housing Development and Homelessness Team, Housing and Employability: email kathryn.irvince@west- dunbarton.gov.uk Appendices: 1. Draft Mobility Scooter Guidance 2. Mobility Scooter Guidance Equalities Impact Assessment, August 2024 Background Papers: None Wards Affected: All Page 82
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WDC Mobility Scooter Guidance ITEM 12 - APPENDIX 1 Page 83
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WDC Mobility Scooter Use Policy Page 2 of 7 Contents 1. Scope ......................................................................................................................... 4 2. Introduction ................................................................................................................. 4 3. Definitions ................................................................................................................... 4 4. Guidelines and Responsibilities ................................................................................... 5 5. Review ....................................................................................................................... 7 Page 84
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WDC Mobility Scooter Use Policy Page 3 of 7 This document is also available in other languages, large print and audio format on request. Arabic Hindi Punjabi Urdu Chinese (Cantonese) Polish Ukrainian Цей документ також доступний іншими мовами, великим шрифтом та в аудіоформаті за запитом. British Sign Language BSL users can contact us via contact SCOTLAND-BSL, the on-line British Sign Language interpreting service. � 01389 737527 🖂🖂 West Dunbartonshire Council, 16 Church Street, Dunbarton, G82 1QL. 🖳🖳 communications@west-dunbarton.gov.uk Page 85
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WDC Mobility Scooter Use Policy Page 4 of 7 1. Scope This guidance will apply to any tenant living in sheltered housing complexes, multi- story flats or any other communal living accommodation. 2. Introduction The purpose of this document is to provide guidelines on Mobility Scooters in accommodation as set out above. Due to the widespread use and availability of mobility scooters, their popularity is beginning to create issues in terms of safe storage, use and charging in areas that were not designed to accommodate scooters. Subsequently, tenants are attempting to use common areas to store and charge their scooters. The Fire Scotland Act 2005 requires that fire risks in common areas should be assessed, and actions taken to reduce these risks. In residential buildings mobility scooter fires can pose a life safety risk to tenants, employees, firefighters and others when stored in communal areas and/or escape routes. The objectives of this document are to: • provide guidance for staff when tenants request storage/charging facilities. • provide guidance to tenants when requesting storage/charging facilities. • provide guidance to staff when tenants wish to keep their mobility scooters in their own home. • provide guidance to tenants who wish to keep their mobility scooters within their own home. • address any safety risks for all tenants. • respond to future needs of tenants; and • future proofing services to fit tenants’ needs. 3. Definitions Mobility Scooters Powered scooters and wheelchairs are defined as ‘invalid carriages’ under the Use of Invalid Carriages on Highways Regulations 1988. The regulations divided these machines into three classes: • Class 1 applies to manual wheelchairs. • Class 2 applies to machines designed for use on the pavement travelling at speed of up to 4mph (i.e.,8i9 power wheelchairs). They may also be used on the road to cross from one pavement to another or where no pavement is available; and • Class 3 applies to machines that can be used both on the pavement where, like class 2 vehicles, they are limited to 4mph, and on the road where they can travel up to 8mph. Page 86
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WDC Mobility Scooter Use Policy Page 5 of 7 4. Guidelines and Responsibilities 4.1 Acceptable Vehicles This guidance applies to both Class 2 and 3 vehicles. Class 1 vehicles do not require permissions to be stored or used within our properties, but no items should be stored in communal areas, storage of permitted vehicles / equipment should not be stored in communal areas unless it has been specifically designated for such purposes. Any class 3 vehicle which is longer than 1200mm or wider than 700mm is not permitted to be stored inside sheltered housing complexes, multi-storey common areas or customers own homes at all. The reason for this is class 3 scooters are road worthy vehicles and therefore are generally heavier and larger. This increases the risk of damage to West Dunbartonshire Council (WDC) property, including to lifts. Section 2.13 of the tenancy agreement will be updated to state – ‘No property belonging to you, anyone residing with you, or anyone visiting you, including but not limited to bicycles, motorcycles or prams, should be stored in any of the common parts except in areas set aside for storage. Scooters, E-bikes and mobility scooters and similar can only be stored in a designated safe area after Landlord consent. You must not do anything which causes inconvenience or danger to anyone using the common parts.’ 4.2 Permissions All tenants of sheltered housing, multi-storey flats or other communal accommodation cannot store or charge scooters in communal areas unless this area has been specifically designated by WDC as safe and acceptable to do so. The Practical Fire Safety Guidance for Existing Specialised Housing has identified Mobility Scooters as a risk indoors if they are stored on escape routes, if there was a fire there is a likelihood that escape routes would become impassable due to smoke and heat putting residents at significant risk. When recommendations (as set out in the above mentioned Fire Safety Guidance) and conditions on ownership of mobility scooters (as set out below in section 4.3) are met, tenants may be able to store smaller scooters in their own home. It is recommended also that tenants should arrange a home fire safety visit from Scottish Fire and Rescue Service. To book a free home safety visit call the Scottish Fire and Rescue Service on 0800 0731 999 or visit www.firesscotland.gov.uk If you are a new tenant moving into one of our complexes, you will not be permitted to move in with a mobility scooter or purchase one with the intent to store or use internally within the complex once you are in residence, unless a suitable storage / charging facility is available within your home or at the complex. Please note you will require to obtain permission from onsite staff prior to arranging any external storage arrangements for mobility scooters and the provision of this will only be possible if there is suitable hard standing and access. Onsite staff should also consult with Housing prior to authorising any additional external charging points. Page 87
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WDC Mobility Scooter Use Policy Page 6 of 7 4.3 Conditions on ownership of mobility scooter It is recommended that all users of Mobility Scooters should have Public Liability Insurance covering accidental damage to a third party and/or property. This is required if the user causes injury to another person or damage to WDC building. Class 3 Mobility Scooters should also by registered with the DVLA. Government guidance on mobility scooters, and the requirements around them can be found on the following link- Mobility scooters and powered wheelchairs: the rules: Overview - GOV.UK (www.gov.uk) 4.4 Use of mobility scooters within common areas Mobility scooters cannot be used inside the building unless the tenant has authorised permission for storage within their flat as set out above in section 4.2 Permissions. Mobility Scooters must not be stored or charged in corridors or other communal areas. At present there are no external designated storage / charging facilities on any of our sites. Where mobility scooters are left within unauthorised areas, WDC staff will discuss this with the owner. Should the mobility scooter remain there after discussions have taken place, WDC may remove and dispose of the scooter. If you have been granted permission to store your mobility scooter in your home and therefore are allowed it indoors, they should be ridden safely and in a responsible manner, especially within the confines of the building and grounds of the complex and by taking due care and consideration for other tenants, staff and visitors. All scooters should be set at the lowest speed setting when being used indoors, and if using lifts, users should ensure they take due care and attention of the property and other lift users. Mobility scooter users should also ensure they can safely manoeuvre their scooters for entry and exit to the lift. Any damage caused to WDC property because of mobility scooters will be recharged to tenants. This may be recovered through the owner’s Public Liability Insurance Company, or if the insurance is void the customer will be personally liable for all costs. All users should also be vigilant when charging their scooter, adhere to the guidance issued with the scooter regarding charging, and never leave the scooter on charge unattended due to the potential fire risk from the batteries. As a minimum, batteries should have a CE mark or UKCA mark to show that they adhere to the applicable safety standards. We would also recommend tenants to register their devices with the manufacturer, this makes it easier for any recalls or issues to be easily communicated with you, and to only buy from reputable sources. In the UK there is specific legislation to cover batteries, they are governed by the General Product Safety Regulations. Lithium-ion Batteries | Electrical Safety First Page 88
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WDC Mobility Scooter Use Policy Page 7 of 7 5. Review This guidance will be reviewed and updated before the end of 2024, when the Council has developed a mobility scooter external storage programme or earlier if a review is required due to changes in legal, regulatory, or best practice recommendations. Page 89
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Assessment No 1042 Owner kirvine2 Resource Regeneration, Environment and Growth Service Housing and Employment FirstName Surname Job Title Head Officer Kathryn Irvine Senior Housing Development Officer Members Kathryn Irvine (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Mobility Scooter Guidance The aim, objective, purpose and intended out come of policy To put in place guidance which staff can use when dealing with tenants who use and store mobility scooters in common areas in sheltered accommodation, or any communal area in general let accommodation. The Council wishes to allow for independent living but also has to consider the health and safety aspect for the entire building and all who live in it. The issue of mobility scooters being stored in communal entrances, hallways and bin stores was flagged as a fire safety issue by both WDC Fire Risk Officer and the Scottish Fire and Rescue Service (SFRS). The Fire Scotland Act 2005 requires that fire risks in common areas should be assessed, and actions taken to reduce these risks, this guidance is therefore a response to this assessment. Mobility scooters have been identified as a risk indoors if they are stored on escape routes, if there was a fire there is a likelihood that escape routes would become impassable due to smoke and heat putting residents at significant risk. This guidance therefore sets out where mobility scooters can and can’t be stored. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Housing Development, Housing Operations & HSCP Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Tenants of Sheltered Accommodation and to a lesser extent tenants in communal buildings who use and wish to store mobility scooters indoors. Who will be/has been involved in the consultation process? The document is a guidance note only and not a full policy as yet so no wide consultation has been carried out however the paper was discussed with the Sheltered Housing Forum and Fire Safety Awareness days were held at Sheltered complexes together with Scottish Fire and Rescue where the document and reasons behind it were discussed. ITEM 12 - APPENDIX 2 Page 90
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Some older residents may have mobility issues for which they require assistance to remain mobile A number of sheltered residents do have mobility scooters Older residents are more likely to use mobility scooters If a tenant needs the scooter to be able to maintain independence this will not be impacted, we accept the use of prescibed mobility aids, the larger Class 3 mobility scooters are a lifestyle choice which are purchased and we cannot guarantee external storage and charging will always be possible for these. Disability Some tenants may have mobility issues for which a mobility aid allows them independence still There are approximately 5 Class 3 scooters in use across our 9 sheltered complexes, there are approximately the same number of Class 2 scooters/ electric wheelchairs Tenants can use Class 2 / Electric wheelchairs inside and outside, they can also use Class 3 outside, but options for storage and charging for these is very limited due to fire safety concearns. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights The document does not impinge on anyones human rights, it simply asks for Class 3 scooters not be be purchased if there are no suitabale safe stoage options for them Some tnents will require mobility aids and they can use the aids as prescribed by HSCP, class 3 scooters are not prescribed Where possible we will work with tenants to provide an external charging and storage point for thier class 3 scooters, this may not be possible at all complexs however. Page 91
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Health The guidance recognises that mobility aids can increase a tenants independence when mobility is an issue. Sheltered complexes allow elderly tenants and tenants with mobility issues a means to life independently yet with some support available on site. The Council wishes to continue to help better the lives of residents allowing independent living while not putting the health and safety of other residnets in jepoardy from fire safety points. Social & Economic Impact Cross Cutting Many of these groups have a cross cutting effect with each other with regards to mobility issues but again with the guidance based on a fire safety basis no one group would be discriminated against. Staff need to have a good awareness of numbers of scooters in complexes and storage provision. Para.1 of sch.22 to the Equality Act 2010 in effect provides that any action taken to comply with health and safety legislation will not amount to discrimination because of the following protected characteristics: age, disability, religion or belief, sex or sexual orientation. The Council aims in the future to provide more purpose built storage options for the safe storing and charging of Class 3 scooters but until this is available we would not want complxes becoming overun with Class 3 scooters presenting major fire safety hazzards. Demand for the space to charge the scooters may exceed what is possible to supply, but we will know more on this as and when storage is available. Page 92
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. While the guidance may affect some tenants who would like to purchase a Class 3 Mobility Scooter but have nowhere to store it, the safety aspect for the scooters not being stored and charged in communal areas remains paramount and must be the main focus. Class 2 scooters can be accommodated more easily and while still have the same safety issues with battery charging, they can be stored easier as they are smaller and some even fold up. We will share guidance with Sheltered Complexes and each tenant. If tenants need advice they approach wardens. In the guidance we have included text from trading standards with advice about the batteries. When the guidance is upgraded to a policy (when storage is available) we will then do a full consultation with all residents and groups etc. We will also do an article in the Housing News. Will the impact of the policy be monitored and reported on an ongoing bases? The guidance will be reviewed and updated to a policy when storage facilities are provided at some of our complexes for mobility scooters over the next year. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1042: The Council wishes to allow for independent living but also has to consider the health and safety aspect for the entire building and all who live in it, in this regard the impact will be positive. Older people and disabled people are more likely to be scooter users. Some scooter users may suffer some inconvenience. Page 94
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer, Housing and Employability Housing and Communities Committee: 21 August 2024 Subject: Anti-Social Behaviour Strategy 2024 - 2027 1. Purpose 1.1 This report is seeking approval from the Housing and Communities Committee with regards to our revised Anti-Social Behaviour Strategy 2024 – 2027. 2. Recommendations 2.1 It is recommended that the Housing and Communities Committee – (i) Note the content of the Anti-Social Behaviour Strategy 2024 – 2027 (ii) Note the partnership approach and work to develop the Anti- Social Behaviour Strategy 2024 – 2027 which sets out our collective position to address unacceptable anti-social behaviour (ASB) throughout West Dunbartonshire communities. (iii) Approves the Anti-Social Behaviour Strategy 2024 – 2027 and delegates the Chief Officer Housing and Employability to publish and deliver the strategy in conjunction with key partners. 3. Background The Anti-Social Behaviour etc. (Scotland) Act 2004 (“the 2004 Act”) was introduced by the then Scottish Executive (now Scottish Government) to tackle ASB in all communities in Scotland. According to the Anti-social behaviour etc. (Scotland) Act 2004 and as amended by the Housing (Scotland) Act 2014 ASB can be defined as; 'Antisocial' means causing or likely to cause alarm, distress, nuisance or annoyance to any person or causing damage to anyone's property. Harassment of a person includes causing the person alarm or distress. Conduct includes speech and a course of conduct must involve conduct on at least two occasions.’ One of the principle requirements of the Act is for the local authority and the Chief Constable of Police Scotland and ITEM 13 Page 95
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appropriate partners to jointly prepare an Anti-Social Behaviour Strategy outlining how ASB will be tackled locally. The strategy should set out: (i) The extent and nature of ASB in the Council area; (ii) The services already available for preventing and tackling them; (iii) The new services that the Council and other agencies will need to put in place to fill any gaps in provision; and (iv) How the Council and the Police will co- ordinate their functions and exchange information. The aim of the 2024-27 strategy is to demonstrate how we will work towards reducing ASB, take enforcement action where appropriate, and do all we can to prevent the various types of ASB from occurring in the first place to deliver better outcomes for all our residents. 4. Main Issues 4.1 The term ASB means different things to different people, but broadly speaking is any behaviour that adversely affects quality of life, that causes, or is likely to cause, alarm or distress. 4.2 In West Dunbartonshire, we believe everyone has the right to feel safe and secure in their home and community. The vast majority of our communities are good, safe places to live, however there are localised instances of ASB or criminal behaviour that adversely affects our residents’ feelings of safety and their ability to peacefully enjoy their homes, and the quality of the environment. 4.3 Our Anti-Social Behaviour Strategy has been developed by West Dunbartonshire Council and its partners with the aim of setting out how we will collectively provide a range of different services to tackle ASB both during daytime and out of hours. 4.4 Key partners in developing this strategy include services within West Dunbartonshire Council, Police Scotland and Scottish Fire & Rescue, all of whom have a critical role in preventing and enforcing all available measures to combat ASB. 4.5 A critical part of our current approach is led by our Anti-Social Behaviour Team (ASBT) who investigate complaints of ASB, taking action/s to court level if required to resolve. The team also have ability to issue on the spot fines, for Dog Fouling (£80), Fly-Tipping (£500) and Litter offences (£100) and undertake proactive foot patrols in our communities for deterrent and reassurance purposes, which is further supplemented with our Neighbourhood Team. Page 96
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4.6 Below are our ASB performance stats covering the last 3 reporting years: 2021/ 22 2022/ 23 2023/ 24Performance Indicator Value Value Value (i) number of cases of ASB reported 1096 847 833 (ii) of these number of cases of ASB resolved 1075 822 817 % of ASB cases resolved 98% 97% 98% 1 - taken all app measures set out in policy, ASB ceased / no longer cause for concern, advised complainant of outcome 1040 690 679 2 - all app measures taken, ASB not fully ceased 13 1 0 3 - no power / authority to resolve and full explanation given 22 131 138 Notice of Proceedings issued (ASB) 13 24 28 Court Actions Initiated (ASB) 10 1 5 Eviction order for recovery granted (ASB) 3 1 1 Dwelling abandoned following decree (ASB) 0 0 0 Eviction carried out (ASB) 2 1 1 New post-decree tenancy granted at same dwelling (Technical eviction) (ASB) 0 0 0 4.7 A crucial part to our approach in addressing ASB is our strong partnership working with Police Scotland, Scottish Fire and Rescue and other West Dunbartonshire Council services. Several joint working initiatives have evolved over the years and have resulted in collaborative approaches using effective tools across a range of partners to address ASB within our communities. Further detail on our wider partnership approaches and operational groups is provided in our Anti-Social strategy at Appendix 1. 4.8 Our approach to addressing ASB and promoting community safety within West Dunbartonshire Council, is further supported by the operation of our CCTV network. This network offers a valuable tool by way of a visual deterrent to support the prevention of crime and promote a sense of community safety and protect the vulnerable. Work is currently underway to complete a full upgrade of existing CCTV network infrastructure, including introduction of new CCTV, which is scheduled to be completed by March 2025.Page 97
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4.9 The approaches outlined above and contained within Appendix 1 set out how collaboratively West Dunbartonshire Council and its partners will continue to address ASB within our communities. 5. People Implications 5.1 There are no direct people implications arising from this report. 6. Financial and Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7. Risk Analysis 7.1 Failure to address ASB within our communities could result in reputational risk to the Council and partners due to negative perception from tenants and residents of the management of neighbourhoods. 7.2 Wider impact of failing to prevent and address ASB could negatively impact on the appearance our housing estates and communities, which in turn could result in increased void levels and loss of rental income, increased tenancy failure and lower levels of sustainment. 8. Equalities Impact Assessment (EIA) 8.1 An EIA (Appendix 2) has been undertaken during the development of the ASB strategy. No mitigating actions where required as a result of the assessment. 9. Consultation 9.1 As part of the consultation process, a West Dunbartonshire resident survey was carried out in 2023, with a focus on identifying main ASB issues and resulting priorities. Focus groups with WDTRO, Age Concern and WDC Equalities Forum were carried out. 9.2 Details of the results of this consultation exercise can be found in Section 5 of our Anti-Social Behaviour Strategy in Appendix 1. 10. Strategic Assessment 10.1 This report contributes to the following Council Strategic Priorities and objectives below: Priority 1: Our Communities are resilient and Thriving Our neighbourhoods are safe, resilient and inclusive Our residents’ health and wellbeing remains a priority Priority 2: Our Environment ensures a greener future Our local environment is protected, enhanced and valued Our neighbourhoods are sustainable and attractive Priority 4: Our Council is Inclusive and adaptablePage 98
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Our residents are engaged and empowered Peter Barry Chief Officer, Housing and Employability Date: 24 July 2024 Person to Contact: Nicola Pettigrew, Housing Operations Manager, Housing Operations Team, Housing and Employability, telephone 07823 520 493; email Nicola.pettigrew@west.dunbarton.gov.uk Scott McLelland, Area Co-ordinator, Housing Operations Team, Housing and Employability, telephone 07772442950; email scott.mclelland@west.dunbarton.gov.uk Appendices: Appendix 1: Anti-Social Behaviour Strategy 2024 – 2027 Appendix 2: ASB Strategy 2024-27 EIA 879 Background Papers: N/A Wards Affected: All Wards Page 99
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Yes West Dunbartonshire Anti-Social Behaviour Strategy 2024 - 2027 ITEM 13 - APPENDIX 1 Page 100
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2 Table of Contents 1. Introduction ........................................................................................... 3 2. Aims and Objectives ............................................................................. 4 3. Legal Framework .................................................................................. 5 4. Partners and Services who work to Reduce and Enforce Anti-Social Behaviour in West Dunbartonshire ........................................................... 6 5. Consultation ........................................................................................ 19 6. Communication ................................................................................... 21 7. Performance Monitoring ...................................................................... 22 Page 101
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3 1. Introduction Feeling safe and secure in your home and community is extremely important and directly affects the cohesion and stability of local communities. Overall, our communities are good, safe places to live, but there are localised instances of anti- social behavior (ASB) or criminal behaviour that adversely affects our resident’s feelings of safety, the quality of the environment and their ability to peacefully enjoy their homes. The Anti-Social Behaviour Etc (Scotland) Act 2004 (“the 2004 Act”) was introduced to tackle anti-social behaviour in all communities in Scotland. According to the Act anti-social behaviour can be defined as; 'Antisocial' means causing or likely to cause alarm, distress, nuisance or annoyance to any person or causing damage to anyone's property. Harassment of a person includes causing the person alarm or distress. Conduct includes speech and a course of conduct must involve conduct on at least two occasions.’ One of the principal requirements of the Act is for the local authority, the Chief Constable of Police Scotland and appropriate partners to jointly prepare an Anti- Social Behaviour Strategy outlining how anti-social behaviour will be tackled locally. The strategy should set out: • The extent and nature of anti-social behaviour in the Council area; • The services already available for preventing and tackling them; • The new services that the Council and other agencies will need to put in place to fill any gaps in provision; and • How the Council and the Police will co-ordinate their functions and exchange information. West Dunbartonshire Council, Police Scotland and our partners believe that all residents and visitors of West Dunbartonshire are entitled to live safely without fear of harassment and nuisance. Whilst overall incidents of antisocial behaviour reported to both West Dunbartonshire Council and Police Scotland have reduced, partners acknowledge that antisocial behaviour has a negative impact on the lives of our residents and can have a serious impact on communities within our authority. This strategy will demonstrate how we will work towards reducing anti-social behaviour, take enforcement action where appropriate, and do all we can to prevent the various types of anti-social behaviour from occurring in the first place to deliver better outcomes for all our residents. Page 102
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4 2. Aims and Objectives By establishing this strategy, our commitment is to: • Reduce anti-social behaviour in West Dunbartonshire. • Work to prevent anti-social behaviour. • Protect communities. • Empower communities. • Better co-ordinate Council and Partner services. • Provide positive activities for young people. • Integrate our services. • Increase use of legislative powers where appropriate • Provide a coordinated and effective response to the effect of anti-social behaviour in West Dunbartonshire. • Communicate a “Zero Tolerance” message of anti-social behaviour. • Assign clear responsibility for dealing with anti-social behaviour. • Provide education and diversionary activities to break offending behaviour. The strategy aims are: 1. To promote a safe and attractive West Dunbartonshire (in which people want to live and work). 2. To work with local communities to determine priorities and actions (and help increase confidence among communities that effective action will be taken) 3. To work to prevent and reduce anti-social behaviour by looking collectively at the root causes of anti-social behaviour. 4. To minimise the impact of anti-social behaviour through support for victims and witnesses. 5. To achieve effective joint working amongst partners through improved information and resource sharing. “Working Together to Prevent Antisocial Behaviour in Scotland” (2009) is the Scottish Government’s national framework for tackling antisocial behaviour. The framework introduced four pillars to respond to antisocial behaviour which are Prevention, Integration, Engagement and Communication. Key to achieving the aims of the prevention pillar was an update to a PIER (Prevention, Early Intervention, Enforcement and Rehabilitation) model as introduced in national guidance in 2004. Page 103
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5 The Promoting Positive Outcomes document defined the components of the PIER model as: ➢ Prevention: requires foresight and planning in terms of putting measures which are likely to create a physical and social environment where antisocial behaviour is less likely to arise. Such measures can start before the antisocial behaviour is evident through a programme of proactive elements such as CCTV and a strong focus on education, support, community engagement and the creation of strong sustainable family environments. ➢ Intervention: Early and effective intervention includes putting in place measures that will help to address problems at the earliest opportunity both in relation to individuals and communities. A variety of approaches and services from a range of statutory and voluntary agencies are needed to provide the choices and chances required to offer opportunities to divert people away from antisocial behaviour. ➢ Enforcement: Enforcement should be considered when effective interventions have been tried, failed or deemed not appropriate. Enforcement requires to be appropriate, proportionate and timely and supported by intervention, education, support and rehabilitation. ➢ Rehabilitation: There is a need to understand and assess the needs of individuals and communities in order to provide long-term solutions. An understanding and perception of the impact of ASB is necessary to fully break the cycle of offending and to provide the focus for services to fully integrate to deliver long-term solutions. 3. Legal Framework West Dunbartonshire Council will work within our statutory powers when tackling anti-social behaviour in West Dunbartonshire. Our statutory powers and duties include but are not exclusive to the following legislation: • Housing (Scotland) Act 2014 • Housing (Scotland) Act 2010 • Housing (Scotland) Act 2001 • Anti-Social Behaviour (Scotland) Act 2004 • Local Government in Scotland Act 2002 • Civic Government (Scotland)Act 1982 • Criminal Justice (Scotland) Act 2003 • Human Rights Act 1998 • Equality Act 2010 • Data Protection Act 2018 • Public Order Act 1986 Section 18 • Protection from Harassment Act 1997 • Environmental Protection Act 1990 Page 104
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6 • Dangerous Dogs Act 1991 • Dog Fouling (Scotland) Act 2003 • Control of Dogs (Scotland) Act 2010 4. Partners and Services who work to Reduce and Enforce Anti- Social Behaviour in West Dunbartonshire The term anti-social behaviour means different things to different people. We have aimed to address many areas that are deemed to be anti-social. Anti-social behaviour is any behaviour that adversely affects quality of life, as well as behaviour that causes, or is likely to cause, alarm or distress. This includes but, is not exhaustive to the following: • Dog fouling; • Dumping rubbish and litter; • Threatening or abusive behaviour; • Drunken and abusive behaviour; • Harassment and intimidating behaviour; • Shouting, swearing and general disorder; • Noisy neighbours; • Vandalism, graffiti and other deliberate damage to property; • Drug misuse; including drug dealing, and street drinking; • Fly tipping; and • Abandoned cars. Working in partnership with a range of agencies across West Dunbartonshire we take several approaches to tackle ASB as noted below. West Dunbartonshire Council operates services that can respond to ASB during daytime and out of hours. Our Anti-Social Behaviour Team (ASBT) investigate complaints of ASB and have the power to raise action/s to court level, and issue on the spot fines for Dog Fouling (£80), Fly-Tipping (£500) and Litter offences (£100). This team will also engage with community groups, Housing providers and conduct proactive foot patrols in our communities for deterrent and reassurance purposes. The team work very closely with Police Scotland and jointly sit on several operational groups focused on the abatement of ASB in the local area. To complement this service, we also have our Neighbourhood team who carry out proactive patrols and work closely with Housing, Caretaking, Police Scotland and Page 105
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7 ASBT to ensure timely response to complaints. All ASB employees carry professional witness duties and will act on behalf of our citizens at court should they witness any acts of ASB or crime. This helps remove court appearance for persons subjected to ASB and any possible apprehensions attached to this. Below are our anti-social behaviour performance statistics covering the last 3 reporting years: Performance Indicator WDC ARC return 2021/22 2022/23 2023/24 Value Value Value (i) number of cases of ASB reported 1096 847 833 (ii) of these number of cases of ASB resolved 1075 822 817 % of ASB cases resolved 98% 97% 98% 1 - taken all appropriate measures set out in policy, ASB ceased / no longer cause for concern, advised complainant of outcome 1040 690 679 2 - all appropriate measures taken, ASB not fully ceased 13 1 0 3 - no power / authority to resolve and full explanation given 22 131 138 Notice of Proceedings issued (ASB) 13 24 28 Court Actions Initiated (ASB) 10 1 5 Eviction order for recovery granted (ASB) 3 1 1 Dwelling abandoned following decree (ASB) 0 0 0 Eviction carried out (ASB) 2 1 1 New post-decree tenancy granted at same dwelling (Technical eviction) (ASB) 0 0 0 Police Scotland Police Scotland have worked closely with the Council on various fronts to address, resolve and where possible prevent anti-social behaviour negatively impacting on the those who reside in, work within and visit West Dunbartonshire. Several partnership initiatives have evolved over a number of years into very effective tools benefiting the community and improving our ways of working. The statistics included below, demonstrates the success achieved through our partnership approach over the years. The data demonstrates a reduction across all areas of ASB and associated criminal activity with the exception being a slight rise in vandalism offences. Page 106
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8 The general exception to the decrease in such behaviours is during the Covid-19 pandemic when the volume of ASB calls to Police Scotland escalated exponentially as a direct result of reports relating mainly to breaches of the Covid-19 legislation and guidance put in place to counter the pandemic. Although not listed below in the examples of partnership working, it was undoubtedly the biggest test of partnership working ever experienced and one that saw partners stand together and come to the fore on an unprecedented level to best protect the people of West Dunbartonshire at their greatest time of need and concern. Successful examples of our partnership approach include: Operation Balaton This multi-agency annual operation was established to address ASB predominantly in and around Balloch, Lomond Shores and Balloch Park. It is a seasonal operation which includes input and resources from West Dunbartonshire Council, Police Scotland, Scottish Fire and Rescue Service (SFRS), National Park, Scotrail, British Transport Police, local media. Op Balaton meets weekly during the summer months when visitor numbers soar. We plan to best engage with those travelling to the area by train dealing with any breaches of alcohol legislation and disorder prior to persons reaching the area. Resources are deployed to maximise our presence at traditional ‘hot spots’ where partners can engage and ensure people are enjoying the area in a respectful, legal manner. The installation of CCTV at the Balloch Park slipway has been a great benefit to our teams and increased safety for those gathering at the loch side. The multi-agency meetings and briefings ensure maximum efficiency is achieved providing the optimum service to the public. Partnership Approach to Water Safety (PAWS) This multi-agency partnership was established to better educate and protect visitors to West Dunbartonshire who are using Loch Lomond and/or the surrounding river network to swim or enjoy a growing variety of water-based activities including, paddle boards, open water swimming, jet skis and other craft. The PAWS group meets regularly and includes input from West Dunbartonshire Council, SFRS, Police Scotland, National Park, Scottish Waterways / Canals & Loch Lomond Rescue Boat. The group has successfully installed a large number of water safety signs along the loch shoreline including within Balloch Park, these signs include warnings of unseen dangers, exact locations, emergency phone numbers and a throw line and life rings. Officers from all partners patrol the area which includes the shoreline and, on the water, providing information and guidance allowing people to safely enjoy the water. Police, SFRS and the National Park provide water safety inputs. Police and National Park joint patrols have been very successful dealing with issues on the water, craft speeding close to the shore or swimmers and persons lighting fires and causing damage on the islands. Page 107
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9 West Dunbartonshire Disclosure Officer A substantial amount of prevention work with regards to ASB related to specific addresses and repeat locations is actioned via the dedicated disclosure officer based at Dumbarton Police Office, a post funded by WDC. This staff member engages with WDC daily disclosing incidents of ASB allowing for a partnership approach and early intervention to quell emerging trends and issues at the earliest possible opportunity. This process can provide the necessary information if action was required to be taken against an individual householder that has failed to desist through other actions. A great asset and example of partnership working. Police Scotland Youth Engagement Officers (YEO) We have YEOs in all WDC secondary schools. These officers provide the full spectrum of inputs to the school community covering substance use, online safety, emotional and physical abuse, domestic violence, they are viewed as a positive addition to the school structure. They have developed into a conduit between the young people and the police, breaking down barriers and allowing the young adults to make informed decisions about how they live their lives in appositive way contributing to society. The YEOs engage with WDC partners regularly during the course of their duties. Community Justice West Dunbartonshire Council, WDCHSCP, Police Scotland and a range of other partners are immersed in the Community Justice Partnership. This partnership, with its many sub-groups strives to best protect the residents of West Dunbartonshire by better planning of services in a strategic manner, reducing offending and repeat offending while improving health and wellbeing. The actions of the partnership have a positive impact on the area. CCTV Police Scotland sit on the CCTV partnership working group and input as required. CCTV is an invaluable resource throughout the area in our joint efforts to address ASB and other violent crime. The imminent upgrade of the system will benefit all partners and will without doubt continue to contribute positively to making West Dunbartonshire a safe place to live, work and enjoy. Road Policing – Road Safety Police Scotland chair a multi-agency Road Safety Partnership, the aim of which is to reduce the number of fatal and serious injury road accidents across the authority. West Dunbartonshire Council engage with the group providing specialist roads infrastructure knowledge and input as required. Police and SFRS are currently developing a joint input to young drivers using state of the art virtual reality (VR) headsets coupled with a real-life input by a family member of a young driver who lost his life in a road accident. We are targeting school age young drivers with the support of West Dunbartonshire Education Authority and have also had a positive response from large West Dunbartonshire companies such as include Babcock, Chivas and the Tell Group who are keen for the input to be delivered to their apprentices. Page 108
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10 Another joint working programme which is being finalised is with the Institute of Advanced drivers who will, as part of safe driving event, offer drivers a health check on their driving standards achieved by a qualified advanced driver sitting as a passenger with the member of the public. After an agreed route, the driver will be offered advice on their manner of driving and where improvements could be made. Hate incidents and crime including on Public Transport We monitor all forms of hate incidents and crime such as gender based, racist and religious aggravated offences. Our Youth Engagement Officers follow up any incidents occurring within education establishments providing guidance and support to victims and also corrective actions towards offenders. This is done is partnership with Education colleagues. Where persons are charged and reported for hate crime, Police Scotland will request appropriate bail conditions are placed on the accused. We work closely with our West Dunbartonshire ASB and Housing partners to identify any vulnerable addresses and in doing so wrap an appropriate care plan around such a location or victim to ensure we minimise the possibility of repeat victims. We will maintain an active relationship with the West Dunbartonshire Equality Forum. There are long established, productive and very positive relationships between the Council, Police Scotland and all partners. It is constantly evolving to best address changes in society while positively impacting on the residents and visitors to the area. Both partners are focused on the issues that affect the everyday lives of those who live and work here and take every opportunity to be available to support other partners, being flexible in our working to be able to deal with events and incidents across the Local Authority. These would include planned events, for example Highland Games, Piping Championships, football matches and unplanned and sometimes more complex issues. As shown above, the total number of ASB incidents recorded within West Dunbartonshire has seen an overall downward trend, despite a noticeable peak during 2020-21 due to the Covid-19 pandemic. Page 109
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11 Whilst most ASB incident types recorded a slight increase during 2020-21, much of the overall increase was due to a 75% increase in the number of public nuisance calls recorded across the area, most of which related to breaches in Covid-19 restrictions. Since 2020-21, most ASB incident types have continued to reduce, and figures remain below the previous 5-year average. Incident levels reduced further in 2022-23 compared to the previous year. Public nuisance, disturbance and noise related incident have all reduced considerably. The only exception was property damage incidents which have increased by 11.4% compared to the previous year. Scottish Fire & Rescue Service The Scottish Fire and Rescue Service is required under the Fire (Scotland) Act 2005, as amended by the Police and Fire Reform (Scotland) Act 2012, to prepare Local Fire and Rescue Plans for each local authority in Scotland. Local Fire and Rescue Plans set out our national and local operating context and outline our specific priorities for that area. In their preparation, due regard is given to the Fire and Rescue Framework for Scotland and the SFRS Strategic Plan. Deliberate Fire Setting and Secondary fires Fire and Rescue Scotland are pillar partners and have membership to the Anti-Social Behaviour Tasking Group (ASBTG). A specific focus of this group is the reduction of deliberate/Wilful fire setting in West Dunbartonshire. Outdoor fires figures appear to be consistently higher in Q1 of each year when compared to other quarters, with all figures in Q1 being above average and above the upper control limit in 2021-22 Q1. With the exception of 2022-23 Q3, between 2020-21 Q1 and 2022-23 Q4, all figures were on or above average, suggesting a possible increasing trend in outdoor fires in West Dunbartonshire. Nationally, there are no clear overall increasing or decreasing trends in outdoor fires. Page 110
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12 Deliberate fires have been subject to random variation since 2017-18 Q1. Figures in Q1 of each year appear to be higher than other quarters, with figures in Q1 being consistently above average each year and above the upper control limit in 2021-22 Q1. This is consistent with national patterns in the data. Page 111
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13 How we worked to improve our performance: We sought to reduce the instances of fire related anti-social behaviour by: ➢ Identified parts of West Dunbartonshire communities affected by deliberate fire setting and shared this information with our partners at ASBTG. ➢ Utilising our Youth Volunteer Scheme (YVS), Fire skills, Fire Safety Support & Education (FSSE) and school’s education programmes to raise awareness of the impact of fire related anti-social behaviour. ➢ Working with partners to develop joint strategies to reduce the risk posed by deliberate fire setting and to mitigate its impacts. We will monitor the effectiveness of reducing fire related anti-social behaviour by: ➢ Reviewing and reducing the number and type of deliberate fire setting incidents within West Dunbartonshire. ➢ Evaluating the effectiveness of our Youth Engagement Programmes. By achieving a reduction in fire related anti-social behaviour, we will: ➢ Enable the SFRS to divert resources towards other community-based activities. ➢ Protect the natural and built environments. ➢ Support the promotion of active and responsible citizenship across West Dunbartonshire communities. ➢ Support our communities in feeling safe from crime, disorder, and danger Environmental Health Environmental Health (EH) work closely with our partners and have membership to our Anti-Social behaviour Tasking group. We have a statutory responsibility to investigate noise complaints under both the Environmental Protection Act 1990 (EPA) and the Anti-Social Behaviour etc (Scotland) Act 2004 (ASBA). Although some noise issues can be identified clearly as either noise nuisances (EPA) or ASB noise (ASBA) there are also many which could fit both categories. Currently EH do not provide a routine out of hours service, so noise complaints are only attended within normal office hours, Monday-Friday, unless a specific case requires attendance at a different time. Where noise complaints of an ASB type are received by EH they are normally signposted to both Police Scotland and WDC ASB Services who can provide a reactive response to noise issues when they are happening. The nature of some noise issues being sporadic, intermittent, temporary means that sometimes the reactive services are unable to attend and witness the noise when it is happening. In these cases, either at the request of the affected individual or by referral from ASB Services, EH may install noise monitoring equipment in the affected property to enable measurements and recordings of the noise issues. Page 112
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14 Normally this is for a period of one week which is deemed sufficient to capture a representative account of the noise in question. EH provide ASB Services with an acoustic report detailing any significant findings from the recording period and make available the audio recordings of the noise in question which may contain specific or additional elements of evidence, e.g., identifiable behaviours, threatening remarks etc. In all circumstances EH will assess the noise to see if it constitutes a nuisance under the EPA as this is a separate regime with different criteria from ASB noise. If statutory noise nuisance is identified, then EH will take their own enforcement action to ensure it is abated. Another prominent noise complaint category is barking dogs. There is debate as to whether this can be categorised as ASB noise, but it can constitute a noise nuisance depending on the nature of it. Currently EH provide advice and guidance to the dog owners via the Dog Warden in an attempt to reduce the distress of the dogs and reduce the barking issue. Where this approach fails to work then EH will investigate so far as is practical to establish if a noise nuisance condition exists. Statistics are provided below for the noise complaints received by EH during 2022 and 2023. Zero complaints were recorded as ASB noise dealt with under ASBA. This is not surprising as it is relatively rare to receive ASB noise complaints during the normal working day with the ASBA having higher noise tolerance levels for the daytime period compared with the evening or nighttime period. As can be seen from the statistics, domestic noise issues, which are primarily ASB in nature, constitute approximately 50% of noise complaints received (excluding dog barking). Also, it can be seen that installing the noise monitoring equipment was primarily in response to ASB related noise. Noise statistics from 2022 and 2023 Installation of noise monitoring Equipment Number of times installed 2022 2023 In relation to ASB 13 21 Total 18 25 Noise complaints to EH Noise source Complaints received 2022 Complaints received 2023 Domestic noise (primarily associated with ASB) 90 100 Non-Domestic Noise (commercial, construction, entertainment) 92 92 Barking Dogs 222 197 Page 113
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15 Landlord Registration Landlord registration was introduced in 2006 by the Antisocial Behaviour etc. (Scotland) Act 2004. The Act introduced a registration scheme for local authorities to prepare and maintain a public register of all private landlords in their area. The regime has since been strengthened further by subsequent legislation. The powers available to local authorities through landlord registration have also been strengthened including powers to request a criminal record certificate in specified circumstances and to obtain information. Whilst most landlords let their houses in a responsible way, some landlords continue to operate outside the law. Landlord registration, supported by other legislation, provides a means for local authorities to register persons who are fit and proper to act as landlords and agents, but also to take steps to deal with those who operate outside the law. Whilst criminal landlords are in the minority, their illegal practices can have a disproportionate and devastating impact on communities and businesses across Scotland. Some criminality will be linked directly to the letting of houses, such as illegal evictions and operating as an unregistered landlord. In some cases, illegal landlord practice will be linked to other issues, such as providing illegal employment, benefit fraud, tax evasion, human trafficking, cannabis farms and money laundering. These are examples of material that is pertinent to the fit and proper person test. • Number of Private Landlords Registered by EH: ➢ 2022/23 – 2445 ➢ 2023/24 – 2198 • Number of complaints of ASB relating to private rented properties made to Environmental Health (All noise related) ➢ 2022/23 – 6 ➢ 2023/24 – 5 Use of Public Space CCTV West Dunbartonshire Council utilises in excess of 233 public space Closed Circuit Television units situated strategically around the council area. Their main purpose is to prevent crime by way of a visual deterrent; however, they also can be used to promote a sense of community safety and protect the vulnerable. Our CCTV Service is based within Clydebank Police Office, which enhances close working relations with Police Scotland, and all team members are highly trained in pertinent Data Protection Law and evidence review. Studies have shown that CCTV, used in conjunction with other crime interventions and security measures, can be a redoubtable tool in the fight against crime, disorder and ASB. With this in mind, and where necessary, targeted surveillance of known anti-social behavioural Hot Spots can be deployed in line with the provisions of the Regulation of Investigatory Powers (Scotland) act 2000. Any associated evidence can thereafter be passed to our colleagues within the ASB Service to progress necessary investigations with a view to reducing offending behaviour (or progressing legal action). Additional rapid deployment mobile units are also available to address transient or seasonal issues. Page 114
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16 Communities Team (Youth Diversity) Focussing on the PIER Model delivery, engagement and outreach work which encompasses youth diversity, provided crucial links to the prevention of ASB in West Dunbartonshire. Midnight League Midnight Football League is a Friday night diversionary activity open to young people between the age of 10 to 17 years, supported by the Communities Team and offered in partnership with WDLT. The project offers young people an opportunity to participate in positive activities as an alternative to hanging around the streets or engaging in risk taking behaviour on a Friday evening. The programme is predominately football based but young people have had access to arts sessions as well as issue-based support on alcohol and drugs. Young people were identified during outreach sessions and signposted to the offer on a Friday evening. Venue: Vale of Leven Academy, Alexandria. Times. 7pm till 9pm. Detached Youth Work West Dunbartonshire Youth Learning Team facilitate services to target young people in identified hotspot areas through outreach sessions. These hotspot areas are identified via the West Dunbartonshire Anti-Social Behaviour Task Force which includes representatives from Police Scotland, Scottish Fire and Rescue and Community based providers. The aim is to work with young people who are disengaged from any other provision available within the area. The programme aim is to then re-engage young people or refer them into existing youth work groups in their area such as the Midnight League provision. Summer Sessions West Dunbartonshire Youth Learning Summer Programme, known as “The Summer Sessions”, has been operational since 2017. During this time, it has supported young people from across West Dunbartonshire to participate in a wide range of exciting and fun activities, and informal learning opportunities. The programme has two aims; ➢ To provide young people with a wide range of creative and active opportunities to support personal and social development. ➢ To provide young people with access to free meals throughout the summer holidays, to combat holiday hunger. The programme operates throughout the full duration of the school summer holiday period. It is open to young people from the age of ten to eighteen years and recruits one hundred and eighty participants annually, sixty each from Alexandria, Clydebank and Dumbarton. Page 115
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17 Greenspace (Graffiti Removal) The below services are delivered focussing on three main parts which promote the strategy in terms of Education, Enforcement, Awareness. Whilst enforcement is always the last available option, focus is given to educational programmes within the local authority. These programmes cover all seven primary schools, and we also engage with the Experiential Learning Project in which again is delivered to all primary 7 pupils reaching over 1000 in nine days across the authority. With view on awareness, we will engage with communities and take part in local public information events in which we provide information and literature on the services available and how we can work together. Graffiti statistics - ➢ 2021/22 = 202 reports and removals ➢ 2022/23 = 146 reports and removals ➢ 2023/24 = 91 reports and removals Generic graffiti requires removal within 5 days and offensive graffiti requires removal within 24hrs. There has been a significant decrease of offensive graffiti instances and removals over the last 3-5 years. Education Services West Dunbartonshire Council Education Service believe its aim is to help develop children and young people who are successful learners, confident individuals, effective contributors and responsible citizens. Education plays an important role in the prevention of the various types of anti-social behaviour from occurring in the first place. We believe that young people are entitled to live safely without fear of harassment and nuisance and that the greater awareness young people and children have of the issues the more likely we are to bring about a change in attitude and behaviours. Education and Awareness As part of our curriculum programme schools cover the topic of Crime and Law is covered at various ages and stages within the school curriculum. Looking at impact and consequences of anti-social behaviour and detailing the role of the police, courts and other groups in supporting and tackling it. Within our Personal, Social and Health Education programme young people cover various related topics as substance misuse. We also hold frequent assemblies to discuss how we can support and contribute to our local community; we invite special guest speakers from Police Scotland and the Scottish Fire and Rescue Service to present on issues around Fire Setting and Anti-Social behaviour. All young people take part in the Youth Philanthropy Initiative which teaches our young people about the importance of contributing to their local community. Promotion of Positive Behaviour Schools aim to foster a positive culture through initiatives such as peer mentoring, promoting and rewarding good behaviour and respecting equality and diversity. Page 116
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18 Early Intervention Schools work closely with partner agencies such as Counselling Services, Social Work, SACRO, SCRA, Youth Engagement Officers and Includem to identify and work with young people who are on the cusp of offending in their community and those displaying signs of anti-social behaviour to support these young people move away from these behaviours and attitudes. Criminal Justice The remit of West Dunbartonshire’s Community Justice Partnership is to prevent and reduce further offending by addressing its underlying causes. The partnership is the strategic mechanism where partners collaborate to safely and effectively manage and support those who have come into conflict with the law, helping them to fully integrate into their community and realise their potential for the benefit of all citizens. The partnership prioritises the safeguarding of victims ensuring they are afforded protection and supported in their recovery from the impact of crimes committed against them. This collective, trauma informed approach to Justice, minimise the harm caused by drugs, homelessness and poverty (and its related consequences to the person, family and the wider community) has the potential to transform lives and reduce offending which in turn transforms communities. This collaborative response to local Justice is underpinned by priorities identified in “Vision for Justice in Scotland (2022)”; “The National Strategy for Community Justice (revised 2022)”; “The Community Justice (Scotland) Act 2016; and West Dunbartonshire Community Planning Local Outcome Improvement Plan 2017 – 2027. A legal definition of ‘Community Justice’ is provided in section 1 of the Community Justice (Scotland) Act 2016 (the Act). Research offered in the “Vision for Justice in Scotland (2022)” publication helps us to better understand the trajectories of those who enter into justice systems. The evidence appraises the intersectionality of offending behaviours with poverty; homelessness; substance misuse; physical and mental health inequalities; Adverse Childhood Experiences (ACEs); Sex; and the impact of Trauma – providing greater understanding into what drives and shapes offending behaviour and perpetuates recidivism. By tackling the root causes of offending to reduce recidivism victims are fewer and communities are safer. Evidence shows that sentences served in the community have better outcomes for those involved in justice systems creating real and meaningful opportunity for behaviour change, personal growth, along with space and time for recovery from their own experiences of trauma that are directly linked to patterns of offending. A community- based approach to justice offers a balanced, proportionate and thoughtful response to people who pose little or no risk to others in their communities. “Community sentences are often more effective at reducing reoffending and less costly than prison sentences, particularly when it comes to sentences of under a year. Of those released from prison in 2017/18 who had served a sentence of a year or less, 49% were reconvicted within a year. The average prisoner place costs £37,334 per year, compared to £1,894 for a Community Payback Order.” (Source: Scottish Government, cost of the criminal justice system in Scotland dataset (2016/17)). “Scotland’s communities have benefitted from around 10 million hours of unpaid work carried out by people serving community sentences since 2011.” (Source: Justice Social Work Statistics in Scotland: up to end of year 2021-22). Page 117
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19 5. Consultation As part of the consultation process, all residents were invited to take part in the 2023 ASB survey asking them to tell us what they wanted us to prioritise and what they felt were the main anti-social issues for them; 246 people responded to the survey. In addition, focus groups were held with the west Dunbartonshire Tenant Resident Organisation, Age Concern and the West Dunbartonshire Equalities Forum. The main findings from the ASB survey are as below:- Experience of ASB Major problem Minor problem Not a problem Alcohol related ASB 27.24% 28.86% 43.9% Antisocial driving/speeding 44.72% 39.02% 16.26% Arson/fire raising 10.57% 27.24% 62.2% Dog fouling/inconsiderate dog ownership 56.5% 28.66% 14.63% Domestic noise nuisance 27.24% 28.86% 43.9% Environmental ASB (graffiti, littering etc) 41.05% 34.15% 24.8% Groups of people hanging around 33.33% 34.15% 32.52% Hate incidents 7.72% 19.92% 72.36% Neighbour disputes 17.48% 26.83% 55.69% Drug related ASB 43.5% 17.48% 39.02% Vandalism 29.67% 34.15% 36.18% Hate incidents against… Major problem Minor problem Not a problem Disabled people 11.48% 14.75% 73.77% Transgender people - - 100% Gay/lesbian/bisexual people 25% 10% 65% BME people (0.81% of survey) 50% - 50% Experience of ASB time of day Evening Daytime All times Not a problem Alcohol related ASB 45.53% 2.85% 32.11% 19.15% Antisocial driving/speeding 23.58% 4.88% 53.66% 17.89% Arson/fire raising 23.58% 1.22% 7.32% 67.89% Dog fouling/inconsiderate dog ownership 2.44% 3.25% 78.46% 15.85% Domestic noise nuisance 23.58% 4.88% 53.66% 17.89% Environmental ASB (graffiti, littering etc) 10.98% 2.03% 56.91% 30.08% Groups of people hanging around 38.62% 1.63% 23.98% 35.77% Hate incidents 0.81% 1.63% 13.82% 83.74% Neighbour disputes 6.91% 0.41% 29.27% 63.41% Vandalism 17.07% 0.81% 38.62% 43.5% Page 118
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20 Experience of ASB day of the week Everyday Weekends Weekdays Not a problem Alcohol related ASB 31.3% 13.41% 1.63% 53.66% Antisocial driving/speeding 70.33% 11.38% 1.22% 17.07% Arson/fire raising 13.41% 13.41% 1.22% 71.95% Dog fouling/inconsiderate dog ownership 81.33% 0.41% 1.22% 17.07% Domestic noise nuisance 31.3% 13.41% 1.63% 53.66% Environmental ASB (graffiti, littering etc) 58.94% 6.1% 3.25% 31.71% Groups of people hanging around 31.71% 30.49% 1.63% 36.18% Hate incidents 13.41% 1.63% 1.22% 83.74% Neighbour disputes 25.61% 7.32% 3.25% 63.82% People using or dealing drugs 55.28% 3.66% 0.81% 20.24% Vandalism 35.77% 15.85% 1.22% 47.15% Experience of ASB time of year Spring Summer Autumn Winter All year round Not a problem Alcohol related ASB 0.41% 17.48% 0% 0% 63.41% 18.7% Antisocial driving/speeding 0% 5.28% 0% 0.41% 41.06% 53.25% Arson/fire raising 0% 8.13% 1.22% 1.63% 20.73% 68.29% Dog fouling/inconsiderate dog ownership 0% 0% 0% 0.41% 82.52% 17.07% Domestic noise nuisance 0% 5.28% 0% 0.41% 41.06% 53.25% Environmental ASB (graffiti, littering etc) 0% 4.07% 0% 0.41% 66.26% 29.27% Groups of people hanging around 0% 16.26% 0% 0% 50% 33.74% Hate incidents 0% 0.81% 0% 0% 15.85% 83.33% Neighbour disputes 0% 2.03% 0% 0.41% 34.15% 63.41% People using or dealing drugs 0% 1.63% 0% 0% 58.54% 39.84% Vandalism 0% 4.88% 0% 0% 49.59% 45.53% Are any of the behaviours you have commented on predominantly youth related? Yes – some of them 60.16% Yes - all of them 10.98% No 21.95% Don’t know 6.91& Have you lived in your local area for longer than a year? Yes 97.56% No 2.44% If you reported ASB in the last year how satisfied were you with the response? Very satisfied 1.63% Satisfied 1.22% Neither 13.01% Dissatisfied 15.04% Very dissatisfied 18.29% n/a 50.81% Thinking about ASB as a whole, is your local area a better place to live in now? No change 56.1% Worse 38.21% Better 3.25% Page 119
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21 6. Communication Information Sharing Section 139 of the Antisocial Behaviour etc. (Scotland) Act contains provisions that allow agencies involved in tackling anti-social behaviour to share relevant information. There are several relevant information sharing protocols as well as meeting forums where relevant information can be shared. When considering whether to share information, the issue of public interest needs to be balanced against the individuals’ rights. By doing so we will consider: • Is there an overriding need to prevent crime, disorder, or other public safety threats? • Is it necessary to protect vulnerable people? • Is there another way of tackling the problem? • Is the sharing of information proportionate to the intended aim? Communication plays a major part in reassuring communities that efforts are being made to tackle anti-social behaviour. To help build public confidence and to ensure that the public are aware of local initiatives to tackle anti-social behaviour we will: • Raise awareness of anti-social behaviour through use of social media. • Provide information on good practice initiatives to prevent and tackle anti- social behaviour. • Encourage people to report incidents of anti-social behaviour by improving access to services. • Publicise good news stories and successes in tackling anti-social behaviour. • Publish information leaflets detailing service provision and contact details. Additionally, progress reports will be submitted to the Scottish Housing Regulator and regular updates will be provided to tenants and residents groups. Page 120
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22 7. Performance Monitoring To ensure we monitor these outcomes, ASB is governed by the West Dunbartonshire Community Planning Safe Delivery Improvement Group (DIG), Anti-Social Behaviour Tasking Group and Scottish Government, Annual Returns Charter (ARC) Argyll & West Dunbartonshire Police work collaboratively with West Dunbartonshire Council, SFRS and other partner agencies as required to ensure ASB across the locality is addressed in an efficient, effective, legal, and proportionate manner to protect the residents and visitors to the area. This partnership approach is fluid, and relevant partners will meet monthly to identify problematic areas, trends or seasonal issues which allows for a partnership approach to counter any issues raised. Monthly meetings allow for issues to be identified and addressed prior to escalation and in doing so minimising the impact of such behaviours on the community. The group will utilise partnership monthly performance data to identify ASB trends to best deploy resources. Performance Data and the WD ASB Strategy will be utilised to ensure partners are addressing the issues having the greatest impact of residents. We will be successful if the following are achieved: • A more pleasant street environment. • Residents feel safer in their neighbourhoods. • A reduction in the number of neighbour complaints. • Meaningful engagement with residents, and reassurance that the Council and Police take complaints seriously is recognised as core. • We will ensure that resident communications needs are meet. The strategy is a three-year document, performance against the outcomes will be reviewed and reported annually. We will establish targets and ensure resources are targeted appropriately. In delivering this strategy, we are committed to: • Ensuring an appropriate response to the victims of ASB. • Adopting a victim centred approach in delivering services which ensure a fast and effective response to ASB. • Challenging our partners to respond to the preventative agenda relating to ASB. • Developing a media strategy to communicate a “Zero Tolerance” message. • Providing information to the public on our progress in this area. • Reviewing our procedures regularly. • Reviewing staff training to ensure that relevant staff are trained to address ASB. Page 121
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23 Publication This document is also available in other languages, large print and audio format on request. Gaelic Tha an sgrìobhainn seo cuideachd ri fhaighinn ann an cànanan eile, ann an clò mòr, agus ann an cruth claisneachd ma thèid iarraidh Arabic Hindi Punjabi Urdu Chinese (Cantonese) Polish Ukrainian Цей документ також доступний іншими мовами, великим шрифтом та в аудіоформаті за запитом. West Dunbartonshire Council, 16 Church Street, Dumbarton G82 1QL For any relating to the strategy please contact Scott Mclelland Scott.mclelland@west-dunbarton.gov.uk Page 122
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Assessment No EIA 879 Owner smclelland Resource Regeneration, Environment and Growth Service Housing and Employment FirstName Surname Job Title Head Officer Scott McLelland ASB Coordinator Members Scott McLelland - ASB Coordinator (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Anti Social Behaviour Strategy The aim, objective, purpose and intended outcome of policy As set out in the Anti Social Behaviour (Scotland) Act 2004, local authorities and Chief Constable (Police) must prepare, publish and review their strategy for dealing with Anti Social Behaviour in their council area. Using an evidence led approach, this strategy sets out the priorities for WDC and Community Planning Partners to tackle and manage ASB in West Dunbartonshire. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Council/Police and partners (British transport Police, Scottish Fire and Rescue). Community consultation has been carried out to gather experience of ASB and to agree final strategy. Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? ITEM 13 - APPENDIX 2 Page 123
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Older people are often affected by ASB or the perception of. This Strategy will cover this group for both consultation and engagement. It is important that younger people are protected from ABS A Fairer Scotland for Older People: Framework for Action. Older people want: "Opportunities to remain actively engaged with, and involved in, their communities" This strategy will see positive impact/outcomes to this group as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this group. Cross Cutting It is important that there is a focus on prevention Participation across all protected groups is an opportunity to build community cohesion People can simultaneous be members of more than one disadvantaged group, which can multiply negative or positive outcomes This strategy will see positive impact/outcomes to this area as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this area. Disability Evidence suggests disabled people are more likely to be socially isolated, and less likely to be involved in community life than non disabled people. Evidence does suggest that this group may be less likely to become involved in community life. Digital communication is the more common route for engagement. This strategy will see positive impact/outcomes to this group as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this group. Physical response by services is the more likely route to this group and the strategy will set this out. Social & Economic Impact Increased income (through training opportunities, increased benefit take up, community Involved, organised and empowered communities have greater economic and social strength. The economic impact is yet to be fully realised in WDC Communities. Our work may need to Page 124
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enterprise, social investment etc.), reduced expenditure (debt advice, community transport, local food production) and through sharing and redistributing recourses, communities can be impacted by Community Development and Capacity Building. focus much more on poverty and economic recovery in the period to come. The strategy will not disadvantage to the economic growth of our communities Sex We must take into account how women and men may experience ASB differently. Citizens Panel data from 2023 showed little difference between women and men in perceptions of how good an area WD was to live into Engagement in community activities varies across age and gender. Childcare/crèche facilities can help women (as most often primary care giver to children) the opportunity to more fully take part in their community. This strategy will see positive impact/outcomes to this group as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this group. Gender Reassign Those under going or who have undergone gender reassignment can be particularly excluded from social and in civil society, it is important that people have an opportunity to participate in their community and give their opinion on things that might effect them. Evidence suggest that trans people can be more socially isolated and more at risk of discrimination. This strategy will see positive impact/outcomes to this group as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this group. Health Being Article 10) and the right to education (Article 2 of Protocol No. 1).e to participate, Our physical and social environment is the framework in which our lives take place and, This strategy will see positive impact/outcomes to this area as it will set Page 125
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being represented and feeling able to make an impact on where you live can have an effect on both mental and physical health. depending on circumstances, it can provide us with opportunities or limit our potential (Scottish National Performance Framework) out communication platforms/physical engagement and response/enforcement to complaint/s for this area. Human Rights Relevant under core civil rights, such as the right to respect for private and family life (Article 8 of the Convention), the right to freedom of expression (Article 10) Its is important that potential impact for children and young people is considered Awareness of Human Rights as part of everyday life is low, therefore its relevance, nationally there is increasing focus from the Scottish Government on giving Human Rights a more central place Considering the strategy from a Human Rights perspective can help inform inclusive practice The Strategy addresses issues affecting young people. Marriage & Civil Partnership This area cross cuts with sex, and sexual orientation This area cross cuts with sex, and sexual orientation This strategy will see positive impact/outcomes to this area as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this area. Pregnancy & Maternity This area cross cuts with consideration under sex orientation This area cross cuts with sex, and sexual orientation This strategy will see positive impact/outcomes to this area as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this area. Race The ASB team Communities Team/Police core function is to respond and address any ASB concerns for all protected groups. People from BME groups are more likely to experience hate incidents than people from white ethnic groups Evidence from Scottish Social Attitudes surveys and other sources suggests that people who have contact with This strategy will see positive impact/outcomes to this group as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this group. Page 126
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people from other groups are less likely to hold negative views on those groups. Religion and Belief Events and activities should seek to avoid common times of worship Event timing and venue can affect people ability to take part Physical or digital Events plan should have due regard to the Council's 'Communicating Effectively' guidance. Sexual Orientation Services need to be accessible including , those aiming to support participation and empowerment Evidence suggest that LGB people can be more socially isolated and more at risk of discrimination. Evidence that LGB people are more likely to be income deprived Evidence suggests that there are still barriers to engaging with LGB people This strategy will see positive impact/outcomes to this group as it will set out communication platforms/physical engagement and response/enforcement to complaint/s for this group. Policy has a negative impact on an equality group, but is still to be implemented, please provide justification for this. It is not envisioned that this strategy will disadvantage any person or protected groups however there is potential for some equality groups to be less frequently or meaningfully involved with the ASB Team or Police. Face to Face engagement with subject citizen's at door step, in community meetings may be fewer due non-involvement in community. The strategy will set out to empower and reach these groups. Will the impact of the policy be monitored and reported on an ongoing bases? Yes. The Strategy will be monitored and reviewed at local Delivery Improvement Groups (DIG) and local ASB/Police tasking meetings. Q7 What is you recommendation for this policy? Implement Please provide a meaningful summary of how you have reached the recommendation EIA 879: The ABS Strategy will take into account equality requirements, and protection of peoples human rights. To do this it has drawn on a variety of evidence as noted. There are potential positive impacts for the groups noted, in the assessment. Page 127
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Housing and Employability Housing and Communities Committee: 21 August 2024 Subject: Former Tenant Rent Arrears Write Off – 2024/25 Quarter 1 1. Purpose 1.1 The purpose of this report is to seek Committee approval for the write-off of rent arrears for quarter 1 of 2024/25 for former tenants. 2. Recommendations 2.1 It is recommended that Committee approves the write off of former tenant arrears accounts totaling £55,529.44. 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 2023/24 was £46.167m and approximately 99.09% 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 14 Page 129
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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 the local authority collection and tracing application (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 Various attempts to recovery the debt are made, which 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 can result 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 8 cases totaling £55,529.44. 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 engage until court action. Once court action has been started, tenants will engage with officers and this will continue for a period and then Page 130
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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: 24th July 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 Wards affected: All Council wards Page 131
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief officer Housing and Employability Housing and Communities Committee: 21 August 2024 ______________________________________________________________ Subject: Building Services Procurement Provision update 1. Purpose 1.1 The purpose of this report is to advise Committee of updated tender requirements information for Building Services. 1.2 To seek Committee approval to continue with necessary procurement and tender processes. 1.3 To seek Committee approval to allow subsequent award of contract by the Chief officer of Housing & Employability. 2. Recommendations 2.1 It is recommended that Members: i. note the contents of this report. ii. approve the procurement processes to tender the requirements listed within the table in section 4.2 of this report; and iii. delegate approval to award contracts to successful bidders to the Chief officer of Housing & Employability. 3. Background 3.1 Good progress has been made in letting necessary contracts to ensure full compliance with Council Standing Orders, Council Financial Regulations and all Procurement Regulation. 3.2 Committee Members are requested to refer to these reports which included information on the services Building Services provides on behalf of the Council, the need to progress tenders that support the section’s deliver of a high quality repairs and maintenance service for the Council’s housing and non-housing properties. 4. Main Issues 4.1 A review of the historic spend on the previous versions of these contracts and estimated volumes of known and expected works has taken place, costs identified are expected to have increased over the ITEM 15 Page 133
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intervening period and projected costs are as detail in the table below. 4.2 The following contracts will be required to deliver a comprehensive repairs and repairs and maintenance service for a period of up to four years from the date of let. They will be of sufficient size, scope and duration to cover the estimated volume of work for the period in question and will be awarded to suitably qualified and competent suppliers and contractors. Requirement Total Estimated Annual Value Funded By HRA Revenue / Capital and CRA Priority Property maintenance contract; focusing on gas maintenance £2.5m Revenue / Capital High Specialist Roofing Repairs, Maintenance and Renewal £1.5m Revenue / Capital High Ventilation, Condensation and Associated Works for West Dunbartonshire Domestic and Non Domestic Properties £0.5m Revenue / Capital High 4.3 All procurement activity carried out by the Council in excess of £50,000 is subject to a contract strategy. The strategy for the contracts as listed in the table at 4.2 will include but may not be limited to; contract scope, service forward plan, the market, procurement model and routes – including existing delivery vehicles, roles and responsibilities, risks, issues and opportunities and on-going contract management. 4.4 Where necessary officers will adopt procurement processes in line with European, UK and Scottish Government Procurement Regulation and Council Standing Orders. 4.5 All tenders will be advertised on the Public Contracts Scotland Portal or use of appropriate subscribed frameworks will be used such as Scotland Excel or Scottish procurement alliance. 5. People Implications 5.1 Progressing these procurement processes will require significant Officer time resource from Building Services, Consultancy Services, Housing Operations and Corporate Procurement teams. 6. Financial Implications 6.1 Costs of the support contracts will be funded by both Capital and Revenue budgets through the Housing Revenue Account, Central Page 134
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Repairs Account and Housing Maintenance Trading Account. 6.2 Costs of contracts listed under 4.2 are included within existing budgets. 7. Risk Analysis 7.1 On-going investment, in-line with business plans, will allow the Council to meet its landlord, health and safety and quality standards obligations whilst providing appropriate asset management. 7.2 Procurement related risks and mitigation/management measures will be identified as part of the development of tendering strategies for the individual requirements. 8. Equalities Impact Assessment (EIA) 8.1 An Equalities Impact Assessment screening has been carried out which did not identify any significant issues. The report does not alter any existing policy or pattern of service delivery. 9. Strategic Assessment 9.1 This report contributes to the Council’s Strategic Priorities and in particular towards: i. improving economic growth and employability. ii. improving local housing and environmentally sustainable infrastructure; and iii. improving the wellbeing of communities. 10. Consultation 10.1 Finance and Legal have been consulted regarding the set up of the contracts referred to in this report. 10.2 The Corporate Procurement team have been consulted in the development of this report. They will provide assistance and professional guidance with the administration of the tender exercises. Peter Barry Chief Officer Housing & Employability Date: 6 August 2024 Page 135
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______________________________________________________________ Persons to Contact: Martin Feeney – Building Services Manager, Cochno Street, Clydebank, Telephone: 01389 738200, e-mail: mfeeney@west-dunbarton.gov.uk Appendices: Nil Background Papers: Nil Wards Affected: All Page 136
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 HOUSING & COMMUNITIES SUMMARY MONTH END DATE 30 June 2024 Actual Outturn 2023/24 Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 £000 % £000 £000 2,584 1,954 710 2,284 330 17% 340 (10) 951 785 304 938 153 19% 0 153 828 620 35 663 43 7% 0 43 15 15 0 15 0 0% 0 0 0 Private Sector Housing Grant 41 5 41 0 0% 0 0 291 330 86 325 (5) -2% 21 (26) 0 Housing Asset and Investment 0 (1) (1) (1) 0% 0 (1) (569) (589) (227) (589) 0 0% 0 0 4,100 3,156 912 3,676 520 16.46% 361 159 Service / Subjective Summary Annual Variance 2024/25 Communities Homeless Persons Private Sector Housing Anti Social Behaviour Housing Maintenance Trading A/c Total Net Expenditure Working 4 U/ UK shared Prosperity ITEM 16 - APPENDIX 1 Page 141
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 30 June 2024 PERIOD 3 Actual Outturn 2023/24 Service Summary Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status £000 £000 £000 £000 £000 % 20,580 Employee 19,179 4,541 19,204 26 0% 2,496 Property 2,747 199 2,712 (35) -1% 1,323 Transport and Plant 1,224 303 1,218 (6) 0% 6,335 Supplies, Services and Admin 5,953 1,514 5,874 (79) -1% 4,406 Payments to Other Bodies 3,893 884 4,081 188 5% 29 Other 0 49 125 125 0% 35,168 Gross Expenditure 32,996 7,491 33,213 219 1% (31,069) Income (29,839) (6,579) (29,539) 301 1% 4,100 Net Expenditure 3,156 912 3,675 520 16% £000 £000 £000 £000 £000 % 2,718 Employee 2,460 582 2,469 9 0% 0 Property 0 0 0 0 0% 15 Transport and Plant 18 2 11 (7) -37% 79 Supplies, Services and Admin 96 2 98 2 2% 1,898 Payments to Other Bodies 1,484 351 1,685 201 14% 29 Other 0 49 125 125 0% 4,740 Gross Expenditure 4,058 986 4,388 330 8% (2,156) Income (2,104) (276) (2,104) 0 0% 2,584 Net Expenditure 1,954 710 2,284 330 17% £000 £000 £000 £000 £000 % 888 Employee 498 173 727 229 46% 0 Property 17 0 0 (17) -98% 7 Transport and Plant 5 1 7 2 43% 98 Supplies, Services and Admin 103 12 69 (34) -33% 166 Payments to Other Bodies 233 134 236 3 1% 0 Other 0 0 0 0 0% 1,160 Gross Expenditure 856 319 1,039 183 21% (209) Income (71) (15) (101) (30) -43% 951 Net Expenditure 785 304 938 153 19% £000 £000 £000 £000 £000 % 2,887 Employee 2,794 643 2,832 39 1% 2,181 Property 2,244 124 2,226 (18) -1% 25 Transport and Plant 25 5 24 (1) -4% 146 Supplies, Services and Admin 100 29 116 16 16% 1,009 Payments to Other Bodies 958 108 958 0 0% 0 Other 0 0 0 0 0% 6,249 Gross Expenditure 6,121 910 6,156 36 1% (5,421) Income (5,501) (875) (5,494) 6 0% 828 Net Expenditure 620 35 662 42 7% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 15 Payments to Other Bodies 15 0 15 0 0% 0 Other 0 0 0 0 0% 15 Gross Expenditure 15 0 15 0 0% 0 Income 0 0 0 0 0% 15 Net Expenditure 15 0 15 0 0% Private Sector Housing Annual Variance 2024/25 All Services Working 4 U/ UK shared Prosperity Communities Homeless Persons ITEM 16 - APPENDIX 2 Page 142
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WEST DUNBARTONSHIRE COUNCIL Appendix 2 REVENUE BUDGETARY CONTROL 2024/25 HOUSING AND COMMUNITIES COMMITTEE DETAIL YEAR END DATE 30 June 2024 PERIOD 3 Actual Outturn 2023/24 Service Summary Total Budget 2024/25 YTD Spend 2024/25 Forecast Spend 2024/25 RAG Status Annual Variance 2024/25 £000 £000 £000 £000 £000 % 44 Employee 41 10 41 0 0% 121 Property 241 5 241 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 205 46 205 0 0% 0 Other 0 0 0 0 0% 412 Gross Expenditure 487 61 487 0 0% (412) Income (446) (56) (446) 0 0% - Net Expenditure 41 5 41 0 1% £000 £000 £000 £000 £000 % 278 Employee 279 56 293 14 5% 78 Property 86 29 86 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 102 Payments to Other Bodies 114 24 97 (16) -14% 0 Other 0 0 0 0 0% 458 Gross Expenditure 480 110 477 (2) 0% (167) Income (150) (24) (153) (3) -2% 291 Net Expenditure 330 86 325 (5) -2% …………………………………………………………………………………………………………………………………………………………………………………………. £000 £000 £000 £000 £000 % 406 Employee 465 95 399 (66) -14% 0 Property 0 0 0 0 0% 2 Transport and Plant 3 0 3 0 0% 1 Supplies, Services and Admin 0 0 0 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 409 Gross Expenditure 468 95 402 (66) -14% (409) Income (468) (96) (403) 65 14% - Net Expenditure 0 (1) (1) (1) 0% £000 £000 £000 £000 £000 % 13,357 Employee 12,642 2,982 12,442 (200) -2% 116 Property 159 40 159 0 0% 1,273 Transport and Plant 1,173 295 1,173 0 0% 6,011 Supplies, Services and Admin 5,654 1,472 5,591 (63) -1% 969 Payments to Other Bodies 884 221 884 0 0% 0 Other 0 0 0 0 0% 21,726 Gross Expenditure 20,512 5,010 20,249 (263) -1% (22,295) Income (21,101) (5,237) (20,838) 263 1% (569) Net Expenditure (589) (227) (589) 0 0% Housing Maintenance Trading A/c Private Sector Housing Grant Anti Social Behaviour Housing Asset and Investment Page 143
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 YEAR END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Communities 785 938 153 19% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Asset and Investment 0 (1) (1) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Housing Maintenance Trading A/c (589) (589) 0 0% 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 a positive variance due to vacant posts within the service. The supplies and services underspend is due to the service undertaking less work that originally anticipated. Inc Income recovery is slightly less then budget due to the service undertaking less work than originally anticipated. None Required Service will achieve its surplus of £589,000 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 slight favouravble variance Budget Details Variance Analysis Variance 30 June 2024 This service provides support to communities There have been delays in achieving the communities restructure savings Progression with restructure Adverse variance ITEM 16 - APPENDIX 3 Page 144
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Reference Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 1 Reduces the budget that funds furniture for temporary accommodation from £1,065 per property to £1,000 per property HE07 16 16 0 2 Reduce funding provided to YSortIt by 25% HE02 29 29 0 3 Reduce funding provided to LCCR by £40k HE06 40 40 0 4 Review the Communities team reducing the delivery of community based services CCF26 87 67 20 Delay in implementation, in year shortfall will be covered by the smoothing fund. Full year savings expected in future years. 5 Removal of GF Contribution to Housing Asset & Investment Team HE05 50 50 0 222 202 20 STATUS: COMPLETE ITEM 16 - APPENDIX 4 Page 145
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Housing and Communities Committee: 21 August 2024 ___________________________________________________________________ Subject: Housing Revenue Account Budgetary Control Report to 30 June 24 (Period 03) 1. Purpose 1.1 The purpose of the report is to provide members with an update on the HRA revenue account financial performance at 30 June 2024 (Period 03) 2. Recommendations 2.1 Members are asked to: i. note the HRA revenue account is forecasting an adverse variance of £0.082m. The adverse variance will be offset by using £0.082m of 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 £0.886m which is below the prudential target of £1.064m. iii. note that work will continue to identify efficiencies across all areas of the HRA revenue account 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. 3. Background Revenue 3.1 The Council approved a £53.218m HRA revenue budget for 2024/2025 on the 6th of March 2024 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. ITEM 17 Page 147
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Budget Overspends Loan Charges - £2.353m 4.2 The main pressure on the HRA revenue account continues to be elevated borrowing costs leading to higher interest and expense payments on new borrowing and debt refinancing. The HRA loan charge budget 2024/2025 of £22.092m assumed an HRA debt interest rate of 4.20%. Local authority interest rates have not reduced to the extent anticipated when the Council went to rent consultation in the last quarter of 2023 and drafted the 2024/2025 HRA budget. The current forecast is for the HRA debt interest rate to be 4.75% in 2024/2025 and for loan interest and expense costs to be £1.577m more than 2024/2025 budget. 4.3 A further pressure on the HRA loan charge budget is higher than planned debt repayments. The HRA repays capital borrowing over the expected economic life of the asset invested in. (E.g. heating systems – 20 years, new build properties – 60 years). The HRA debt repayment period has decreased (leading to higher annual debt repayment) as the Council has recently reprofiled capital expenditure on housing stock to increase the condition of the asset to allow a quicker turnaround of void properties – more information is provided at paragraph 4.10. Furthermore, the Council has also restructured its borrowings to reduce its exposure to higher interest debt. This debt restructuring is beneficial over the medium / longer term but incurs higher debt repayment costs in the short term. Debt repayments are forecast to be £0.776 more than the 2024/2025 budget. 4.4 Officers are currently reviewing the Council’s HRA loan charge accounting arrangements to explore options to reduce expenditure in the short term and to alleviate the financial pressures on the HRA account. The findings of this review will be reported in a future budgetary control report to this committee. Council Tax on Void Properties - £0.097m 4.5 Council tax payments for longer term void houses are forecast to exceed budget. The main factor behind HRA properties incurring a council tax liability are delays resolving issues with debt on meters and with meter reconnections. The poor performance of the utility companies is adversely impacting on the length of time properties are void and leading to more empty properties incurring a council tax liability. Officers continue to work with utility companies to drive sustainable improvement in this challenging area and to minimise the number of longer-term voids and the attendant council tax liability. Other Expenditure - £0.068m 4.6 The key adverse variance is a forecast rent abatement overspend of £0.050m. Demand is exceeding the new reduced abatement budget. There has been considerable progress in reducing this area of spend with the 2024/2025 rent abatement spend forecast to be more than £300,000 less than the 2023/2024 spend. Officer will continue to tightly control this budget to minimise spend. Page 148
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Budget Underspends 4.7 The HRA cost pressures detailed above present significant financial challenges for the Housing Revenue Account. Officers have reviewed the HRA spend to explore any efficiencies and to identify the scope to reduce short term HRA cost pressures. Two key areas have been identified that are forecast to deliver an offsetting budget underspend of £2.434m Employee Costs - £0.400m 4.8 The HRA employee cost budget is £7.649m. The spend against this budget is influenced by staff turnover, staff overtime spend and the success in recruiting to posts as they become vacant. Management is targeting additional staffing efficiencies to deliver a £0.400m underspend against budget in 2024/2025, including tighter controls on staff recruitment and overtime together with a review of the HRA staff recharge the HRA capital account and the General Fund account. Repair & Maintenance – £1.996m 4.9 The HRA repair and maintenance budget is £15.058m. This budget primarily funds reactive repairs, void repairs, planned maintenance, compliance works, and environmental works. 4.10 The Housing senior management team reviewed the repairs spend and identified a potential £1.977m saving against the 2024/2025 repair and maintenance budget by identifying revenue spend that qualifies for capitalisation. A review of specific workstreams assessed that some works extend the lifespan of assets, specifically work conducted in void properties to bring properties back to relet standard are significant and include component renewals. Furthermore, the completion of an Electrical Installation Condition Report (EICR) is complementary to the environmental sensor installation programme. 4.11 Housing Servies staff are also in discussion with Greenspace colleagues to identify and deliver a £0.062m saving by revising work specifications and by placing tighter controls over the work instructed by Housing staff. 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. Page 149
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7. Risk Analysis 7.1 The main financial risks to the ongoing financial position relate to unforeseen cost being identified between now and the end of the financial year. This can affect all service areas. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9. Consultation 9.1 The views of both Housing management and Legal Services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer – Resources Date: 21 August 2024 ___________________________________________________________________ Person to Contact: Jim McCarron - Business Unit Finance Partner 16 Church Street, Dumbarton, G82 1QL, Telephone: 07772 322055 e-mail james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Budgetary Position (Revenue) Appendix 2 - Variance analysis (Revenue) Background Papers: None Wards Affected: All Page 150
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2024/25 PERIOD END DATE Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 Annual RAG Status £000 £000 £000 £000 % Employee Costs 7,649 1,669 7,249 (400) -5% Property Costs 2,600 650 2,600 0 0% Transport Costs 148 40 161 13 0% Supplies, Services And Admin 418 103 411 (7) -2% Support Services 2,788 696 2,785 (3) 0% Other Expenditure 330 160 398 68 21% Repairs & Maintenance 15,208 3,026 13,169 (2,039) -13% Bad Debt Provision 876 219 876 0 0% Void Loss (Council Tax / Lost Rents) 1,109 364 1,206 97 9% Loan Charges 22,092 6,111 24,445 2,353 11% Total Expenditure 53,218 13,038 53,300 82 0% House Rents (51,049) (13,028) (51,049) 0 0% Lockup Rents (215) (54) (215) 0 0% Factoring/Insurance Charges (1,555) (389) (1,555) 0 0% Other rents (130) (33) (130) 0 0% Interest on Revenue Balance (146) (37) (146) 0 0% Miscellaneous income (123) (31) (123) 0 0% Transfer to / from Reserves 0 0 0 0 0% Total Income (53,218) (13,572) (53,218) 0 0% Net Expenditure 0 (534) 82 82 30 June 2024 Subjective Summary Forecast Variance 2024/25 ITEM 17 - APPENDIX 1 Page 151
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WEST DUNBARTONSHIRE COUNCIL HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 30 June 2024 PERIOD 3 Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Employee Costs 7,649 7,249 (400) -5% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Other Expenditure 330 398 68 21% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Repairs & Maintenance 15,208 13,169 (2,039) -13% Main Issues Mitigating Action Anticipated Outcome Variance Analysis Variance Analysis Subjective Analysis Forecast Variance 2024/25 RAG Status Subjective Description Cost of employees charged directly to the HRA. Variance Narrative An employee cost underspend is anticipated as management target staffing efficiencies, including tighter controls on staff recruitment and overtime. None required. A year end underspend. Subjective Analysis Forecast Variance 2024/25 RAG Status Subjective Analysis Forecast Variance 2024/25 RAG Status Subjective Description Rent abatements, support for young tenants, legal and banking expenses, and other sundry costs. Variance Narrative A rent abatement overspend of £50k is forecast because demand is exceeding the new reduced abatement budget. It is worth noting that the 2024/2025 rent abatement spend is forecast to be more than £300,000 less than the 2023/2024 spend. Housing Operations and Building Service will continue to place the strictest controls over the abatement process to minimise this spend. A year end overspend. Variance Analysis Subjective Description Responsive and planned repair and maintenance services to houses and lockups and income recovered from tenant rechargeable and owner occupier repairs. Variance Narrative Officers have reviewed the repairs spend and identified a potential saving against the 2024/2025 repair and maintenance budget by transferring spend charged to revenue to the capital programme. A review of specific workstreams identified revenue funded works that extend the lifespan of the assets. Specifically work carried out in void properties to bring these back to relet standard are significant and include component renewals. Furthermore, the completion of an Electrical Installation Condition Report (EICR) is complementary to the environmental sensor installation programme. None required A year end underspend. ITEM 17 - APPENDIX 2 Page 152
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 HRA REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 MONTH END DATE 30 June 2024 PERIOD 3 Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Void Loss (Council Tax / Lost Rents) 1,109 1,206 97 9% Main Issues Mitigating Action Anticipated Outcome Budget 2024/25 Forecast Spend 2024/25 £000 £000 £000 % Loan Charges 22,092 24,445 2,353 11% Main Issues Mitigating Action Anticipated Outcome Lost rental income for void houses and lockups and the cost of council tax on long term void properties Variance Analysis Subjective Analysis Forecast Variance 2024/25 RAG Status Subjective Description Local authority borrowing costs for medium / long term Public Works Loan Board (PWLB) debt and short term debt have remained high. The higher interest rates are driving up HRA debt financing costs. The HRA budget assumed that borrowing rates would reduce in 2024/2025. Whilst Interest rates are expected to fall in the second half of this financial year, we expect 2024/2025 borrowing rates to be significantly higher than budgeted. The Council will continue to actively manage its external / internal borrowing to ensure that borrowing costs are minimised A year end overspend. Variance Narrative Variance Narrative Council tax payments for longer term void houses are forecast to exceed budget. There is limited progress being made with utility companies as council staff try and resolve debt on meters and meter reconnections. The poor performance of the utility companies adversely impacts on the length of time properties are void and leads to more empty properties incurring a council tax liability. Housing staff will continue to engage with utility companies to highlight meter issues that are preventing properties being available for let. Housing and Building Services staff will continue to prioritise the repair and subsequent allocation of longer term void properties. A year end overspend. Variance Analysis Subjective Analysis Forecast Variance 2024/25 RAG Status Subjective Description Loans Fund repayments and the payment of interest and expenses on outstanding HRA debt. Page 153
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer - Resources Housing and Communities Committee: 21 August 2024 ___________________________________________________________________ Subject: Housing Revenue Account (HRA) Capital Budgetary Control Report to 30 June 2024 (Period 3) 1. Purpose 1.1 This report provides an update on the HRA capital programme to 30 June 2024. 2. Recommendations 2.1 Committee is asked to: i) Note the current position of the 2024/25 HRA capital budget and the HRA capital plan. ii) Note that in year financial performance is monitored against a 2024/25 capital expenditure budget of £73.664m and a 2024/25 capital income budget of £10.003m. iii) Note that project life performance is monitored against a project life expenditure budget of £319.738m and a project life income budget of £54.577m iv) Note that all projects are currently on track regarding achieving the planned completion dates and delivering within the updated capital budget. v) Approve the procurement and award of the CCTV upgrade project by the Chief Officer – Housing and Employability in consultation with the Procurement Manager, as set out in paragraph 4.4, to appoint the contractor of the returned tender if the contract cost being within the approved budget and the tender being in line with normal tender parameters. 3. Background 3.1 On 6 March 2024 the Council approved the updated Housing Revenue Account Capital Plan for 2024/2025 to 2028/2029. 3.3 Since then budget adjustments have taken place to bring forward in year project under/over spends during 23/24, to reflect up to date information on progress delivering the plan and any need for budget acceleration and budget deceleration from / to future years, and to update the expenditure and income budgets for Affordable Housing Supply projects to reflect the 2023/2024 outturn and to reflect that the most recent cost and income forecasts The ITEM 18 Page 155
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budget adjustments result in revised capital budgets as set out in Exhibit 1. Members will note that the prudential borrowing requirement for current HRA capital projects has reduced by £5.901m since Council approved the HRA capital plan in March 2024. The reduced borrowing requirement mainly reflects an upward revision to the amount of Affordable Housing Supply grant income following recent discussions with Scottish Government officials. Exhibit 1: Revised HRA Capital Budget 2024/2025 – 20278/2029 2024/25 BCR03 (£m) Project Life BCR03 (£m) Project Life March 24 (£m) Other Capital Expenditure 7.165 27.129 27.180 Major Component Replacement 19.795 92.604 92.604 Void Capital 4.902 19.212 20.712 Structural & Environmental 2.767 14.175 14.175 Support Costs 2.761 14.367 14.367 Affordable Housing Supply Programme 36.274 152.251 149.053 Total Expenditure 73.664 319.738 318.091 Total Income 10.003 54.577 47.029 Prudential Borrowing 63.661 265.161 271.062 4. Main Issues 4.1 Progress against the 2024/25 capital plan is detailed in: Appendix 1 – Project Life Summary Appendix 2 – All Approved Projects 4.2 The overall programme summary report at Appendix 1 shows that at this early stage in the financial year planned expenditure and planned income are both in line with budget. Appendix 1 reports that there are twenty-nine capital projects where expenditure / income budget is tracked over the multi-year life of the project and twenty-eight projects classified as rolling programme projects, which is programmes of work where an annual budget is set each year that takes account of demand, cost, and affordability. 4.3 Appendix 2 shows all projects with approved in year and project life budgets as well as forecast expenditure / income. The appendix highlights a 2024/25 expenditure budget of £73.664m and a forecast spend of £73.664m. The 2024/25 income budget is £10.003m with a forecast income of £10.003m. Budget assumptions are required to forecast costs / income, especially where projects span multi-year and project finances have yet to be finalised. It is therefore likely that the projected year end budgetary position will change during the year. 4.4 The council has secured funding of £681,000 from UK Shared Prosperity Fund and this is being matched by £750,000 of HRA capital funding to upgrade the current CCTV network provision. The upgrade works will significantly improve existing technical capability and quality of CCTV provision. Page 156
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Council officers have developed a strategy to appoint an experienced and capable contractor to undertake the works using the Crown Commercial Services Framework Agreement. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) Because of current market conditions, inflation is at an all-time high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ________________ Page 157
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Laurence Slavin Chief Officer – Resources Date: 21 August 2024 Person to Contact: Jim McCarron Business Partner, Finance E-mail: james.mccarron@west-dunbarton.gov.uk Appendices: Appendix 1 - Project Life Summary Appendix 2- Details of all Projects Background Papers: Housing Revenue Account (HRA) Capital Investment Programme, Revenue Budget, and Rent Levels for 2024/25 - Council 6 March 2024. Wards Affected All Wards Page 158
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Period 3 - 30 June 2024 Summary HRA Capital Expenditure Project Life Budget Project Life Forecast Spend Project Life Variance Rolling Programmes Projects Projects On Track / Complete Projects Off Track £000 £000 £000 Other Capital Expenditure 27,129 27,129 - 5 3 3 - Major Component Replacement 92,604 92,604 - 10 1 1 - Void Capital 19,212 19,212 - 1 - - - Structural & Environmental 14,175 14,175 - 3 1 1 - Support Costs 14,367 14,367 - 1 - - - Affordable Housing Supply Programme 152,251 152,251 - 5 12 12 - Total Expenditure 319,738 319,738 - 25 17 17 - Total Income (54,577) (54,577) - 3 12 12 - Total 265,161 265,161 - 28 29 29 - ITEM 18 - APPENDIX 1 Page 159
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All Approved HRA Capital Projects at Period 3 _ 30 June 2024 Ref Project Category Planned End Date Project Life Budget Expenditure to 31 /3/24 Expenditure to Date Projected Future Spend Project Life Forecast Spend Project Variance Approved Budget 2024/25 Expenditure to Date 2024/25 Projected Spend 2024/25 In Year Variance 2024/25 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 OCE1 Special Needs Adaptations Rolling 31/03/2025 3,408 - 157 3,251 3,408 - 655 157 655 - OCE2 Capitalised Minor Works Rolling 31/03/2025 10,945 - 593 10,352 10,945 - 3,000 593 3,000 - OCE3 Better Homes Priority Budget Rolling 31/03/2025 1,680 - 1 1,679 1,680 - 705 1 705 - OCE4 Environmental Sensors Programme Project 31/03/2029 10,000 143 378 9,622 10,000 - 2,000 235 2,000 - OCE5 Housing CCTV Installation Programme Project 31/03/2025 750 - - 750 750 - 750 - 750 - OCE6 QL Development Rolling 31/03/2025 109 - - 109 109 - 21 - 21 - OCE7 Gypsy Travellers Site Rolling 31/03/2025 141 - - 141 141 - 34 - 34 - OCE8 Airport Noise Project 31/03/2026 96 - - 96 96 - - - - - Other Capital Expenditure 27,129 143 1,129 26,000 27,129 - 7,165 986 7,165 - MCR1 Targeted SHQS /EESSH compliance works Rolling 31/03/2025 32,632 - 1,066 31,566 32,632 - 6,537 1,066 6,537 - MCR2 External Component Renewal - Roofs Rolling 31/03/2025 13,010 - 408 12,602 13,010 - 2,500 408 2,500 - MCR3 Doors/Windows Component Renewals Rolling 31/03/2025 14,599 - 1,217 13,382 14,599 - 5,011 1,217 5,011 - MCR4 District Heating Project 31/03/2030 6,400 - - 6,400 6,400 - - - - - MCR5 External Stores / Garages / Bin Stores Rolling 31/03/2025 245 - - 245 245 - 47 - 47 - MCR6 Secure entry component renewals Rolling 31/03/2025 245 - 12 233 245 - 47 12 47 - MCR7 Statutory / Regulatory Compliance Works Rolling 31/03/2025 976 - - 976 976 - 294 - 294 - MCR8 Heating Improvement Works Rolling 31/03/2025 8,800 - 376 8,424 8,800 - 1,900 376 1,900 - MCR9 Energy Improvements / Energy Efficiency Works Rolling 31/03/2025 295 - - 295 295 - 57 - 57 - MCR10 Kitchen Upgrade Rolling 31/03/2025 12,102 - 796 11,306 12,102 - 2,652 796 2,652 - MCR11 Bathroom & Shower Replacement Rolling 31/03/2025 3,300 - 144 3,156 3,300 - 750 144 750 - Major Component Replacement 92,604 - 4,019 88,585 92,604 - 19,795 4,019 19,795 - VOC1 Void House Strategy Programme Rolling 31/03/2025 19,212 - 1,260 17,952 19,212 - 4,902 1,260 4,902 - Void Capital 19,212 - 1,260 17,952 19,212 - 4,902 1,260 4,902 - STE1 Defective structures/component renewals Rolling 31/03/2025 2,210 - 147 2,063 2,210 - 712 147 712 - STE2 Environmental Renewal - Paths & Environment Rolling 31/03/2025 5,559 - 245 5,314 5,559 - 1,068 245 1,068 - STE3 Asbestos Management Works Rolling 31/03/2025 1,235 - - 1,235 1,235 - 237 - 237 - STE4 Multi Storey Flat Strategy Project 31/03/2029 5,171 65 66 5,105 5,171 - 750 1 750 - Structural & Environmental 14,175 65 458 13,717 14,175 - 2,767 393 2,767 - SUP1 Salaries / Central Support / Overhead Rolling 31/03/2025 14,367 - 690 13,677 14,367 - 2,761 690 2,761 - Support Costs 14,367 - 690 13,677 14,367 - 2,761 690 2,761 - AHP1 Buy Backs Rolling 31/03/2025 20,522 - 906 19,616 20,522 - 4,670 906 4,670 - AHP2 Demolition Programme Rolling 31/03/2025 485 - 112 373 485 - 485 112 485 - AHP3 Contingency Rolling 31/03/2025 520 - - 520 520 - 100 - 100 - AHP4 Clydebank East Project 30/04/2025 32,894 22,334 26,833 6,061 32,894 - 9,700 4,499 9,700 - AHP5 Pappert Project 31/05/2025 10,517 601 1,752 8,765 10,517 - 9,653 1,151 9,653 - AHP6 Mount Pleasant Project 31/03/2025 6,005 555 974 5,031 6,005 - 4,396 419 4,396 - AHP7 7-9 Gilmour Avenue Project 30/09/2024 574 40 45 529 574 - 534 5 534 - AHP8 Willox Park Phase1 Project 30/09/2025 5,143 401 406 4,737 5,143 - 2,500 5 2,500 - AHP9 Bank Street Project 31/12/2025 7,549 231 248 7,301 7,549 - 518 17 518 - AHP10 Bonhill Gap Sites Project 31/03/2026 11,536 70 121 11,415 11,536 - 514 51 514 - AHP11 Clydebank Health Centre Project 30/09/2026 10,594 704 712 9,882 10,594 - 390 8 390 - AHP12 Silverton Project 31/01/2027 2,537 33 35 2,502 2,537 - 429 2 429 - AHP13 Queen Mary Avenue Project 30/11/2026 4,556 32 36 4,520 4,556 - 120 4 120 - AHP14 Queens Quay Site C Project 31/12/2029 8,231 31 31 8,200 8,231 - 1,000 - 1,000 - AHP15 Dennystoun Forge – New Build Project 31/03/2026 4,000 - 30 3,970 4,000 - 250 30 250 - AHP16 Future New Build & Related Regeneration Projects Rolling 31/03/2025 24,515 - - 24,515 24,515 - 515 - 515 - AHP17 Fees, Staffing Costs, contingency Rolling 31/03/2025 2,073 - 125 1,948 2,073 - 500 125 500 - Affordable Housing Supply Programme 152,251 25,032 32,366 119,885 152,251 - 36,274 7,334 36,274 - Total Expenditure 319,738 25,240 39,922 279,816 319,738 - 73,664 14,682 73,664 - Full Project Life In Year ITEM 18 - APPENDIX 2 Page 160
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All Approved HRA Capital Projects at Period 3 _ 30 June 2024 Appendix 2 Project Category Planned End Date Project Life Budget Income to 31 /3/24 Income to Date Projected Future Income Project Life Forecast Income Project Variance Approved Budget 2024/25 Income to Date 2024/25 Projected Income 2024/25 In Year Variance 2024/25 £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 CAPI1 Scottish Govt Buyback Grant Rolling 31/03/2025 (9,451) - (666) (8,785) (9,451) - (2,858) (666) (2,858) - CAPI2 Clydebank East Project 30/04/2025 (12,605) (12,605) (12,605) - (12,605) - 0 - - - CAPi3 Pappert Site Project 31/05/2025 (3,725) (172) (672) (3,053) (3,725) - (3,303) (500) (3,303) - CAPI4 Mount Pleasant Project 31/03/2025 (1,838) (467) (467) (1,371) (1,838) - (1,371) - (1,371) - CAPI5 7-9 Gilmour Avenue Project 30/09/2024 (195) - - (195) (195) - (195) - (195) - CAPI6 Willox Park Phase1 Project 30/09/2025 (1,489) (414) (459) (1,030) (1,489) - (1,075) (45) (1,075) - CAPI7 Bank Street Project 31/12/2025 (2,108) (258) (258) (1,850) (2,108) - 0 - 0 - CAPI8 Bonhill Gap Sites Project 31/03/2026 (4,790) (189) (189) (4,601) (4,790) - 0 - 0 - CAPI9 Clydebank Health Centre Project 30/09/2026 (3,785) (585) (585) (3,200) (3,785) - (200) - (200) - CAPI10 Silverton Project 31/01/2027 (1,000) - - (1,000) (1,000) - 0 - - - CAPI11 Queen Mary Avenue Project 30/11/2026 (1,600) (140) (140) (1,460) (1,600) - 0 - - - CAPI12 Queens Quay Site C Project 31/12/2029 (3,086) (2,086) (2,086) (1,000) (3,086) - (1,000) - (1,000) - CAPI13 Dennystoun Forge – New Build Project 31/03/2026 (2,000) - - (2,000) (2,000) - 0 - - - CAPI14 Future new build sites & related regeneration projects Rolling 31/03/2025 (6,900) - - (6,900) (6,900) - 0 - - - CAPI15 HRA Loan Repayments Rolling 31/03/2025 (5) - - (5) (5) - (1) - (1) - Total Income (54,577) (16,916) (18,127) (36,450) (54,577) - (10,003) (1,211) (10,003) - Prudential Borrowing Requirement 265,161 8,324 21,795 243,366 265,161 - 63,661 13,471 63,661 - Full Project Life In Year Page 161