Document Pack (Bookmarked) IRED 22 05 24
West Dunbartonshire Council · 22 May 2024
Back to Infrastructure, Regeneration & Economic Development Committee — 22 May 2024 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 22 May 2024 ___________________________________________________________________ Time: 10:00 ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Infrastructure, Regeneration and Economic Development 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 David McBride (Chair) Councillor Jonathan McColl Councillor Michelle McGinty Councillor John Millar Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor Gordon Scanlan Councillor Hazel Sorrell Councillor Clare Steel Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer – Regulatory and Regeneration Chief Officer – Roads and Neighbourhood Chief Officer – Resources Date of Issue: 9 May 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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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE WEDNESDAY, 22 MAY 2024 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETINGS 7 - 15 Submit for approval as a correct record, the Minutes of the Meetings of the Infrastructure, Regeneration and Economic Development Committee held: (a) Ordinary meeting – 7 February, and (b) Special meeting – 21 February 2024. 7/ Page 3
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7 ROADS AND NEIGHBOURHOOD 23/24 DELIVERY PLAN 17 - 52 YEAR-END REPORT AND ROADS AND NEIGHBOURHOOD 24/25 DELIVERY PLAN Submit report by the Chief Officer – Roads and Neighbourhood setting out the year- end progress of the 2023/24 Delivery Plan and presenting the new Delivery Plan for 2024/25. 8 REGULATORY AND REGENERATION DELIVERY PLAN 53 - 73 2023/24 - ECONOMIC DEVELOPMENT YEAR-END PROGRESS & REGULATORY AND REGENERATION DELIVERY PLAN 2024/25 - ECONOMIC DEVELOPMENT Submit report by the Chief Officer – Regulatory and Regeneration setting out the year-end progress of the 2023/24 Delivery Plan and presenting the new Delivery Plan for 2024/25 in relation to Economic Development. 9 RESOURCES DELIVERY PLAN 2023/24 YEAR-END 75 - 89 PROGRESS (ASSET MANAGEMENT) AND RESOURCES DELIVERY PLAN 2024/25 (ASSET MANAGEMENT) Submit report by the Chief Officer – Resources providing setting out the year-end progress of the 2023/24 Delivery Plan and presenting the new Delivery Plan for 2024/25 in relation to Asset Management. 10 PROTOCOL FOR ROAD WORKS ON TRAFFIC SENSITIVE 91 - 108 ROADS Submit report by the Chief Officer – Roads and Neighbourhood providing the procedures and protocols that officers will follow in regard to management of road works on our traffic sensitive roads. 11 GLASGOW CITY REGION: ELECTRIC VEHICLE 109 - 184 CHARGING INFRASTRUCTURE COLLABORATION Submit report by the Chief Officer – Roads and Neighbourhood providing an update on work undertaken to develop a collaborative approach to expanding the public electric vehicle charging infrastructure network across the eight local authorities of Glasgow City Region and seeking approval for the next steps required to progress towards a commercial delivery arrangement. 12/ Page 4
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12 UPDATE TO PARK MANAGEMENT RULES 185 - 199 Submit report by the Chief Officer – Regulatory and Regeneration seeking approval to consult upon the proposed revised Management Rules for the Administration of Parks and Open Spaces. 13 LEASE OF WEST DUNBARTONSHIRE ACTIVITY CENTRE, 201 - 204 73 ARDOCH CRESCENT, BRUCEHILL, DUMBARTON. Submit report by the Chief Officer – Resources seeking approval for the lease of West Dunbartonshire Activity Centre (the Centre) to West Dunbartonshire Gymnastics Club (the Club). 14 SALE OF SITE AT BURROUGHS WAY, VALE OF LEVEN 205 - 211 INDUSTRIAL ESTATE, DUMBARTON. Submit report by the Chief Officer – Resources seeking approval to dispose of development site at Burroughs Way, Dumbarton (the Site) to Hargreaves Land Ltd. 15 SALE OF WDC GROUND LEASE INTEREST 213 - 215 AT 578 GLASGOW ROAD, CLYDEBANK G81 1NH Submit report by the Chief Officer – Resources seeking approval to dispose of the Council’s ground lease interest at 578 Glasgow Road, Clydebank to Condie Investments Ltd. 16 DISPOSAL OF LAND BETWEEN 44 - 48 TOWNEND ROAD, 217 - 219 DUMBARTON G82 2AN Submit report by the Chief Officer – Resources seeking approval to enter into a contract for the disposal of land at 44 - 48 Townend Road Dumbarton to Mr Peter Doherty. 17 INFRASTRUCUTRE, REGENERATION AND ECONOMIC 221 - 250 DEVELOPMENT BUDGETARY CONTROL REPORT 2023/24 TO PERIOD 10 (31 JANUARY 2024) Submit report by the Chief Officer – Resources providing an update on the financial performance to 31 January 2024 (Period 10) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). Page 5
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE At a Hybrid Meeting of the Infrastructure, Regeneration and Economic Development Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 7 February 2024 at 10.00 a.m. Present: Councillors David McBride, Jonathan McColl, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration; Michelle Lynn, Assets Coordinator; Gillian McNamara, Economic Development Manager; Laura Mason – Chief education Officer; Nigel Ettles; Principal Solicitor and Nicola Moorcroft, Committee Officer. Apology: An apology for absence was intimated on behalf of Councillor John Millar. Also Attending: Gillian Kirkwood, Chief Executive Officer, Y-Sort-It Councillor David McBride in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor David McBride, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting be done by roll call vote to ensure an accurate record. ITEM 6a 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 Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 1 November 2023 were submitted and approved as a correct record. ADJOURNMENT The meeting adjourned at 10.05 a.m. in order that technical difficulties could be resolved. The meeting reconvened at 10.11 a.m. with all those Members listed in the sederunt in attendance. CLYDEBANK: LONG TERM PLAN FOR TOWNS FUND A report was submitted by the Chief Officer – Regulatory and Regeneration, seeking approval for the establishment of a Clydebank Town Board including appointment of Chair and Deputy, and procurement of services to help the Council develop and deliver a Long-Term Plan and Investment Plan to fulfil the requirements of the Long- Term Plan for Towns Fund. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note that Clydebank was selected by UK Government as one of seven towns in Scotland to receive £20m of Long-Term Plan for Towns Fund split into 75% capital funding and 25% revenue funding; (2) to note that the Council received £50k capacity funding in 2023/24 and would receive further £200k in 2024/25 to support the development of the Long- Term and Investment Plans; (3) to note the summary of the guidance for the Fund provided by UK Government Department of Levelling Up Housing and Communities; (4) to approve the establishment of a Clydebank Town Board with the range of Members suggested at Paragraph 4.4 of the Report; (5) to invite the meeting of Council on 27th March 2024 to nominate two elected members to the Clydebank Town Board; Page 8
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(6) to approve the appointment of Liz Connolly, Principal of West College Scotland, as Chairperson and delegates authority to the Chief Officer of Regulatory and Regeneration to appoint a Deputy for the Town Board; and (7) to delegate authority to the Chief Officer – Regulatory and Regeneration to procure and appoint consultants required to produce the Long-Term Plan and Investment Plan. COLLECTION, HAULAGE, PROCESSING, TREATMENT AND DISPOSAL OF BULKY WASTE A report was submitted by Chief Officer – Roads and Neighbourhood, advising that the award of the contract for the Collection, Haulage, Processing, Treatment and Disposal of Bulky Waste, was approved on 15 December 2023 by the Chief Officer – Roads and Neighbourhoods, after consulting with the Convenor of the Infrastructure, Regeneration and Economic Development Committee. After discussion and having heard the Chief Officer – Roads and Neighbourhood, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note that the contract is for a period of two years with the option of a one year extension and at a value of £4,953,600 inclusive of VAT, over two years and £7,430,400 inclusive of VAT should the contract be extended. The estimated commencement date of the contract is 1 January 2024; and (2) to note the approval was granted in accordance with Standing Orders Standing Order 35(b)(ii), (iii) and (iv). Due to the urgent need to ensure continuity of an essential statutory public service. “35 (b) Officers will exercise those powers referred to above in accordance with the following scheme: (ii) Delegated powers should generally not be exercised where any decision by an authorised officer would represent a departure from Council policy or procedure or would be contrary to a standing instruction of Council (or Committee), or would itself represent a significant development of policy or procedure. (iii) Such decisions will be referred to Council, or the appropriate Committee, except in the case of urgency, where the officer may, after consultation with the relevant Service Spokesperson or Convener of the appropriate Committee, exercise such delegated powers. (iv)Should such powers be exercised in urgent circumstance, a report will be submitted to the next appropriate Committee for noting. INFRASTRUCUTRE, REGENERATION AND ECONOMIC DEVELOPMENT BUDGETARY CONTROL REPORT 2023/24 TO PERIOD 7 (31 OCTOBER 2023) A report was submitted by the Chief Officer – Resources providing an update on the financial performance to 31 October 2023 (Period 7) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. Page 9
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After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the contents of this report showing the revenue budget forecast to overspend against budget by £1.945m (13.91%) at the year-end taking into account that this is subject to change; and (2) to note the net projected annual position in relation to relevant capital projects highlights a projected variance of £31.306m (42.28%) due to re-profiling. DISPOSAL OF 53A GEORGE STREET, BONHILL G83 9JQ A report was submitted by Chief Officer – Resources seeking approval for the Council to enter into a contract for the disposal of 53A George Street, Bonhill G83 9JQ to Sava Estates Ltd. After discussion, the Committee agreed:- (1) to approve the disposal of 53A George Street to Sava Estates Ltd. for £27,601; (2) to authorise the Chief – Officer Resources to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. SALE OF 7 BANK STREET, ALEXANDRIA G83 0NG A report was submitted by Chief Officer – Resources seeking approval for the Council to enter into a contract for the disposal of 7 Bank Street, Alexandria G83 0NG to Daveed Malik. After discussion, the Committee agreed:- (1) to approve the disposal of 7 Bank Street, Alexandria to Daveed Malik for £40,144; (2) to authorise the Chief Officer – Resources to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. SALE OF LAND ADJACENT TO 193 DUMBARTON ROAD, CLYDEBANK A report was submitted by Chief Officer – Resources seeking approval for the sale of land at Dumbarton Road, Clydebank to David Hamilton. Page 10
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After discussion the Committee agreed:- (1) to approve the sale of the land to David Hamilton at a price of £30,000; (2) to authorise the Chief Officer – Resources to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. SERVITUDE OF LAND ADJACENT TO DUNTIGLENNAN FIELDS DUNTOCHER A report was submitted by Chief Officer – Resources seeking approval to enter into a Servitude Agreement of land adjacent to Duntiglennan Fields, Duntocher, with BDW Trading Limited, trading as Barratt West Scotland (Barratt). After discussion and having heard the Asset Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve a Servitude Agreement of the land to BDW Trading Limited, trading as Barratt West Scotland; (2) to authorise the Chief Officer – Resources to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. LEASE OF THE HUB, KILBOWIE ROAD, CLYDEBANK A report was submitted by Chief Officer – Resources seeking approval for the Council to transfer The HUB, Kilbowie Road, Clydebank (the Hub) to Dynamite Gymnastics Club. Chair invited Gillian Kirkwood to address the Committee. Ms Kirkwood requested that the Committee delay any decision regarding the Hub until numerous queries had been answered. After discussion and having heard the Asset Co-ordinator in further explanation and in answer to Members’ questions, Councillor McBride, seconded by Councillor O’Neill, moved:- (1) Dynamite Gymnastics Management will be responsible for the full leasing and repair costs of the Hub but will work with existing users and West Dunbartonshire Leisure Trust in the coming months to try to help existing user groups, where possible to maintain their lets. However, Dynamic Gymnastics cannot reasonably be expected to subsidise the running costs of other groups. Therefore, the Chief Officer – Resources and Chief Officer – Regulatory and Regeneration in their negotiations, should consider whether there is scope to adjust the market rent to Dynamic Gymnastics so that they Page 11
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can consider protecting let costs for the current users for a minimum of two years. (2) to approve lease of the Hub for a period of 25 years, commencing 31 January 2025, to Dynamite Gymnastics Club for £42,000 per annum; (3) to authorise the Chief Officer – Resources to conclude negotiations; and (4) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. Councillor Traynor, seconded by Councillor McColl, submitted the following amendment, to Councillor McBride’s motion: Council requests that the decision around the lease of the HUB is continued until the next IRED meeting due to take place on May 22nd. This would allow time for further information to be provided to committee members about the plans from the group looking to take over the lease and give reassurance to the current user groups. On a roll call vote being taken 4 Members voted for the amendment, namely Councillors McColl, Pollock, Scanlan and Traynor and 5 Members voted for the motion namely, Councillors McBride, McGinty, O’Neill, Rooney, and Steel. The motion was accordingly, declared carried. LEASE OF KNOWES SPORTS PAVILION, FAIFLEY A report was submitted by Chief Officer – Resources seeking approval for the Council to transfer Knowes Sports Pavilion (Knowes) to Flourishing Faifley Community Group. After discussion and having heard the Asset Coordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the 25 year lease of Knowes Sports Pavilion to Flourishing Faifley Community Group with a target date of entry prior to 31 March 2024; (2) to authorise the Chief Officer – Resources to conclude negotiations; and (3) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. The meeting closed at 11.26 a.m. Page 12
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE At a Special Hybrid Meeting of the Infrastructure, Regeneration and Economic Development Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 21 February 2024 at 4.00 p.m. Present: Councillors David McBride, Jonathan McColl, Michelle McGinty, John Millar, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration; Michelle Lynn, Assets Coordinator; Gillian McNamara, Economic Development Manager; Nicola Moorcroft and Lynn Straker Committee Officers. Also Attending: John Dempster – Representative from Dumbarton United/ Dumbarton Riverside and Dumbarton Disability Football Clubs. Councillor David McBride in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor David McBride, Chair, advised that the meeting was being audio streamed and broadcast live to the internet and would be available for playback. DECLARATIONS OF INTEREST It was noted that there were no declarations of interest in any of the items of business on the agenda. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting be done by roll call vote to ensure an accurate record. ITEM 6b Page 13
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VARIATION IN ORDER OF BUSINESS Having heard the Chair, the Committee agreed to vary the order of business as hereinafter minuted. LEASE OF EAST END FOOTBALL PITCH, GLASGOW ROAD, DUMBARTON G82 1RH A report was submitted by Chief Officer – Resources seeking approval to transfer East End Football Pitch and associated Pavilion, Glasgow Road, Dumbarton G82 1RH to St Patrick’s Former Pupils. Chair invited John Demspter to address the Committee. Mr Dexter was heard and requested that the Committee delay any decision regarding the lease of East End football pitch, until all users had been consulted. After discussion and having heard the Asset Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the lease of East End Football Pitch and associated Pavilion for a period of ten years to St Patrick’s Former Pupils; (2) that there is an engagement exercise with the current users and St. Patrick’s Former Pupils, facilitated by Officers, to understand all concerns and reach an agreement, going forward, on future usage, including face to face meetings with all three parties. If agreement is reached between them, Officers should proceed to conclude in consultation with the Convener. If agreement is not reached, no lease will be signed. (3) to authorise the Chief Officer – Resources, to conclude negotiations; and (4) to authorise the Chief Officer – Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. ADJOURNMENT The Chair adjourned the meeting for a short recess. The meeting reconvened at 16.43 p.m. with the Elected Members listed in the sederunt present. LOCAL HEAT AND ENERGY EFFICIENCY STRATEGY (LHEES) CONSULTATIVE DRAFT A report was submitted by Chief Officer – Regulatory and Regeneration, seeking approval for a draft Local Heat and Energy Efficiency Strategy (LHEES) 2024-2029. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed: Page 14
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(1) to approve the draft Local Heat and Energy Efficiency Strategy 2024-2029 and delegate authority to the Chief Officer – Regulatory and Regeneration to deliver against this plan; (2) to authorise commencement of public consultation of draft LHEES, following approval; and (3) to authorise development of Local Heat and Energy Efficiency Delivery Plan (LHEEDP) in line with the draft LHEES. NET ZERO COOPERATION AGREEMENT A report was submitted by Chief Officer – Roads and Neighbourhood, seeking permission to enter a Net Zero Cooperation Agreement developed between West Dunbartonshire Council and Glasgow City Council. The Agreement proposes to share expertise, skills, resources and infrastructure to help deliver the Council’s Climate Change Action Plans to deliver Net Zero ambitions. After discussion and having heard the Chief Officer – Roads and Neighbourhood Services in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the proposal to enter into the Net Zero Cooperation Agreement with Glasgow City Council; (2) to note that the agreement would be governed through the establishment of a Project Board; (3) to note that updates would be provided to committee within the Climate Change Action Plan annual monitoring report; and (4) to authorise the Chief Officer – Regulatory and Regeneration to enter the Net Zero Cooperation Agreement on such conditions as considered appropriate. LEASE OF WEST DUNBARTONSHIRE ACTIVITY CENTRE 73 ARDOCH CRESCENT, BRUCEHILL, DUMBARTON G82 4EN A report was submitted by Chief Officer – Resources seeking approval of the lease of West Dunbartonshire Activity Centre to West Dunbartonshire Gymnastics Club. The Chair advised that new information, regarding the above, had been provided to Council Officers. The Committee agreed to that this matter be continued at a future meeting of the IRED Committee. The meeting closed at 5.08 p.m. Page 15
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 22 May 2024 Subject: Roads and Neighbourhood Delivery Plan 2023/24 - Year-end Progress & Roads and Neighbourhood Delivery Plan 2024/25 1 Purpose 1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and presents the new Delivery Plan for 2024/25. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new plan for 2024/25. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2023/24 Year-end Performance 4.1 The 2023/24 Delivery Plan was presented to Infrastructure, Regeneration and Economic Development Committee on 24 May 2023 and mid-year progress reported on 1 November 2023. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Plan’s 35 actions is summarised below: Progress No. (%) Completed 31 (89%) Delayed 4 (11%) 4.4 Delayed actions relate to the following and will be carried forward and completed in 2024/25: ITEM 7 Page 17
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• Finalise the delivery of suitable new allotment sites – 80% complete; • Develop a new local bio diversity action plan – 66% complete; • Develop Ash die back action plan – 50% complete; • Undertake flood management Improvement Study for Dumbarton and Vale - 75% complete. 4.5 Year-end data is available for 20 of the Plan’s 22 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 17 (85%) Target narrowly missed 1 (5%) Target significantly missed 2 (10%) Performance Over Time No. (%) Improved over short term (including maintained high level of performance) 10 (50%) Improved over longer term (including maintained high level of performance) 12 (60%) 4.6 Significantly missed targets relate to the following PIs: • Percentage of routine road related defects repaired within 28 working days of being reported, with 69.25% against a target of 89%. • Residents satisfied with roads maintenance, with 22% against a target of 40%. 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2024/25 Delivery Plan 4.8 The 2024/25 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: • Work jointly in partnership with Glasgow City Council and the wider City Region to progress collaborative working opportunities • Pavement parking, develop and implement the enforcement strategy • Develop the procurement model for the phased delivery of public and fleet charging infrastructure including consideration of the Implementation Strategy and Expansion Plan. • Finalise detailed design for the construction of the Gruggies Burn Flood Management • Consider the initiatives recommended within the draft surface water management plans. • Undertake flood management Improvement Study for Dumbarton and Vale. • Implement revised service provision for school crossing patrols. Page 18
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• Progress plan to change the method used for road defect repairs • Prepare a plan to uncover issues relating to roads satisfaction levels. • Finalise the delivery of two new allotment sites • Develop Ash die back action plan • Develop a new local bio diversity action plan • Upgrade 8 play parks and construct 4 new MUGA’s • Prepare a plan to increase the number of 4G pitches • Develop detailed design and costings for the resource recycling and reuse centre (RRRC) • Progress development of a best value proposal for the management of biodegradable municipal waste • Complete phase 3 of the Fit for Service review of waste services, implementing the prioritisation collection of recycling • Progress new charging structure for garden waste and commercial waste • Progress Depots Refurbishment Programme • Progress Faifley Campus in line with agreed programme • Support the progress of Exxon City Deal Project • Progress demolition of Artizan Centre within agreed timeframes • Develop Strategy for transition to electric fleet • Reduce fleet hire costs • Implement Consultancy Services/ Capital Investment team restructure 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration and Economic Development Committee around November 2024 and May 2025 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Roads and Neighbourhood may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed and approved. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation Page 19
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9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 20 April 2024 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Roads and Neighbourhood 2023/24 – Year- end Progress Appendix 2: Roads and Neighbourhood Delivery Plan 2024/25 Background Papers: Roads and Neigbourhood Delivery Plan 2023/24 – Infrastructure Regeneration and Economic Development Committee, 1 November 2023. Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 20
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Appendix 1 - R&N Delivery Plan Year-end Progress 23/24 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note Percentage of non serious road related defects repaired within 7 working days of being reported 92.65% 91.4% 85% Target achieved. Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 37.7% 69.25% 85% Target missed. Significant improvement on previous year and steady improvement over this year with a higher percentage being permanently repaired through the structural patching programme. Liam Greene Percentage of emergency road related defects repaired within 4 hours of being reported 96% 96.9% 95% Target achieved. Liam Greene Percentage of all traffic light repairs completed within 48 hours 100% 100% 98% Target achieved. Liam Greene Percentage of all street light repairs completed within 7 days 98.75% 98% 95% Target achieved. Liam Greene Objective 2. Our residents health and wellbeing remains a priority Action Status Progress Due Date Note Owner Upgraded play parks and recreation facilities 31-Mar-2024 First phase complete, with 8 play parks identified in Dumbarton, Bonhill, Alexandria, Clydebank and Old Kilpatrick. The contracts have been awarded with upgraded play parks expected to be delivered during Ian Bain ITEM 7 - APPENDIX 1 Page 21
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Action Status Progress Due Date Note Owner summer of 2024. Completion of delivery of new sport facilities at Posties Park 31-Mar-2024 Action successfully completed. New sport facility now open. Ian Bain Objective 3. Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Progress Faifley Campus in line with agreed programme 31-Mar-2024 Action progressing as planned. Design complete and approved at Learning Estate Project Board. Pre- planning Members Seminar complete with Planning application submitted following seminar. Planning application now approved and Faifley tendering report approved. Next phase will progress in 2024/25. Craig Jardine 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note % Residents satisfied with the Waste service overall 82% 82% 82% Target achieved. Performance consistent with previous year. Ian Bain Percentage of missed bins collected within 3 working days of being reported 98.7% 97% 95% Target achieved. Ian Bain Percentage of offensive graffiti removed within 24 hours of being reported 100% 100% 100% Target achieved. Ian Bain Percentage of non offensive graffiti removed within 5 working days of being reported 100% 100% 100% Target achieved. Ian Bain % of total household waste that is recycled 38.1% 60% 2023/24 year-end data not yet Ian Bain Page 22
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Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note available. % residents satisfied with the street cleaning service 72% 78% 73% Target exceeded. Performance improved from previous year. Ian Bain % Residents satisfied with Parks & open spaces 84% 77% 85% Target marginally missed, with improved performance in quarter 4. The progress of a number of initiatives which are underway including improving play parks should continue to increase satisfaction. Ian Bain Percentage of abandoned vehicles that require to be removed by the council that are removed within 14 days 100% 100% 100% Target achieved. Ian Bain Action Status Progress Due Date Note Owner Prepare for introduction of Deposit Return Scheme 31-Mar-2024 Action complete. All preparatory work has been done. The introduction of deposit return scheme has been delayed to 2025/26. Options Appraisal and Communications Strategy will be implemented in advance of introduction. Gail Macfarlane Develop Strategy for transition to electric fleet 31-Mar-2024 Action complete. Review of vehicle replacement programme to identify opportunities to move to electric fleet, and reflect budget decision on reduction in hire vehicles. Procurement route to market underway. Next phase will progress in 2024/25. Craig Jardine Finalise the delivery of suitable new allotment sites 31-Mar-2024 This action will be carried forward into 2024/25. The contract has been awarded and work is underway. Expected completion of the Dillichip Loan site is Summer 2024. Residents on the allotment waiting list have been informed and offered the opportunity of a plot at Dillichip loan on completion Ian Bain Develop a new local bio diversity action plan 31-Mar-2024 This action will be carried forward into 2024/25. Progress of this action has been delayed. Consultation is complete and the plan will be developed into 2024/25. Ian Bain Continue to explore alternative methods of weed control 31-Mar-2024 This action is complete. Evaluation has identified that there are currently no operationally cost effective alternatives available. We will continue to Ian Bain Page 23
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Action Status Progress Due Date Note Owner pursue alternatives. Develop Ash die back action plan 31-Mar-2024 This action has been delayed and will carry over into 2024/25. Operational process agreed to deal with cases that are identified on a risk based approach. Plans underway to procure a consultant to carry out full audit to inform the Council wide action plan. Ian Bain Objective 5. Our resources are used in an environmentally sustainable way Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note Tonnage of biodegradable municipal waste landfilled 16,402 13,300 2023/24 year-end data not yet available. Ian Bain Action Status Progress Due Date Note Owner Develop proposal for resource recycling and reuse centre (RRRC) 31-Mar-2024 Action complete. Committee approved preferred location and to proceed to detailed design. Tender Route approved and appointment of consultant underway. Next phase will progress in 2024/25. Ian Bain Develop Long term waste strategy 31-Mar-2024 Action complete. Waste Strategy and Action Plan approved at August Committee. Ian Bain Develop an Implementation Strategy and expansion plan for EV charging points 31-Mar-2024 Action complete. Service working closely with GCC group to progress. The strategy will be reported at the next suitable committee. Next phase will progress in 2024/25. Liam Greene Introduce charging for the use of Council owned EV charging points 30-Jun-2023 Action complete. New charging tariff introduced and implemented to Council owned charging points. Charging tariff will be reviewed regularly going forward. Liam Greene Objective 6. Our neighbourhoods are sustainable and attractive Performance Indicator 2022/23 2023/24 Owner Page 24
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Value Status Value Target Short Trend Long Trend Note % of Special Needs Adaptation projects completed by consultancy services from receipt of referral to carrying out survey, design and submission of building warrant within 60 day target for type 3 projects 36% 93% 70% Target of 70% surpassed in each quarter helped by having a full time architectural resource on this work stream Craig Jardine % of capital projects supported by capital investment team, delivered within agreed plan Not measured for 22/23 83% 80% Target achieved. Craig Jardine % of Class A roads that should be considered for maintenance treatment 16.81% 19.2% 24% Target achieved. Liam Greene % of Class B roads that should be considered for maintenance treatment 14.6% 19.9% 24.5% Target achieved. Liam Greene % of Class C roads that should be considered for maintenance treatment 21.42% 23.3% 30% Target achieved. Liam Greene Percentage of unclassified roads that should be considered for maintenance treatment 30.19% 30.2% 37% Target achieved. Liam Greene % Residents satisfied with roads maintenance 29% 22% 40% Target significantly missed with performance down on previous year. A full review of a road maintenance plan and roads communication and engagement strategy is underway with a priority action in the 2024/25 delivery plan. Liam Greene Action Status Progress Due Date Note Owner Progress new Vale of Leven Cemetery extension 31-Mar-2024 Action complete. Project works progressing. Planned final completion date end of May 2024. Ian Bain Pavement parking, investigate and develop a strategy in line with Scottish guidance next phase 31-Mar-2024 Action complete. Procurement of Consultant underway and costs for undertaking work reported to Transport Scotland. Next phase will progress in 2024/25. Liam Greene Prepare a plan to introduce Parking Enforcement 31-Mar-2024 Action progressing as planned. Application submitted to Scottish Government, additional information has been requested and a response is being prepared. Consultants have been appointed and scope of work/ agreed. Next phase will progress into 2024/25. Liam Greene Finalise design plan for Gruggies Burn Flood 31-Mar-2024 Notification of the scheme has been provided to Liam Greene Page 25
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Action Status Progress Due Date Note Owner Management Scottish Government and all stakeholders and consultation has been undertaken. Funding agreement and commencement of works will progress in 2025. Undertake flood management Improvement Study for Dumbarton and Vale 31-Mar-2024 This action will carry into 2024/25. Offer for free property level protection to high risk properties circulated. Vegetation cutback completed and culvert improvement works undertaken to reduce risk of flooding to neighbouring properties. A study has been undertaken of the burn and will be submitted to SEPA for consideration and permission. Liam Greene Undertake survey works to support the development of a Surface Water Management Plan for Clydebank 31-Mar-2024 This action is complete. Consultation undertaken between WDC and Scottish Water to understand if there are any synergies between the work they are doing and the work that the SWMP proposes. Options modelling is being undertaken for the top 5 hotspots. Results presented to management team. Next phase will progress in 2024/25. Liam Greene Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of R&N services 31-Mar-2024 The Business Continuity Plan would come into effect in the event of a major adverse weather incident. No change to risk matrix Ian Bain Failure to maintain road network during adverse weather A significant period of adverse weather may result in failure to deliver key operational functions of R&T services and other Council services. 31-Mar-2024 Winter training programme is in place, and business continuity plan is in place. No change to Risk Matrix. Liam Greene Failure to manage and maintain the road network effectively Failure to manage and maintain the road network effectively will have an adverse impact on user safety, traffic movement, air quality, economic growth and reduce access to facilities and amenities. The Council’s reputation as a place to live and work with access to employment, 31-Mar-2024 Significant investment in resurfacing works over the course of the year with programme almost complete. Service continues to respond to reported defects across the network. No change to Risk Matrix. Liam Greene Page 26
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner education, leisure and health opportunities would be adversely affected. Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council’s fails to deliver on the three services within Roads & Neighbourhood: Roads & Transportation, Fleet & Waste and Greenspace. These areas provide services across a range of areas including managing and maintain roads, footpaths and associated infrastructure, managing flood risk, grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling and vehicle fleet management. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. 31-Mar-2024 Service continues to provide full service, monitoring in place to ensure any adverse issues are highlighted and appropriate actions taken. No change to Risk Matrix. Gail Macfarlane 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Action Status Progress Due Date Note Owner Progress demolition of Artizan Centre within agreed timeframes 31-Mar-2024 Action complete. Building warrant approval granted. Tender evaluation complete and preferred contractor appointed. We will progress the next phase 2024/25 Craig Jardine; Support the progress of Exxon City Deal Project 31-Mar-2024 Action complete. The full business case has been prepared, approved by Council and approved by City Deal. Stage 1 consultation complete. We will progress the next phase 2024/25. Craig Jardine District Heating Network Expansion Programme ( Golden Jubilee Hospital) 31-Mar-2024 Action complete. Project manager allocated to provide technical support to project. Craig Jardine Page 27
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4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2024 Action complete. Team informed of plans to upskill and support development opportunities. Provided training and employment opportunities for 12 modern apprentices across R&N. All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2024 Action complete. Roads - Service Review now complete, progressing to developing implementation plan. Fleet - Service Review undertaken and approval to move to recruitment. All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2024 Action completed. For Corporate Assets team, all required savings made for 23/24 and posts removed from system as required. Roads and Transport service review is underway, including role profiles to ensure resources in place to address future needs. Review underway to incorporate Fleet Services within the Capital Assets manager structure. All Managers Develop and implement learning and development plan and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2024 Action completed. All training needs identified. Statutory Compliance training covering asbestos & legionella has been completed for the first 6 months of the year for Capital Assets Team. Increased Heavy Goods Vehicle (HGV) drivers with training and upskilling to alleviate the shortage of qualified HGV drivers and improve our resilience. All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2022/23 2023/24 Owner Page 28
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Value Status Value Target Short Trend Long Trend Note % Consultancy Services project deliverables for Housing and General Services projects that were delivered to programme 84% 83% 80% Target achieved. The team will continue to support the development of a plan for project delivery. Craig Jardine Action Status Progress Due Date Note Owner R&N service review including a strategic and structural review of roles and responsibilities across the service. 31-Mar-2024 Action progressing as planned. A review of the full role profile of Service Managers has been undertaken and the reviewed reporting structure has been implemented. The effectiveness of the reviewed structure will be monitored. Gail Macfarlane Continue to identify opportunities to work jointly with partnership in the City Region both through procurement and service delivery 31-Mar-2024 Action complete. Council represented on City Region Senior Officers group carrying out further work on determining recommendation on model. A recommendation on the EV delivery model has been developed. The strategy and expansion plan will follow in 2024/25. Gail Macfarlane Progress development of a best value proposal for the management of biodegradable municipal waste 31-Mar-2024 Action progressing as planned. Market testing and interviews with prospective suppliers undertaken. The recommended route to market is being considered in 2024/25. Ian Bain; Gail Macfarlane Complete phase 2 of the Fit for Service review of waste services 31-Mar-2024 Action complete. Significant improvement actiosn have been undertake, including full route review ,agreed recommendations and action now implemented. Next phase will progress in 2024/25. Ian Bain; Gail Macfarlane Undertake Greenspace Service Review 31-Mar-2024 Action complete. A full review of service staff change against service provision has been completed. Plans for 24/25 season in development. Ian Bain Progress construction of new Salt Dome 31-Mar-2024 Action complete. Construction began in January 2024 and is progressing well, following addition works identified after site investigation. Next phase including completion and hand over will be progressed in 2024/25. Liam Greene Progress capital projects managed by consultancy services in line with agreed plans 31-Mar-2024 Action complete. Projects continue to be reviewed and monitored each quarter via progress meetings and or project boards. Craig Jardine; Stewart Paton Progress Depots Refurbishment Programme in line with agreed timeframe 31-Mar-2024 Action complete. Evaluation of essential repairs to all depots done and essential upgrade works to offices with depots complete. Scope of garage work and route to market for specialist approach agreed. Next Craig Jardine Page 29
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Action Status Progress Due Date Note Owner phase will progress in 2024/25. Implement revised CAM team structure 31-Mar-2024 Action completed successfully with saving proposals met. Craig Jardine Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Challenge to delivery of burial and cremation services A number of factors may impact on ability to deliver these services. For example a pandemic would create significant immediate demand on services. 31-Mar-2024 We have completed extensions to Dumbarton and North Dalnottar cemeteries, and work is almost complete on the development of the new Vale Of Level Cemetery. This will mitigate the impact of any challenges to the burial and cremation services. No change to risk matrix. Ian Bain Inability to deliver priority services as a result of fuel shortages A fuel shortage would significantly impacting on our ability to provide priority service across West Dunbartonshire. 31-Mar-2024 Council participates in the Scottish Government Liquid Fuels Framework and contributes to the work of the Scottish Government Fuel Resilience Group. There are no issues with fuel at this time. No change to risk matrix. Gail Macfarlane Action Status Cancelled Overdue Not on track In Progress and on track Completed PI Status Long Term Trends Short Term Trends Page 30
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Target significantly missed Target narrowly missed Target met or exceeded Risk Status Alert High risk Warning OK Unknown Improving No change Declining Improving No change Declining Page 31
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2024/25 ROADS & NEIGHBOURHOOD ITEM 7 - APPENDIX 2 Page 32
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Contents 1. Introduction .................................................................................................................................................................................................... 3 2. Performance Review ...................................................................................................................................................................................... 3 3. Strategic Assessment .................................................................................................................................................................................... 5 4. Resources .................................................................................................................................................................................................... 12 Appendix 1: Action Plan .......................................................................................................................................................................................... 13 Page 33
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1. Introduction Roads & Neighbourhood comprises a wide range of services covering Roads and Transportation and Environment and Neighbourhood, including Greenspace and Waste Management, Capital Investment Team, Consultancy Services, Compliance Team and Fleet Management. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Infrastructure, Regeneration and Economic Development Committee twice yearly, at mid-year and year-end. 2. Performance Review The Roads & Neighbourhood management team completed a detailed review of 2023/24 performance, focusing on the following: • 2023/24 Delivery Plan year end progress; • Local Government Benchmarking Framework (LGBF) comparative data; • Association for Public Service Excellence (APSE) comparative data; • Citizens’ Panel feedback; • Telephone Survey feedback; • Complaints; and • Continuous Improvement This review highlighted our key achievements in 2023/24 as well as the challenges to be addressed in 2024/25. These are summarised below. Key Achievements in 2023/24 Listed below are some of the major achievements. All services achieved many other key outcomes for the Council and its residents throughout the year which are not recorded here but are as important. Strategic Team • Engaged with Glasgow City Council to develop an innovative Net Zero Cooperation Agreement to share skills, resources and infrastructure to deliver the Climate Change Strategy and Action Plan. Page 34
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• Further implemented the collaborative approach between West Dunbartonshire Council and the wider City Region to increase resilience, share best practice and identify opportunities in the delivery of the Electric Vehicle Strategy. • Following the removal of the shared service agreement. A management team restructure has been implemented to support service delivery and efficiencies. • Engaged with in excess of 240 volunteers to carry out environmental improvement work. • Created a community woodlands in Clydebank and Bonhill in conjunction with the local school and community Councils. This included planting of approx. 2000 trees. • Completed review of all asbestos management plans for the Education estate • Gained Planning permission for Exxon City Deal with final business case approved by Council which will create a major industrial and commercial development in West Dunbartonshire. • Developed an active travel strategy and carried out consultation with stakeholders. • Developed a Waste Strategy and Action Plan for the Council gaining Committee approval • Submitted final application to the Scottish Government for the introduction of Decriminalised Parking Enforcement across West Dunbartonshire. • Following engagement and design works, formally notified the Gruggies Burn Flood Alleviation Project by the Scottish Government 31st March 2024 deadline to support future funding requests for the delivery of the project Key Challenges from 2023/24 Along with the achievements noted above, there were significant challenges in 2023/24. Cross Service • Demographic of Workforce. R&N has an aging demographic within the workforce and this is also the case nationally. We will continue to carry out workforce analysis and development and will identify opportunities for apprentices and graduates. We are continuing to identify skills gaps to provide upskilling appropriate training and succession planning to allow the Council to plan for the future. • Staff. The national skills shortage of qualified and experienced officers in Roads and Neighbourhood Services resulting in reduced staff complements across many services and increased demands on existing staff. Due to high demand outstripping the labour supply, labour rates continue to increase together with challenges recruiting and retaining skilled staff. This means that we will have to optimise staff retention and improve recruitment practices to ensure job roles are in line with demand. • Climate Change. Due to more adverse weather condition and extreme weather events due to climate change Roads and Neighbourhood require to make changes to operational ongoing service delivery and response to events. In particular flood risk management plans. • Capital Projects. Increasing issues relating to supply of labour and materials, due to increased energy, transport and raw material costs, impacted on supply chains, and third parties and our ability to carry out works within budget and on time Page 35
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• Construction inflation remains a concern with labour and material costs significantly increasing over the last year. • Resilience / Capacity Challenges. The ongoing rationalisation of resources and development of service efficiencies and savings has resulted in many service changes. There are a range of challenges linked to a continuing and increased reduction to front line services, both employee reductions and service delivery rationalisation. This has resulted in a number of initiatives taking longer than anticipated, increased demand on staff, reduction in service satisfaction levels and increased complaints. This will require strict prioritisation going forward and delivering services in a different way including service delivery redesign where required. Roads & Transport • Flood risk management including prioritisation and progress of initiatives continues to be a challenge. Further promotion of the opportunity for residents to apply for property protection measures will be undertaken. • Decriminalised Parking Enforcement (DPE) and pavement parking, strategy and implementation is very dependent on the introduction of parking enforcement and government guidance. Greenspace & Waste Management • Ash Die Back, the scope and scale of the work required is very difficult to predict and may put an additional strain on resources. • Increase in household waste and associated costs continues as there are more people working from home resulting in household residual waste increases. The impact is additional Biodegradable Municipal Waste being sent to landfill, this is largely out with the influence of the Council as we cannot directly control the proportion of biodegradable waste contained in householders’ landfill waste bins or deposited at the household waste recycling centres. The Waste Strategy sets out a communications proposal to support and educate residents to improve recycling performance and reduce residual waste. • Due to suppliers leaving the market we expect there will be challenges in getting suppliers / contracts in place for waste treatment options. 3. Strategic Assessment The Roads & Neighbourhood management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2024/25 and identified a range of key factors recognised as significant. These are summarised below. Page 36
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Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back office services. The Council are currently faced with an estimated cumulative funding gap in 2025/26 of £9.8m rising to £40.4m by 2028/29. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2024/25. These challenges mean further action is required to balance our budget and protect services for residents. This will mean that within Roads & Neighbourhood available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In R&N income budgets are more susceptible to fluctuations given the uncertainties surrounding demand. Roads & Neighbourhood Action Plan Roads & Neighbourhood Services Collaborative Working and Partnerships The Council has progressed the development of a Net Zero Cooperation Agreement with Glasgow City Council and this will facilitate the joint development and delivery of a number of climate change workstreams through the sharing of skills, knowledge and infrastructure for example transition to electric fleet, the waste strategy and sustainable travel initiatives. In addition, the Council will continue to work in partnership with the City Region to identify sharing opportunities such as joint procurement including EV charging strategy. In 2024/25 an initial committee report will be presented highlighting strategy and delivery models for Council consideration. Roads & Transport Transport (Scotland) Act 2019 – Pavement Parking Page 37
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The Transport (Scotland) Act, promoted by the Scottish Government, received Royal Assent in November 2019. It will have a very significant impact on local authorities in relation to a number of areas in particular pavement parking. The prohibition of pavement parking came into force on 13th December 2023. Initial Government Guidance has now been published for the implementation and possible exemption to the prohibition of Pavement Parking. In 2024/25 the service will liaise with Transport Scotland to identify the required funding to undertake a review of the Network and develop a pavement parking strategy for West Dunbartonshire for submission to Council. Parking Enforcement Parking enforcement within West Dunbartonshire Council currently is under the responsibility of Police Scotland. The Scottish Government have however identified the key role local authorities play in improving traffic safety and reducing congestion across their area and as such LA have the power under the Roads and Transport Act to request that these powers are transferred to them. The Roads and Transportation team have been tasked with implementing decriminalised parking enforcement across the West Dunbartonshire area. The application to have the powers transferred has been submitted to the Scottish Government through Transport Scotland for consideration and approval and consultation has been undertaken with all stakeholders. Following approval confirmation on an implementation date will be given and works will progress in 2024/25. Electric Charging Points This continues to be a priority initiative with a collaborative approach to the phased delivery of public and fleet charging infrastructure in partnership with the City Region. In 2024/25 we will finalise the strategy to engage with external suppliers to support and increase our Electric Vehicle Charging Point infrastructure for both on and off street parking. This will be presented to Elected Members for consideration, this will include the Implementation Strategy and Expansion Plan and detail of the proposed procurement model to implement a phased delivery of public and fleet charging infrastructure. Gruggies Burn As part of West Dunbartonshire Councils action for Cycle 1 of the Flood Risk Management Plan Gruggies Burn Flood Scheme scored high on the priority list. Due to the over commitment of the Scottish Government flooding budget the progression of all projects were paused. Following recommencement challenging deadlines have been placed on the Council to complete project milestones. The Roads and Transportation Team have notified the scheme to all stakeholders and undertaken consultation. Any objections or representations received will be considered through the detailed design with a view for works to commence in 2025 once funding is agreed. Surface Water Management Plan The Clyde and Loch Lomond Flood Risk Management Plan highlights action which need to be undertaken by local Councils to address flooding in the area. These actions are split into 6 years cycles to make outcomes easier to achieve and spread costs. As part of Cycle 1 of the Plan a Surface Water Management Plan (SWMP) for Dumbarton and Vale of Leven was developed with the Flood Risk Management Plan for Clydebank included in Cycle 3 (2028 to 2034). As a result of continued flooding issues in the Clydebank area the service secured approval from Page 38
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SEPA to escalate the SWMP for Clydebank into Cycle 2. This was completed in 23/24. Following the improvement study for Dumbarton and Vale of Leven to modal the surface water, pluvial and sewer flooding to ensure suggested actions identified in the SWMP for Dumbarton and the Vale were appropriate and provide high level estimates and designs for the implementation of any actions. This has highlighted what actions can be undertaken in the area to address flooding and support the development of the SWMP for Clydebank. In addition work will progress in Dumbarton & Vale of Leven in 24/25. Roads Service Provision - Adjustments Following the 2024/25 savings options, some service changes were agreed which include reduction in resources and changes to service provision. These include, a review of school crossing patrollers, reducing locations as required to only those sites not serviced by pedestrian crossing facilities. Non statutory roads support within education will change removing dedicated officer support but continuing to provide advice and guidance as necessary to assist school with the creation of their School Travel Plans. Reduction of operatives within the roads service to minimal levels required to continue to provide Winter Gritting Operations but will impact on capacity to respond to reactive defect repairs. Road Defect Repairs Following the 2024/25 saving options changes to the method used for defect repairs was agreed. Currently, cold applied material is used for defect repairs which has an expected service life of 1 year on A and B class roads and up to 3 years on C class and residential roads before a repeat repair is required. Under this proposal, planned defect repairs will be undertaken using hot asphalt as part of a wider planned structural patching programme, which have an expected life of over three years no matter the road classification or traffic volumes. Future development of this approach may require the purchase of a hotbox as a capital investment and this will be reviewed over 2024/25. Additional training of team in classification and identifying defects that are suitable for a planned repair will be required as well alterations to defect classifications. Satisfaction with Roads Services Roads satisfaction levels have been low over a period of time. The satisfaction levels are measured from citizen responses to the WDC Telephone Survey. In 2024/25 the Roads and Transportation team will undertake additional in depth survey and analysis to identify mitigation measures to address residents’ concerns. An action plan will be developed from this information with relevant performance targets included. This will include a communication proposal and engagement programme to ensure communities are more informed on the investment plan maintenance and prioritisation programme. Greenspace & Waste Management Food Growing Strategy and Allotments The Greenspace service currently manages two allotment sites in Dumbarton. There is a 10 year waiting list for allocation of an allotment. The Community Empowerment Act places an obligation on Local Authorities to provide sufficient allotments for its residents. There is an allocation of £400k in the Council’s capital plan to develop new allotment sites. In addition, we have been successful in securing 100K from the Scottish Page 39
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government vacant and derelict land fund to enhance this programme. Sites have been identified with low contamination at Dillichip Loan and Dumbarton Common Following increase in funding allocated within the Council Budget the scale of the project has been increased and draft project plans have been developed. In 2024/25 we will progress the completion of both sites. The site at Dillichip loan will be completed in summer 2024 and will provide an addition 50 allotment plots. Work is programmed to commence on the site at Dumbarton Common in autumn 2024 with an estimated completion date of spring 2025, this site will also provide an addition 50 allotment plots. We have written to residents on the allotment waiting list to offer them the opportunity of a plot at Dillichip loan on completion. Ash Die Back Ash dieback is a serious disease of ash trees caused by a fungus. The disease causes leaf loss and crown dieback in affected trees and can lead to the death of the tree. Of the 10 million ash trees in Scotland 90% may die due to this disease. Infected trees need to be identified and removed to prevent or minimise the spread of the disease. Work is underway to remove diseased trees and a full audit of affected areas will be carried out. In 2024/25 an action plan will be developed identifying the extent of the issue and any associated cost pressures. Bio Diversity The new Scottish Biodiversity Strategy is being developed with the aim of halting biodiversity decline by 2030 and having nature restoration underway by 2045. Giving full consideration to the strategy WDC will develop a new local Biodiversity Action Plan identifying local actions that will contribute to the overall aims of the national strategy. Following consideration of the national strategy in 2023/24, we will further progress the development of a local Biodiversity Action Plan in 2024/25. Play Parks and Recreation Facilities We have developed plans to upgrade 8 play parks throughout West Dunbartonshire, investing 465K to improve accessibility and inclusivity. The play parks in; Craigielea Road, Clydebank, Stuart Avenue Old Kilpatrick, Rosshead, Alexandria, Pappert Bonhill, Firthview Terrace, Highmains, Kyle Terrace and Westcliff, Dumbarton. The contracts have been awarded, with play parks expected to be delivered during the summer of 2024. We will also Build 4 new Multi Use Games Areas (MUGA) at Bonhill, Goldenhill Park, Milton Park and Brevel Crescent to provide additional sports facilities for young people throughout West Dunbartonshire. Tenders have been issued. In 2024/25 we will progress the build Increase Number of 4G Pitches The savings options agreed to delivery 2024/25 budget have resulted in changes to sports pitches. The Grounds Service maintain grass pitches utilised for sports activities throughout West Dunbartonshire. This proposal is to build three new 4G pitches to replace six underutilised grass pitches located in Alexandria, Dumbarton and Clydebank. There would be an initial Capital investment of £2m required. The saving would be made up of a combination of increased income due to all weather availability of pitches and a reduction in maintenance costs of the existing grass pitches. The other grassed pitches will no longer be maintained or lined, and community asset transfer or alternative uses will be explored, including open space for general use. In 2024/25 we will undertake the design and procurement exercise to deliver the 3 4G pitches. Page 40
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Implementation of the waste Strategy In accordance with the Waste (Scotland) Regulations 2012 which was subsequently reviewed in 2019 landfilling of Biodegradable Municipal Waste to landfill will be banned by 2025, this waste will need to require a form of treatment or processing at dedicated waste treatment facilities at that time. The Council have two main initiatives which are being progressed; 1. Continue to work collaboratively to develop a best value proposal for procuring the reception, transportation, treatment and compliant disposal of biodegradable municipal waste; and 2. Complete the feasibility study following approval of the preferred location and commence detailed design of the construction of a resource, recycling and reuse centre, RRRC, within the Council’s boundary in order to improve the Council’s ability to access wider waste treatment markets and will liaise with Zero Waste Scotland on external funding opportunities to support this. Internal funding of £2M has been secured for this programme. In 2024/25 we will complete the feasibility study and develop a detailed design for the preferred location of the RRRC and prepare for tender process. Fit for Future Action Plan – Waste Services Following the Fit for Future service review undertaken in April 2021, an action plan is being taken forward which will address the key findings over a five year period 2021-2026. These include improving and streamlining the customer journey, the website and on line forms. The services include recycling, the DRS, missed bins, bulky and special uplifts. Matters raised in relation to staffing vacancies, turnover, hierarchy, and spans of control, together with the availability of training and development to support employee wellbeing, are all being addressed in the plan. Route review has now been completed and implemented. In 2024/25 we will progress the implementation of the prioritisation of the collection of recycling. Waste Services – Charging Structure The savings options agreed to deliver the 2024/25 budget have resulted in changes to the charging structure for some waste services. Domestic Garden Waste collection is currently uplifted free of charge. Residents who wish to have their garden waste uplifted will require to buy a permit. The annual cost of the permit will incur a £60 annual fee. The waste service undertake commercial waste collection for businesses within the West Dunbartonshire area, this service will incur a 14% increase in fees. In 2024/25 we will implement increased fee structures. Capital Investment Team, Consultancy Services, Compliance Team and Fleet Management Depot Refurbishment Following a review of the complete depot estate and preparation of a feasibility report it is proposed to refurbish the current estate due to cost restrictions. Evaluation of essential repairs and essential upgrade works to the offices within depots is complete. In 2024/25 a feasibility report of garage services will be carried out as the top priority project. Once received a plan of work will be developed including detailed design work. Following this, the Depots Project Board will be re-introduced and the programme will progress. Page 41
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Faifley Campus The Council approved plans in September 2023 to create a new education and community campus on the site of the current St Joseph’s Primary. This significant capital investment programme will bring together a number of education and community facilities. The planning application has been approved and construction on site started in February 2024. In 2024/25 we will continue with Phase 1 construction programme of the Faifley Schools Community Campus in line with current programme. A specific Learning Estate Project Boards meets to discuss this project providing governance and monitoring. Exxon – City Deal Project The Glasgow City region deal is an agreement between the UK Government, the Scottish Government and eight Local Authorities across Glasgow and the Clyde Valley to invest in communities across Scotland. A major industrial and commercial development at the former ExxonMobil terminal in Bowling West Dunbartonshire is underway with detailed planning approval in January 2024. In 2024/25 we will continue to progress with the development phase of the Exxon Project in line with the current programme which awaits Exxon remediation of land to be transferred and conclusion of 3rd party land agreements. A specific Exxon Project Board meets to discuss this project providing governance and monitoring. Artizan Demolition The Council were awarded levelling up funds in 2021 for the redevelopment of the Artizan centre, to enhance Dumbarton town centre. The demolition project started on site in February 2024. Contractors have been appointed and on site work has started. The next phase, including demolition will progress in 2024/25. Transition to Electric Fleet The service is developing a transition to electric fleet strategy in response to the National agenda for decarbonising transport. The strategy will set out a programme of implementation of fleet procurement and disposal, charging infrastructure and consider financial implications for each future financial year. The strategy will be completed in financial year 2024/25. Reduce Fleet Hire Costs The savings options agreed at Council in December 2023 have resulted in agreement to reduce hire costs of current fleet to realise a saving of £100K. The priority area for hire cost reduction have been identified. We will develop a procurement strategy and plan showing best value route to market. Consultancy Services/Capital Investment Team Review Following agreement at the Council Meeting in March 2024, the Consultancy Services and the Capital Investment Team will progress a review to deliver saving. The team will prioritise supporting the delivery of HRA projects and the General Services Capital Programme. Page 42
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Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Roads & Neighbourhood priorities for 2024/25. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators and targets that will enable progress to be monitored and reported to stakeholders; • strategic workforce actions • strategic and/or service risks In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership; while service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2024/25 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. 4. Resources Finance The Finance team are currently creating the detailed service budgets to accurately reflect all savings, management adjustments and other budget adjustments agreed by Council on 6 March 2024. Once this is complete the service plans will be updated with each Service’s Gross Expenditure, Gross Income and Net Revenue Expenditure Budgets. Employees Employee Numbers The headcount and full time equivalent staff in each service area (as of 31st March 2024) are as follows: Service Area Headcount FTE Fleet & Waste 144 136.89 Page 43
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Absence in 2023/24 The quarterly absence statistics for Roads & Neighbourhood are shown below together with the Council average for the same periods for comparison. The figures have been higher than the Council average in 2023/24: Absence in 2021/22 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Roads & Neighbourhood 3.25 4.11 4.94 5.20 15.17 COUNCIL WIDE TOTAL 3.41 3.02 4.64 4.81 12.91 Appendix 1: Action Plan 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Greenspace 142 134.63 Roads & Transportation 83 59.92 Capital Investment Team, Consultancy Services, Compliance Team 25 22.80 TOTAL 394 354.24 Page 44
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Performance Indicator Target 24-25 Owner Percentage of emergency road related defects repaired within 4 hours of being reported 95% Liam Greene Percentage of non-serious road related defects repaired within 7 working days of being reported 85% Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 85% Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 98% Liam Greene RL3: Percentage of all street light repairs completed within 7 days 95% Liam Greene Action Due Date Owner Pavement parking, develop and implement the enforcement strategy in line with Scottish guidance next phase 31-Mar-2025 Liam Greene Progress plan to introduce Parking Enforcement 31-Mar-2025 Liam Greene Objective 2. Our residents health and wellbeing remains a priority Action Due Date Owner Upgrade 8 play parks and construct 4 new MUGA’s 31-Mar-2025 Ian Bain Prepare a plan to increase the number of 4G pitches 31-Mar-2025 Ian Bain Objective 3. Our residents are supported to increase life and learning skills Page 45
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Action Due Date Owner Progress Faifley Campus in line with agreed programme 31-Mar-2025 Craig Jardine 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Performance Indicator Target 24-25 Owner Percentage of residents satisfied with the street cleaning service 73% Ian Bain Percentage of residents satisfied with the Waste service overall 82% Ian Bain Percentage of residents satisfied with Parks & open spaces 85% Ian Bain Percentage of missed bins collected within 3 working days of being reported 95% Ian Bain Percentage of offensive graffiti removed within 24 hours of being reported 100% Ian Bain Percentage of non-offensive graffiti removed within 5 working days of being reported 100% Ian Bain Percentage of total household waste that is recycled 60% Ian Bain Percentage of abandoned vehicles that require to be removed by the council that are removed within 14 days 100% Ian Bain Tonnage of biodegradable municipal waste landfilled 13,300 Ian Bain Page 46
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Action Due Date Owner Finalise the delivery of two new allotment sites 31-Mar-2025 Ian Bain Develop a new local bio diversity action plan 31-Mar-2025 Ian Bain Develop ash die back action plan 31-Mar-2025 Ian Bain Objective 5. Our resources are used in an environmentally sustainable way Action Due Date Owner Develop detailed design and costings for the resource recycling and reuse centre (RRRC) 31-Mar-2025 Ian Bain Progress development of a best value proposal for the management of biodegradable municipal waste 31-Mar-2025 Ian Bain Develop the procurement model for the phased delivery of public and fleet charging infrastructure including consideration of the Implementation Strategy and Expansion Plan. 31-Mar-2025 Liam Greene Develop Strategy for transition to electric fleet 31-Mar-2025 Craig Jardine Objective 6. Our neighbourhoods are sustainable and attractive Page 47
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Performance Indicator Target 24-25 Owner Percentage of residents satisfied with roads maintenance 40% Liam Greene Percentage of Class A roads that should be considered for maintenance treatment 24% Liam Greene Percentage of Class B roads that should be considered for maintenance treatment 24.5% Liam Greene Percentage of Class C roads that should be considered for maintenance treatment 30% Liam Greene Percentage of unclassified roads that should be considered for maintenance treatment 37% Liam Greene % of Special Needs Adaptation projects completed by consultancy services from receipt of referral to carrying out survey, design and submission of building warrant within 60 day target for type 3 projects. 70% Craig Jardine % of Consultancy Services project deliverables for Housing and General Services projects that were delivered to programme. 80% Craig Jardine Action Due Date Owner Progress plan to change the method used for road defect repairs 31-Mar-2025 Liam Greene Review any representations received following the notification of the scheme and finalise detailed design for the construction of the Gruggies Burn Flood Management 31-Mar-2025 Liam Greene Consider the initiatives recommended within the draft surface water management plans and present to Council for consideration and budget allocation 31-Mar-2025 Liam Greene Undertake flood management Improvement Study for Dumbarton and Vale. 31-Mar-2025 Liam Greene Prepare a plan to uncover issues relating to roads satisfaction levels and agree an action plan to influence them. 31-Mar-2025 Liam Greene Page 48
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Risk Description Current Assessment Target Assessment Owner Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of R&N services Ian Bain Failure to maintain road network during adverse weather A significant period of adverse weather may result in failure to deliver key operational functions of R&T services Liam Greene Failure to manage and maintain the road network effectively Failure to manage and maintain the road network effectively will have an adverse impact on user safety, traffic movement, air quality, economic growth and reduce access to facilities and amenities. The Council’s reputation as a place to live and work with access to employment, education, leisure and health opportunities would be adversely affected. Liam Greene Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council fails to deliver on the three services within Roads & Neighbourhood: Roads & Transportation, Fleet & Waste and Greenspace. These areas provide services across a range of areas including managing and maintain roads, footpaths and associated infrastructure, managing flood risk, grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling and vehicle fleet management. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. Gail Macfarlane Page 49
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3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Objective 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2025 All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2025 All Managers Action Due Date Owner Progress demolition of Artizan Centre within agreed timeframes – next phase 31-Mar-2025 Craig Jardine Support the progress of Exxon City Deal Project 31-Mar-2025 Craig Jardine Page 50
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Action Due Date Owner Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2025 All Managers Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2025 All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Performance Indicator Target 24-25 Owner % of capital projects supported by capital investment team, delivered within agreed plan 80% Craig Jardine Action Due Date Owner Work jointly in partnership with Glasgow City Council and the wider City Region to progress collaborative working opportunities. 31-Mar-2025 Gail Macfarlane Complete phase 3 of the Fit for Service review of waste services, implementing the prioritisation collection of recycling 31-Mar-2025 Ian Bain Progress new charging structure for garden waste and commercial 31-Mar-2025 Ian Bain Implement revised service provision for school crossing patrols, roads activity within education and roads services 31-Mar-2025 Liam Greene Progress Depots Refurbishment Programme in line with agreed timeframe 31-Mar-2025 Craig Jardine Page 51
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Action Due Date Owner Implement Consultancy Services/ Capital Investment team restructure 31-Mar-2025 Craig Jardine Reduce fleet hire costs 31-Mar-2025 Craig Jardine Risk Description Current Assessment Target Assessment Owner Challenge to delivery of burial and cremation services A number of factors may impact on ability to deliver these services. For example a pandemic would create significant immediate demand on services. Ian Bain Inability to deliver priority services as a result of fuel shortages A fuel shortage would significantly impacting on our ability to provide priority service across West Dunbartonshire. Gail Macfarlane Page 52
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Infrastructure, Regeneration and Economic Development Committee 22 May 2024 Subject: Regulatory & Regeneration Delivery Plan 2023/24 - Economic Development Year-end Progress & Regulatory & Regeneration Delivery Plan 2024/25 - Economic Development 1 Purpose 1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and presents the new Delivery Plan for 2024/25 in relation to Economic Development. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2024/245. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2023/24 Year-end Performance 4.1 The 2023/24 Delivery Plan was presented to Infrastructure, Regeneration and Economic Development Committee on 24 May 2023 and mid-year progress reported on 1 November 2023. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Plan’s eight Economic Development actions is summarised below: Progress No. (%) Completed 7 (88%) Delayed 1 (12%) ITEM 8 Page 53
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4.4 Delayed actions relate to the following and will be carried forward and completed in 2024/25: • Explore commercial opportunities in our town centres and wider regeneration sites - 71% complete. 4.5 Year-end data is available for one of the Plan’s four Economic Development PIs and this exceeded target. 4.6 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2024/25 Plan 4.7 An extract from the Regulatory & Regeneration 2024/25 Delivery Plan is included in Appendix 2. This sets out the achievements and challenges for Economic Development over the past year, as well as the priorities for the year ahead, namely: • delivering sustainable, quality services within the context of significant financial challenges; • implementing the Economic Development Action Plan which focuses on delivering key regeneration sites across West Dunbartonshire, promoting the next phase of Queens Quay Housing, exploring commercial opportunities, and supporting business recovery and town centre revitalisation; • monitoring and reporting the Climate Change Action Plan; and • developing a Local Heat and Energy Efficiency Strategy and Delivery Plan. 4.8 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration and Economic Development Committee around November 2024 and May 2025 respectively. A separate report on the Place Based Investment Programme will be submitted to a future meeting of the IRED committee. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Economic Development may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed and approved. Page 54
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8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 2 May 2024 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2023/24 - Economic Development Year-end Progress Appendix 2: Regulatory & Regeneration Delivery Plan 2024/25 - Economic Development Background Papers: Regulatory & Regeneration Delivery Plan 2023/24 - Economic Development, Infrastructure, Regeneration and Economic Development Committee, 24 May 2023 Regulatory & Regeneration Delivery Plan 2023/24 - Economic Development Mid-year Progress, Infrastructure, Regeneration and Economic Development Committee, 1 November 2023 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 55
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Appendix 1: Regulatory & Regeneration Delivery Plan 2023/24 - Economic Development Year-end Progress Our Environment Our resources are used in an environmentally sustainable way Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note Tonnage of carbon dioxide emissions from Council operations and assets 23,150 20,495 Figure will be available following collection of data for the Scottish Sustainability Network (SSN) submission in November 2024. Rachel Moir Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2023/24 31-Mar- 2024 Following the departure of the Sustainability Officer in Summer 2023, there had been insufficient resource to monitor the 2023/24 plan centrally. However, there has been some great work undertaken by individual service areas to progress the plan which will be reported via the individual Climate Change Action Plan 2023/24 actions in Pentana. Since a new Climate Change and Energy Coordinator has been in post, the 2024/25 Action Plan has been developed and reports on progress of the Council's Climate Change Strategy have been made to the Transformation & Visioning Board. Rachel Moir Develop a Local Heat and Energy Efficiency Strategy 31-Dec- 2023 The Local Heat & Energy Efficiency Strategy (LHEES) was approved by IRED Committee on 21 February 2024. This is currently out for external engagement with the final version Rachel Moir ITEM 8 - APPENDIX 1 Page 56
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due in summer 2024. Work on the Delivery Plan has commenced and will be developed in parallel with the LHEES finalisation. Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. 14-Mar- 2024 Early emissions targets from 2013 to 2021 were achieved; however, both 2022 and 2023 targets were missed and a slowdown in carbon reduction evident. This is likely due to a number of factors including the fact that most of the 'low hanging fruit' in terms of projects/initiatives have now been implemented. In order to ensure Net Zero emissions are achieved by 2045, significant funding and resource will be required to deliver more transformational and innovative initiatives. At present, it is unclear how this will be identified as a significant shortfall; hence the elevation of the 'Likelihood' status at this time. Should WDC continue to miss targets, it is likely that greater than anticipated carbon offsetting initiatives will be necessary to address residual emissions which will likely be at a cost. Gillian McNamara Page 57
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Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Promote the next phase of Queens Quay Housing 31-Mar- 2024 The landowner is negotiating with a potential site developer and updating the Council on progress. Pamela Clifford; Gillian McNamara Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note Number of businesses given advice and assistance to start up through Business Gateway 205 200 180 During 2023/24, 200 businesses were supported to start up through Business Gateway which exceeds the target of 180. Gillian Scholes No of business gateway start-ups per 10,000 population 23.19 19.78 2023/24 data for this LGBF indicator will be available around November 2024 following publication by the Improvement Service. Gillian Scholes Proportion of properties receiving superfast broadband 99.5% 100% 2023/24 data for this LGBF indicator will be available around November 2024 following publication by the Improvement Service. Based on the most recent LGBF comparative data for the previous year Gillian Scholes Page 58
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(2022/23), published by the Improvement Service in December 2023, performance was better than the Scottish average of 95.5% with a ranking of 1 of 32 local authorities up two places from the previous year. Action Status Progress Due Date Note Owner Produce, implement, monitor and report the progress of the 2023/24 Economic Development action plan 31-Mar- 2024 The Action Plan was approved by Infrastructure, Regeneration and Economic Development (IRED) Committee in November 2023. It was implemented and monitored throughout 2023/24, and a progress report will be provided to IRED Committee. Gillian McNamara Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2024 Levelling Up Fund (LUF) programme for Dumbarton town centre is progressing as planned. While there are some delays to application for Planning Permission in Principle, this will not affect the LUF funded Phase 1works for which a separate Planning Consent will be obtained. Full Exxon Full Business Case has been approved, however there is some delay to the start of the early works due to access issues which need to be resolved. Work is expected to commence in May 2024. SMTP development on Carless site is progressing, with a planning permission in principle submitted to Planning Committee and to Council in April 2024. Gillian McNamara Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2024 Limited progress has been achieved in Queens Quay due to constraints in the current housing market. The Exxon business case received approval by the Council and Glasgow City Region, allowing the Council to acquire land and prepare for the commencement of works. Start of works Gillian McNamara; Magda Swider Page 59
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awaits completion of remediation works by ESSO Petroleum. Works are likely to start in June/July 2024. For the Artizan redevelopment submission of the application for Planning Permission in Principle has been delayed till May 2024 due to complexities of the project and issues with NPF4 Policy 22 submission of the application has been delayed till May. This will not affect the overall progress of the Phase 1 works which will be covered by a separate detailed planning application. For the District heating expansion, discussions are ongoing with respective off- takers. Work is currently underway to connect 46 Clydebank Housing Association flats at Dumbarton Road, with connections to be completed throughout April of this year. Support town centre revitalisation 31-Mar- 2024 Town centre revitalisation projects are progressing as planned and complete for 2023/24. Gillian McNamara; Magda Swider Develop and implement business support interventions through the UK Shared Prosperity Fund 31-Mar- 2024 UK Shared Prosperity Fund business support interventions have been developed and have been promoted through Council website, social media channels and directly to local businesses. Gillian Scholes Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. 14-Mar- 2024 Risk remains unchanged. Focus continues on landowner agreeing a housing proposal with the developer. Pamela Clifford; Gillian McNamara Page 60
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. 14-Mar- 2024 Risk remains unchanged. Individual projects continue to progress, reducing the likelihood of undesirable outcomes. Pamela Clifford; Alan Douglas; Gillian McNamara Action Status Overdue Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 61
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Appendix 2: Regulatory & Regeneration Delivery Plan 2024/25 - Economic Development 1. Introduction Regulatory & Regeneration comprises a wide range of services covering legal, trading standards, licensing, records management, planning, building standards, environmental health, democratic and registration services, economic development and procurement. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (economic development elements only) twice yearly, at mid- year and year-end. 2. Performance Review The management team completed a detailed review of 2023/24 performance, focusing on the following: • 2023/24 Delivery Plan year end progress; • Local Government Benchmarking Framework comparative data; • National Planning Improvement Framework; • Citizens’ Panel feedback; • Telephone Survey feedback; • Complaints; and • Continuous Improvement. This review highlighted our key achievements and challenges in 2023/24. These are summarised below. ITEM 8 - APPENDIX 2 Page 62
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Key Achievements in 2023/24 Listed below are some of the major achievements in each service area that were particularly challenging or unusual. All services achieve many other fantastic outcomes for the Council and its residents throughout the year which are not recorded here but are often as important. Cross Service • Implemented the Short-Term Let Licence regime with over 90 applications processed within a short time frame, working with other Council services including Environmental Health and Building Standards to ensure that the accommodation was of a suitable standard. • Expansion of the Queens Quay District Heating Network continued, with the connection to 46 Clydebank Housing Association flats. • Infrastructure, Regeneration and Economic Development Committee approved the Masterplan for the redevelopment of the Artizan Centre as part of the Levelling Up Fund programme. • Infrastructure funding package over £44m and Final Business Case approved for the former Exxon site by the Council and City Region Cabinet and planning permission secured. Economic Development and Regeneration • Stage 1 bid to Glasgow City Region Investment Zone submitted, with the Council now supporting a Stage 2 bid for the Scottish Marine Technology Park to be part of an Advanced Manufacturing Investment Zone. • Provided support to 200 new business start-ups and developed and implemented a range of business interventions through the UK Shared Prosperity Fund to provide growth support to local businesses. • Developed a new Economic Development Strategy Action Plan for 2022 to 2027, providing a clear strategic approach to economic development and resource allocation to improve economic performance. • Delivered improvements in Alexandria Town Centre and launched a Community Grant scheme for community groups and organisations in West Dunbartonshire using Place Based Investment Programme funding. • Reinvigorated the Climate Change Action Plan delivery group. • Upgrading of Building Management Systems across the majority of the Council estate completed. • Local Heat and Energy Efficiency Strategy was approved by Committee in February 2024 for wider consultation. Page 63
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Key Challenges in 23/24 Economic Development and Regeneration • Delivering private sector homes at Queens Quay continued to be a challenge in 2023/24 but we meet with our commercial partner regularly to monitor and encourage development interest. • Businesses continued to face many economic challenges in 2023/24, including rising inflation and energy costs. The business interventions developed through the UK Shared Prosperity Fund and the on-going advice and support available through Business Gateway will continue to provide assistance to help them recover and grow in the year ahead. • Delivery of the Levelling Up Fund programme of works in Dumbarton town centre against tight funding timescales was challenging given the multi-disciplinary support and buy-in from a number of different stakeholders required to develop and deliver projects of this nature. • With temporary resource challenges, it was challenging to adequately resource all projects and to meet some of the tight deadlines associated with external funding. • Despite carbon emissions for 2022/23 showing a reduction from 2021/22, it is becoming increasingly difficult to achieve the targets as outlined in our Climate Change Strategy. In order to ensure Net Zero targets are met for 2045, additional resources and finance will require to be considered if we are to meet future targets. • The Cost of Living crisis has seen a significant uplift in the number of residents requiring Energy Efficiency support. This has proved challenging to facilitate within our existing resources. 3. Strategic Assessment The Regulatory & Regeneration management team completed a detailed strategic assessment to determine the major influences on service delivery and priorities in 2024/25 and beyond. This covered a review of local and national political priorities, new legislation and technology, Council policies, and our continued recovery from the pandemic, cost of living crisis and the financial challenges facing the Council. The key issues are outlined below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of Page 64
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front line and back office services. The Council are currently faced with an estimated cumulative funding gap in 2025/26 of £9.8m rising to £40.4m by 2028/29. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2024/25. These challenges require further action to balance our budget and protect services for residents. Within Regulatory & Regeneration, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In Regulatory and Regeneration there were no budgets identified as being more susceptible to fluctuations. However, on a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short-term borrowing. Economic Development Action Plan An Economic Development Strategy Action Plan for 2022/27 was approved by Infrastructure, Regeneration and Economic Development Committee in November 2023. It sets out the vision and priorities for delivering economic growth and improved well- being in West Dunbartonshire’s communities and is aligned to the Strategic Plan 2022/27, the Glasgow City Region Economic Strategy and the Scottish Government’s National Strategy for Economic Transformation. The action plan to deliver the strategy has been developed for implementation in 2024/25. It focuses on delivering key regeneration sites, developing the Queens Quay site, identifying and developing commercial opportunities, supporting business recovery, and supporting town centre revitalisation (details below). The action plan will be implemented throughout 2024/25 and progress monitored and reported to Infrastructure, Regeneration and Economic Development Committee. Action: Implement, monitor and report the progress of the 2024/25 Economic Development action plan Page 65
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Deliver Key Regeneration Sites A number of key regeneration projects, which span multiple years, will continue to be taken forward in 2024/25. These include: • Infrastructure delivery on the Exxon site; • Alexandria Masterplan which will transform the town centre and surrounding areas; • Clydebank Town Centre Development Framework which will inform interventions delivered funded through the Long-Term Plan for Towns over the next 7-10 years; • Securing planning approval for the Scottish Marine Technology Park (SMTP) at the Carless site, and pursuing funding opportunities including Vacant and Derelict Land fund and Investment Zone; and • A range of projects funded through the £20m Levelling Up fund, including the redevelopment of Glencairn House, the regeneration of the Artizan Shopping centre, and connecting Dumbarton Central to the Town Centre, all of which will have a significant impact on Dumbarton and the town centre vibrancy. Actions: Deliver key regeneration sites across West Dunbartonshire; Ensure regeneration sites are progressed to enable high quality development to be achieved on the ground and; Monitor the development of the key regeneration sites to ensure they comply with the approved consent Queens Quay Infrastructure works for this 80 acre residential waterfront development were completed in 2020/21. In the year ahead, the focus on securing housing developments across the site in partnership with site owner Clydeside Regeneration Ltd. will continue. This continues to be a challenge, particularly in relation to flatted private homes which the market is finding commercially challenging. Discussions will continue with a range of public and private sector parties. Action: Promote the next phase of Queens Quay Housing Deliver Key Commercial Opportunities Identifying commercial opportunities in conjunction with the private sector will continue to be a priority. Discussions with developers who may wish to enter a partnership with the Council to achieve joint benefits from a commercial, housing and low carbon Page 66
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perspective will be progressed. The Regeneration Capital Fund with £12.77m has been allocated across a number of projects. The Fund’s key operating principles and allocations to specific projects agreed by Committee will be progressed. Opportunities include: • Exxon – as infrastructure works progress, the Council will consider how to promote and deliver the best uses for the site and, working with the City Region and Scottish Enterprise, will encourage developer interest in the site to meet the growth targets set out in the City Deal business case. • NHS Golden Jubilee – we will seek to deliver the extension of the District Heating network to the hospital and explore opportunities presented by the expansion of the hospital for development and regeneration of Queen Quay and Clydebank, generally. • Scottish Marine Technology Park – we will continue to work with the Malin Group in their ambition to deliver the Scottish Marine Technology Park at the former Carless site near Old Kilpatrick, and assist them in attracting business and funding to the site. A project board has been established to provide support and direction as the Malin Group progress the development through the planning and infrastructure implementation stages. Action: Explore commercial opportunities in our town centres and wider regeneration sites Supporting Business Recovery In April 2022 the UK government launched the UK Shared Prosperity Fund, a central pillar of the UK government’s Levelling Up agenda, providing funding for local investment across the UK by March 2025. A Local Investment Plan has been developed and approved by the UK Government as part of a wider Glasgow City Region Investment Plan through the Fund. The business support proposals within the Investment Plan will be available until March 2025 to support business recovery and include a Business Recovery & Growth fund, Early Stage Growth grants, Towards Net Zero Grant, Enhancing Tourism Events & Attractions Fund, Business Gateway Expert Help and Shopfront & Small Business Improvement Grants. Action: Develop and implement business support interventions through the UK Shared Prosperity Fund Supporting Town Centre Revitalisation Assisting town centres to recover from the pandemic and cost of living crisis will continue to be a focus in 2024/25, with support for high street businesses a key priority and in response to community needs. We will continue to develop projects to make our town Page 67
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centres attractive places and take advantage of the external funding, including UK Government’s levelling up programme and Place-Based Investment Programme funds provided by Scottish Government. • Clydebank has been awarded £20 million funding from the UK Government as part of the Long-Term Plan for Towns. This funding will support delivery of the projects which originate from approved Clydebank Development Framework and reflect the priorities of the local community. The Framework provides a vision for how the town will be transformed, from reducing retail dominance to a vibrant mixed use and inhabited town centre that meets the needs of the whole community. It includes, among other interventions, development of the former Playdrome site, a transport hub at Clydebank Station, improved connections between the town centre and Queens Quay, and related community-led activity. We will look for ways to secure additional funding and attracting commercial and other development interest. A Clydebank Town Board, chaired by Liz Connolly Principal of West College Scotland will be established to oversee the Fund and Plans. • In Dumbarton, the focus for the next year and beyond will be the Levelling Up Fund programme of works including the refurbishment and reuse of Glencairn House as a library and museum and the revitalisation of the Artizan Centre. Another levelling up project, Connecting Dumbarton, was completed in early 2024. • In Alexandria the next phase of the 2021 Masterplan will be implemented, with an emphasis on place based funded projects. This will include improved walking and cycling routes, town centre building improvements and projects that directly respond to local community and business priorities. Action: Support town centre revitalisation Climate Change Action Plan The Council developed a Climate Change Strategy in response to the climate emergency and to provide a route map towards meeting Scotland’s national net zero carbon target by 2045. This Strategy informs annual action plans, with actions devolved to relevant service areas. Progress against the 2024/25 action plan will be monitored and reported to senior management and Council on a regular basis. Action: Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2024/25 Page 68
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Local Heat and Energy Efficiency Strategy (LHEES) During 2023/24, the Council commenced works on a Local Heat and Energy Efficiency Strategy (LHEES) which will set out the long-term plan for heat decarbonisation and improved energy efficiency of buildings throughout the Council area. The consultative draft Strategy was approved in February 2024. Scotland’s statutory greenhouse gas emissions reduction and fuel poverty targets will be the drivers of this area-based approach. When the final strategy is approved, it will set out the changes needed to each sector of buildings stock, identify strategic heat decarbonisation zones and prioritise delivery areas. A Delivery Plan will accompany the LHEES, developed in partnership with key stakeholders. Action: Develop Local Heat and Energy Efficiency Strategy and Delivery Plan Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Regulatory & Regeneration priorities for 2024/25. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators that will enable progress to be monitored and reported to stakeholders; • strategic workforce actions to address workforce issues identified in the planning process; and • strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2024/25 and actions to mitigate them, we aim to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 69
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4. Resources Finance The Finance team are currently creating the detailed service budgets to accurately reflect all savings, management adjustments and other budget adjustments agreed by Council on 6 March 2024. Once this is complete the service plans will be updated with each Service’s Gross Expenditure, Gross Income and Net Revenue Expenditure Budgets. Employees Employee Numbers The headcount and full time equivalent (FTE) staff in each service area (as of 31st March 2024) are as follows: Absence The 2023/24 quarterly absence figures for Regulatory & Regeneration are shown below together with the Council average for the same periods for comparison. Absence was significantly lower the Council average throughout 2023/24: Absence in 2023/24 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Regulatory and Regeneration Headcount FTE Democratic and Registration Services 21 18.36 Economic Development 16 15.03 Legal Services 21 20.26 Planning, Building Control 36 34.30 Regulatory Management 3 2.80 Procurement 10 9.86 TOTAL 107 100.61 Page 70
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Regulatory & Regeneration 0.86 1.72 1.53 2.52 5.94 COUNCIL WIDE TOTAL 3.64 3.36 4.67 5.01 13.74 Appendix 1: Action Plan Please Note: PI targets for 2024/25 are indicative until 2023/24 year-end data becomes available. Our Environment Our resources are used in an environmentally sustainable way Performance Indicator 2024/25 Owner Target Tonnage of carbon dioxide emissions from Council operations and assets 19,342 Rachel Moir Action Due Date Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2024/25 31-Mar-2025 Rachel Moir Develop Local Heat and Energy Efficiency Strategy and Delivery Plan 31-Mar-2025 Rachel Moir Page 71
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Risk Description Current Assessment Target Assessment Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. Gillian McNamara Our neighbourhoods are sustainable and attractive Action Due Date Owner Promote the next phase of Queens Quay Housing 31-Mar-2025 Pamela Clifford; Gillian McNamara Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2024/25 Owner Target Number of businesses given advice and assistance to start up through Business Gateway 180 Gillian Scholes Page 72
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Performance Indicator 2024/25 Owner Target No of business gateway start-ups per 10,000 population 19.78 Gillian Scholes Proportion of properties receiving superfast broadband 100% Gillian Scholes Action Due Date Owner Implement, monitor and report the progress of the 2024/25 Economic Development action plan 31-Mar-2025 Gillian McNamara Deliver key regeneration sites across West Dunbartonshire 31-Mar-2025 Gillian McNamara Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar-2025 Magda Swider Develop and implement business support interventions through the UK Shared Prosperity Fund 31-Mar-2025 Gillian Scholes Support town centre revitalisation 31-Mar-2025 Magda Swider Risk Description Current Assessment Target Assessment Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. Pamela Clifford; Gillian McNamara Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. Pamela Clifford; Alan Douglas; Gillian McNamara Page 73
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Infrastructure, Regeneration and Economic Development Committee 22 May 2024 Subject: Resources Delivery Plan 2023/24 - Asset Management Year-end Progress & Resources Delivery Plan 2024/25 - Asset Management 1 Purpose 1.1 This report sets out the year-end progress of the 2023/24 Delivery Plan and presents the new Delivery Plan for 2024/25 in relation to Asset Management. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2024/245. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 Asset Management was incorporated within Resources in September 2023. The Asset Management elements of the Resources Delivery Plan will be reported to Infrastructure, Regeneration and Economic Development Committee at mid-year and year-end. 4 Main Issues 2023/24 Year-end Performance 4.1 Full details of year-end progress are set out in Appendix 1. 4.2 The progress of the Plan’s four Asset Management actions is summarised below: Progress No. (%) Completed 4 (100%) ITEM 9 Page 75
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4.3 Year-end data is available for all four of the Plan’s Asset Management PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 4 (100%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 4 (100%) Improved over longer term (or maintained high level of performance) 3 (75%) 2024/25 Plan 4.4 An extract from the Resources 2024/25 Delivery Plan is included in Appendix 2. This sets out the achievements and challenges for Asset Management over the past year, as well as the priorities for the year ahead, namely: • progressing the disposal of key strategic sites • progressing the redevelopment of Glencairn House • progressing the buildings upgrades programme • progressing the refurbishment of the depots estate • supporting Council services to deliver the asset related options agreed by Council. 4.5 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration and Economic Development Committee around November 2024 and May 2025 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Asset Management may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed and approved. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. Page 76
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9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Laurence Slavin Service Area: Resources Date: 25 April 2024 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2023/24 - Asset Management Year-end Progress Appendix 2: Resources Delivery Plan 2024/25 - Asset Management Background Papers: Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 77
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Appendix 1: Resources Delivery Plan 2023/24 – Asset Management Year-end Progress 1. Our Communities Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Progress Glencairn House Improvements in line with agreed plan and timeframe 31-Mar- 2024 The 2023/24 phase of the redevelopment has been completed. A tender was completed, a contractor appointed and works have started on-site. The next phase commenced in April 2024. Michelle Lynn 2. Our Environment Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Progress the building upgrades programme 31-Mar- 2024 All projects completed on time, within scope and within budget. Michelle Lynn 4. Our Council Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note Percentage of council buildings in which all public 96.5% 97% 97% Target achieved. Capital works completed to operational building to increase accessibility Michelle Lynn ITEM 9 APPENDIX 1 Page 78
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Performance Indicator 2022/23 2023/24 Owner Value Status Value Target Short Trend Long Trend Note areas are suitable for and accessible to disabled people % of capital receipts achieved as forecast 90% 90% 90% Target achieved. Capital receipts delivered as per programme. Michelle Lynn Proportion of operational buildings that are suitable for their current use % 93.3% 93.3% 93% Target achieved. Based on the most recent LGBF comparative data for 2022/23 (published by the Improvement Service in December 2023), performance was better than the Scottish average of 86.1%, with a ranking of 8 of 32 local authorities, down two places from the previous year. Michelle Lynn Proportion of internal floor area of operational buildings in satisfactory condition % 91% 91% 91% Target met. Based on the LGBF comparative data for 2022/23 (published by the Improvement Service in December 2023), performance was better than the Scottish average of 89.7%, with a ranking of 16 of 32 local authorities, up two places from the previous year. Michelle Lynn Action Status Progress Due Date Note Owner Progress disposal of key strategic sites over 23/24 31-Mar- 2024 Completed according to the disposal programme. Michelle Lynn Develop and implement plans and support services to achieve the various asset related options agreed by Council. 31-Mar- 2024 Completed. Disposal and co-locations agreed. Michelle Lynn Page 79
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are; the Council’s property portfolio. 07-Mar- 2024 Risk score remains low due to capital programme of works on operational building ongoing. Michelle Lynn Action Status Overdue Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Risk Status Alert Warning OK Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 80
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Appendix 2: Resources Delivery Plan 2023/24 – Asset Management 1. Introduction Resources comprises Finance, Business Support, Internal Audit & Fraud and Asset Management. It provides accountancy, treasury management, business support, internal audit and fraud and asset management services to the Council and external clients including the West Dunbartonshire Leisure Trust, the Valuation Joint Board, Clydebank Property Company, charities and trusts, and West Dunbartonshire Energy Ltd. Company. In addition, it provides direct services to residents of West Dunbartonshire. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. Progress will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (asset management elements only) twice yearly, at mid-year and year-end. 2. Performance Review The Resources management team completed a detailed review of 2023/24 performance, focusing on: • 2023/24 Delivery Plan year-end progress • Local Government Benchmarking Framework (LGBF) comparative data • Citizens’ Panel feedback • Telephone Survey feedback • Complaints • Continuous improvement This review highlighted our key achievements and challenges in 2023/24. These are summarised below. ITEM 9 - APPENDIX 2 Page 81
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Key Achievements in 2023/24 Asset Management • Supported the delivery of major capital projects including Faifley Community Campus, new build housing projects, development phase of Exxon City Deal Project and other general services projects. • Further developed office accommodation plans and managed access and occupancy rates. • Continued to deliver the Disposal Strategy outcomes and delivered income via capital receipts. • Developed and implemented a new Council Asset Management Framework and Property Asset Plan. • Progressed the programme of the Council Assets capital funded improvement projects. Key Challenges in 2023/24 Asset Management • Staff turnover coupled with the time taken to replace, recruit and train employees continued to be a challenge in 2023/24. • High sickness absence reduced available resource resulting in increased expenditure for sub contracted works and agency costs. • The national skills shortage of qualified and experienced officers in Corporate Asset Management resulted in reduced workforce numbers and increased demands on existing teams. This resulted in alternative service delivery models being introduced. • Increasing issues relating to the supply of labour and materials, due to increased energy, transport and raw material costs, impacted supply chains and third parties and our ability to carry out works within budget and on time. 3. Strategic Assessment The Resources management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2024/25. The key factors are summarised below. Page 82
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Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back office services. The Council are currently faced with an estimated cumulative funding gap in 2025/26 of £9.8m rising to £40.4m by 2028/29. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2024/25. These challenges require further action to balance our budget and protect services for residents. Within Resources, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within Resources, budgets which have been identified as being more susceptible to fluctuations include: • Building Materials • Labour costs • Transport fuel costs • Capital Plan On a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short-term borrowing. Page 83
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Income from Capital Receipts Continuing to secure income for the Council is a key priority and the Corporate Asset Management Framework supports this through the delivery of capital receipts from the disposal of key strategic sites. The Framework will highlight non-performing property assets, inform the process for considering future disposals, and generate additional income through the disposal of redundant assets. In 2024/25, we will monitor the progress against the Framework and the disposal of key strategic sites and provide an annual update on progress. Glencairn House Redevelopment The Levelling Up Fund is a UK government initiative for regenerating town centres and high streets, upgrading local transport, and investing in cultural and heritage assets. Following a successful bid to the Fund, work is underway to progress the redevelopment of Glencairn House in Dumbarton town centre as a combined museum, library and community facility. Planning permission has been approved and a contractor appointed. In 2024/25, we will progress the redevelopment in line with the agreed plan with progress reported to the Levelling Up Project Board. Building Upgrades The 2024/25 programme for delivering Corporate Assets building upgrades includes renovation, remodelling and refreshing corporate buildings in accordance with the Corporate Asset Management Plan. In 2024/25, we will progress the buildings upgrades programme in line with the agreed Plan and timeframe. Depot Refurbishment The Council’s depot estate is no longer fit-for-purpose. Following a review of the complete estate and the preparation of a feasibility report, it has been agreed to refurbish the estate rather than progress with a new build due to cost restrictions. In 2024/25, the Depots Project Board will take forward the depot refurbishment programme. Page 84
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Asset Related Council Savings Options In line with the Council’s agreed savings options for 2024/25, there are a number of initiatives that include changes to Council assets that will require support from the Asset Management team. In the coming year, we will work in partnership with the relevant services to develop and implement plans and provide support to deliver the asset related savings agreed by Council. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Resources priorities for 2024/25. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators and targets that will enable progress to be monitored and reported to stakeholders • strategic workforce actions to address workforce issues identified in the planning process • strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2024/25 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 85
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4. Resources Finance (Not yet available) Resources has a net revenue budget of £x.xxxm and a capital budget of £x.xxxm in 2024/25. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area (Figures subject to ongoing verification) Gross Expenditure 2024/25 (£m) Gross Income 2024/25 (£m) Net Expenditure 2024/25 (£m) Capital Budget 2024/25 (£m) Finance x.xxx x.xxx x.xxx x.xxx Audit & Fraud x.xxx x.xxx x.xxx x.xxx Business Support x.xxx x.xxx x.xxx x.xxx Asset Management x.xxx x.xxx x.xxx x.xxx Total x.xxx x.xxx x.xxx x.xxx Employees Employee Numbers The headcount and full time equivalent staff in each service area (as of 31st March 2024) are as follows: Function Headcount FTE Audit & Fraud 8 6.10 Business Support 74 66.32 Finance 35 32.61 Asset Management 50 46.93 Estate Management 3 3.00 TOTAL 170 154.96 Page 86
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Absence The 2023/24 quarterly absence figures for Resources are shown below, together with the Council average for the same periods for comparison. The figures for Resources have been significantly lower than the Council average throughout 2023/24: Absence in 2023/24 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Resources 0.8 1.73 2.46 1.98 5.92 COUNCIL WIDE TOTAL 3.64 3.36 4.67 5.01 13.74 Appendix 1: Action Plan Please Note: PI targets for 2024/25 are indicative until 2023/24 year-end data becomes available. Our Communities Our residents are supported to increase life and learning skills Action Due Date Owner Progress the redevelopment of Glencairn House 31-Mar-2025 Michelle Lynn Page 87
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Our Environment Our neighbourhoods are sustainable and attractive Action Due Date Owner Progress the building upgrades programme 31-Mar-2025 Michelle Lynn Our Council Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2024/25 Owner Target Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% Michelle Lynn Percentage of capital receipts achieved as forecast 90% Michelle Lynn Proportion of operational buildings that are suitable for their current use 93% Michelle Lynn Proportion of internal floor area of operational buildings in satisfactory condition 91% Michelle Lynn Action Due Date Owner Progress the disposal of key strategic sites 31-Mar-2025 Michelle Lynn Progress the depot refurbishment programme 31-Mar-2025 Michelle Lynn Page 88
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Action Due Date Owner Develop and implement plans and support services to achieve the asset related options agreed by Council 31-Mar-2025 Michelle Lynn Risk Description Current Assessment Target Assessment Owner Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are; the Council’s property portfolio. Michelle Lynn Page 89
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 22 May 2024 Subject: Protocol for Road Works on Traffic Sensitive Roads 1. Purpose 1.1 West Dunbartonshire Council as the “Roads Authority” have a duty to Manage and Coordinate all road works within their maintained public road network. 1.2 The purpose of this report is to provide IRED Committee with the procedures and protocols that officers will follow in regards to management of road works on our traffic sensitive roads. 2. Recommendations 2.1 It is recommended that Members: a) Note the duty of the Roads Authority and the responsibilities of those undertaking works on the road network as set out within this report; b) Approve the protocols set out in the Protocol for the Management and Coordination of Road Works on Traffic Sensitive Roads (Appendix A); and c) Note that the Roads Authority will engage with all Statutory Undertakers and stakeholders to make them aware of the requirements set out within the protocol. 3. Background 3.1 A high volume of unplanned emergency works recently undertaken within the Dumbarton area resulted in a significant impact to traffic congestion within the local area. 3.2 These works often clashed with planned works already in progress and well as conflict with existing traffic and pedestrian control facilities. 3.3 A motion was raised at Council by Councillor David McBride requesting the Chief Officer for Roads and Neighbourhood to develop a Road Works Protocol for Traffic Sensitive Locations in line with the Code of Practice for the Coordination of Works on Roads to be agreed with utilities when works are proposed in these locations to ensure awareness of responsibilities. ITEM 10 Page 91
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3.4 This protocol should be applied to any road works which have to be undertaken on our roads defined as traffic sensitive and should incorporate protocols for emergency works. 3.5 The protocol should take into account minimal traffic management proposals, discussions how any temporary traffic management will works in tandem with existing traffic lights and nearby junctions and communication channels throughout the works. Assurances that works will be undertaken efficiently to ensure the length of disruption is minimised should also be included as well as escalation, intervention measures and an enforcement process should statutory undertakers fail to deliver agreed measures 4. Main Issues 4.1 The New Roads and Street Works Act 1991 (NRSWA) provides a legislative framework for all ‘works in roads’ in Scotland. This includes road works by undertakers (utility companies) and works for road purposes by road works authorities– to the extent that these must be co-ordinated by the road works authorities. 4.2 In undertaking these duties to co-ordinate and co-operate, the road works authorities and undertakers shall be required to undertake all of their duties under NRSWA and supporting regulations and to apply any guidance provided in any other Codes of Practice issued or approved under NRSWA or such practice as appears to the Scottish Road Works Commissioner to be desirable. 4.3 It is the duty of the road works authority to use their best endeavours to co-ordinate the execution of works of all kinds (including works for road purposes) in the roads for which they are responsible in the interest of safety, minimise inconvenience, protect the structural integrity of the road and the coordination with other road works authorities where works in one authority impacts a road for which the other is responsible 4.4 Similarly all undertakers, in regards to the execution of road works, have a duty to use their best endeavours to co-ordinate the execution of works of all kinds (including works for road purposes) in the roads for which they are responsible in the interest of safety, minimise inconvenience, protect the structural integrity of the road and the integrity of any apparatus within it. 4.5 To assist road work authorities to carry out their duty to co-ordinate works under section 118 of the NRSWA and to ensure undertakers fulfil their duty to co-operate in this process a Code of Practice for the Co-ordination of Works in Roads has been developed. Page 92
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4.6 This code was prepared by a Road Authorities and Utilities Committee (Scotland) (RAUC(S)) Working Group comprising representatives from local roads authorities and undertakers and was chaired by the Scottish Road Works Commissioner. It was the subject of extensive consultation with relevant organisations. 4.7 The aim of this Code is to balance the statutory rights of road works authorities and undertakers to carry out works with the expectation of road users that disruption from works shall be kept to a minimum 4.8 The NRSWA provides a number of statutory powers which road works authorities can exercise in the course of their works and the Code of Practice for Co-ordination Works in Roads provides details on how these powers should be enforced as well as procedures which should be followed by both Roads authorities and Undertakers to meet the requirements of their duties. 4.9 Under section 123 of NRSWA, a road works authority may designate certain roads (or parts of roads) as "traffic sensitive". The criteria under which such designations are to be made are specified in The Road Works (Scottish Road Works Register, Notices, Directions and Designations) (Scotland) Regulations 4.10 Under Sections 115 and 115(1A) of NRSWA a road works authority can serve a direction on an undertaker, setting out times or days during which proposed or ongoing road works may or may not be carried out. This power is subject to two important constraints: (i) It can be used only where the proposed works are likely to cause serious traffic disruption that would be avoided or reduced if the works were to be carried out at specific times; and (ii) A road works authority using this power must have regard to the advice set out in the Code of Practice. 4.11 Directions may be given in the following circumstances: (i) In a road which has been designated as traffic sensitive in order to restrict road works during traffic sensitive periods, and where an undertaker has not agreed to voluntarily curtail his works during the traffic sensitive period; or (ii) In a road which is not designated traffic sensitive under normal circumstances but is required to carry traffic diverted from another road affected by either works in the road or a road closure; or (iii) Where there is no traffic sensitive designation but, by reason of a short-term local event or occurrence (e.g. a Royal visit, road race, major sports event) it is necessary to curtail road Page 93
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works to avoid traffic disruption; or (iv) Where serious traffic disruption can be avoided or minimised by virtue of one work site serving two or more undertakers; or (v) Where no traffic sensitive designation exists, but the scale of works is such that more than one traffic lane is affected and accordingly the works are likely to cause serious traffic disruption which may be avoided or reduced if the works could be carried out only at specific times. 4.12 Directions cannot be given in the case of emergency works and urgent works in non-traffic sensitive situations, where the undertaker may proceed without advance notice 4.13 Even in circumstances where the use of a Section 115 direction may be appropriate, a road works authority should always first endeavour to reach agreement with the undertakers concerned as to the timing of their works. The power of direction should be used only where: (i) A voluntary agreement has not been reached; or (ii) The scale of works or the potential for disruption is such that the road works authority has reasonable grounds for seeking statutory backing for arrangements agreed in discussions with the undertakers; or (iii) There is insufficient time for agreement to be reached. 4.14 It is also important that, if a direction is given, the undertaker must be given sufficient time to enable them to adjust their working arrangements accordingly. The table below sets out the maximum periods within which a direction should be issued. Undertakers Notice Type Maximum Time periods for Roads Authorities to issue a direction 2 Hours Within 1 hour of receipt 3 Days Within 1 day of receipt 7 Days Within 3 days of receipt 1 Month Within 10 days of receipt 3 Months Within 10 days of receipt 4.15 In developing the attached protocol officers have reviewed both our powers as provided under the NRSWA and procedures detailed in the Code of Practice to ensure that any measures put in place are in line with existing guidance and powers. Page 94
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4.16 It was noted during the development of the attached protocols that work in traffic sensitive locations, in particular emergency works have the potential to impact on bus routes or timings. As such additional notice and discussions with bus operators should be undertaken as soon as possible and provision for this has been included. 5. People Implications 5.1 There are no people implications associated with this proposal. 6. Financial and Procurement Implications 6.1 There are no financial or procurement implications associated with this report. 7. Risk Analysis 7.1 The protocols included in this report will reduce the risk to the Council and ensure that we continue to fulfil our duties under the New Roads and Streetworks Act 1991 8. Equalities Impact Assessment (EIA) 8.1 Impact assessments are not required for the items covered in this report. 9. Consultation 9.1 A number of the protocols provided in this report already form part of our statutory powers, however the service will liaise with all relevant stakeholders and undertakers in relation to the contents of the protocols and procedures set out in the attached Appendix 1. 10. Strategic Assessment 10.1 A full Strategic Assessment was not required for this Report. Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 23 April 2024 Person to Contact: Liam Greene Roads and Transportation Manager liam.greene@west-dunbarton.gov.uk Page 95
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Appendices: Appendix A: Management and Coordination of Road Works on Traffic Sensitive Roads Protocol Wards Affected: All wards Page 96
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West Dunbartonshire Council Roads and Neighbourhood Services Roads and Transportation Team Management and Coordination of Road Works on Traffic Sensitive Roads Protocol April 2024 ITEM 10 - APPENDIX 1 Page 97
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Table of Contents 1. Introduction 2. Purpose 3. Notification and Authorisation 4. Control of Timings of Works 5. Traffic Management Requirements 6. Consultation 7. Major Planned Works 8. Additional Considerations 9. Communication Strategy 10. Emergency Works Page 98
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1. Introduction As the Roads Authority, West Dunbartonshire Council Roads and Transportation team have the responsibility of ensuring Works Promoters have the necessary time and space to support the safe and efficient implementation of maintenance and improvement work to the network and the services running underneath it. The Roads Authority must work with Works Promoters to ensure that the impacts of their works on businesses, the local community and the travelling public are fully considered and understood, and any avoidable impacts are adequately mitigated before works are implemented. This is particularly important on any road designated as Traffic Sensitive as works in these locations are likely to be particularly disruptive to other road users. Section 64 of New Roads and Street Work Act (NRSWA) allows a Road Authority to designate roads as traffic sensitive. These will be strategic and main distributer routes through the authority, which if subject to road works will have a serious impact on traffic flow through the area and could potentially lead to disruption to travel times. Designations may only apply to certain times of day, days of the week, or days of the year. Roads may be traffic sensitive at peak times only (7am to 9am & 3pm to 6.30pm) or throughout the working day (7am to 6.30pm) and these times may change depending on the day of the week. 2. Purpose Although traffic sensitive designations highlight that works in these situations are likely to be particularly disruptive to other road users, it does not necessarily prevent occupation during traffic-sensitive times. Limiting the time and days of working on roads with a traffic-sensitive designation must be considered in all instances. The purpose of this document is to highlight considerations which should be taken into account when processing or managing road works by other statutory undertakers on the road network. Whilst the exact nature of any mitigation measures that should be put in place will vary depending on the location, nature and duration of the works and the likely impact on the traffic flow, some minimum measures are prescribed for our traffic sensitive locations. It also provides additional detail in relation to emergency works, which have the potential to further negatively impact on the road network and road users will not be given advanced warning of the works and full mitigation may be unable to be put in place on the outset of the works as the immediate issue resolution may prevent this. Page 99
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3. Notification and Authorisation of Works Road Works and the associated traffic management have the potential to impact on the performance on our network. It is important, therefore that suitable time is provided for any discussions/consultations and customer notification to take place. This ensures suitable mitigation measures can be put into place. The minimum notification periods for works on Traffic Sensitive Roads are defined in the Code of Practice for Coordination of Road Works. Works Promoters must submit their applications for works within minimum lead times, before the proposed start date, based on the category of the works. An application to start work inside the minimum lead time is known as an early start. There may be circumstances where the Roads authority and others concerned have no objection (or indeed, find it advantageous) to an undertaker proceeding before the end of the full prescribed notice period. Whilst permission should not be refused unreasonably, these should be kept to a minimum on traffic sensitive locations as the reduced lead in time will limit the notice that can be provided to other road users, local residents and businesses and local transport operators. In all instances, the Works Promoter should include a valid reason for the early start within their application or subsequent applications. Table 1: Minimum Notice Periods Works Type Advance Notice Notice of Expected Starting Date Actual Start Notice Emergency (Including remedial dangerous) No notice required No notice required Within 2 Hours of Works Starting Urgent No notice required No notice required At least 2 Hours in advance of Works Starting Minor Works (Without excavation) No notice required 3 days notice Within 2 Hours of Works Starting Minor Works (Mobile and Short Duration) No notice required 3 days notice Within 2 Hours of Works Starting Minor Works (With excavation) One month notice 7 days notice Within 2 Hours of Works Starting Remedial Works (Non dangerous) No notice required 3 days notice Within 2 Hours of Works Starting Standard Works One month notice 7 days notice Within 2 Hours of Works Starting Page 100
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Major Works Three months notice 7 days notice Within 2 Hours of Works Starting Substantial Works for Road Purposes Three months notice 7 days notice Within 2 Hours of Works Starting 4. Control of Timings of Works Under Sections 115 and 115(1A) of NRSWA a road works authority can serve a direction on an undertaker, setting out times or days during which proposed or ongoing road works may or may not be carried out. This power is subject to two important constraints: (i) it can be used only where the proposed works are likely to cause serious traffic disruption that would be avoided or reduced if the works were to be carried out at specific times; and (ii) (ii) a road works authority using this power must have regard to the advice set out in the Code of Practice. Directions may be given in the following circumstances: (i) in a road which has been designated as traffic sensitive in order to restrict road works during traffic sensitive periods, and where an undertaker has not agreed to voluntarily curtail his works during the traffic sensitive period (ii) in a road which is not designated traffic sensitive under normal circumstances but is required to carry traffic diverted from another road affected by either works in the road or a road closure; or (iii) where there is no traffic sensitive designation but, by reason of a short-term local event or occurrence (e.g. a Royal visit, road race, major sports event) it is necessary to curtail road works to avoid traffic disruption; or (iv) where serious traffic disruption can be avoided or minimised by virtue of one work site serving two or more undertakers; or where no traffic sensitive designation exists, but the scale of works is such that more than one traffic lane is affected and accordingly the works are likely to cause serious traffic disruption which may be avoided or reduced if the works could be carried out only at specific times All traffic sensitive locations have been recorded on the Road Works Register and any statutory undertaker wishing to undertake works on these locations will be automatically notified when works notifications are uploaded onto the system. As much as possible works should be programmed for completion during periods of lower traffic levels. The undertaker will be required to provide evidence that the below options have been considered and provide details as the reason works cannot be completed during these times. Page 101
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a. During Holiday Periods (Bank Holidays, School Holidays etc) b. At Weekends c. Overnight (where noise will not be a factor) d. Out with Peak Times i.e. between 9.30am and 15.30pm and after 6.30pm 5. Traffic Management Requirements Any temporary traffic management installed on our network, particularly on Traffic Sensitive Locations will impact on the traffic flows through the area. When reviewing applications to undertake works on our road network officers should satisfy themselves that the measures proposed are appropriate and to the right level and that all consideration has been taken in undertaking the works in a fashion which will minimise the impact to the traffic flow. Works involving passive traffic control such as Give and Take or Priority Working are examples of passive traffic control and would not require additional conditions if not located on a traffic sensitive road at traffic sensitive times. These works must maintain at least 1.2m width of the footway and involve no pedestrian crossing restrictions. Works involving Stop and Go boards, temporary traffic lights, lane closures, speed reductions, convoy working, temporary one-way, or a road closure are all examples of positive traffic control. For works involving multi-way signals, the network management team should be alerted at least two weeks in advance with a detailed scale plan showing location of the signal heads submitted for approval. These works are likely to have a greater impact on the road network and so the longer advanced notice allows for greater control for coordination purposes, thus improving the likelihood that works are approved. Where possible officers will promote the use of passive control measures to minimise the impacts to traffic flow however where works do not allow for this the hierarchy of controls will be followed. Hierarchy of Traffic Controls 1. Passive Traffic Control 2. Lane closure only, maintaining one lane of traffic flow in each direction 3. Stop/Go Boards 4. Temporary Traffic Lights* 5. Convoy System 6. Temporary One Way System 7. Road Closure** *Note: WDC has set a minimum standard that all temporary traffic lights should be manually controlled between 7am and 7pm on traffic sensitive locations. Page 102
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**Note: Road closures to our traffic sensitive roads should be avoided and should be the last resort. When required these should be restricted to periods of lower traffic levels. Where permanent traffic signals need to be switched off or are likely to be affected by any temporary traffic management, the works promotor will need to understand that impact and provide evidence to the Authority of the mitigating factors they consider appropriate to reduce disruption to the Road network at that location. It may be necessary for officers to impose additional control instructions to manage the impact of these controls. Road Closures Closure of any road would always be the last option the Authority would consider. Generally it would have to be physically impossible to complete the works by other traffic management methods before closure was allowed, and even then the closure periods would be significantly restricted. The Work Promoter would have to demonstrate that all other options had been considered e.g. the use of Temporary Traffic Signals, using Temporary Traffic Signals outside of Traffic Sensitive hours, working on Sundays etc. The Works Promoter will be required to provide evidence that they have considered and understood the breadth/ impact of their proposals on business, the local community and all road users, including public transport and adequately mitigated any adverse avoidable impacts before they are implemented. If a Road Closure is employed then no conflicting works will be permitted within the extents of the diversion route. 6. Consultation Early engagement providing timely, clear, accurate and appropriate information to all relevant stakeholders is key to minimising the impact of any works on our traffic sensitive locations. This will ensure that local residents, businesses and public transport operators have the opportunity to take any mitigation measures. The Works Promoter remains responsible for ensuring that stakeholders such as Community Councils, businesses, local residents and public transport operators are provided with timely, clear, accurate and appropriate information. The exact level of consultation required will be dictated by the nature and impact of the proposed works. Figure 1 below provides guidelines as to the appropriate consultation levels based on the expected impact. Page 103
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Figure 1. • Advanced Warning signs (Minimum Requirement) For all works on Traffic Sensitive Locations, advanced warning signs must be erected by the promoter at least 7 days prior to the commencement of works. The advance signage should be placed at the extents of the works area and provide details of the duration and nature of the works. Signage should also be placed which provides contact details for the relevant undertaker. It may also be appropriate for Variable Message Signs to be erected in advance of any works. • Local Residents and Businesses informed via a letter drop For works that are likely to impact the road network for 10 days or more (or where works that have the potential to be especially disruptive) all nearby businesses and residents should be notified via a letter drop. The letter should include information on:- Dates and Duration Description of Works Type of Traffic Management employed Information on any local access restrictions Contact Details Details of any alternative routes/diversions Page 104
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• Neighbouring Authorities In instances where works may impact on the road network of another Roads authority, consultation must be undertaken by the works promoter with the relevant authority. The Works Promoter will need to provide evidence that engagement has taken place and that plans are agreed by all parties before works can proceed. It may be more advantageous to hold a joint meeting with all road authorities to ensure that mitigation and control measures are agreed in advance of works commencing. Such works could include:- a) a road closure involving a diversion route outside West Dunbartonshire b) or works that may affect traffic flow on a main route into neighbouring authority town, c) or works that have a diversion or impact on the operation of the trunk road network Key Roads Stakeholders for West Dunbartonshire:- Argyll and Bute Council Stirling Council Glasgow City Council East Dunbartonshire Council Transport Scotland/Amey Contracts (A82) Loch Lomond and the Trossachs National Park Authority • Local Transport Operators West Dunbartonshire Council understands that works on the Roads network can cause service disruption and delays to passenger transport services. The majority of these works are undertaken by utility companies, the Roads and Transportation Team or developers. It is therefore important that effective co-ordination, control and communication of road works is undertaken with local transport operators to reduce disruption caused by works and minimise the impact these works have on service reliability and punctuality. The Roads and Transportation team must advise Works Promoters if their proposed works are on a passenger transport route and facilitate discussions, through Strathclyde Passenger Transport (SPT). Where planned works may affect passenger transport services, we ensure that Works Promoters. Engage early with and provide timely, clear, accurate and appropriate information to including public transport operators Work with local transport operators so that they may effectively modify their service routing temporarily (including suspension of stops) to accommodate Page 105
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the works, and have the relevant time to publicise the temporary changes accordingly. The Works Promoter may be required to contribute either partially or in full to any relevant costs associated with implementation of alternative service measures, such as shuttle bus services. 7. Major Planned Works It is likely that all Major planned works will require some form of publicity and consultation to discuss and agree any provisions to reduce the impact of these works. The exact level of publicity and consultation will depend on the location, duration and nature of the works to be undertaken however, upon notification of any major works on the Road Works Register, the Roads and Transport Team will arrange an initial meeting with the works promoter to discuss and agree the correct level of provision and identify any other key stakeholders that should be consulted. As appropriate Discussions should be held with Roads Traffic Officer Local Technical Assistant Roads Network Coordinator WDC Road Works Coordinator Works Promotor Works Promoters Contractor Works Promoters Traffic Management Further meetings will be organised in the lead up to works commencing to ensure that all mitigating measures have been addressed, relevant stakeholder communications and publicity has taken place. The Works Promoter will be required to provide evidence that this has taken place prior to works commencing on site. It was noted during the development of the attached protocols that work in traffic sensitive locations, in particular emergency works have the potential to impact on bus routes or timings. As such additional consideration that notice/discussions with bus operators should be undertaken as soon as possible. 8. Additional Considerations It is noted that whilst major works will require more in depth consultation between the Roads Authority and the Works Promoter, there may be instances where similar levels of consultation will be required. Where the service identifies that the proposed works are likely to have a significant impact on the road network or traffic management proposals will conflict with existing traffic management infrastructure such as traffic lights or pedestrian crossings then a programme meeting should be arranged with the relevant Roads officers and Works Promoters representatives as soon as possible. Page 106
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9. Communication Strategy It is the responsibility of the Works Promoter to undertake all necessary publicity and communication in relation to the works however, it is recognised that West Dunbartonshire Council have a responsibility to their residents to ensure that they are aware of any upcoming works. Where works are identified on the traffic sensitive network and once the traffic management, consultation and mitigation measures have been agreed the Roads and Transportation team will liaise with the Council’s communication team to ensure the works are promoted through the Council’s website and social media. These notices will be updated are required as works progress. The Roads and Transportation team will also provide notice to Senior Management, Local Elected Members and the Roads Convenor providing details on the dates, duration, nature of works, traffic management implications and mitigation measures in relation to the works. 10. Emergency Works Under the terms of the Code of Practice “emergency works” means works whose execution at the time when they are executed is required in order to put an end to, or to prevent the occurrence of, circumstances then existing or imminent (or which the person responsible for the works believes on reasonable grounds to be existing or imminent) which are likely to cause danger to persons or property. Due to the immediate nature of emergency works the undertaker may proceed without advanced notice however contact should be made with the Roads Authority within 2 hours of the works commencing. Once the Road service is aware of the works they should then ensure the required notifications and provided in line with the communications strategy above providing initial details of the nature, location and impact of the works. If necessary the Roads Authority will notify other interested parties such as other Roads Authorities, Bus Operators or the emergency services. It is possible that emergency works may involve large jobs involving considerable disruption. Once the full extent of the emergency works have been assessed discussions will be held with Roads and Transportation officers and the works promoter to agree any longer term traffic management and communication requirements. Where possible works should be restricted to the minimal works required to resolve the emergency situation with any associated remedial works programmed in as per the required notification process and timelines. Where there are other conflicting planned works by other Promoters in the vicinity of the emergency works these should be delayed until such times as the emergency works are completed. Page 107
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Should there be any works currently underway within the vicinity of the emergency works the Roads officers should instruct these works to be backfilled and traffic management removed until such times as the emergency works are concluded. If the nature of the works currently underway prevents removal then discussions will be arranged by Roads officers to discuss how these will be managed to reduce the impact on road users. Page 108
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 22 May 2024 Subject: Glasgow City Region: Electric Vehicle Charging Infrastructure Collaboration 1 Purpose 1.1 This report provides Members with an update on work undertaken to develop a collaborative approach to expanding the public electric vehicle charging infrastructure network across the eight local authorities of Glasgow City Region and seeks approval for the next steps required to progress towards a commercial delivery arrangement. 2 Recommendations 2.1 It is recommended that Committee: a) Note the content of the report and the collaborative work undertaken to date; b) Note the content of the West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan (Appendix 1) and the forecast number of required charging units and cost of installation; c) Approve the participation of West Dunbartonshire Council in a collaborative procurement to engage a commercial partner via a concession type contract through a partnership with all eight local authorities in Glasgow City Region, to deliver the benefits set out in the report; d) Agree in principle to entering into an Inter Authority Agreement among the eight local authorities, and delegate the subsequent nomination of a lead authority for the service delivery period as well as procurement and commercial decisions relating to the commencement and conclusion of the procurement process to the Chief Officer – Regulatory and Regeneration, in line with the approach set out in the report; e) Agree that Glasgow City Region Programme Management Office, through Glasgow City Council, will utilise local authorities Electric Vehicle Infrastructure Fund external grant allocations to engage programme management and expert technical consultancy support, that will assist in taking a Glasgow City Region proposition to market and subsequent appointment of a commercial partner; and, f) Note Officers will provide update reports on the progress of the work to Members as required throughout the development of the project. ITEM 11 Page 109
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3 Background 3.1 This section summarises the work that has been undertaken to date to support the expansion of the electric vehicle changing infrastructure network across the eight local authorities in Glasgow City Region. 3.2 In January 2022, the Scottish Government launched the Electric Vehicle Infrastructure Fund with the objective of unlocking private sector investment to expand the publicly accessible charging network on local authority land and assets. A requirement to access this fund was to develop an Electric Vehicle Strategy and Expansion Plan. £140k was allocated to each local authority to undertake this activity with a further £300k unlocked upon completion to support the implementation of the electric charging units. 3.3 Transport Scotland engaged the Scottish Futures Trust to support local authorities in the development of each council’s electric vehicle strategies and is also actively encouraging local authorities to collaborate in their strategy and delivery activity to expand the charging network. 3.4 In December 2021 the Glasgow City Region Cabinet agreed to progress an initial report into current electric vehicle charging provision, tariffs, and forecast future needs of the eight Glasgow City Region local authorities, jointly funded using the external funding allocations from Transport Scotland for each local authority. The report was concluded in June 2022. 3.5 It was further agreed by the Glasgow City Region Cabinet in August 2022 that the Glasgow City Region Programme Management Office would engage consultants on behalf of the local authorities to develop local Electric Vehicle Strategy and Expansion Plans. 3.6 Following the development of the strategy and expansion plans, the Glasgow City Region Electric Vehicle Senior Officers’ Group was established with senior officer representation from each of the eight Glasgow City Region member authorities. 3.7 The Senior Officers’ Group oversaw a Prior Information Notice, published in June 2023, to engage with the Charge Point Operators, explore market appetite and inform Glasgow City Region’s approach to the expansion of the electric vehicle charging infrastructure. There was significant private sector interest with 33 responses received and a clear preference expressed by most Charge Point Operators to engage collaboratively with all eight Glasgow City Region local authorities as part of a planned and strategic approach. 3.8 In August 2023, the Glasgow City Region Cabinet agreed that a collaboration between the local authorities to expand the electric vehicle charging infrastructure network should be based upon a clear set of agreed principles: a) To deliver a just transition, we must ensure equitable access to electric vehicle charging infrastructure, with a clear recognition of geographical characteristics and the different solutions that may be applicable. Page 110
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b) Ensure that all residents are able to access electric vehicle charge points close to their home. c) Align with the priorities of the sustainable travel hierarchy to ensure that public transport, walking, wheeling and cycling options are prioritised wherever possible. d) Collaborate across the Glasgow City Region member authorities to identify cost savings and ways to deliver a high standard of customer experience. e) Work together to identify and overcome grid capacity issues. f) Identify opportunities to develop joint public and fleet electric vehicle charging infrastructure projects, and where there are opportunities to align with HGV, hydrogen refuelling and the introduction of rapid and ultra-rapid charging stations. 3.9 At the request of the Glasgow City Region Chief Executives’ Group, further commercial and financial analysis was undertaken during the summer of 2023, to more fully understand the risks and opportunities of the different commercial arrangements that local authorities could use to expand the network of electric vehicle charging infrastructure. On 7 November 2023, the Cabinet was advised of the conclusion of this stage of the work, and that the Chief Executive’s Group proposed a preferred approach to progress through a continued collaboration among the eight local authorities on the basis of a concessionary-type commercial model. 4 Main Issues 4.1 The work to date indicates clear advantages of progressing with the expansion of the public electric vehicle charging infrastructure network as a collaboration of Glasgow City Regions’ eight local authorities. 4.2 Collaborating to expand the electric vehicle charging infrastructure offers a range of benefits for the local authorities’ wider policy objectives and these are described in the following paragraphs. 4.3 Leveraging Private Sector Investment Proceeding with a collaborative concession type contract provides the opportunity to maximise the amount of private sector investment to pay for the majority or totality of the new electric vehicle charging infrastructure. The market testing exercise indicated an appetite from a number of Chargepoint operators to fully fund the expansion of the network, with none of the capital costs being provided by the local authorities (this was dependent on other contract conditions, such as the contract term). 4.4 The additional charge points forecast in the Strategy and Expansion Plan indicated a total capital cost of £71 million across the City Region. There will be an amount of capital grant available from the Electric Vehicle Infrastructure Fund to assist in the delivery. The amount has not yet been agreed by Transport Scotland. It will be an objective to develop a proposal that can be fully funded by the commercial partner along with any Electric Vehicle Infrastructure Fund grant Page 111
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from Transport Scotland with no requirement upon the local authorities to fund the infrastructure and service delivery costs. 4.5 Financial and Commercial Considerations A concession-type commercial arrangement would allow the local authorities to transfer the potentially significant commercial, financial, technical, and regulatory risks to a commercial partner. It is proposed that a private sector partner would be invited to take on the operation, maintenance, and ownership of the existing network of 600 (approx.) local authority owned charge points in Glasgow City Region, as well as providing the investment required to significantly expand the number and location of charge points equitably across the City Region. 4.6 Generating an Income Stream Allowing a commercial partner to operate electric vehicle charging infrastructure on local authority land and assets has the potential to generate an income stream for the Glasgow City Region local authorities. This could be through a variety of different arrangements, for example income share, revenue share, a rental fee, or a combination. The amount and type of income stream will be influenced by the broader commercial arrangements of a contract, such as the contract term and where the risks and responsibilities are assigned between the local authorities and private partners. Collaborating regionally will allow the Glasgow City Region local authorities to pool resources generated through revenue to meet ongoing contract management costs, as described later in this report. However the intention would be to transfer most of the risk to the private partner and as a consequence the level of income potential for the Council must take this into account. Although it is not possible to determine at this stage what level of income could potentially be delivered, what must be recognised is that the principle intention of this proposal is to increase, at pace, the level of electric vehicle charging infrastructure across the Glasgow City Region which in turn will encourage the shift to electric vehicles. This will by default assist with the Council’s net zero ambitions. In summary therefore, although there may be a level of income generated from the proposal it will not be at a level which will significantly address any future saving requirements for the Council. 4.7 Economies of Scale and Reduced Duplication of Effort While the objective of this project is to expand the electric vehicle charging infrastructure network at no/minimal cost to the local authorities, collaboration offers significant economies of scale and financial savings during the developmental and delivery phases. The cost of technical consultancy support, procurement, and programme management will be shared among the eight local authorities. Discussions between the Programme Management Office and consultants during initial soft market testing prior to going to the market indicate that this saving could be in the region of £500,000 across the authorities. 4.8 There will be other, currently unquantified, savings in an arrangement where one lead local authority, acting on behalf of all eight, enters into a contract with a commercial partner, avoiding the need for eight individual procurement and contracting exercises and the costs associated with this. It is also proposed the long-term contract management arrangements could be undertaken by a central Page 112
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team, with the ongoing costs of this met through the pooling of an element of the local authority income stream generated by the contract. 4.9 Ensuring All Communities Can Access the Chargepoint Network Through collaboration we can take a strategic approach to locating electric vehicle charging infrastructure that supports a just transition. Operators will be able to make commercial decisions looking across a much larger number of chargers and will be able to balance high usage sites against lower usage areas. The scale of a Glasgow City Region collaboration will enable private investment in the network where individual local authority initiatives on their own may be too small to be commercially attractive. 4.10 Collaborating will also offer benefits to service users through opportunities to establish a consistent approach across Glasgow City Region to service delivery and ‘back-office’ functions such as payment mechanisms and charging policy. 4.11 Taking a package of sites across all local authority areas within the City Region to the market will also avoid a situation where local authorities are going individually and competing to secure engagement with Charge Point Operators. This would disadvantage those areas seen as less attractive and wouldn’t meet the objective of making electric vehicle chargers available to all, especially more disadvantaged communities within the City Region. Taking a Glasgow City Region collaborative approach will allow Glasgow City Region to go to the market at scale, giving a stronger voice in the sequencing of installation and the locations in which chargers are sited, ensuring that no communities are neglected. 4.12 Community and Supply Chain Benefits Responses to the Prior Information Notice, issued in June 2023, indicated that given the scale and commercial attractiveness of a Glasgow City Region collaboration, some Charge Point Operators were explicit in their intention to work with local supply chains during the installation and the ongoing maintenance of such a large electric vehicle charging network. These opportunities will be explored during the procurement process. As with all major contracts, there will be a requirement for the inclusion of community benefit clauses in the tender and procurement process. 4.13 Charge Place Scotland At present the back office support (payments, fault reporting, mapping etc.) for all the current publicly owned electric vehicle charging network is managed by the publicly funded Charge Place Scotland. The Scottish Government have made it clear that this funding will cease December 2025 and all back-office support will be removed. It is critical therefore that an appropriate solution is in place for this time and the consortium approach being proposed would include the provision of this support and avoid each individual local authority delivering their own back office solution. 4.14 Potential Shape of a Glasgow City Region Electric Vehicle Charging Infrastructure Collaboration In early January 2024, the Scottish Futures Trust and officers from Glasgow Page 113
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City Region Programme Management Office undertook a series of workshops with officers from each of the eight local authorities. The workshops were structured around discussion of key issues relating to potential: • commercial arrangements with a private sector partner; • joint working arrangements between the local authorities; and • procurement options and routes to market. 4.15 A number of the key technical aspects of a future commercial arrangement with the private sector were discussed at the workshops, providing a firm basis to develop joint tender documents that would be used in the procurement process to identify a private partner. 4.16 The total number of residential, destination, and journey charge points that were forecast in the Glasgow City Region area are set out in the table below and broken down by local authority. Residential AC (7kW) Destination AC (7 – 22kW) Journey - Rapid DC (50kW +) East Dunbartonshire 105 66 17 East Renfrewshire 143 122 29 Glasgow City 1,317 207 53 Inverclyde 172 93 36 North Lanarkshire 481 276 34 Renfrewshire 405 258 51 South Lanarkshire 467 242 33 West Dunbartonshire 141 81 9 GCR Totals 3,231 1,345 262 4.17 Following discussions among the local authorities, Scottish Futures Trust and Transport Scotland, and informed by the consultation with the market through the Prior Information Notice issued in June 2023, the proposed approach discussed with the Electric Vehicle Senior Officers’ Group and the Chief Executives’ Group, is to split the total number of forecast charge points into a series of phases. This pragmatic approach will help to align installation with the capacity of the market and of local authorities to deliver across the proposed sites. Prior to going to market we are unable to put a time on when works will be completed but anticipate that works will be completed in a three year period from commencement. 4.18 The proposed approach for the Glasgow City Region is that the first phase of charge points should include: - all existing EVCI (approximately 600); - all destination AC (7-22kW) charge points (approximately 1,345); - all rapid DC (50kW) charge points (approximately 262); and, - 20-25% of the forecast residential charge points (approximately 650-800). The indicative figures for new infrastructure for West Dunbartonshire is as follows: - all destination AC (7–22KW) charge points (approximately 81); Page 114
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- all rapid DC (50KW) charge points (approximately 9); and - 20-25% of the forecast residential charge points (approximately 28-35). 4.19 In addition, it is also proposed that the first phase will also include sites where there is the opportunity to install Ultra Rapid Charging (100kW to 350kW). A number of sites have been identified that meet a set of basic criteria where they may be attractive as ultra-rapid charging stations. Further work will be required to identify which of these sites can be progressed. At present West Dunbartonshire has identified approximately eight sites. 4.20 The exact number of locations and charge points will be determined during the site selection process. Each local authority will require to undertake their own analysis about the suitability of the proposed locations for charging infrastructure included in the Strategy and Expansion Plan and to provide a list of sites within their area to be included in the package that is offered to a commercial partner. Each local authority will also be asked to prioritise these sites. Charge Point Operators may suggest alternative sites based upon experience in delivering Electric Vehicle Hubs and this may assist the local authorities in identifying and agreeing alternative charging locations as required. 4.21 It is anticipated that subsequent phases will be weighted towards the remaining residential charging infrastructure, and any additional journey and destination sites that are identified. During the development of the procurement documents a strategy for bringing future phases to the market will also be considered. 4.22 Joint Working and Procurement Options The feedback from the officer workshops demonstrated support for a collaboration across Glasgow City Region through the planning, procurement and delivery stages. There was also a recognition of the need to put in place an Inter-Authority Agreement to facilitate this collaboration. 4.23 There was a consensus view expressed in the workshops that one local authority should contract with a commercial partner on behalf of all eight member authorities, with a preference for a single procurement, rather than establishing a framework for local authorities to draw down from. This learning has been taken from the successful Clyde Valley Residual Waste partnership. 4.24 Draft Timeline The operational timeline for delivery of the project is indicative at this time and the key milestones are set out below: Action/Milestone Estimated Date/Timescale Appoint Consultants to Support Development of Tender and Proposal May/June 2024 Preparation of Tender Documents June to November 2024 Commence Procurement December 2024/January to April 2025 Evaluation of Tenders May to June 2025 Page 115
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Contract Awarded to CPO July to August 2025 Charge Place Scotland Transition Network Planning & Mobilisation September to December 2025 New Chargepoint Installations January 2026 onwards 4.25 Governance and Support Arrangements A collaboration of the eight Glasgow City Region local authorities will require a clear governance and decision-making process. In addition to endorsement by the Glasgow City Region Cabinet, the key decisions will require the approval through the relevant local governance structures of each of the eight authorities. In West Dunbartonshire’s reports will be presented to the Infrastructure, Regeneration and Economic Development Committee for consideration and approval. 4.26 The collaboration will also require an Inter Authority Agreement to be put in place and signed off by all eight Glasgow City Region local authorities. In order to allow the project to meet the proposed timeline set out above, this report proposes that: - the approval of the Inter Authority Agreement; - issuing of the tender documents; and, - approval of the preferred bidder and agreement to enter into a contract; is delegated to the Chief Officer – Regulatory and Regeneration on behalf of the Council. 4.27 All eight local authorities will require to approve the proposed approach through their own local governance structures prior to any contract being entered into. A longer-term agreement between the eight Glasgow City Region local authorities will be finalised at the point of entering into a contract with a commercial partner and this will include the ongoing contract management arrangements. 4.28 In order to support the development of the tender documents, site selection process, and development of the Glasgow City Region Electric Vehicle Charging Infrastructure proposal, the Programme Management Office will continue to provide support to the Electric Vehicle Senior Officers’ Group. Expert technical consultancy support will be engaged and funded by contributions from each local authority through their allocations from Transport Scotland’s Electric Vehicle Infrastructure Fund. 4.29 To ensure each local authority is engaged in the development process and able to influence the development of the tender, officer support groups will be established to provide expert advice and to update their own organisations as required. In addition to the existing Electric Vehicle Senior Officers’ Group, it would also require groups with a focus on legal, procurement, and technical aspects. Page 116
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5 People Implications 5.1 Resources within Procurement, Legal, Finance, Assets and the Roads Service will be required to both develop and monitor the Inter Authority Agreement, review and shape the Procurement Strategy and undertake a site selection process to ensure that the needs and requirements of the council are reflected within the tender scope. 6 Financial, Legal & Procurement Implications 6.1 The Transport Scotland’s Electric Vehicle Improvement Fund to meet the costs of the development of the Glasgow City region proposal, development of the procurement documents, specialist external legal advice, and other costs associated with the development of the collaboration. Each local authority will contribute a portion of their grant award which will be pooled by the Glasgow City Region Programme Management Office who will engage the required consultancy and advice services on behalf of the eight local authorities as required. 6.2 The overarching aim of the approach set out in this report is to leverage private sector investment so that no/or minimal capital investment is required from the local authorities to deliver the expansion in electric vehicle charging infrastructure. On this basis there is not anticipated to be any requirement for capital investment. 6.3 It is anticipated that the long-term contract management of the commercial arrangement will be met by the collective income stream that is generated. It is suggested that the income stream from a commercial partner is pooled to meet the central contract management costs, with the surplus income then being distributed among the local authorities based upon an agreed formula. 6.4 Overall, there should be no cost to the local authorities from this proposed approach. However, this will depend on the market appetite to engage with Glasgow City Region and can only be confirmed on conclusion of the procurement process. 6.5 The main legal requirement will be the establishment of an Inter Authority Agreement that allows one local authority to act as lead in the process to procure and contract with a commercial partner on behalf of the other eight authorities. 6.6 There will be a requirement for expert external legal advice to support the development of the proposal and this will be engaged by the Programme Management Office. 6.7 A legal support group, consisting of solicitors from each of the eight local authorities, will be established to support the development of the project. Page 117
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7 Risk Analysis 7.1 Due to Transport Scotland’s decision not to renew the Charge Place Scotland contract all local authorities are required to put in place an alternative arrangement for the back-office and maintenance of their charge points before December 2025. Glasgow City Region’s proposal is to have these 600 (approx.) existing charge points included within the scope of the first phase of implementation, however there is a significant risk that the timing of this new arrangement being in place will fail to align with Transport Scotland’s ending of the Charge Place Scotland service. The Programme Management Office is liaising closely with Transport Scotland to identify potential mitigations for this risk. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out as required as detail is available on the phased implementation of the electric vehicle charging infrastructure. 9 Consultation 9.1 The preparation of the Inter Authority Agreement and tender documents will be undertaken in consultation with the appropriate Officers. 10 Strategic Assessment 10.1 The project will support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 23 April 2024 _____________________________________________________________ Person to Contact: Liam Greene Roads and Transportation Manager Liam.greene@west-dunbarton.gov.uk Appendices: Appendix 1: Public Electric Vehicle Charging Strategy and Expansion Plan Page 118
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Wards Affected: All Page 119
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West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan March 2023 West Dunbartonshire ITEM 11 - APPENDIX 1 Page 120
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Page iii of viii Mott MacDonald St Vincent Plaza 319 St Vincent Street Glasgow G2 5LD United Kingdom T +44 (0)141 222 4500 mottmac.com Mott MacDonald Limited. Registered in England and Wales no. 1243967. Registered office: Mott MacDonald House, 8-10 Sydenham Road, Croydon CR0 2EE, United Kingdom West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan March 2023 West Dunbartonshire Page 122
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan Page iv of viii Issue and Revision Record Revision Date Originator Checker Approver Description 0.1 01/02/23 SC/OF SM MJ Interim Draft 0.2 31/03/23 SC/PM/PP/HD RA MJ/OS Final Version Document reference: 100110838 | | | Information class: Standard This document is issued for the party which commissioned it and for specific purposes connected with the above- captioned project only. It should not be relied upon by any other party or used for any other purpose. We accept no responsibility for the consequences of this document being relied upon by any other party, or being used for any other purpose, or containing any error or omission which is due to an error or omission in data supplied to us by other parties. This document contains confidential information and proprietary intellectual property. It should not be shown to other parties without consent from us and from the party which commissioned it. Page 123
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan Page v of viii Contents Executive summary 1 1 Introduction 5 1.1 Purpose of the Report 5 1.2 Vehicle Types 5 1.3 Charging Types 6 1.4 Structure of the Business Case 6 1.5 Limitations 6 2 Background 8 2.1 Study Area 8 2.1.1 Number of Dwellings 9 2.1.2 Indices of Multiple Deprivation 10 2.1.3 Housing and Commercial Development 11 2.1.4 Road Network and vehicle km travelled 12 2.1.5 Population 12 2.1.6 Employment characteristics 14 2.1.7 Tourism 15 3 Baseline Position in West Dunbartonshire 17 3.1 Existing Electric Vehicle Charging Ownership 17 3.2 Existing Electric Vehicle Charging Infrastructure 17 3.3 Current Approach to Service Delivery 18 3.3.1 Council Owned EVCI 18 3.3.2 Independently provided EVCI 19 3.4 Revenue 19 4 Consultation and Stakeholder Engagement 20 4.1 Stakeholder Workshop 20 4.1.1 Strengths 20 4.1.2 Weaknesses 20 4.1.3 Opportunities 20 4.1.4 Threats 21 4.2 Survey 21 4.3 Current Situation 21 4.4 EVCI Preferences 22 5 The Strategic Case 25 5.1 Policy Context 25 Page 124
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan Page vi of viii 5.1.1 National Policy and Strategy 25 5.1.2 Local Policy 25 5.2 Vision, Outcomes and Priorities 26 6 The Economic Case 27 6.1 EVCI Requirements 27 6.1.1 Forecasting Results 27 6.1.2 EVCI Included in Funding Application 27 6.2 Site Identification 28 6.3 Grid Connection 29 6.4 Alignment with the Agreed Vision 30 6.5 Ultra-Rapid Charging Analysis 30 7 The Commercial Case 32 7.1 Recap of Potential Commercial Models 32 7.2 Feedback from Commercial Workshop Sessions 33 7.3 Commercial Model Preferences 33 7.3.1 Model Preferences 33 7.3.2 Model Scoring 33 7.4 Procurement Preferences 35 7.5 Summary 35 8 The Financial Case 36 8.1 Funding Sources 36 8.2 Capital cost requirement 36 8.3 Financial Viability of Service/Concession Type Contracts 37 8.3.1 Core feasibility test 37 8.3.2 Sensitivity test 38 8.4 Next steps 38 9 The Management Case 39 9.1 Governance and Management 39 9.1.1 Programme delivery 40 9.1.2 Required Resources 40 9.1.3 Approvals 41 9.2 Timetable and Next Steps 41 9.3 Risk Management and Mitigation 42 Appendices 43 A. Proposed locations for residential and destination chargers 44 Page 125
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan Page vii of viii B. Alignment with Agreed Objectives 53 C. Ultra-rapid Charging Analysis 56 Tables Table 0.1: Summary of Total Proposed EVCI to be Procured – Strategic Provision 1 Table 0.2: Summary of Total Proposed EVCI Capital Costs 1 Table 0.3: Meeting SFT’s Strategic Aims 2 Table 0.4: Forecast Number of EVCI in West Dunbartonshire 2 Table 0.5: Forecast charge point per 100,000 population 3 Table 0.6: Forecast EV to charge point ratio 3 Table 0.7: SFT Feasibility Model results 3 Table 1.1: EV Charger Types 6 Table 2.1: Dwellings by Local Authority and Off-Street Parking Percentage 9 Table 2.2: West Dunbartonshire Housing Supply Targets and Requirements 2024-2029 12 Table 2.3: Road Network in West Dunbartonshire in kilometres 12 Table 2.4: Traffic on major and minor roads in West Dunbartonshire, in 2020 (in million vehicle kilometres) 12 Table 2.5: Mid-year Population Distribution Estimates by Age, 2021 13 Table 2.6: Employment by occupation (Jul 2021 - Jun 2022) 15 Table 3.1: Registered Plug-in Vehicles per 100,000 population 17 Table 3.2: Existing EVCI in West Dunbartonshire 17 Table 3.3: West Dunbartonshire EVs (2022 Baseline) Compared to EVCI Ratio 18 Table 4.1: What is your typical weekly car milage? 22 Table 4.2: Why do you not plan to buy or lease an EV in future? 22 Table 6.1: Forecast EVCI Requirements 27 Table 6.2: West Dunbartonshire EVCI 2026 28 Table 7.1: Potential Commercial Models 32 Table 7.2: Commercial model assessment criteria 34 Table 7.3: Commercial model scoring – West Dunbartonshire weighted results 35 Table 8.1: Capital Cost breakdown 37 Table 8.2: SFT Feasibility Model results 37 Table 8.3: Sensitivity test - SFT Feasibility Model results 38 Figures Figure 2.1: West Dunbartonshire Study Area 8 Figure 2.2: Number of Dwellings per Hectare in West Dunbartonshire 10 Figure 2.3: Indices of Multiple Deprivation, West Dunbartonshire 11 Figure 2.4: West Dunbartonshire Population Density 14 Figure 3.1: Council and Independently Owned EVCI in West Dunbartonshire 18 Page 126
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan Page viii of viii Figure 4.1: Which of the following best describes where you normally charge your vehicle? 22 Figure 4.2: Reasons for buying an Electric Vehicle 23 Figure 4.3: BEV additional charging locations 24 Figure 4.4: PHEV additional charging locations 24 Figure 6.1: Future EVCI Network in West Dunbartonshire 29 Page 127
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 1 of 57 Executive summary Summary This Business Case sets out how West Dunbartonshire Council can invest in electric vehicle charging infrastructure (EVCI) to meet projected demand over the next three-to-four years. The proposed EVCI programme will enable West Dunbartonshire Council to work with other local authorities in the Glasgow City Region (GCR) and commercial suppliers to increase EVCI through this programme from an existing 62 charging devices to 368. The expansion of EVCI includes existing (upgraded where required), new publicly accessible charge points assumed to be installed by independent providers (without any intervention from the public sector) and the strategic provision requirement of 249 outlined in Table 0.1 below. The term strategic provision is used to identify EVCI estimated to be required on top of existing and independently provided, to meet the strategic targets of this business case. The application for funding covered by this business case therefore includes funding to support the strategic provision outlined below. Table 0.1: Summary of Total Proposed EVCI to be Procured – Strategic Provision Residential AC (7kW) Destination AC (7 – 22kW) Rapid DC (50kW) Total Future Strategic Provision Total Strategic Provision (Existing & Future Existing 0 10 3 13 249 New/Future 143 84 9 236 The estimated capital investment required to achieve the above network is summarised in Table 0.2. Table 0.2: Summary of Total Proposed EVCI Capital Costs Cost Item Value £, 2022 prices Existing Asset replace and update £200,000 Capital Enabling Costs £600,000 Capital EVI + Installation Costs £1,800,000 Standard DNO Costs £500,000 Total Capital Cost requirement £3,100,000 Source: Mott MacDonald Strategic Case The Strategic case for investment is outlined in the overall GCR Phase 2 Summary report. The EVCI programme aligns with and helps to deliver the wider Draft Vision for Scotland’s Public Electric Vehicle Charging Network ‘A Network fit for the Future’ (Transport Scotland, 2022), and its four key principles underpinned by the need for a ‘just transition’: ● a people-focused network ● accelerating commercial investment ● coordinating with the electricity network; and ● integration with Scotland’s sustainable transport system Page 128
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 2 of 57 The Scottish Government has mandated Scottish Futures Trust (SFT) to undertake programme management of the Electric Vehicle Infrastructure Fund (EVIF), including providing the framework for local authorities to bid to the fund, and making recommendations to the Scottish Government on funding awards. SFT has developed the business case template that this document follows and stipulated key metrics to be provided in the rest of this Executive Summary. The proposed programme of EVCI in this business case meets SFT’s strategic aims are outlined in Table 0.3. Table 0.3: Meeting SFT’s Strategic Aims SFT’s Strategic Aims How the Approach of the EVCI Programme in this Business Case Meets Those Aims A comprehensive network of public charge points From 2025, the successful delivery of EVCI programmed in this business case will result in there being a comprehensive charging network throughout West Dunbartonshire Council. It is predicted that over 99% of West Dunbartonshire’s properties will be within a 10 minute drive of a charge point as a result of the investment made through this business case. Five-minute walking catchments have been assumed to residential chargers where off-street parking is limited to help deliver the ‘equitable’ and ‘usable’ objectives. Access, fairness and need The vison of this programme is to provide a usable network, accessible for all and through the ‘Place Principle’ and ‘Community Wealth Building’ approach should ensure that rural communities are not left behind. Leveraging private investment and approach to enabling this investment A 20-year concession-type (‘public sector ownership with private sector operation’) contract is recommended for new and existing assets, and it is estimated that c.68% of the estimated capital cost will be secured from the private sector under the SFT assumptions. Enabling wider sustainable transport outcomes This EVCI programme aims to reduce private car use and integrate with the sustainable and active travel offering. The Scottish Government have published a target to reduce vehicle km by 20% by 2030. This business case is strategically aligned with that target through incorporating the 20% reduction into the demand forecasting and ensuring proposed locations for EVCI complement walking, cycling and public transport. Economic Case From the baseline data and range of forecasts analysed, low, central and high EV uptake and EVCI forecasts were derived for West Dunbartonshire Council. This data is summarised in Table 0.4 Table 0.4: Forecast Number of EVCI in West Dunbartonshire 2026 Forecast Requirement 2030 Forecast Requirement Low Central High Low Central High Residential (Slow) 86 143 207 126 233 318 Destination (Slow) 96 160 226 192 354 478 Destination (Fast) 22 36 52 45 82 111 Rapid 17 29 46 44 84 124 Total Devices 221 368 531 407 753 1,031 The current charge point provision was compared to the 2021 mid population estimates. The subsequent EVCI central forecasts for 2026 and 2030 were then also compared to the 2021 population to derive the forecast charge points per 100,000 population. The results are shown in Table 0.5. Page 129
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 3 of 57 Table 0.5: Forecast charge point per 100,000 population 2022 2026 2030 West Dunbartonshire 71 413 858 The existing number of EV within West Dunbartonshire observed at the end of Q3 2022 was compared with the number of publicly accessible EVCI to derive the EV to charge point ratio. This is shown in Table 0.6. Table 0.6: Forecast EV to charge point ratio Total Plug-in Vehicle Registrations (2022 Q3) 2022 EV Chargers 2022 EV to EVCI Ratio West Dunbartonshire 534 62 9 Commercial Case Local authorities have an interest in intervening in the EVCI market, both to promote EV uptake towards Net Zero targets and to ensure a socially equitable network. They also have several strengths to bring to the market. However, it is also recognised that local authorities are not as well placed as the private sector for borrowing capital and responding to the significant delivery and operating uncertainties associated with this emerging market. SFTs guidance is that authorities are not able to access the EVIF if they choose to adopt a local authority owner operator delivery model (described as Model D within the report). The draft vision for the Public EV Charging Network in Scotland states that further investment from the private sector is required to meet the scale and pace of EVCI expansion within Scotland. After considering four different commercial models in terms of affordability, risk allocation, social outcomes, contestability, procurement, resources and revenue, the Commercial Case recommends a concession-based contract (public sector ownership with private sector operation). It is recommended that West Dunbartonshire Council work together to procure EVCI with one or more local authorities within the region. Details of collaborative working arrangements are yet to be finalised. Financial Case The table below summarises indicative results of the SFT feasibility model under SFT standard assumptions. Table 0.7: SFT Feasibility Model results Funding Source Value £, 2022 prices Indicative Private investment £2,100,000 ‘Minimum’ Transport Scotland Grant £300,000 Remaining capital amount £700,000 Total Funding/Capital Cost requirement £3,100,000 Source: Mott MacDonald In this example, the Remaining capital amount is £700,000 which is c.22% of the total Capital Cost requirement. This indicates that the scheme is likely to be feasible without significant public funding and should be taken forward to the next stage to engage with private CPOs to determine the true value of private sector investment. At that stage, the true Remaining capital amount should be known and a full in-depth assessment of the funding options should be completed. Page 130
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 4 of 57 Management Case and next steps The next steps for the EVCI programme are as follows: Month/year Key tasks April 2023 ● Business Case presented to the Chief Executive’s Group ● Initiate further discussions on commercial model and collaborative working arrangements ● Submission of draft business case document to SFT for comment ● Further engagement with SPEN to confirm any constraints June 2023 ● Confirm collaborative working arrangements and agree and establish Inter-Entity Agreement IEA(s) as required ● Finalisation of business case ● Internal approval process of the business case document within each of the eight local authorities begins September 2023 ● Internal approval process of the business case document within each of the eight Councils complete ● Submission of final business case document to SFT for consideration ● Procurement of consultancy support (if required) for procurement and development stage may be underway ● Soft market testing complete Q4 2023 ● Development of procurement/tender documentation for suppliers ● Commencement of procurement process with commercial suppliers Q1 2024 ● CPO partners in place ● Commencement of capital works for new EVCI ● Existing asset replacement where required Q2 2024 ● Commencement of service delivery 2024-26 ● EVCI programme in place, with installation of new EVCI ongoing, and service delivery ongoing Page 131
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 5 of 57 1 Introduction 1.1 Purpose of the Report This report presents the proposed package of publicly available electric vehicle charging infrastructure (EVCI) for West Dunbartonshire, predicted to be required to service the growth in EVs. The report should be read in conjunction with the overall Glasgow City Region EVCI Phase 2 Summary Report which provides the overall strategic case for investment, the methodology and assumptions and sets out options and recommendations for collaborative delivery among all authorities of the Glasgow City Region: ● East Dunbartonshire ● East Renfrewshire ● Glasgow City ● Inverclyde ● North Lanarkshire ● Renfrewshire ● South Lanarkshire ● West Dunbartonshire The Scottish Government has mandated Scottish Futures Trust (SFT) to undertake programme management of the Electric Vehicle Infrastructure Fund (EVIF), including providing the framework for local authorities to bid to the fund, and making recommendations to the Scottish Government on funding awards. The purpose of this report is to enable West Dunbartonshire Council to access the EVIF. The report describes a range of commercial delivery options for EVCI. Whilst a range of options are considered, the SFTs guidance is that authorities are not be able to access the EVIF if they choose to adopt a local authority owner operator model (described as Model D within the report). The draft vision for the Public EV Charging Network in Scotland states that further investment from the private sector is required to meet the scale and pace of EVCI expansion within Scotland. For this reason, the Financial Case included within this report uses the SFT Feasibility Model to appraise a concession contact option only. 1.2 Vehicle Types The scope of this EVCI business case includes EVCI requirements for the following vehicle types: ● Cars ● Light Goods Vehicles (LGVs) ● Taxis ● Private Hire Vehicles (PHVs) Charging facilities for other vehicles, for example motorcycles, Heavy Goods Vehicles (HGVs) and buses/coaches are out of scope of the EVIF. For the purposes of this report, the following definitions are used: ● Battery Electric Vehicle (BEV): A vehicle powered by electricity, which is stored in a battery, and recharged by plugging into a source of electricity or by regenerative braking. Page 132
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 6 of 57 The range depends on the size of the battery, which is measured in kWh, but most new BEVs have a range of at least 200 miles based on a 50kWh battery. ● Plug-in Hybrid Electric Vehicle (PHEV): A vehicle that has both a ‘traditional’ Internal Combustion Engine (ICE) fuelled by petrol or diesel, which is supplemented with a battery- powered electric motor. These can travel on electric-only power for up to 40 miles, depending on the size of the battery. The battery is recharged by plugging into a source of electricity or by regenerative braking. Other types of low emission vehicles such as conventional hybrid ICE and Hydrogen Fuel Cell EV (FCEV) have been excluded from the analysis as they do not require the same EVCI. The term plug in vehicle (PiV) is used throughout the report to refer to BEV and PHEV combined. 1.3 Charging Types There are various charger types that provide power to EVs, which are categorised based on the power output of the charger. These are summarised in Table 1.1. Table 1.1: EV Charger Types Charger Type Output (kW) Typical Time to Fully Recharge BEV Examples of Location Suitability Slow (AC) Up to 7kW 6 to 12 hours Residential on-street, workplace, private driveway, car parks, transport hubs. Fast (AC) 7kW to 22kW 2 to 5 hours Destinations including car parks, supermarkets, leisure centres, retail parks, transport hubs. Rapid (DC) 43kW to 100kW 20 to 60 minutes Destinations such as supermarkets, retail parks and transport hubs, or en-route journey charging like motorway services and service stations Ultra-rapid (DC) 100kW to 350kW 15 to 30 minutes En-route journey charging such as motorway services and service stations. Further detail relating to vehicle types and charger type characteristics is provided in Section 2 of the 'Glasgow City Region EVCI Phase 2 Summary Report’. 1.4 Structure of the Business Case The structure of this business case follows the SFT template and is outlined below, for the sections following this introduction: ● Background and scope ● Baseline position ● The Strategic Case ● Consultation and Stakeholder Engagement ● The Economic Case ● The Commercial Case ● The Financial Case ● The Management Case 1.5 Limitations This Report has been prepared solely for use by the party which commissioned it (the 'Client') in connection with the captioned project. It should not be used for any other purpose. No person other than the Client or any party who has expressly agreed terms of reliance with us (the 'Recipient(s)') may rely on the content, information or any views expressed in the Report. This Page 133
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 7 of 57 Report is confidential and contains proprietary intellectual property and we accept no duty of care, responsibility, or liability to any other recipient of this Report. No representation, warranty or undertaking, express or implied, is made and no responsibility or liability is accepted by us to any party other than the Client or any Recipient(s), as to the accuracy or completeness of the information contained in this Report. For the avoidance of doubt this Report does not in any way purport to include any legal, insurance or financial advice or opinion. We disclaim all and any liability whether arising in tort, contract or otherwise which we might otherwise have to any party other than the Client or the Recipient(s), in respect of this Report, or any information contained in it. We accept no responsibility for any error or omission in the Report which is due to an error or omission in data, personal data (as defined in the Data Protection Act 2018), information or statements supplied to us by other parties including the Client (the 'Data'). We have not independently verified the Data or otherwise examined it to determine the accuracy, completeness, sufficiency for any purpose or feasibility for any particular outcome including financial. Forecasts presented in this document were prepared using the Data and the Report is dependent or based on the Data. Inevitably, some of the assumptions used to develop the forecasts will not be realised and unanticipated events and circumstances may occur. Consequently, we do not guarantee or warrant the conclusions contained in the Report as there are likely to be differences between the forecasts and the actual results and those differences may be material. While we consider that the information and opinions given in this Report are sound all parties must rely on their own skill and judgement when making use of it. Information and opinions are current only as of the date of the Report and we accept no responsibility for updating such information or opinion. It should, therefore, not be assumed that any such information or opinion continues to be accurate subsequent to the date of the Report. Under no circumstances may this Report or any extract or summary thereof be used in connection with any public or private securities offering including any related memorandum or prospectus for any securities offering or stock exchange listing or announcement. Page 134
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 8 of 57 2 Background The Scottish and UK Governments policy is that no new petrol and diesel cars and vans will be sold from 2030, with all new cars and vans required to be fully zero emission by 20351. The number of plug-in cars and light goods vehicles licenced in Scotland increased from 500 in 2012 to almost 50,000 in 2022. It is therefore vital that Scotland expands the EVCI network to meet the growing demand for EVs. This section outlines the relevant demographic data from the West Dunbartonshire Council area. The data described in this section comprises of population estimates, Scottish Indices of Multiple Deprivation (SIMD), dwelling statistics from National Records, employment characteristics and local plan data. This data is used to understand the socioeconomic conditions across West Dunbartonshire, informing the assessment of potential demand for future EVCI. 2.1 Study Area Figure 2.1 illustrates the West Dunbartonshire study area, which is one of eight local authorities (LAs) in Glasgow City Region (GCR). Figure 2.1: West Dunbartonshire Study Area Source: Mott MacDonald, Boundary: statistics.gov.uk 1 Scottish Government. Securing a green recovery on a path to net zero: climate change plan 2018–2032 - update (2020). Page 135
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 9 of 57 2.1.1 Number of Dwellings Dwelling density and access to off-street parking are both considered when assessing the future EVCI requirements. Access to off-street parking enables owners to charge vehicles at home, as opposed to relying on the publicly available charger network. Table 2.1 sets out the total number of dwellings and the percentage of dwellings with off-street parking. There are around 45,000 dwellings in West Dunbartonshire of which around 40% have access to off-street parking. This is lower than the average for the Glasgow City Region and when comparing to the individual authorities, West Dunbartonshire has one of the lowest percentage of dwellings with off-street parking of all eight LAs in the GCR area. Table 2.1: Dwellings by Local Authority and Off-Street Parking Percentage Number of Dwellings in 2021 Percentage of Dwellings with Off-Street Parking West Dunbartonshire 45,607 40% Glasgow City Region 858,516 54% Source: National Records of Scotland, house-est-21-data.xlsx (live.com), Part 7 – Electric Vehicle Charging Infrastructure - Building regulations - energy standards and associated topics - proposed changes: consultation - gov.scot (www.gov.scot) and Scottish Household Survey 2019 Figure 2.2 shows the number of dwellings per hectare in the West Dunbartonshire study area, with darker blues indicating higher dwelling density. West Dunbartonshire has very low dwelling density with much of the area having 0-1 dwellings per hectare. Areas with slightly higher density are within the main towns and along the A82 including Clydebank, Dumbarton, Alexandria and Balloch. Page 136
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 10 of 57 Figure 2.2: Number of Dwellings per Hectare in West Dunbartonshire Source: Mott MacDonald, National Records of Scotland 2.1.2 Indices of Multiple Deprivation Equitable distribution is an important aspect of the Draft Transport Scotland vision for the public charger network. This section provides an overview of the levels of deprivation and economic disadvantage in West Dunbartonshire. The purchase price of EVs is a significant barrier to uptake at present, meaning the socioeconomic context represents an important consideration for charging infrastructure. Demand for EVCI may therefore increase sooner in higher decile zones, and so be more attractive to private sector investment. In turn, this may mean that lower decile areas may be less attractive to the private market. These are important considerations to ensure that the decarbonisation of transport is fair and just. To aid understanding of deprivation and economic disadvantage, IMD were mapped to acquire a spatial understanding of the socio-economic distribution in the study area. Deciles are calculated by ranking the data zones from most deprived to least deprived and dividing them into 10 equal groups. Zones in decile 1 fall within the 10% most deprived zones nationally, whilst zones in decile 10 fall within the 10% least deprived of data zones nationally. The IMD is the official measure of deprivation and combines information from the following: ● Employment Deprivation ● Education, Skills, and Training Deprivation ● Health Deprivation and Disability Page 137
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 11 of 57 ● Crime ● Barriers to Housing and Services ● Living Environment Deprivation Figure 2.3 illustrates the SIMD (2020) deciles for West Dunbartonshire in the form of a heatmap, whereby red hues signify areas that suffer from higher percentages of deprivation and green hues signify areas with lower percentages. Figure 2.3: Indices of Multiple Deprivation, West Dunbartonshire Source: Mott MacDonald, Scottish Index of Multiple Deprivation West Dunbartonshire has mixed levels of deprivation. Higher levels of deprivation, depicted by red hues, are located within urban areas including Clydebank, Dumbarton, Renton and Alexandria, as well as some of the rural areas to the west of the A82 and the middle central areas of the council area. Lower levels of deprivation are in the more rural areas to the north of the council area bordering Loch Lomond and the more rural areas to the North of Clydebank. 2.1.3 Housing and Commercial Development The housing targets and requirements for West Dunbartonshire are set out in Table 2.2. These housing targets help inform the likely areas of development which will introduce additional future EV demand and a subsequent impact on the local electricity grid. Furthermore, it is likely every new home with associated parking must include an EV charge point in Scotland following a similar building regulation change in England. New housing with EV charge points will therefore reduce the need of these vehicles to use the public network to fulfil most of their charging needs. Page 138
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 12 of 57 Table 2.2: West Dunbartonshire Housing Supply Targets and Requirements 2024-2029 Housing Supply Target 2024- 2029 Housing Supply Requirement 2024-2029 West Dunbartonshire 1,150 1,320 Source: Clyde Plan, 2017 West Dunbartonshire has one of the lowest housing supply targets of the eight authorities within Glasgow City Region. It is also important to note the requirement is greater than the target. 2.1.4 Road Network and vehicle km travelled The EVCI requirement is based on travel patterns and vehicle km travelled within the region. West Dunbartonshire hosts 402km of road network (one of the lowest within Glasgow City Region), as illustrated in Table 2.3. The majority (94%) comprises local authority roads with the remainder classified as A roads. There are no motorways within the area. Table 2.3: Road Network in West Dunbartonshire in kilometres Motorway and slips (km) A Roads (km) Local Authority Roads (km) Total Road Network (km) West Dunbartonshire - 23 379 402 Source: Transport Scotland2 Table 2.4 shows vehicle km driven on the road network in West Dunbartonshire. The table is divided into Motorways, Trunk Roads, and Minor Roads. Data was sourced from the Scottish Transport Statistics. Table 2.4: Traffic on major and minor roads in West Dunbartonshire, in 2020 (in million vehicle kilometres) Motorways Trunk A Non-Trunk A Minor Roads Total West Dunbartonshire - 170 161 191 523 Source: Transport Scotland3 Of vehicle journeys in West Dunbartonshire, there is a fairly even split between those undertaken on Trunk A roads (170km), Non Trunk A roads (161km) and minor roads (191km). 2.1.5 Population Population characteristics can also influence the uptake of EVs and therefore the need for EVCI. Table 2.5 illustrates the mid-year 2021 population estimate distributions by age for West Dunbartonshire and for comparison Scotland, and the United Kingdom as a whole with shading denoting where % is higher than the UK average. West Dunbartonshire had a total population of approximately 87,790 in 20214. West Dunbartonshire has an older population than the UK as a whole with lower than average populations aged 0-14,15-24 and 25-44. It has higher than average working aged population 2 Chapter 4: Road Network | Scottish Transport Statistics 2021, Transport Scotland. 3 Chapter 5: Road Traffic | Scottish Transport Statistics 2021, Transport Scotland (Chapter 05 - Road Traffic | Transport Scotland) 4 Population Estimates, 2021. Office for National Statistics. Page 139
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 13 of 57 (16-64 years) than the UK average. It is also has lower than average populations aged 45-64 and 65+ than the rest of the UK and Scotland. Table 2.5: Mid-year Population Distribution Estimates by Age, 2021 Source: Population Estimates 2021, ONS. Shading denotes where % is higher than UK average. Figure 2.4 below, depicts the population density of West Dunbartonshire, as of 2020. West Dunbartonshire has fairly low population density with much of the area having less than 21 people per hectare. Areas with higher density are concentrated within the main towns around the A82 including Clydebank, Dumbarton, Bonhill, Alexandria and Balloch. Age Cohorts West Dunbartonshire Scotland UK % of population within Age Cohort 0-14 16% 16% 17% 15-24 11% 11% 12% 25-44 25% 26% 26% 45-64 29% 27% 26% 65+ 20% 19% 19% 16-64 (Working age) 63% 64% 60% Page 140
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 14 of 57 Figure 2.4: West Dunbartonshire Population Density Source: Mott MacDonald, National Records of Scotland 2.1.6 Employment characteristics The types of jobs people have in the region can also influence the need for publicly available EVCI. The Business Register and Employment Survey (BRES)5 provides an overview of the employment characteristics for West Dunbartonshire. The review identified that the most common sectors people work in are health (21%), retail (12%) and public administration and defence (11%). Table 2.6 shows employment by occupation for West Dunbartonshire residents between July 2021 and June 2022 from the ONS annual population survey. It illustrates that most people (60.7%) work within professional occupations. This is higher than within Scotland (48.3% and Great Britain (51.4%). This demonstrates the importance of the professional services sector to employment in West Dunbartonshire and suggests potential commuting into Glasgow City. The least represented occupations process include Process Plant & Machine Operatives and Elementary occupations. 7.6% of residents of West Dunbartonshire are employed in Elementary Occupations, and it there is no reliable estimate for those in Process Plant & Machine Operatives. These both fall lower than the Scottish and British averages. 5 Business Register and Employment Survey (BRES), 2020. Office for National Statistics. Page 141
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 15 of 57 Table 2.6: Employment by occupation (Jul 2021 - Jun 2022) W est Dunbartonshire (Num bers) W est Dunbartonshire (%) Scotland (%) Great Britain (% ) Soc 2020 Major Group 1-3 26,500 60.7 48.3 51.4 Mangers, Directors, and Senior Officials 5,900 13.5 8.2 10.3 Professional Occupations 14,400 33.1 25.3 25.8 Associate Professional Occupations 6,200 14.2 14.8 15.0 Soc 2020 Major Group 4-5 6,500 15.0 18.5 18.7 Administrative & Secretarial Occupations 4,500 10.3 9.8 10.1 Skilled Trades Occupations 2,100 4.8 8.7 8.6 Soc 2020 Major Group 6-7 6,400 14.6 17.1 14.6 Caring, Leisure and other Service Occupations 2,900 6.6 8.4 7.9 Sales and Customer service occupations 3,500 8.0 8.6 6.6 Soc 2020 Major Group 8-9 4,200 9.7 16.0 15.3 Process plant & machine operatives # # 6.0 5.7 Elementary occupations 3,300 7.6 10.0 9.6 # Sample size too small for reliable estimate Numbers and % are for those 16+ Source: ONS annual population survey; Labour Market Profile - Nomis - Official Census and Labour Market Statistics (nomisweb.co.uk) This information aids understanding of employment trends and the industry types which underpin economic activity in the region, including the vehicle types used/ required for different industries (such as delivery vans, fleets etc.), commuting patterns and types of employment land which can be used to identify charging locations. 2.1.7 Tourism Tourism is important to West Dunbartonshire, which has a range of tourist attractions including natural and built attractions, historic attractions, activities, culture and retail locations. Some popular visitor attractions in West Dunbartonshire include: ● Auchentoshan Distillery & Visitor Centre ● Balloch Castle and Country Park ● BBC Scotland – Dumbarton Studios ● Cameron House ● Clyde Shopping Centre ● Clydebank Museum ● Dumbarton Castle ● Great Western Golf ● Loch Lomond & The Trossachs National Park ● Loch Lomond Sea Life Aquarium ● Loch Lomond Shoes Page 142
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 16 of 57 ● Scottish Maritime Museum – Denny Tank ● The Saltings Local Nature Reserve Page 143
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 17 of 57 3 Baseline Position in West Dunbartonshire This section outlines the existing EV ownership in West Dunbartonshire, in addition to existing publicly accessible EVCI within the region, both council and independently owned. The baseline position is at December 2022. 3.1 Existing Electric Vehicle Charging Ownership The Department for Transport (DfT) VEH01 statistical dataset6 was utilised to analyse the existing number of registered EVs within the study area. As of 2022 Q3, a total of 57,687 cars and LGVs PiVs were registered in Scotland. Within this, there were approximately 23,235 cars and LGVs PiVs registered in the Glasgow City Region consisting of 14,536 BEVs and 8,699 PHEVs. In West Dunbartonshire, there were approximately 534 registered cars and LGVs PiVs in 2022 Q3, as shown below in Table 3.1. West Dunbartonshire has a lower number of Plug-in Vehicles per 100,000 population than the region, indicating a lower proportional update compared to other local authorities within the region. Table 3.1: Registered Plug-in Vehicles per 100,000 population Total Plug-in Vehicle Registrations (2022 Q3) Plug-in Vehicles per 100,000 Population (2022 Q3 based on Mid-2021 Population Estimates) Plug-in Vehicles per 100,000 Population (2026 based on Mid-2021 Population Estimates Plug-in Vehicles per 100,000 Population (2030 based on Mid-2021 Population Estimates West Dunbartonshire 534 609 2674 6607 Source: Department for Transport Vehicle Statistics and Mid-Year Population Estimates for Scotland, 2021 3.2 Existing Electric Vehicle Charging Infrastructure Table 3.2 shows publicly accessible electric vehicle charge point locations within West Dunbartonshire. The publicly available EVCI in West Dunbartonshire comprises a mix of council and privately owned infrastructure. Table 3.2: Existing EVCI in West Dunbartonshire Destination 7kW Destination 22kW Rapid 50kW Total Council Provided 6 3 3 12 Independently Provided 21 24 5 50 Total 27 27 8 62 Source: Mott MacDonald, West Dunbartonshire Council At present most electric vehicle charge points are located in the larger settlements such as Clydebank, Dunbarton and Alexandria. 6 Vehicle Statistics Collection, Department for Transport and Driver Vehicle Licensing Agency. January 2022. Available at: Vehicles statistics - GOV.UK (www.gov.uk) Page 144
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 18 of 57 Figure 3.1: Council and Independently Owned EVCI in West Dunbartonshire Source: Mott MacDonald, ChargePlace Scotland, National Chargepoint Registry and discussions with Council officers The total number of EVCI compared to number of PiV within the local authority area is shown in Table 3.3. West Dunbartonshire has a higher than average EV to charger ratio than the average across the region. Table 3.3: West Dunbartonshire EVs (2022 Baseline) Compared to EVCI Ratio Total Plug-in Vehicle Registrations (2022 Q3) 2022 EV Chargers EV to EVCI Ratio West Dunbartonshire 534 62 9 Source: Mott MacDonald. Note: The region total for 2022 EV chargers includes pending EVCI It is noted that each device may provide more than one charging socket, although it is not always possible to charge two cars simultaneously. 3.3 Current Approach to Service Delivery 3.3.1 Council Owned EVCI Discussions with West Dunbartonshire officers were undertaken to understand the existing approach to EVCI service delivery for publicly owned infrastructure in West Dunbartonshire. This currently accounts for 6 sites. The sites provide a mixture of standard, fast and rapid charging facilities for 2 to 6 vehicles. An additional site will be opened in Balloch Country Park in 2023, taking the total sites to 7. Page 145
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 19 of 57 3.3.2 Independently provided EVCI The remaining publicly accessible EVCI in the area is operated by private entities at a range of locations including retail sites (e.g. Clyde Retail Park) and leisure attractions (e.g. Goals Glasgow West). 3.4 Revenue As of 30th January 2023, West Dunbartonshire Council has no tariffs in place on its publicly owned charging infrastructure. However, a tariff is to be introduced in the near future, although the format is yet to be agreed. Page 146
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 20 of 57 4 Consultation and Stakeholder Engagement Consultation and stakeholder engagement on the EVCI plans has taken place through engagement with targeted stakeholders and a public/business survey. The overall stakeholder engagement methodology and findings are described in the Glasgow City Region EVCI Phase 2 Summary Report with the results for West Dunbartonshire described below. The surveys provide useful insights that enables the demand modelling in the Economic Case to be tailored to the Glasgow City Region. 4.1 Stakeholder Workshop A joint West Dunbartonshire / Inverclyde stakeholder workshop took place on 24 January 2023 with 2 attendees from West Dunbartonshire Council, 3 attendees from Inverclyde Council and 1 attendee representing both. An initial ‘SWOT’ (Strengths, Weaknesses, Opportunities and Threats) analysis is outlined below. 4.1.1 Strengths EVCI plays a key role in helping to shape communities for the better, by building more resilient communities, and promoting sustainable economic growth. The presence of EVCI helps to encourage local tourism, staycations and footfall to local towns in turn helping to boost the local economy. Tourism is an economic driver for West Dunbartonshire – visitors need to know the EVCI will be available to enable them to visit the area. Sufficient EVCI will help to achieve its ambition of becoming carbon neutral islands as part of the Scottish Government’s Plan. It will also help to provide car clubs if the infrastructure already exists. 4.1.2 Weaknesses EVCI can be a challenge to deliver and operate in more rural locations. Although EVCI installation can be more costly in more rural locations, it is important they do not get left behind particularly due to the lack of digital connectivity such as poor phone signal restricting the ease of access to EVCI. The reliability of EVCI is important: infrastructure that becomes broken must be guaranteed to be fixed in a short time period. Some areas of West Dunbartonshire have high levels of deprivation. EV uptake is likely to be slower in these more deprived areas. Only around a third of housing in West Dunbartonshire has off-street parking thus opportunities for infrastructure at private properties is private infrastructure if limited. 4.1.3 Opportunities There is an opportunity to learn from other areas on EVCI and decarbonisation. Furthermore, there is potential to work collectively with the other local authorities within Glasgow City Region to develop a regional network. Particular opportunities lie within collaboration with Inverclyde as they already have a shared Head of Service. Page 147
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 21 of 57 West Dunbartonshire has existing EVCI at several stations and park and ride sites. Which enables all-day charging while commuting to Glasgow and other destinations. Opportunities to increase this provision could encourage modal shift from car-only journeys to drive-and-ride. EVs help in reducing carbon and vehicle emissions but also provide indirect benefits such as health benefits, supply chain opportunities, and local job creation. They provide an opportunity to shape and influence travel behaviours by locating EVCI close to commercial and retail services. EVCI should be linked to sustainable generation from renewable energy sources such as wind and solar farms where possible. 4.1.4 Threats Potential threats which could have an impact on the success of EVCI include: ● Vandalism ● Uptake of electric vehicles ● Affordability ● Management of EVCI ● Impact of ongoing maintenance of EVCI ● Lack of understanding of EV ● The remoteness of locations throughout parts of West Dunbartonshire and the ability to travel the distance between remote areas ● Reliability of EVCI ● Accessibility of EVCI to different user groups e.g., disability ● Safety at remote charge point sites ● Utilisation – EVCI must be commercially viable, and the demand must be balanced ● Other factors must be considered such as lighting, road surface, markings and signage. 4.2 Survey The methodology for the survey and results for all local authorities can be found in the Glasgow City Region Phase 2 Summary Report. The total number of respondents in West Dunbartonshire was 280 (10.7%) out of a total of 2,609 across the Glasgow City Region as a whole. 4.3 Current Situation ● 57% of survey respondents with access to a car had access to an electric vehicle of which 81% are Battery Electric Vehicles. ● 62% of respondents have access to off-street parking however only 10% are willing to walk more than 10 minutes to a charge point if they were unable to charge at home. EV owners are more likely to travel further to a charge point than those who do not currently own one, 55% of EV owners will travel up to 10 minutes whereas this falls to just 22% of those without an EV. ● When asked about what has prevented respondents from using a charge point or made their experience more difficult, the most common issue raised was “Faults” (26%). Figure 4.1 shows that the majority of respondents normally charge their car at publicly accessible charge points. Page 148
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 22 of 57 Figure 4.1: Which of the following best describes where you normally charge your vehicle? Source: Mott MacDonald 4.4 EVCI Preferences Table 4.1 outlines the typical weekly car milage of respondents. This shows that the respondents are across the mid-categories with most (28%) travelling between 50-100 miles. 14% travel shorter distances (between 0-50 miles) and 15% travel over 250 miles a week by car. There is a smaller percentage (8%) of respondents who travel between 201 and 250 miles a week by car. Table 4.1: What is your typical weekly car milage? Distance travelled Number of respondents Percentage (%) 0 - 50 miles 34 14% 51 - 100 miles 68 28% 101 - 150 miles 44 18% 151 - 200 miles 39 16% 201 - 250 miles 23 9% 251+ miles 36 15% Source: Mott MacDonald Table 4.2 shows that in West Dunbartonshire, the main reason for people not planning to buy or lease an EV in future is due to electric vehicles being too expensive (34%) followed by there not being enough charging infrastructure (28%). This shows the potential to encourage more people to switch to an electric vehicle by introducing more charging infrastructure throughout West Dunbartonshire. Table 4.2: Why do you not plan to buy or lease an EV in future? Reason Percentage (%) Electric vehicles are too expensive 31% Electric vehicles take too long to charge 9% 0% 10% 20% 30% 40% 50% 60% Publicly accessible chargepoint Home Place of work West Dunbartonshire GCR Page 149
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 23 of 57 Reason Percentage (%) There is not enough charging infrastructure 28% The range of electric vehicles are too low 8% The cost to charge an electric vehicle is too high 11% I don’t know enough about electric vehicles 8% Other 5% Source: Mott MacDonald Figure 4.2 below shows the reasons people in West Dunbartonshire plan to buy or lease an EV. Figure 4.2: Reasons for buying an Electric Vehicle Source: Mott MacDonald Figure 4.3 shows where people who own or have access to a BEV would like to see more chargers in their areas depending on if they have off street or on street parking. This shows that 56% of respondents with off street parking would like to see more journey chargers which is much higher than the GCR average. Those without off street parking would like to see more residential charging (56%) which includes on street, at charging hubs or near active travel facilities which is higher than in GCR. Page 150
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 24 of 57 Figure 4.3: BEV additional charging locations Source: Mott MacDonald Figure 4.4 shows where people who own or have access to a PHEV would like to see more chargers in their area depending on if they have on street or off-street parking. This shows that 50% of respondents with off street parking would like to see more residential chargers such as on street, at charging hubs or near active travel facilities, this is 14% higher than in GCR. Figure 4.4: PHEV additional charging locations Source: Mott MacDonald 0% 10% 20% 30% 40% 50% 60% Off-street On-Street Off-street On-Street WD GCR Residential Destination Journey 0% 10% 20% 30% 40% 50% 60% 70% Off-street On-Street Off-street On-Street WD GCR Residential Destination Journey Page 151
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 25 of 57 5 The Strategic Case The strategic case is described in the overall Glasgow City Region EVCI Phase 2 Summary Report, with findings specific to West Dunbartonshire described below. 5.1 Policy Context 5.1.1 National Policy and Strategy The Scottish Government has set legally binding climate targets to realise net-zero by 2045 and has committed to phase out the need for petrol and diesel cars and vans by 2030 as part of the Scottish Government’s Climate Change Plan7. Electric vehicles have an important role in supporting the net zero transition as part of the future transport system, alongside public transport and active travel. National policy highlights the need for long-term strategies and guidance for transport and infrastructure, which are provided by the National Transport Strategy 2 (NTS2)8 and National Planning Framework 3 (NPF3)9 respectively. Further details of relevant national policy and strategy are provided in Section 4 of the ‘Glasgow City Region EVCI Phase 2 Summary Report’. 5.1.2 Local Policy 5.1.2.1 West Dunbartonshire Local Development Plan 2 The West Dunbartonshire Local Development Plan 2 (LDP2)10 guides the development and use of land in the region. It sets out the policies and proposals for the development of the area, including provisions related to electric vehicle (EV) charging. West Dunbartonshire’s LDP2 states that EVs will form a key element of reducing emissions form the transport network, this includes a range of provisions aimed at supporting the adoption and use of EVs in the local area through developers supporting this initiative via a legal agreement. The provision under ‘Policy CON1 – Transportation Requirements for New Development’s states “Where appropriate and necessary, developers will be requested to enter into legal agreement with the Council, for the provision of transport infrastructure; public transport services or financial contributions which are directly related to a requirement arising as a result of their development.” West Dunbartonshire council will continue to introduce public EV charging infrastructure and internally will also decarbonise its own vehicle fleet, which will involve transitioning to vehicles that produce fewer greenhouse gas emissions. This will help to reduce the council’s overall carbon footprint and contribute to a more sustainable future. 7 Securing a green recovery on a path to net zero: climate change plan 2018–2032, Scottish Government, Update 2020. Available at: https://www.gov.scot/publications/securing-green-recovery-path-net-zero-update- climate-change-plan-20182032 8 National Transport Strategy 2, Transport Scotland, 2020. Available at: National Transport Strategy 2 | Transport Scotland 9 National Planning Framework 3, Scottish Government. 2014. Available at: National Planning Framework 3 - gov.scot (www.gov.scot) 10 Local Development Plan 2, ‘Council’ Council. March 2022. Available at: Local Development Plan 2 - ‘Council’ Council Page 152
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 26 of 57 5.2 Vision, Outcomes and Priorities The overall Project vision was agreed during an earlier project phase and is discussed in the Glasgow City Region EVCI Phase 2 Summary Report. Generally West Dunbartonshire’s vision and priorities are consistent with the overall project vision. Page 153
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 27 of 57 6 The Economic Case This section sets out the economic case for the investment including the scale of EVCI likely to be required, preferred charge point mix, proposed locations, costs and analysis of the proposed network against the agreed vision. This section should be read in conjunction with the overall economic case described in the 'Glasgow City Region EVCI Phase 2 Summary Report’ which describes the methodology and assumptions used. 6.1 EVCI Requirements 6.1.1 Forecasting Results The number of EVCI required to support the forecast EV demand in West Dunbartonshire is shown in Table 6.1. The methodology and assumptions used to generate the forecasts, including charger preference, are provided in the overall Glasgow City Region EVCI Phase 2 Summary Report. Table 6.1: Forecast EVCI Requirements 2026 Forecast Requirement 2030 Forecast Requirement Low Central High Low Central High Residential (Slow) 86 143 207 126 233 318 Destination (Slow) 96 160 226 192 354 478 Destination (Fast) 22 36 52 45 82 111 Rapid 17 29 46 44 84 124 Total Devices 221 368 531 407 753 1,031 Source: Mott MacDonald The central forecast was selected for more detailed analysis as it provides the most balanced uptake forecast. 6.1.2 EVCI Included in Funding Application There is already some EVCI located within West Dunbartonshire and it is anticipated that some EVCI will be installed by independent providers without any intervention from the public sector. Taking these two factors into consideration, the total future strategic provision requirement has been identified in Table 6.2. The term ‘Strategic provision’ is used to define where Council intervention (for example through a concession contract) is likely to be required to provide EVCI needed to meet the strategic targets of this business case. The total strategic provision represents the total EVCI which would be included within a concession contract, made up of existing council owned assets and the estimated future strategic provision. The methodology for assessing the level of independently provided provision is outlined in the overall summary report. As outlined in SFT guidance, only requirements to 2026 are included within the business case. Page 154
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 28 of 57 Table 6.2: West Dunbartonshire EVCI 2026 Independently Provided Strategic Provision Total estimated requirement in 2026 (central scenario) Existing (2022) Future Provision (2026) Total Independent Provision (2026) Existing (Council Provided) (2022) Future Provision (2026) Total Strategic Provision (2026) Residential 7kW 143 0 0 0 0 143 143 Destination 7kW 160 21 57 78 7 75 82 Destination 22kW 36 24 0 24 3 9 12 Rapid 50kW 29 5 12 17 3 9 12 Total 368 50 69 119 13 236 249 Source: Mott MacDonald The proposed strategic provision represents one possible scenario only and may be subject to change. For example, it is plausible that a scenario more focussed on rapid charging hubs may eventuate as charging times decrease and infrastructure (both above and below ground) matures. However, the scenario outlined above is reflective of likely preferences over the short term (next four years) based on existing charger preference data from other parts of the UK and the Glasgow Region and our discussions with private charging infrastructure providers. The proposed scenario also reflects the aims and objectives of the EVIF. 6.2 Site Identification The proposed locations for residential and destination chargers identified by our Electric Charging Optimum Solution (ECOS) tool are illustrated in Figure 6.1 with further detail provided in Appendix A. Information on the assumptions used are provided in the overall Glasgow City Region EVCI Phase 2 Summary Report. The proposed locations should be treated as indicative only and may be subject to change following further discussions with Council Officers, other landowners, SPEN and charge point operators. Some of the site locations identified may be situated in neighbouring local authorities to adequately cater for assessed demand at a suitable location. Page 155
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 29 of 57 Figure 6.1: Future EVCI Network in West Dunbartonshire Source: Mott MacDonald 6.3 Grid Connection The ECOS tool provides an initial assessment of primary sub-station capacity. The data on the electricity grid was obtained from SPEN distributed generation data11. To derive the spare capacity on the network, the primary substation maximum load was subtracted from the firm capacity to derive the current substation capacity. The capacity of the substation was then compared with the total power draw of the proposed EV charging infrastructure for both the residential and destination charging analysis. A new maximum load for the primary substation was then calculated. Within West Dunbartonshire, no primary substations were identified as having limited capacity with less than 2MVA, which could potentially require upgrades to support the proposed charging provision identified in the analysis. However, further discussions with SPEN are required to confirm this position. Correspondence has been held with SPEN, along with a meeting held on the 9th March 2023 where it was confirmed that the data used in our analysis was the most appropriate publicly available data set. SPEN are aware of planned developments which may impact on future grid capacity but they are not able to supply this information. In addition, they have access to more detailed datasets to understand the localised power grid opportunities and constraints. It was agreed that a list of proposed locations would be provided to SPEN following finalisation of the draft business case and they would respond with any potential constraints resulting from grid capacity. 11 Scottish Power Energy Networks, 2022. Distributed Generation Heat Map data. Available at: https://www.spenergynetworks.co.uk/pages/sp_distribution_heat_maps.aspx Page 156
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 30 of 57 Grid Assessment Disclaimer: The potential number of EVCI that the primary substation could support is only an approximation, and no forecasting assessment was carried out on the potential future maximum load for other purposes such as residential developments or industrial uses. In addition, while a primary substation may theoretically accommodate additional load, the local grid infrastructure in the vicinity may require upgrades to support the proposed locations to provide sufficient power to a charging site. Any future developments such as housing schemes or new National Grid connections have not been considered for the potential impact on the grid capacity. Therefore, ongoing engagement with SPEN is highly recommended throughout the infrastructure planning phases to ensure aspirations are aligned. Where constraints have been identified in the analysis, this information will be shared with SPEN to ensure clarity. 6.4 Alignment with the Agreed Vision Alignment of the proposed EVCI network with the agreed vision is discussed in the overall Glasgow City Region EVCI Phase 2 Summary Report. For West Dunbartonshire this analysis reveals that: ● Over 99% of properties are located within a ten-minute drive of a proposed charger. ● The proposed charger network is spread across SIMD decile zones, indicating it is not focussed on areas with low deprivation. ● The proposed network supports the transport hierarchy through ensuring chargers are provided in close proximity to active travel and public transport as potential mobility hubs. Individual maps supporting this analysis are provided in Appendix B. 6.5 Ultra-Rapid Charging Analysis Ultra-Rapid charging is not a focus of the EVIF as it is assumed that this type of charging will be provided by the private sector independently, due to the high cost barriers for installation and associated increased risks. Alternatively, ultra-rapid charging could form part of a different funding stream, for example similar to the RAPID Charging fund available in England and Wales12. However, some initial analysis has been undertaken to enable local authorities within the Glasgow City Region to consider as part of their wider EVCI Strategy. Discussions with CPOs reveal that Ultra-Rapid charging is considered suitable at sites with the following characteristics: ● Close proximity and easy access to the trunk road network or major A roads. ● High volume of pass-by traffic. ● Other site uses such as fast food, coffee shops and toilets. ● Well lit locations with good passive security. Examples include motorway service stations or large charging hubs. Based on these characteristics potential locations have been mapped based on the availability of land, represented as Council owned car parks located within 1 km of the Trunk Road network. This analysis is intended to be used as a starting point only and further analysis can be undertaken by individual local authorities to determine site suitability, especially around available grid capacity. 12 Rapid charging fund - GOV.UK (www.gov.uk) Page 157
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 31 of 57 The analysis for West Dunbartonshire revealed there were eight council car parks which meet these criteria as follows: ● Alexandria Park and Ride ● Church Street ● Gilmour Street ● Kilpatrick Braes ● Kilpatrick Braes (Station) ● Mitchell Way South ● Overton Street ● Park Street The above sites are presented for indicative purposes only, based on the outlined methodology of verifying the proximity of council car parks relative to the trunk road network. It is recommended that further analysis is undertaken to understand possible grid capacity constraints at these locations and whether the site would be attractive to a CPO. In addition, some of the above locations may include existing or proposed charger provision. Page 158
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 32 of 57 7 The Commercial Case This section summarises the commercial models presented in Section 7 of the overarching Phase 2 Summary Report and focusses on the commercial preferences expressed by West Dunbartonshire Council through commercial workshop sessions, taking into account that EVIF funding is only available for commercial models which involve private sector funding. This reflects the Public EV Charging Network in Scotland vision, which states that further investment from the private sector is required to meet the scale and pace of EVCI expansion within Scotland. 7.1 Recap of Potential Commercial Models The EVCI network the local authority chooses to implement will generate capital and operating costs as well as operating revenue. The commercial model determines how these costs and revenues are distributed across public and private sector parties. On that basis, there are a minimum of three potential commercial models to consider, as follows: ● Fully private-sector-led model ● Fully public-sector-led model, and ● Some form of public-private partnership hybrid. In the following table, we identify four main commercial models to consider, which include the first two of the above models plus two types of hybrid models. Table 7.1: Potential Commercial Models A – Privately owned and operated B – Privately operated only C – Privately operated with risk share D – Public sector owned and operated Approach Private sector ownership and operation of network Public sector ownership with private sector operation Public sector ownership with private sector shared-risk/revenue operation Public sector ownership and operation of network Existing and new EVCI asset ownership Private Public (concession model) Public (concession model) Public Loss making assets Bundled with profit- making assets Bundled with profit- making assets Bundled with profit- making assets Public Operator Private Private Private Public Risk to LA No No Yes Yes Revenue stream to LA No No Yes Yes Tariff setting Private Private / Public Private / Public Public EVIF eligibility Yes Yes Yes No Source: Mott MacDonald Some observations from this table are as follows: ● Model A assumes that the private sector would own and operate all existing and new assets, giving them greatest control over tariff setting and charger locations. Page 159
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 33 of 57 ● Model D assumes that the public sector would own and operate all existing and new assets, giving them full control over tariff setting and charger locations. ● Model B assumes that the public sector would ultimately own all existing and new assets, but that the network would be leased via a concession model to a private sector operator who receives all revenue but assumes all asset and operating risk. ● Model C is the same as Model B, except that the public sector also enters into a risk and revenue sharing agreement with the operator (as part of the terms of the concession), receiving a level of income for assuming a level of operating risk. It is also noted from this table that EVIF funding is only available for models which involve private sector funding. This reflects the Public EV Charging Network in Scotland vision, which states that further investment from the private sector is required to meet the scale and pace of EVCI expansion within Scotland. This discounts Model D as a path to securing EVIF funding, but the model is nonetheless included in the assessment for the sake of completeness. Further details and examples of each model are provided in the Phase 2 Summary Report. 7.2 Feedback from Commercial Workshop Sessions An introductory commercial workshop was held with West Dunbartonshire representatives on 24th January 2023. The basis for the four commercial models was presented and their strengths and weaknesses discussed. Potential procurement preferences were also explored. The presentation slides were circulated to attendees for further consideration after the meeting. A follow-up commercial workshop was then held on 14th March 2023 to discuss model and procurement preferences in more detail. These are described in the following sections. 7.3 Commercial Model Preferences 7.3.1 Model Preferences West Dunbartonshire officers expressed a preference for commercial model B, with interest in model C if a suitable risk/reward share balance could be identified. They confirmed that they are not in a position to resource model D, either in implementation or operation. 7.3.2 Model Scoring After the discussion about model preferences, Mott MacDonald presented West Dunbartonshire officers with a model scoring assessment, where each model is scored on a scale of 1 to 3 against the seven assessment objectives described in Section 7.1.3 of the Phase 2 Summary Report. The following table provides examples of what, in each case, constitutes a low score and a high score. Page 160
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 34 of 57 Table 7.2: Commercial model assessment criteria Objective Description Low score example High score example Affordability Ensuring that a scheme’s public sector capital investment demand falls within local authority capital access limits Models which maximise capital investment burden to local authority, e.g. model D Models which minimise capital investment burden to local authority, e.g. model A Risk allocation Ensuring that scheme risks are allocated to parties best placed to manage them and able to offset against scheme reward Models which assign high- resource / high-reward risks to public sector, e.g. model D Models which assign high- resource / high-reward risks to private sector, e.g. model A Social outcomes Allowing the local authority a level of control to ensure the equitable distribution and pricing of charge points Models which release charge point location and pricing control to private sector, e.g. model A Models which retain charge point location and pricing control with public sector, e.g. model D Contestability Stimulating a competitive market that avoids private sector monopoly conditions or public sector over-regulation Models which grant long- term full infrastructure ownership to either sector, e.g. models A or D Models which limit competition enhancing assets to private sector, e.g. model B Procurement Preference for models which can be procured through standard channels to reduce implementation time and resource Models with greatest level of public-private partnership, e.g. model C Models with least level of public-private partnership, e.g. models A or D Resources Preference for models which can be delivered within the constraints of local authority back office resourcing Models requiring greatest local authority back-office resource commitment, e.g. model D Models requiring least local authority back-office resource commitment, e.g. model A Revenue Preference for models which can increase net revenue stream to local authority Models least likely to return a long-term profit to the local authority, e.g. model A Models most likely to return a long-term profit to the local authority, e.g. model D Source: Mott MacDonald The objectives have also been weighted on a scale of 1 to 3 to reflect local authority priorities. The below table shows the model weighting and scoring result presented to West Dunbartonshire in the second commercial workshop meeting. This was based on the table being pre-populated by Mott MacDonald according to the above scoring criteria, and the objectives weighted on the following basis: ● Affordability, social outcomes and risk allocation are given the highest weightings because the model: – Must be affordable to the Council – Should not expose the Council to unmitigated risk, and – Must meet the Councils’ vision of providing a fair and equitable network, and ● Contestability, procurement, resources and revenue are given lower weightings as, though these are important objectives, they are of a lower priority. Page 161
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 35 of 57 Table 7.3: Commercial model scoring – West Dunbartonshire weighted results Objective Agreed weighting A – Privately owned and operated B – Privately operated only C – Privately operated with risk share D – Public sector owned and operated Affordability 3 3 2 2 1 Risk allocation 3 3 3 2 1 Social outcomes 3 1 3 3 3 Contestability 2 1 3 3 2 Procurement 1 2 2 1 3 Resources 1 3 3 2 1 Revenue 1 1 1 2 3 Weighted avg score 2.07 2.57 2.29 1.86 Normalised score 0.81 1.00 0.89 0.72 Source: Mott MacDonald West Dunbartonshire officers noted the outcome of this scoring exercise, which corresponds with their concession model preferences noted above. 7.4 Procurement Preferences Given the size of the Council, officers stated their preference for a joint procurement approach with other GCR authorities, if possible. Alternatively, if neighbouring Council Inverclyde progresses with the same commercial model a joint procurement approach with the two councils only may be preferred. 7.5 Summary Through commercial workshops, West Dunbartonshire officers expressed preferences for: ● Commercial model B, with interest in exploring model C if advantageous, and ● A joint approach to procurement with some or all of GCR authorities. Page 162
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 36 of 57 8 The Financial Case The objective of the Financial Case is to identify the financial requirement to bring about the wider benefits outlined in the Strategic and Economic Cases. Whilst non-monetisable benefits are included in the Economic Case to offset costs to produce a Net Present Value, the actual costs of delivery need to be accounted for with options for funding and financing identified. The draft vision for the Public Electric Vehicle Charging Network in Scotland states that further investment from the private sector is required to meet the scale and pace of EVCI expansion within Scotland. For this reason, the Financial Case uses the SFT Feasibility Model to appraise a concession contact option only. 8.1 Funding Sources Regardless of the preferred commercial option (as discussed in the Commercial Case), there are principally three sources of potential funding used to mobilise the construction phase of the EVCI; ● Grant funding from the Scottish Government ● Local Authority contributions ● Operator investment from a private sector operator or a local authority For operator-led investment, financing will be required to cover the timing mismatch between up front capital costs and long-term operator receipts. Private sector financing is likely be central to this business case as affordability constraints will make it challenging for the public sector to finance the extensive implementation of charge points that the strategic and economic cases outline. With private investment the infrastructure requirements can be met, and thus meet the objectives of the Scottish Government, SFT and Glasgow City Region Councils. It is therefore important to structure this investment opportunity in a way that is attractive to private investors, ensuring that there is a suitable return on the investment that mitigates risks in an emerging market. Based on initial discussion with private sector suppliers, we expect the opportunity put forward by Glasgow City Region authorities for investment in EVCI will be of interest, though further market engagement is recommended prior to procurement. The quantities and profile of spending by funding source are all set out in the next section of this Financial Case. 8.2 Capital cost requirement All figures and charts have been calculated using the ‘SFT EVI Feasibility Model v4.1’, referenced henceforth as the ‘SFT Feasibility Model’, spreadsheet model provided13. All inputs have been discussed with colleagues at SFT and are deemed appropriate for this analysis, and consistent with the approach they expect to see in all model applications. The results of the SFT Feasibility Model are largely driven by two kinds of key input; the technical inputs, which comprises of the charger requirements, the cost of installing and maintaining the chargers and electricity provided to form an income stream, and the financial inputs, which are made up of local, regional and national figures, optimised to provide the best reflection of the circumstances of each scenario. The total Capital Cost requirement indicates the full value required to deliver the number of chargers in this business case and is the key 13 SFT Feasibility Model provided by Scottish Futures Trust (SFT) for use on all Pathfinder projects. Page 163
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 37 of 57 figure in the financial case. The table below shows a breakdown of the Capital Cost requirement. Table 8.1: Capital Cost breakdown Cost Item Value £, 2022 prices Existing Asset replace and update £200,000 Capital Enabling Costs £600,000 Capital EVI + Installation Costs £1,800,000 Standard DNO Costs £500,000 Total Capital Cost requirement £3,100,000 Source: Mott MacDonald As previously noted, there are three funding sources outlined for delivering this scheme; operator investment, central government grant funding, and Local Authority contributions. 8.3 Financial Viability of Service/Concession Type Contracts 8.3.1 Core feasibility test For this business case, as part of the SFT feasibility assessment, a particular set of assumptions are used as standard to assess the affordability and feasibility of the scheme put forward. These are: ● A private sector Charge Point Operator (CPO) would invest a capital amount such that they would make a return of 15% on that initial investment. ● All revenue would be received by, and costs borne by the CPO. ● Transport Scotland, through the EVIF will award a minimum grant of £300k for any Local Authority that applies with a business case that aligns with the Transport Scotland and SFT strategy. Any further grant above this minimum will be assessed following the initial stages of the procurement phase when the true value of the private sector investment is known. ● The Remaining capital amount required to deliver the scheme would need to be assessed and funded through other measures, including further private sector investment, Local Authority contribution or national grant funding. It is key to note that these assumptions, particularly the desired return on investment from the CPO, are indicative only. They are intended to produce a set of results that are comparable across all local authorities. It is expected that the contributions from bidding CPOs will be different, and therefore the remaining capital amount will be different in all cases. The table below summarises indicative results of the SFT feasibility model under these specific assumptions. Table 8.2: SFT Feasibility Model results Funding Source Value £, 2022 prices Indicative Private investment £2,100,000 ‘Minimum’ Transport Scotland Grant £300,000 Remaining capital amount £700,000 Total Funding/Capital Cost requirement £3,100,000 Source: Mott MacDonald In this example, the Remaining capital amount is £700,000 which is c.22% of the total Capital Cost requirement. This indicates that the scheme is likely to be feasible without significant public Page 164
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 38 of 57 funding and should be taken forward to the next stage to engage with private CPOs to determine the true value of private sector investment, and hence confirm the Remaining capital amount required. 8.3.2 Sensitivity test The financial results above are based on a scenario where private operators receive an IRR of 15%. However, this is an assumption as internal investment criteria for private operators is not information that is, or can be, known with certainty. Therefore, this sensitivity test considers the impact of the financial results if private operators require an IRR of 20%. Table 8.3: Sensitivity test - SFT Feasibility Model results Funding Source Value £, 2022 prices Indicative Private investment £1,600,000 Minimum Transport Scotland Grant £300,000 Remaining capital amount £1,200,000 Total Capital Cost requirement £3,100,000 Source: Mott MacDonald In the scenario where a higher IRR is applied, this results in an initial lower private investment leading to a higher Remaining capital investment required of £1.2m. This Remaining capital investment will need to be covered by a combination of national grant funding and local authority contributions. 8.4 Next steps Financial considerations for future attention include: ● Once all EVIF applications have been received, SFT and Transport Scotland will consider the mechanisms through which they might allocate funding. This will inform the approach to procurement with two possible options set out below: – Market led procurement, with no initial subsidy: whereby CPOs are committed to deliver all sites within an authority. They are to submit an amount they would be willing to invest and therefore also an amount they would require as subsidy in a competitive process. The competition element would drive investment amount to be higher, and therefore minimise public contribution. – Capped grant: a maximum subsidy is agreed between Transport Scotland and the authority following a review of all submitted business cases. CPOs can bid against what they believe is affordable with the stated level of subsidy. Where a CPO plans to deliver all of the infrastructure, they have the ability to ‘bid back’ against the subsidy amount. The competition element would drive CPOs to use as little of the subsidy as possible and therefore minimise the public contribution. ● SFT and Transport Scotland are currently in the process of determining their preferred approach to procurement. Once this has been established, they will communicate this to all Local Authorities and suggest the way forward. Page 165
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 39 of 57 9 The Management Case The overall Management Case is outlined in the GCR Summary report. An individual summary for West Dunbartonshire is provided below. 9.1 Governance and Management West Dunbartonshire Council stated a preference for joint governance and management with local authorities within the region. There is some precedence for joint working with Inverclyde Council but there are no formal agreement or Memorandum of Understandings (MoU). Inverclyde Council do not have sufficient resources to govern the delivery of the EVCI programme alone. Joint governance and management is also recommended to ensure sufficient funding is available. The EVIF programme is designed to achieve the benefits of collaboration and it is recommended that local authorities work together to agree a form of collaborative governance and management. Three options have been considered for project/programme management of the EVCI roll-out: 1. Option 1: Setting up a delivery team which is given the terms of reference and governance structure to allow them to operate as an arms-length delivery organisation on behalf of all eight local authorities. Such a team would be delegated funding, and would manage development, delivery, and operation of the new EVCI network and the CPO partner(s). 2. Option 2: Each Council operating separately from a financial and management perspective with the allocated funding used to pay for the EVCI planned for their area in this business case. While the financing and management issues (e.g. responding to local people and monitoring maintenance requirements) would be divided, a Steering Group or Programme Board would still provide coordination between the Councils and ensure economies of scale are exploited and the same standards maintained. Procurement could still be joint, and the same CPO partner(s) could deliver across all eight Council areas but be paid through the eight organisations. 3. Option 3: A mix of Option 1 and 2 whereby some local authorities within the GCR form a combined delivery team and some local authorities operate independently. Option 1 would: ● Ensure more consistency; ● Provide more efficiencies and economies of scale; and ● Consolidate skills; However, it would also: ● Require revenue-sharing and payment-sharing to be organised, which could be complex; ● Require provision for liabilities to be correctly apportioned; and ● Be affected by differences in approach, politics, and governance between authorities. Option 2 is more complex in the long-run, however it is easier to set up and mobilise in the short-term. Given the rapid timescales required to deliver the EVCI planned in this business case, Option 2 may be more attractive to some local authorities. The preferred governance model of the Council is likely to be driven to a large extent by how far they wish to jointly procure EVCI with other GCR authorities. Page 166
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 40 of 57 It is recommended West Dunbartonshire Council continue to work with the other local authorities within the Glasgow City Region to agree the most appropriate working arrangements and set out an Inter-Entity Agreement (IEA) as a precursor to a formal Memorandum of Understanding (MoU) covering governance and management of the EVCI programme. Further details are provided in the overall summary GCR report. 9.1.1 Programme delivery To ensure efficient and effective management, it is recommended West Dunbartonshire Council divide delivery of the EVCI programme into the following stages: ● Stage 1 – Business Case (almost complete). Development of this business case document, overseen by Officers at GCR and Council. ● Stage 2 – Confirmation of collaborative working arrangements. Further discussion and agreement on preferred commercial delivery option(s) and collaborative working arrangements. ● Stage 3 – Approval Process. Approval of proposed delivery model and working arrangements by Executive Teams and Cabinets. ● Stage 4 – Procurement & Development. The further development of this business case and the procurement strategy, including identification of a (or some) CPO partner(s), soft market testing, official procurement process and developing the governance required to achieve the required Council approvals. Senior management, procurement, legal and financial representatives will also be involved as required. ● Stage 5 – Monitoring & Delivery of the capital works and commercial operation. Overseeing contract awards and monitoring contractual delivery, including ensuring CPO partners deliver to time and budget, dealing with problems and issues, and reporting on progress. 9.1.2 Required Resources The proposed governance and management require technical, procurement, legal, management and administrative support. Existing resources and specialist capability varies across the local authorities within the region. External Consultants may be required to assist the teams in the local authorities to develop, deliver, or operate the EVCI roll-out. GCR used the Scotland Excel Framework to procure support to develop this business case on behalf of the eight local authorities, and it is anticipated that the same approach would be used if additional specialist support was required. At the time of writing, it is not possible to provide an estimate of costs as final costs will depend on the commercial model adopted, procurement routes used and the need for any external consultancy support. However, Transport Scotland has allocated £80,000 funding per local authority in the 2023/2024 financial year (in addition to any funding rolled over from 2022/2023) to progress next stages and procurement. There is a significant risk that this level of funding may not be sufficient to cover procurement costs if each local authority undertakes procurement separately. Collaborative working is therefore recommended to achieve efficiencies and economies of scale. Once the concession contract is in place (assuming Council adopt this model) it is assumed any management costs for the local authority will be funded by the CPO partner. This would represent an annual recurring cost; collaborative procurement between multiple local authorities would deliver economies of scale which would reduce this charge. Page 167
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 41 of 57 9.1.3 Approvals West Dunbartonshire Council has its own internal approvals process to approve this business case and then agree the proposed governance and management structure, procurement approach and sign-off of any funding and financing plans. This includes the need to present papers for approval to committees and Cabinets. In addition, GCR will also progress this business case through their own Cabinet, although this approval will be subject to approval of the individual local authority reports to maintain local democratic oversight. Expected key approval timescales are as follows, although timeframes may vary: ● GCR will present this overall summary report to the Chief Executives Group in late April and Cabinet in May. ● Further discussion on proposed collaborative working arrangements is required to enable local authorities to finalise their individual papers to be submitted for their own approval process. This will require further engagement with Chief Executives and relevant officers. It is expected this process will begin in April and take two-three months from receipt of this business case. ● Each of the local authorities will then take papers through their Executive Leadership Team (or equivalent) then to their own Cabinets for approval. This process is expected to start in July and will most likely also take two-three months. ● Each of the Councils may also need to take the final procurement documentation through the same approval processes. This includes the use of PINs, if used (as recommended). Timescales for this are not currently known, as legal advice may be required during the process. 9.2 Timetable and Next Steps The timescales for this EVCI programme are subject to discussion but are expected to be: Month/year Key tasks April 2023 ● Business Case presented to the Chief Executive’s Group ● Initiate further discussions on commercial model and collaborative working arrangements ● Submission of draft business case document to SFT for comment ● Further engagement with SPEN to confirm any constraints June 2023 ● Confirm collaborative working arrangements and agree and establish Inter-Entity Agreement IEA(s) as required ● Finalisation of business case ● Internal approval process of the business case document within each of the eight local authorities begins September 2023 ● Internal approval process of the business case document within each of the eight Councils complete ● Submission of final business case document to SFT for consideration ● Procurement of consultancy support (if required) for procurement and development stage may be underway ● Soft market testing complete Q4 2023 ● Development of procurement/tender documentation for suppliers ● Commencement of procurement process with commercial suppliers Page 168
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 42 of 57 Month/year Key tasks Q1 2024 ● CPO partners in place ● Commencement of capital works for new EVCI ● Existing asset replacement where required Q2 2024 ● Commencement of service delivery 2024-26 ● EVCI programme in place, with installation of new EVCI ongoing, and service delivery ongoing 9.3 Risk Management and Mitigation A risk register and suggested mitigation is provided in the overall Summary Report. All risks are considered relevant to West Dunbartonshire Council. Page 169
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 43 of 57 Appendices A. Proposed locations for residential and destination chargers 44 B. Alignment with Agreed Objectives 53 C. Ultra-rapid Charging Analysis 56 Page 170
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 44 of 57 A. Proposed locations for residential and destination chargers Table A.1: Proposed locations for residential and destination chargers in West Dunbartonshire Site Post Code X Y Placement Sector EVCP Max kWh Output Quayside Car Park G82 1SU 239600 675135 Car Park Destination / Work 4 7 Alexandria Community Centre G83 0NU 239064 679935 Car Park Destination / Work 3 7 Alexandria Station G83 0UL 239323 679926 Car Park Destination / Work 3 7 Balloch Car Park (Additional) G83 8HS 239454 682028 Car Park Destination / Work 3 7 Clydebank High School G81 3EJ 249320 671420 Car Park Destination / Work 3 7 Clydebank Leisure Centre G81 1BF 249814 669549 Car Park Destination / Work 3 7 Dumbarton Academy G82 2AJ 240366 675568 Car Park Destination / Work 3 7 Dumbarton Health Centre G82 1PW 239362 675575 Car Park Destination / Work 3 7 Kilmaronock Millenium Hall G83 8NF 242903 686320 Car Park Destination / Work 3 7 Leven Valley Enterprise Centre G82 5AT 238685 675889 Car Park Destination / Work 3 7 Meadow Leisure Centre G82 2AA 240023 675677 Car Park Destination / Work 3 7 O'Hare Car Park G83 9DX 240158 679395 Car Park Destination / Work 3 7 Our Lady & St Patrick High School G82 3DR 240724 677033 Car Park Destination / Work 3 7 Renton Station G82 4ND 238723 678253 Car Park Destination / Work 3 7 Risk Street Car Park G82 1SG 239593 675445 Car Park Destination / Work 3 7 St Peter the Apostle High School G81 2DB 250276 671572 Car Park Destination / Work 3 7 St Ronans RC Primary School G83 9DZ 240033 679292 Car Park Destination / Work 3 7 Station Road, Bowling G60 5AH 244385 673744 Car Park Destination / Work 3 7 Vale of Leven Academy G83 0BH 238891 679263 Car Park Destination / Work 3 7 Atikenbar & St Peters Primary School G82 3DR 240987 676756 Car Park Destination / Work 2 7 Page 171
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 45 of 57 Site Post Code X Y Placement Sector EVCP Max kWh Output Church Court Park and Ride (Additional) G82 1SU 239727 675450 Car Park Destination / Work 2 7 Kilbowie Road Park and Ride (Additional) G81 3HT 249776 671990 Car Park Destination / Work 2 7 Kilpatrick Braes Car Park G60 5LT 246918 672880 Car Park Destination / Work 2 7 Levenvale Primary School G83 0QN 238938 680884 Car Park Destination / Work 2 7 St Kessog's Primary School G83 8PN 239762 681432 Car Park Destination / Work 2 7 Woodyard Road Car Park (Additional) G82 4BG 239213 675296 Car Park Destination / Work 2 7 Atikenbar & St Peters Primary School G82 3DR 240987 676756 Car Park Destination / Work 1 22 Clydebank High School G81 3EJ 249320 671420 Car Park Destination / Work 1 22 Dumbarton Academy G82 2AJ 240366 675568 Car Park Destination / Work 1 22 Levenvale Primary School G83 0QN 238938 680884 Car Park Destination / Work 1 22 Our Lady & St Patrick High School G82 3DR 240724 677033 Car Park Destination / Work 1 22 St Kessog's Primary School G83 8PN 239762 681432 Car Park Destination / Work 1 22 St Peter the Apostle High School G81 2DB 250276 671572 Car Park Destination / Work 1 22 St Ronans RC Primary School G83 9DZ 240033 679292 Car Park Destination / Work 1 22 Vale of Leven Academy G83 0BH 238891 679263 Car Park Destination / Work 1 22 O'Hare Car Park G83 9DX 240158 679395 Car Park Journey 2 50 Alexandria Community Centre G83 0NU 239064 679935 Car Park Journey 1 50 Clydebank Leisure Centre G81 1BF 249814 669549 Car Park Journey 1 50 Dumbarton Health Centre G82 1PW 239362 675575 Car Park Journey 1 50 Kilmaronock Millenium Hall G83 8NF 242903 686320 Car Park Journey 1 50 Kilpatrick Braes Car Park G60 5LT 246918 672880 Car Park Journey 1 50 Leven Valley Enterprise Centre G82 5AT 238685 675889 Car Park Journey 1 50 Risk Street Car Park G82 1SG 239593 675445 Car Park Journey 1 50 Victoria Street G82 1HP 240352 674942 On-Street Residential 2 7 Dumbarton Road G81 6DP 248863 672666 On-Street Residential 2 7 Page 172
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 46 of 57 Site Post Code X Y Placement Sector EVCP Max kWh Output Bonhill Road G82 2DQ 240124 675679 On-Street Residential 2 7 Middleton Street G83 0DG 238903 680201 On-Street Residential 1 7 Woodbank Gardens G83 0JZ 238359 681191 On-Street Residential 1 7 East Barns Street G81 1DA 250598 669675 On-Street Residential 1 7 Hornbeam Drive G81 3PH 249111 671951 On-Street Residential 1 7 Glasgow Road G82 1DR 240863 674945 On-Street Residential 1 7 Stoneyflatt Road G82 3JG 240887 676456 On-Street Residential 1 7 Beaton Road G83 8PS 239360 681697 On-Street Residential 1 7 Redburn G83 9NQ 240346 679185 On-Street Residential 1 7 Dumbuie Avenue G82 2JN 240887 675449 On-Street Residential 1 7 Durban Avenue G60 5ED 247377 671923 On-Street Residential 1 7 Robert Burns Avenue G81 2ED 250094 671212 On-Street Residential 1 7 G60 5LP 246602 672941 On-Street Residential 1 7 Middle Ward Street G81 5JZ 250611 673188 On-Street Residential 1 7 Cook Road G83 8AE 240112 681695 On-Street Residential 1 7 G83 9DW 239856 679438 On-Street Residential 1 7 Shakespeare Avenue G81 3ET 249110 671440 On-Street Residential 1 7 Queen Mary Avenue G81 2LW 250636 670936 On-Street Residential 1 7 G81 1QX 250115 669935 On-Street Residential 1 7 Bowie Street G82 4BT 239109 675440 On-Street Residential 1 7 Kirkwood Avenue G81 2TF 250891 670420 On-Street Residential 1 7 Renton Road G82 4LL 238812 677695 On-Street Residential 1 7 Main Street G83 9HY 239604 679184 On-Street Residential 1 7 Redburn G83 9LY 240316 678705 On-Street Residential 1 7 Bradan Avenue G13 4HY 251122 669406 On-Street Residential 1 7 Page 173
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 47 of 57 Site Post Code X Y Placement Sector EVCP Max kWh Output Mountblow Road G81 4NH 248136 671935 On-Street Residential 1 7 Cornock Street G81 3AW 249621 671187 On-Street Residential 1 7 Erskine Ferry Road G60 5DT 246605 672456 On-Street Residential 1 7 Smith Crescent G81 6AD 249609 672433 On-Street Residential 1 7 Whitehill Crescent G81 5HD 251120 673184 On-Street Residential 1 7 Main Street G83 9NJ 239654 680680 On-Street Residential 1 7 High Mains Avenue G82 2PT 241351 674948 On-Street Residential 1 7 Govan Drive G83 0QF 238860 680938 On-Street Residential 1 7 Beeches Road G81 6JD 248859 672929 On-Street Residential 1 7 Trafalgar Street G81 4EB 248832 670922 On-Street Residential 1 7 Dumbarton Road G60 5NB 246102 673178 On-Street Residential 1 7 Pappert G83 9LE 240375 679598 On-Street Residential 1 7 Burns Street G82 4PE 238860 678450 On-Street Residential 1 7 Waulking Mill Road G81 5AJ 250315 673454 On-Street Residential 1 7 Church Street G83 0NP 239111 679916 On-Street Residential 1 7 Montrose Street G81 2PE 250344 670657 On-Street Residential 1 7 Dumbarton Road G60 5AZ 244615 673717 On-Street Residential 1 7 Wilson Street G83 0EE 239102 680463 On-Street Residential 1 7 Northfield Drive G83 9BG 239860 680187 On-Street Residential 1 7 Hillfoot Avenue G82 3LG 241108 675938 On-Street Residential 1 7 Farm Road G81 4JH 247870 671435 On-Street Residential 1 7 Castlehill Road G82 5AA 238564 675937 On-Street Residential 1 7 Milldam Road G81 5JN 250099 673202 On-Street Residential 1 7 Kirkoswald Drive G81 2DD 250369 671461 On-Street Residential 1 7 G81 1LQ 250121 669700 On-Street Residential 1 7 Page 174
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 48 of 57 Site Post Code X Y Placement Sector EVCP Max kWh Output Beechwood Drive G83 9ND 240589 678915 On-Street Residential 1 7 Janetta Street G81 3EE 249317 671697 On-Street Residential 1 7 Shandon Brae G83 8ES 239869 681935 On-Street Residential 1 7 Cardross Road G82 5EB 237608 675942 On-Street Residential 1 7 Glencairn Road G82 4DW 238400 675419 On-Street Residential 1 7 Burnbrae Street G81 5BY 250860 673611 On-Street Residential 1 7 Birch Road G81 3PF 249336 672189 On-Street Residential 1 7 Alsatian Avenue G81 2NF 250856 670693 On-Street Residential 1 7 Fleming Avenue G81 1DJ 250884 669709 On-Street Residential 1 7 Redburn G83 9DD 240066 678773 On-Street Residential 1 7 Willowbank Grove G83 9GA 239608 680200 On-Street Residential 1 7 Duntocher Road G81 6DA 249353 672437 On-Street Residential 1 7 West Street G81 1BE 251092 669958 On-Street Residential 1 7 G81 1UJ 249597 670180 On-Street Residential 1 7 Turnbull Crescent G83 0BQ 238861 679418 On-Street Residential 1 7 Cochno Road G81 6RE 249834 672931 On-Street Residential 1 7 Smith Crescent G83 8BE 239610 681688 On-Street Residential 1 7 Doveholm G82 2AU 240352 676179 On-Street Residential 1 7 Barnhill Road G82 2SD 241609 675186 On-Street Residential 1 7 Valeview Terrace G82 3BN 240370 676934 On-Street Residential 1 7 Craigielea Road G81 6JL 248593 673067 On-Street Residential 1 7 Heather Avenue G83 0RA 239368 681194 On-Street Residential 1 7 Argyll Avenue G82 3NT 241311 675476 On-Street Residential 1 7 G83 8BS 239825 681185 On-Street Residential 1 7 Castle Street G82 1AY 239861 675217 On-Street Residential 1 7 Page 175
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 49 of 57 Site Post Code X Y Placement Sector EVCP Max kWh Output Merkins Avenue G82 3EA 240636 676939 On-Street Residential 1 7 Oxhill Place G82 4DX 238610 675188 On-Street Residential 1 7 Main Street G82 4PS 238840 678687 On-Street Residential 1 7 South View G81 3LA 248597 671402 On-Street Residential 1 7 Pier Road G83 8QX 238903 681955 On-Street Residential 1 7 Jean Armour Drive G81 2ER 250362 671199 On-Street Residential 1 7 East Thomson Street G81 2AW 249860 671442 On-Street Residential 1 7 Second Avenue G81 3BA 249122 671213 On-Street Residential 1 7 Macbride Way G82 4QX 239144 677526 On-Street Residential 1 7 Mary Fisher Crescent G82 1BF 241115 674700 On-Street Residential 1 7 Bridge Street G82 1NW 239348 675435 On-Street Residential 1 7 G83 0SS 239383 679943 On-Street Residential 1 7 Swallow Road G81 5BW 250613 673429 On-Street Residential 1 7 Skye Drive G60 5ES 247124 672186 On-Street Residential 1 7 Muir Road G82 3DF 241098 676694 On-Street Residential 1 7 Antonine Gardens G81 6BQ 249368 672911 On-Street Residential 1 7 Scott Street G83 9AS 239864 679936 On-Street Residential 1 7 Cooperage Court G14 0PH 250863 668946 On-Street Residential 1 7 Cumbrae Crescent South G82 5AR 237847 676155 On-Street Residential 1 7 Dumbarton Road G81 4BA 248117 671447 On-Street Residential 1 7 Dumbarton Road G60 5EG 247109 671933 On-Street Residential 1 7 Maple Avenue G82 5HT 237609 676175 On-Street Residential 1 7 Netherbog Road G82 2HT 240583 675705 On-Street Residential 1 7 G82 2BQ 239840 676185 On-Street Residential 1 7 Main Street G82 4QA 238850 678940 On-Street Residential 1 7 Page 176
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 50 of 57 Site Post Code X Y Placement Sector EVCP Max kWh Output Crosslet Road G82 2LQ 240590 675410 On-Street Residential 1 7 Nobleston G83 9DA 239867 678943 On-Street Residential 1 7 Ledrish Avenue G83 8JD 239597 682434 On-Street Residential 1 7 Clydeshore Road G82 4AY 239091 674942 On-Street Residential 1 7 Glasgow Road G81 5QX 250363 672730 On-Street Residential 1 7 G82 5DU 237860 675938 On-Street Residential 1 7 Roman Crescent G60 5NF 245831 673203 On-Street Residential 1 7 Stirling Road G82 2JD 240846 675923 On-Street Residential 1 7 Dumbarton Road G60 5BP 243855 673737 On-Street Residential 1 7 Singer Road G81 4SF 248854 671176 On-Street Residential 1 7 Auckland Place G81 4JY 247627 671712 On-Street Residential 1 7 G81 2PA 250108 670926 On-Street Residential 1 7 Burns Street G83 0SQ 239110 681438 On-Street Residential 1 7 Braes Avenue G81 1DP 250673 670116 On-Street Residential 1 7 O'hare G83 9DR 240084 679595 On-Street Residential 1 7 Glenfinnan Drive G82 2EN 240068 676423 On-Street Residential 1 7 Buchanan Avenue G83 8ED 240380 681966 On-Street Residential 1 7 Gilmour Avenue G81 6AN 249863 672418 On-Street Residential 1 7 Kirkpatrick Crescent G83 0JR 238611 681435 On-Street Residential 1 7 Murroch Crescent G83 9QA 240454 678439 On-Street Residential 1 7 Castlegate Avenue G82 1AP 240324 674705 On-Street Residential 1 7 Davidson Road G83 8AY 239852 681437 On-Street Residential 1 7 G83 8NG 243080 686482 On-Street Residential 1 7 Stark Avenue G81 6DX 248610 672689 On-Street Residential 1 7 Helenslee Road G82 4BS 238609 674931 On-Street Residential 1 7 Page 177
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 51 of 57 Site Post Code X Y Placement Sector EVCP Max kWh Output Charlotte Street G82 4JB 238860 675679 On-Street Residential 1 7 Windsor Crescent G81 3BJ 249344 671179 On-Street Residential 1 7 Main Street G83 9AJ 239598 679687 On-Street Residential 1 7 Havoc Road G82 4JW 238122 675688 On-Street Residential 1 7 Oronsay Crescent G60 5NN 247133 672670 On-Street Residential 1 7 Orissa Drive G82 1AB 240943 674629 On-Street Residential 1 7 Colquhoun Road G82 2TH 242598 674424 On-Street Residential 1 7 G81 4QQ 247866 672436 On-Street Residential 1 7 Faifley Road G81 5HJ 251094 672936 On-Street Residential 1 7 Bank Street G83 0NE 239099 680173 On-Street Residential 1 7 Overtoun Road G81 3RE 248479 671735 On-Street Residential 1 7 Page 178
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan March 2023 Figure A.1: Future EVCI network in West Dunbartonshire Page 179
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan March 2023 B. Alignment with Agreed Objectives Figure B.2: Proposed EVCI in a 10-minute catchment Source: Mott MacDonald Page 180
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan March 2023 Figure B.3: Future EVCI and Scottish Index of Multiple Deprivation Source: Mott MacDonald Page 181
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan March 2023 Figure B.4: Transport Hubs with EVCI and National Cycle Network Source: Mott MacDonald Page 182
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan March 2023 C. Ultra-rapid Charging Analysis Figure C.5: Ultra-rapid Charging Analysis Output Source: Mott MacDonald Page 183
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Mott MacDonald | West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan 100110838 | | | | March 2023 Page 57 of 57 mottmac.com Page 184
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Regulatory & Regeneration Infrastructure, Regeneration and Economic Development Committee 22 May 2024 Subject: Proposed amends to the Management Rules for the Administration of Public Parks and Open Spaces 1. Purpose 1.1 To obtain the Committee’s approval to consult upon the proposed revised Management Rules for the Administration of Parks and Open Spaces. 2. Recommendations 2.1 It is recommended that:- (a) Members consider and approve the terms of the proposed Management Rules incorporating a rule prohibiting the possession of alcohol in a Park or Open Space further to a failure to comply with request from a Council Officer to remove said alcohol from the Park or Open Space or to dispose of said alcohol; (b) authority is delegated to officers to consult upon the terms of the proposed Management Rules and advertise as required in terms of the Civic Government (Scotland) Act 1982 (the 1982 Act); (c) Officers specifically consult with community councils, the National Park Authority, Police Scotland, and any other relevant bodies; and (d) thereafter, a report is brought back to a future meeting of this Committee to consider the consultation responses. 3. Background 3.1 Under the 1982 Act the Council has in place Management Rules for the Administration of Parks and Open Spaces. These Management Rules regulate the use of and the conduct of persons while in or on Council Parks and Open Spaces. 3.2 Where an authorised officer of the Council has reasonable grounds for believing that a person has contravened or is about to contravene the Management Rules then that officer can expel or exclude that person from the Park or Open Space. Where that person fails to comply with the ITEM 12 Page 185
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instruction then they are committing a criminal offence. 3.3 The Committee last reviewed and updated these Management Rules in early 2019. The 1982 Act does not allow for the Management Rules to be amended and therefore, to amend the Management Rules, the Committee must make new Management Rules incorporating any amendments. 4. Main Issues 4.1 Members will be aware that alcohol-related disorder can be an issue in the Council’s Parks and Open Spaces especially during the summer months and in particular within Balloch Park. The Council and its partners including but not limited to Police Scotland work together to tackle this disorder. Multi-agency discussions have identified the need to make sure that Council and Police officers have powers to prevent persons bringing alcohol in Parks and Open Spaces. At the current time both Council and Police officers have limited powers in relation to persons possessing unopen alcohol who are entering or within Parks and Open Spaces. 4.2 The Management Rules only prohibit the consumption of alcohol where it is in contravention of the Council Byelaw and persons being under the influence of alcohol. They are silent on the possession of a container of alcohol. It is proposed that the Management Rules be updated at paragraph 1.15 to insert the words “Being in possession…” so that the possession of alcohol is prohibited where that person has been asked to remove the container of alcohol from the Park or Open Space or to dispose of it by a Council Officer but has refused to do so. This Rule would be disapplied should the Council’s written permission be given in advance. This would allow for events where alcohol is sold to continue subject, of course, to the Council granting permission for the use of the Park or Open Space and the Licensing Board granting the appropriate licence. The draft Management Rules can be viewed at Appendix 1. 4.3 Were this foregoing amendment to be approved then this will allow Council Officers to expel or exclude persons from the Parks and Open Spaces where they are in possession of alcohol and have refused to remove or dispose of the alcohol from the Park on being requested to do so. Requiring a Council Officer to make a request in this instance protects against inadvertent breaches of the Management Rules thereby ensuring the Rules are proportionate and reasonable. Failure to comply with this instruction is a criminal offence and may result in Police involvement. This mode of operation mirrors the currently working arrangement between the Council’s Anti-Social Behaviour Services and Police. It is hoped that this will help prevent alcohol from entering and being consumed in Parks and Open Spaces. 4.4 This change – if approved – will be advertised at principal entry points to Parks and Open Spaces. It is hoped that this will act as a deterrent. Page 186
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4.5 Owing to the drafting of the 1982 Act it is not possible amend the Management Rules to include this prohibition and therefore the Committee will need to consult on the Management Rules as a whole and not just this amendment to prohibit alcohol. For the avoidance of doubt, no other changes to the Management Rules are proposed by Council officers. 5. People Implications 5.1 There are no personnel issues for the Council arising from this report. 6. Financial Implications 6.1 Refreshing signage at Parks and Open Spaces will carry a cost and has been budgeted for. 7. Risk Analysis 7.1 There is no increased risk to the Council associated with the contents of this report. 8. Equalities Impact Assessment (EIA) 8.1 EIA 868: The Management Rules are to be updated to prohibit the possession of alcohol in Parks and Open Spaces. This is hoped to reduce the possibility of anti-social behaviour, and make spaces more attractive for users and potential users. This will have a positive impact on protected groups. This EIA will be revisited further to the public consultation. 9. Consultation 9.1 Detailed discussions have been had with the relevant Police Officer who has confirmed that they are supportive of the amend and that the process outlined at paragraph 4.3 is workable from their perspective. 9.2 A full public consultation on the proposed Management Rules will be required. Members will require to consider the responses to the public consultation and, to allow this, a report will be brought back to Members following the consultation. 9.3 Consultation on this report has taken place with Finance. 10 Strategic Assessment 10.1 This proposed change to the Management Rules will help make sure that Our Communities are Resilient and Thriving. Chief Officer: Regulatory and Regeneration Page 187
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Date 9 May 2024 Person to Contact: Michael McDougall Manager of Legal Services West Dunbartonshire Council Municipal Buildings College Street Dumbarton G82 1NR michael.mcdougall@west-dunbarton.gov.uk Appendix Appendix 1 – Draft Management Rules for Parks and Open Spaces Appendix 2 – EIA 868 Page 188
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MANAGEMENT RULES FOR PARKS AND GREENSPACE West Dunbartonshire Council in exercise of the powers conferred on them by Section 112 of the Civic Government (Scotland) Act 1982 hereby make and enact the following Management Rules for the Council’s parks, gardens and open spaces. The Management Rules are in place to help us ensure that everyone has an opportunity to enjoy our open spaces and that everyone is treated fairly, part of this is to ensure that people’s behaviour in the park does not negatively impact upon others. Interpretation Throughout these Management Rules the following words have the meanings given to them:- “Council” means West Dunbartonshire Council; “Park” means any land or premises provided, owned, leased, occupied or managed by the Council within West Dunbartonshire and used as a recreation ground, public playground, public open space, public path or path network, walkways, woodland or wildlife sites, ornamental or pleasure ground or gardens and all buildings and works connected therewith; “Council Official” means an employee of the Council or of West Dunbartonshire Leisure, or any person authorised by the Council to enforce these Rules; “Notice” means a duly authorised Notice posted at or near the place to which it refers; and “Access Code” means the Scottish Outdoor Access Code – in terms of the Land Reform (Scotland) Act 2003. Summary Any person who appears to be breaking, has broken, or is about to break, any of the Management Rules may be asked by a Council Official to leave the Park. In the event that such person refuses to leave, the Council Official may take action under Rule 8 and may, if necessary, seek assistance from the Police, as required. • Every person entering the Park shall comply with any reasonable direction or request of a Council Official. • No person shall wilfully obstruct, interrupt, verbally insult or annoy employees or agents of the Council in carrying out their duties in the Park. ITEM 12 - APPENDIX 1 Page 189
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• Any written permission required by the Management Rules must be shown on request to a Council Official. • The Council may decide to waive any particular Management Rule at any time. 1. General The following acts are prohibited:- 1.1 Behaviour which causes (or in the opinion of a Council Official is likely to cause) annoyance, offence, alarm or distress to any other Park user. 1.2 Any wilful or careless act which damages, or might potentially cause damage, or removes any artefact, plant, tree, shrub, building, structure, equipment, furniture or fitting. 1.3 Depositing litter except in litter bins provided for the purpose. 1.4 Pursuing any activity which endangers (or in the opinion of a Council Official is likely to endanger) any person, animal or property. 1.5 Releasing sky lanterns, also known as Chinese lanterns. 1.6 Fishing in any water course without a permit. 1.7 Depositing or leaving any substance or article which is likely (in the opinion of a Council Official) to cause injury or damage to any person, animal or property. 1.8 No person under the influence of alcohol, drugs or solvents (in the opinion of a Council Official) shall be allowed to enter or be in the Park. 1.9 Playing music in whatever medium to the annoyance of other Park users and adjacent properties and any such person shall comply with instructions from a Council Official to lower the volume or to cease to play such music. 1.10 Golf practice is prohibited. 1.11 Enter any building to which access is excluded by notice marked “Private” or “Closed” or otherwise. 1.12 Smoking in any playground or any other place where a notice prohibits smoking. Page 190
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The following acts are prohibited unless the Council’s written permission has been obtained first:- 1.13 The distribution of any bill, placard, notice or other printed paper or document, or place upon or affix to any of the buildings, notice boards, trees, walls or railings of the Park, any bill, placard, notice, document or memorabilia. 1.14 The consumption of alcoholic liquor and that only in accordance with the West Dunbartonshire Council Byelaw prohibiting the consumption of alcoholic liquor in designated public places. 1.15 Being in possession of a container of alcoholic liquor having failed to remove said container from the Park or dispose of said container on the request of a Council Official. Any liquid found in a container shall be presumed to conform to the description of the liquid on the container. 1.16 Entering into or wilfully remaining in the Park when it is closed to the public. 1.17 Selling, hiring or offering for sale or hire any items or goods or services. 1.18 Displaying or handing out advertisements, conducting surveys or giving any displays or performances. 1.19 Begging, busking or collecting money, gifts or subscriptions for any purpose whatsoever. 1.20 Engaging in any commercial activity whatsoever (including, without limitation, dog walking services, photography, filming and fitness training services), without prior registration or permission with the Council. 1.21 Metal detecting (a permit will only be granted if the user is a member of the National Council for Metal Detecting). 1.22 Setting off or discharging any firework or lighting any fire. 2. Opening/Closing Times The Park, or any part thereof, may be closed as and when the Council considers closure necessary or expedient. All visitors must vacate the Park by the designated closing time. The Council may for any special purpose use the Park, or any part thereof, or may grant the use of it, or any part thereof, to any persons for such a period as the Council considers fit. No unauthorised persons shall enter or remain in the Park, or part thereof, when it is closed to the public. The Park shall be opened during such hours as may from time to time be intimated by Notice, subject to the Council’s right to alter same at any time. Page 191
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3. Animals The following acts are prohibited:- 3.1 Allowing a dog to enter into or onto a children’s play area or any area of the Park that is designated as a ‘dog free area’. 3.2 Allowing a dog to foul in the Park unless the person in charge of the dog immediately removes the fouling (within the provisions of the Dog Fouling (Scotland) Act 2003). 3.3 Failing to keep a dog under close control in the Park, with the exception of woodland and wildlife sites where a dog should be kept on a short lead. A dog should also be kept on a short lead when near young farm animals and at bird nesting time (April - July). 3.4 Allowing a dog to cause annoyance, offence, alarm, distress or worry to any other person, animal or bird in the Park. 3.5 Allowing a dog onto sports pitches. 3.6 Leading, riding, training or exercising a horse in a manner which falls short of the responsibilities in the Access Code. 3.7 Displacing, disturbing, ill-treating, injuring, taking or destroying any animal, bird nest or egg. 4. BBQs, Fire and Camping The following acts are prohibited:- 4.1 Lighting barbecues outwith designated barbecue sites, where these are provided, or in a manner likely to burn or scorch the ground, trees or Park furniture or fittings, or cause danger or nuisance to other Park users, animals or neighbouring residents. 4.2 Failing to remove litter associated with BBQs and picnics. The following acts are prohibited unless the Council’s written permission has been obtained first:- 4.3 Lighting an open fire in the Park. 4.4 Camping within the Park. Page 192
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5. Cycling The following acts are prohibited:- 5.1 Cycling in a manner which falls short of the responsibilities in the Access Code. 5.2 Cycling off the paths in woodland and other areas sensitive to environmental damage. 6. Motor Vehicles The following acts are prohibited unless the Council’s written permission has been obtained first:- 6.1 Driving or using or leaving any car, motorbike, quad bike, mini moto, or other vehicle, or parking a caravan, except on roads and in car parks provided by the Council for cars and vehicles. This rule does not apply to Council employees acting properly in the course of their duties, to prams and wheelchairs, powered or manual, used for carrying children or people with a disability, mobility scooters or vehicles lawfully displaying a Blue Badge, or emergency vehicles. 6.2 Overnight parking of any vehicle and/or caravan. The following acts are prohibited:- 6.3 Operating any motorised or mechanically propelled toy or model vehicle, aircraft, drone or boat so as to disturb wildlife, endanger or give annoyance to other people or if asked by a Council Official not to do so. 7. Events and Other Activities The following acts are prohibited in the Park unless the Council’s written permission has been obtained first:- 7.1 Holding an event, performance, musical concert, speech, lecture, ceremony, demonstration, exhibition or public meeting. 7.2 Playing any organised game or sport on pitches provided by the Council. Page 193
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8. Expulsion and Exclusion from Parks 8.1 Where a Council Official has reasonable grounds for believing that a person has contravened, is contravening, or is about to contravene, any of the Management Rules, they may expel that person from the Park. 8.2 Where a person has persistently contravened, or attempted to contravene, any of the Management Rules and in the Council’s opinion is likely to contravene them again, the Council may decide to make that person subject to an Exclusion Order in terms of Section 117 of the Civic Government (Scotland) Act 1982. 8.3 If any person who is expelled or excluded from the Park fails to leave or re-enters the Park, they shall be guilty of an offence and liable, on summary conviction, to a fine in terms of Section 118 of the Civic Government (Scotland) Act 1982. 9. Appeal 9.1 An Exclusion Order made under Rule 8.2 shall take effect on such date as the Council may decide, being not less than 14 days after the decision to make that person subject to an Exclusion Order. A person who has been made subject to an Exclusion Order:- i) shall be entitled to written notice of the decision to make the Exclusion Order, containing a statement of the reasons for that decision; and ii) shall be entitled to make written or oral representations to the Council at any time up to the time that the Order would have taken effect but for the representation being made. Page 194
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 22 May 2024 ___________________________________________________________________ Subject: Lease of West Dunbartonshire Activity Centre, 73 Ardoch Crescent, Brucehill, Dumbarton G82 4EN 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to approve the lease of West Dunbartonshire Activity Centre (the Centre) to West Dunbartonshire Gymnastics Club (the Club). 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves lease of West Dunbartonshire Activity Centre for a period of 10 years to West Dunbartonshire Gymnastics Club. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 In March 2023, as part of savings options put forward to address a £21million budget gap, members agreed to review community facility provision, across West Dunbartonshire. The review sought to reduce the provision to a level more consistent with neighbouring local authorities and address reduced usage post-pandemic. Transferring responsibility to manage and control community facilities to voluntary organisations through community lease arrangements would reduce the costs to West Dunbartonshire Leisure Trust and the Council. 3.2 Officers of the Council have engaged with the Club with a view to them assuming full responsibility for the Centre when it closes. The Club currently have a month-to-month licence of the Centre which allows them use of the Hall 3 days per week at specific times contained within the terms and conditions. ITEM 13 Page 201
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4. Main Issues 4.1 The Club was founded in 2011 and moved into the Centre in 2018. They are fully committed to the local community. 4.2 The Club offers a wealth of opportunities to local children by providing: • classes to children of all ages, 6 days per week throughout the year • use of the Centre for gymnastics training to over 550 members per week • competitive and non-competitive gymnastics classes. • scholarship arrangements for local children who wouldn’t otherwise be able to attend classes. • a weekly disability training session for young members and the wider community, with the ambition to create a display team (In partnership with the local Dunbartonshire Disability Sports Club and West Dunbartonshire Leisure Trust) • a pathway for young gymnasts in the area to access new skills and training through their coaching pathway. Many of these young local volunteers develop into their coaching workforce within the Club and become employed as Club coaches. 4.3 The Club have created a strong bond with the wider West Dumbarton community. During the summer months they offer free gymnastics taster sessions for non-members and work together with West Dunbartonshire Leisure Trust to deliver Summer Camps during the school holidays. This helps to support working families by providing recreational activities for children throughout the summer period. 4.4 The annual market rent for the Centre is £17,000. A 2-year rent free period and subsequent rental payments have been agreed, as follows: Year 1 Free Year 2 Free Year 3 £14,000 Year 4 £16,000 Year 5 £17,000 4.5 The Club have requested an option to carry out a review on an annual basis, should they feel it is necessary, and if they consider the Centre is no longer a viable option they shall, on serving of a 3 month notice period, be allowed to exit from the lease. This is an agreeable condition and will be incorporated into the lease. 4.6 The Centre was fitted out as a purpose-built facility by the Club in 2018 which they maintain and repair with a schedule of conditions being prepared on date of transfer. Page 202
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4.7 It is intended that any necessary statutory repairs required by the Council as landlord will be completed prior to the date of entry. Costs for these works are in the region of £15,000. 4.8 It is intended that the Club will benefit around £30,000 from the General Capital Community Success Fund, created by Council as part of agreeing the 2024/25 budget, to pay for a number of other repairs to ensure that the Club are not overly burdened from the outset. 4.9 West Dunbartonshire Leisure Trust Sports Development will continue to require access to the Centre for 15 hours per week over 38 weeks. In addition, a further 77 hours for School Holiday Camps. The Club will benefit from an income associated with this usage which will assist with the anticipated running costs. 4.10 The offer of lease to the Club is subject to agreement of the usual terms and conditions associated with a full repairing lease. 4.11 The club will work with West Dunbartonshire Leisure Trust in the coming months to ensure existing uses can be maintained. 4.12 As part of the lease agreement the centre will continue to be used as a polling station. 5. People Implications 5.1 There are no significant people implications other than the resources required by Legal Services and Resources to negotiate and conclude the transaction.. 6. Financial and Procurement Implications 6.1 The Council will benefit from an annual rent for the centre. 6.2 West Dunbartonshire Leisure Trust will no longer incur resources in managing and maintaining the centre. 6.3 West Dunbartonshire Leisure Trust will generate a revenue saving of approximately £142,258 per annum achieved via property and running costs. 6.4 No financial outlays are required by the Council to facilitate this arrangement. 6.5 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The lease will be subject to is subject to legal due diligence. There is a risk of the lease not proceeding due to any emerging issues during the diligence and leasing process. This is standard for any lease transaction. Page 203
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8. Environmental Sustainability 8.1 An up to date asbestos report and other relevant safety documentation will be provided for the centre and passed to the club. 8.2 Any refurbishment of the centre will require to be in line with current building standards. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations have been undertaken with Finance, Regeneration and Regulatory, Greenspace, Citizen Culture & Facilities and West Dunbartonshire Leisure Trust. 11. Strategic Assessment 11.1 By agreeing to this proposal WDLT will benefit from savings in relation to operating costs and maintenance. 11.2 The recommendation in this report supports the delivery of the Council Strategic Plan and in particular the achievement of the following priorities: o Our Communities – Resilient and Thriving; o Our Council – Inclusive and Adaptable Laurence Slavin Chief Officer: Resources Date: 25 April 2024 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Elaine Medinelli, Estates Surveyor. Email: elaine.medinelli@west-dunbarton.gov.uk Appendices: None Background Papers: None Wards Affected: Ward 3 Page 204
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 22 May 2024 ___________________________________________________________________ Subject: Sale of Site at Burroughs Way, Vale of Leven Industrial Estate, Dumbarton, G82 3PD 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to dispose of the development site at Burroughs Way, Dumbarton (the Site) to Hargreaves Land Ltd. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves the disposal of the Site to Hargreaves Land Ltd for £500,000 plus VAT. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 This Site has been the subject of previous Committee Reports in February and August 2022 unfortunately neither transactions progressed due to a variety of reasons. 3.2 The site was remarketed in February 2024 resulting in two proposals being received. 4. Main Issues 4.1 The Site is wholly owned by the Council and is currently unused and surplus to the requirements of any Council service. 4.2 The site was extensively marketed For Sale during February and March 2024 Marketing details were prepared (Appendix 1). 4.3 The availability of the site was listed on the Council’s website and social media and listed on the main commercial property marketing websites. Details were also circulated to commercial property agents, local solicitors, and business development bodies. ITEM 14 Page 205
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4.4 A closing date was set for receipt of informal offers on 10 April 2024. Two offers were received with the proposal from Hargreaves Land Ltd being considered to be the most attractive following an officer assessment. 4.5 The offer from Hargreaves Land is for a disposal price of £500,000 plus VAT. The deal will be structured such that the Purchaser will enter into suspensive missives at which stage a deposit of £25,000 plus VAT will be paid with a further £15,000 plus VAT being paid on conclusion of missives. 4.6 The missives will be conditional on the Purchaser obtaining planning consent for their intended development and securing pre-lettings or pre-sales on 75% of the intended development. The intended use of the Site is the development of light industrial and storage units. This is in line with the designated Planning use for the site in the Local Plan. 4.7 The Purchaser will have a period of 3 years from the conclusion of missives to satisfy the conditions . This will be extendable by 6 months if required on payment of a further £10,000 plus VAT. 5. People Implications 5.1 There are no significant people implications other than the resources required by legal services and asset management to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt of £500,000. 6.2 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. There is a risk of the sale not proceeding due to any emerging issues during the due diligence process. The sale is conditional on planning and pre-lettings / sales which cannot be guaranteed and will be dependent on economic and other conditions at the time. 8. Environmental Sustainability 8.1 The development of the Site will require to be in line with current building and environmental standards. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. Page 206
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10. Consultation 10.1 Consultations have been undertaken with Regulatory Services and Planning. 11. Strategic Assessment 11.1 By agreeing to this proposal this will be contributing to the Council’s strategic priority for the development of land zoned for industrial use which will generate revenue for the Council in the form of local business rates. It will also see an undeveloped and vacant area of land developed for uses which will retain and create job opportunities. Laurence Slavin Chief Officer: Resources Date: 25 April 2024 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk J David Johnston, Estates Surveyor. Email: david.johnston2@west-dunbarton.gov.uk Appendices: Appendix 1 – Marketing Details. Background Papers: None Wards Affected: Wards 2 Page 207
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FOR SALE: INDUSTRIAL DEVELOPMENT OPPORTUNITY - ITEM 14 - APPENDIX 1 BURROUGHS WAY VALE OF LEVEN INDUSTRIAL ESTATE DUMBARTON G82 3PD PROPOSAL West Dunbartonshire Council are pleased to offer for sale the heritable interest in this prime industrial development site located within the established Vale of Leven Industrial Estate, Dumbarton. LOCATION Vale of Leven Industrial Estate is located approximately 0.5 mile from the A82 (Glasgow - Inverness trunk road) which gives access to the M8, via the Erskine Bridge (5 miles), Glasgow city centre (16 miles), Glasgow International Airport (10 miles) and Loch Lomond & the Trossachs National Park (4 miles) Dumbarton town centre is around 1.5 miles south, and has 3 train stations offering services to Glasgow, Edinburgh, Helensburgh, Balloch, Oban and Fort William. Renton station (on the Balloch line) is within walking distance of Vale of Leven Industrial Estate and is accessed by footbridge over the River Leven. The estate is long-established, and offers good connectivity in conjunction with a semi-rural setting. ITEM 14 - APPENDIX 1 Page 208
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PROPERTY The property for sale comprises a regular shaped slightly sloping site situated on the east side of Burroughs Way within the established industrial estate. The site is currently overgrown with rough grassland and vegetation. The site is bounded on the north by the River Leven and to the west by Burroughs Way. Residential areas of Bonhill are located on the eastern boundary. The surrounding area contains industrial properties and development land. SITE AREA We calculate the site area extends to 10.25 acres (4,15 hectares) or thereby. The site boundaries are shown on the attached plan. PLANNING Vale of Leven Industrial Estate is part of a Strategic Economic Investment Location (SEIL) within the West Dunbartonshire Local Development Plan. The subject site is zoned as suitable for business and industrial use. Proposals for uses other than Use Class 4, 5 & 6 will not be encouraged. The site lies immediately north of the A-listed Strathleven House and any development on the southern edge of the site should be respectful of the setting of the listed building.Interested parties are advised to make their own enquiries about the site to: WDC Planning Planning and Building Standards Telephone: 0141 951 7940 Email: buildingandplanning@west-dunbarton.gov.uk https://www.west-dunbarton.gov.uk/planning-building-standards/planning-applications/ pre-application/pre-application-enquiry/ TENURE The heritable interest in the property is available for sale. There is a Section 32 Agreement registered against the Title. Any sale needs to be for a use consistent with the local development plan in place in 2014, namely Classes 4,5 &6. OFFERS We are seeking offers for the benefit of the Council’s interest in the property. It is likely that a closing date will be set for receipt of offers and it is strongly recommended that parties, register their interest in writing. VAT This property is vat elected and accordingly vat will be payable on the purchase price. FURTHER INFORMATION AND VIEWING Parties are asked to register their interest in writing with: J David Johnston Asset Management West Dunbartonshire Council Council Offices Bridge Street Dumbarton G82 1NT Tel: 01389 737581 Email: david.johnston2@west-dunbarton.gov.uk Page 209
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IMPORTANT NOTICE 1. These particulars are set out as a general outline only for the guidance of intended purchasers or lessees, and do not constitute, nor constitute part of an offer or Contact. 2. All descriptions, dimensions, reference to condition and necessary permissions for use and occupation, and other details are given without responsibility and any intending purchasers or tenants should not rely on them as statements or representations of fact but must satisfy themselves by inspection or otherwise as to the accuracy of all matters upon which they intend to rely. 3. No person in the employment of West Dunbartonshire Council has any authority to make or give any representation or warranty whatever in relation to this property. 4. This brief does not constitute approval under the Planning Act. The purchaser will require to submit applications for planning permission etc. in the usual manner. Advice in this respect is available from the Council’s Development Management Team. 5. West Dunbartonshire Council reserve the right to impose title conditions/securities to take into account the particular circumstances of the transaction including, for example, the proposed use of the subjects and any price restrictions.” Date prepared: November 2021 Page 210
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24 49 75 BURROUGHS W AY 109 Strathleven 124 82 Bourhouse Industrial Estate 1 138 14 9.0m 59 2 SHEENA LB Car Park ESSs 148 70 69 Park Car Park 10 STRATHLEVEN DRIVE 8.7m Vale of Leven 13.1m STRATHLEVEN DRIVE 34 LORRAINE W AY 122 Track DRIVE 97 37 106 48 2 Strathleven 115 134 58 7 LEVENSIDE ROAD FS 94 12 13 87 25 110 Reproduced by permission of Ordnance Survey on behalf of HSMO (C) Crown Copyright and database right 2019. All rights reserved. West Dunbartonshire Council Licence No. 100020790. West Dunbartonshire Council Title : Site 3 VOL industrial estate 9.9 ac Scale : 1:2500Date : 08/11/2021 Map Ref : NS3978SEMap No : AM631B Page 211
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 22 May 2024 ___________________________________________________________________ Subject: Sale of the Council’s Ground Lease interest at 578 Glasgow Road, Clydebank G81 1NH 1. Purpose 1.1 The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to dispose of the Council’s ground lease interest at 578 Glasgow Road, Clydebank (the Land) to Condie Investments Ltd. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves the sale of the Land to Condie Investments Ltd for the price of £138,000. (ii) Authorises the Chief Officer Resources to conclude negotiations. (iii) Authorises the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The ground is subject to a 99 year ground lease between the Council and Condie Investments Limited, from 26 August 1971 to 25 August 2070 (approximately 46 years unexpired) at a current ground rent of £8,400 per annum. 4. Main Issues 4.1 The Land is located to eastern edge of Clydebank, close to the boundary with Glasgow City southern with frontage to Glasgow Road/A814, at its junction with Dock Street. 4.3 The ground predominantly comprises a single storey, commercial premise with external surfaced customer parking. The current occupational tenant is J&W Carpets. 4.4 The Council has no relationship with the tenant J&W Carpets or any other commercial occupier/tenant of the premises, other than providing landlord ITEM 15 Page 213
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consent when required. The occupier’s contractual relationship lies solely with Condie Investments Ltd via an occupational lease. 4.5 The Council were approached by Condie Investments Ltd to purchase the remaining ground lease interest. 4.6 Following this approach the value of the remaining ground lease was assessed and £138,000 was deemed to be appropriate and demonstrated best value. 5. People Implications 5.1 There are no significant people implications other than the resources required by legal services and asset management to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt for the property in the sum of £138,000. 6.2 The Council will no longer incur resources in managing the ground lease interest and collection of rent. 6.3 No financial outlays are required by the Council to facilitate this arrangement. 6.4 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The sale subject to legal due diligence. There is a risk of the sale not proceeding due to any emerging issues during the diligence and sale process. 8. Environmental Sustainability 8.2 Any development of the property will require to be in line with current building standards. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations have been undertaken with Finance, Greenspace and Regeneration and Regulatory. Page 214
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11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt and revenue savings in respect of maintenance of the site. 11.2 The recommendation in this report supports the delivery of the Council Strategic Plan and in particular the achievement of the following priorities: o Our Communities – Resilient and Thriving; o Our Council – Inclusive and Adaptable Laurence Slavin Chief Officer: Resources Date: 7 May 2024 Person to Contact: Michelle Lynn, Asset Coordinator Email: michelle.lynn@west-dunbarton.gov.uk Craig Maxwell, Estates Surveyor Email: craig.maxwell@west-dunbarton.gov.uk Appendices: None Background Papers: None Wards Affected: Ward 6 Page 215
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 22 May 2024 ___________________________________________________________________ Subject: Disposal of Land between 44 - 48 Townend Road, Dumbarton G82 2AN 1. Purpose The purpose of this report is to seek Committee approval for West Dunbartonshire Council (the Council) to enter into a contract for the disposal of land at 44 – 48 Townend Road Dumbarton (the Site) to Mr Peter Doherty. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approves the disposal of 44 – 48 Townend Road Dumbarton to Mr Peter Doherty for the price of £25,000. (ii) Authorise the Chief Officer, Resources to conclude negotiations. (iii) Authorises the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The Site is wholly owned by the Council and is surplus to the requirements of any Council service. 3.2 The Site is adjacent to the former Townend Bowling Club site which Mr Peter Doherty purchased in September 2018. 4. Main Issues 4.1 The Site is not required by the Council for any operational purpose. 4.2 Mr Peter Doherty approached the Council, as an adjacent landowner and made an offer to purchase the site. This is in accordance with Council’s Disposal Strategy. 4.3 The Site was not advertised on the Council’s website. However, the offer of £25,000 has been assessed as appropriate value for the site and use and demonstrates best value. ITEM 16 Page 217
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4.4 The offer from Mr Peter Doherty is subject only to standard commercial conditions and is not subject to him obtaining planning permission for the wider project. 4.5 The former Townend Bowling Club (adjacent to the Site) has remained derelict since Mr Peter Doherty purchased it in 2018. Mr Doherty has plans to develop the combined footprint of the former Townend Bowling Club and the Site for the purpose of age restricted retirement cottages and a formal planning application would be submitted in relation to this. 4.6 Following discussions with the Council’s Roads service the Site would be used to form an entrance into the site of the former Townend Bowling Club. Discussions have already been undertaken with the proposed purchaser and Roads regarding this. 5. People Implications 5.1 There are no significant people implications other than the resources required by legal services and asset management to negotiate missives and conclude the transaction. 6. Financial and Procurement Implications 6.1 The Council will benefit from a capital receipt and no longer have to incur revenue costs for maintaining the site. 6.2 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 The disposal is subject to legal due diligence. 7.2 As with any transaction of this nature there is a risk of the sale not proceeding due to issues which arise during the due diligence process. 8. Environmental Sustainability 8.1 Any development of the site will require to be in line with current planning building standard requirements. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation Page 218
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10.1 Consultations have been undertaken with Finance, Regulatory Services, Roads and Planning. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving a capital receipt and revenue savings in respect of maintenance of the site. 11.2 A site to the rear of this land has the possibility of being developed and brought back into economic use which would provide retirement cottages. 11.3 The recommendation in this report supports the delivery of the Council Strategic Plan and in particular the achievement of the following priorities: o Our Communities – Resilient and Thriving; o Our Council – Inclusive and Adaptable Laurence Slavin Chief Officer: Resources Date: 07 May 2024 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Elaine Medinelli, Estates Surveyor. Email: elaine.medinelli@west-dunbarton.gov.uk Appendices: None Background Papers: None Wards Affected: Ward 3 Page 219
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 22 May 2024 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Budgetary Control Report 2023/24 to Period 10 (31 January 2024) 1. Purpose 1.1 This report provides an update on the financial performance to 31 January 2024 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). 2. Recommendations 2.1 Members are asked to: i) note the contents of this report showing the revenue budget forecast to overspend against budget by £1.350m (9.33%) at the year-end taking into account that this is subject to change, and ii) note the net projected annual position in relation to relevant capital projects which is highlighting a projected variance of £52.110m (42.28%) due to re-profiling. iii) note that future meetings of the IRED Committee will be presented with separate revenue and capital budgetary control reports. 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 1 March 2023, Members agreed the revenue estimates for 2023/24. A total net budget of £14.173m was approved for IRED services. Since then there have been various adjustments and some services have moved outwith the IRED remit and the revised budget is therefore now £14.469m, as follows: £m Starting Position 14.173 Staff Movements -0.132 Allocation of pay award funding 0.484 Allocation of Income Generalisation -0.056 Revised Budget 14.469 ITEM 17 Page 221
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Capital 3.2 At the meeting of Council on 1 March 2023, Members also agreed the updated 10 year General Services Capital Plan for 2023/2024 to 2032/2033. The three years from 2023/24 to 2025/26 have been approved in detail with the remaining years being indicative at this stage. The total project life budget approved for projects that have either commenced or are due to commence in that period total £155.891m. 4. Main Issues Revenue Budget 4.1 The current budgetary position is summarised in Appendix 1. A more detailed analysis by service is given in Appendix 2. 4.2 Of the 14 services monitored 2 are showing either a favourable or nil variance, with 12 services showing an adverse variance. Comments are shown in Appendix 3 when there are projected net annual variances greater than £0.050m and also where the net variance is below £0.050m but there are offsetting variances of over £0.050m within the service. 4.3 Appendix 1 shows the probable outturn for the services at £15.819m. As the annual budget is £14.469m there is currently a projected adverse variance for the year of £1.350m. 4.4 Since the budgetary control report presented at IRED committee meeting on 7 February 2024 there has been a reduction in the adverse variance of £595k. This is mainly due to a review undertaken by The Chief Officer for Roads, Neighbourhood and Transport. The main reasons for this decrease are noted below: 4.5 Appendix 4 to the report summarises the current position against the saving options agreed by council as part of setting the 2023/24 budget. Capital Budget 4.6 The overall programme summary report is shown in Appendix 5. Information on projects in the red category for probable underspends or overspends in- Service Decrease (£,000) Main Reasons for Variance Roads Services 146 Projects that are being funded from capital rather than revenue. Grounds Maintenance 220 Funds received from developer contributions Waste Services 262 Changes to residual waste collection. Page 222
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year and in total is provided in Appendix 6 together with additional information on action being taken to minimise or mitigate reprofiling and/or overspends where possible and detail on projects within the green category are shown in Appendix 7. 4.7 The analysis shows there is a projected in-year variance of £52.110m. This variance is mainly due to a comprehensive reprofiling exercise being carried out to review the profiling of all projects in the capital programme to better align the anticipated spend with project activity. Revised profiles were reflected in the updated capital programme presented to Council at the Council Budget Meeting on 6 March 2024 4.8 From the analysis within the appendices it can be seen there are a number of projects with identified re-profiling to date. Those with re-profiling valued at greater than £0.500m, are listed as follows: Project Name Period 10 Re-profiling (£m) Waste Transfer Station 1.780 Exxon City Deal 7.845 New West Bridgend Community Centre 1.053 Strathleven Place 1.540 Regeneration/Local Economic Development 2.422 Regeneration Fund 3.824 Clydebank Can on the Canal 0.707 LUF 14.871 District Heating Network Expansion 7.109 River Leven Flood Prevention Scheme 0.620 Gruggies Burn 0.930 Vehicle Replacement Strategy 0.900 Vehicle Replacement 2.859 Depot Rationalisation 2.138 4.9 As detailed at the members seminar on 20 March 2024 capital monitoring is changing resulting in a separate capital report to Council and all Committees. This means this is the last combined report and from August 2024 a separate revenue monitoring report and capital monitoring report will be presented. 5. People Implications 5.1 There are no people implications. Page 223
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6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. Officers are currently reviewing budgets and projections with a view to improving the position by financial year end and progress will be highlighted in future reports to committee. 7. Risk Analysis 7.1 The present variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March and which could affect the year end results for both the revenue and capital budgets. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9 Consultation 9.1 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer – Resources Date: 15 April 2024 Person to Contact: Jackie Thomson - Business Unit Finance Partner, 16 Church Street, Dumbarton, G81 1QL. e-mail jackie.nicol-thomson@west-dunbarton.gov.uk Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2– Detailed Budgetary Position (Revenue) Appendix 3 – Variance Analysis (Revenue) Appendix 4 – Efficiencies & Management Adjustments Appendix 5 – Budgetary Position (Capital) Appendix 6 – Variance Analysis Red Status (Capital) Page 224
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Appendix 7 - Variance Analysis Green (Capital) Background Papers: None Wards Affected: All Page 225
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 IRED SUMMARY MONTH END DATE 31 January 2024 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 Annual RAG Status £000 £000 £000 £000 % 0 (50) (14) (14) 0% (540) 437 (260) 280 -52% 225 548 265 40 18% 3,107 3,423 3,377 271 9% 7,416 6,180 7,196 (220) -3% 197 214 284 87 44% (265) (481) (216) 49 -19% (1,096) (677) (964) 133 -12% 9,868 8,562 10,278 410 4% (2,361) 1,284 (2,092) 269 -11% Capital Investment Programme (5) 300 2 7 -140% 174 966 195 21 12% Depots (1) 0 0 1 -100% (2,250) 6,483 (2,233) 18 -1% 14,469 27,190 15,819 1,350 9.33% Waste Services Corporate Assets Economic Development Ground Maintenance & Street Cleaning Trading A/c Total Net Expenditure Roads Services Grounds Maintenance & Street Cleaning Client Outdoor Services Burial Grounds Crematorium Service / Subjective Summary Annual Variance 2023/24 Corporate Asset Maintenance Transport, Fleet & Maintenance Services Consultancy Services ITEM 17 - APPENDIX 1 Page 226
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2024 185 PERIOD 10 Actual Outturn 2022/23 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 RAG Status £000 £000 £000 £000 £000 % 19,520 Employee 20,025 16,276 20,408 568 3% 4,844 Property 3,936 3,282 3,994 58 1% 5,859 Transport and Plant 4,362 3,716 4,967 605 14% 12,064 Supplies, Services and Admin 11,128 9,437 12,138 1,011 9% 9,731 Payments to Other Bodies 9,242 6,890 9,106 (137) -1% 1,485 Other 557 0 557 0 0% 53,504 Gross Expenditure 49,251 39,602 51,170 2,105 4% (34,992) Income (34,782) (12,412) (35,352) (570) -2% 18,512 Net Expenditure 14,469 27,190 15,819 1,535 11% £000 £000 £000 £000 £000 % 1,518 Employee 1,854 1,607 1,924 70 4% 65 Property 70 58 70 0 0% 40 Transport and Plant 67 56 67 0 0% 1,017 Supplies, Services and Admin 519 622 699 180 35% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 2,640 Gross Expenditure 2,510 2,343 2,760 250 10% (2,763) Income (2,510) (2,393) (2,774) (264) -11% (123) Net Expenditure 0 (50) (14) (14) 0% £000 £000 £000 £000 £000 % 1,831 Employee 1,916 1,665 2,019 104 5% 97 Property 99 4 92 (7) -7% 2,246 Transport and Plant 1,942 1,353 1,646 (296) -15% 641 Supplies, Services and Admin 509 651 781 272 53% 2 Payments to Other Bodies 0 1 1 0 164% 0 Other 0 0 0 0 0% 4,817 Gross Expenditure 4,466 3,673 4,539 73 2% (5,008) Income (5,007) (3,236) (4,799) 207 4% (191) Net Expenditure (540) 437 (260) 280 -52% £000 £000 £000 £000 £000 % 1,092 Employee 997 542 1,000 3 0% 0 Property 0 0 0 0 0% 6 Transport and Plant 7 1 7 0 0% 4 Supplies, Services and Admin 5 4 6 2 38% 45 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 1,147 Gross Expenditure 1,009 548 1,014 5 0% (528) Income (784) 0 (749) 35 4% 619 Net Expenditure 225 548 265 40 18% £000 £000 £000 £000 £000 % 2,882 Employee 2,961 2,487 2,982 21 1% 254 Property 235 117 251 15 6% 881 Transport and Plant 577 674 856 280 49% 2,971 Supplies, Services and Admin 2,468 1,989 2,934 465 19% 941 Payments to Other Bodies 811 292 932 121 15% 0 Other 0 0 0 0 0% 7,929 Gross Expenditure 7,052 5,559 7,955 902 13% (4,490) Income (3,946) (2,135) (4,577) (632) -16% 3,439 Net Expenditure 3,107 3,423 3,377 271 9% Roads Services Transport, Fleet & Maintenance Services Consultancy Services Service Summary Annual Variance 2023/24 All Services Corporate Asset Maintenance ITEM 17 - APPENDIX 2 Page 227
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2024 185 PERIOD 10 Actual Outturn 2022/23 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 RAG Status Service Summary Annual Variance 2023/24 £000 £000 £000 £000 £000 % 23 Employee 0 0 0 0 0% 0 Property 0 0 0 0 0% 322 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 7,503 Payments to Other Bodies 7,416 6,180 7,196 (220) -3% 839 Other 0 0 0 0 0% 8,688 Gross Expenditure 7,416 6,180 7,196 (220) -3% 0 Income 0 0 0 0 0% 8,688 Net Expenditure 7,416 6,180 7,196 (220) -3% £000 £000 £000 £000 £000 % 64 Employee 77 63 75 (3) -3% 156 Property 147 106 176 29 20% 0 Transport and Plant 0 0 0 0 0% 131 Supplies, Services and Admin 117 141 142 25 21% 29 Payments to Other Bodies 45 0 11 (35) -77% 0 Other 0 0 0 0 0% 380 Gross Expenditure 387 311 404 17 4% (109) Income (190) (97) (120) 70 37% 271 Net Expenditure 197 214 284 87 44% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 18 Property 28 18 28 1 3% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 442 Payments to Other Bodies 442 0 442 0 0% 0 Other 0 0 0 0 0% 460 Gross Expenditure 470 18 470 1 0% (639) Income (735) (499) (686) 49 7% (178) Net Expenditure (265) (481) (216) 49 -19% £000 £000 £000 £000 £000 % 210 Employee 191 182 216 26 13% 271 Property 257 179 234 (23) -9% 0 Transport and Plant 0 0 0 0 0% 18 Supplies, Services and Admin 18 19 29 11 63% 17 Payments to Other Bodies 33 6 18 (16) -47% 0 Other 0 0 0 0 0% 516 Gross Expenditure 499 387 497 (2) 0% (1,363) Income (1,595) (1,064) (1,461) 135 8% (847) Net Expenditure (1,096) (677) (964) 133 -12% £000 £000 £000 £000 £000 % 3,334 Employee 3,315 3,023 3,573 258 8% 143 Property 163 40 141 (22) -13% 1,328 Transport and Plant 992 1,070 1,328 336 34% 6,258 Supplies, Services and Admin 6,736 5,220 6,582 (154) -2% 50 Payments to Other Bodies 22 27 27 5 24% 0 Other 0 0 0 0 0% 11,114 Gross Expenditure 11,227 9,379 11,650 423 4% (1,364) Income (1,359) (817) (1,372) (13) -1% 9,750 Net Expenditure 9,868 8,562 10,278 410 4% Waste Services Burial Grounds Crematorium Grounds Maintenance & Street Cleaning Client Outdoor Services Page 228
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2023/24 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2024 185 PERIOD 10 Actual Outturn 2022/23 Total Budget 2023/24 Spend to Date 2023/24 Forecast Spend 2023/24 RAG Status Service Summary Annual Variance 2023/24 £000 £000 £000 £000 £000 % 864 Employee 959 651 830 (129) -13% 2,401 Property 1,941 2,145 1,960 19 1% 4 Transport and Plant 5 1 2 (3) -70% (19) Supplies, Services and Admin (53) 25 (56) (3) 6% 65 Payments to Other Bodies 102 62 103 1 1% 0 Other 0 0 0 0 0% 3,315 Gross Expenditure 2,955 2,884 2,838 (116) -4% (5,065) Income (5,316) (1,600) (4,931) 385 7% (1,750) Net Expenditure (2,361) 1,284 (2,092) 269 -11% £000 £000 £000 £000 £000 % 256 Employee 398 272 369 (29) -7% 0 Property 0 0 0 0 0% 0 Transport and Plant 1 22 1 0 0% 1 Supplies, Services and Admin 1 6 1 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 257 Gross Expenditure 400 301 371 (29) -7% (332) Income (405) (0) (369) 36 9% (75) Net Expenditure (5) 300 2 7 -140% £000 £000 £000 £000 £000 % 620 Employee 772 604 727 (45) -6% 489 Property 23 19 20 (3) -13% 2 Transport and Plant 1 0 0 (1) -100% 13 Supplies, Services and Admin 87 86 92 5 6% 618 Payments to Other Bodies 370 323 377 7 2% 0 Other 0 0% 1,743 Gross Expenditure 1,253 1,033 1,216 (37) -3% (976) Income (1,079) (67) (1,021) 58 5% 767 Net Expenditure 174 966 195 21 12% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 564 Property 606 473 628 22 4% 0 Transport and Plant 0 0 0 0 0% 10 Supplies, Services and Admin 13 (1) 12 (1) -5% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 575 Gross Expenditure 619 472 641 21 3% (574) Income (620) (472) (641) (21) -3% 1 Net Expenditure (1) 0 0 1 -100% £000 £000 £000 £000 £000 % 7,081 Employee 6,585 5,179 6,692 107 2% 384 Property 367 123 394 26 7% 1,030 Transport and Plant 771 539 1,061 290 38% 1,020 Supplies, Services and Admin 707 674 915 209 30% 19 Payments to Other Bodies 0 0 0 0 0% 646 Other 557 0 557 0 0% 10,180 Gross Expenditure 8,986 6,515 9,619 632 7% (12,115) Income (11,237) (32) (11,851) (614) -5% (1,934) Net Expenditure (2,250) 6,483 (2,233) 18 -1% Depots Ground Maintenance & Street Cleaning Trading A/c Capital Investment Programme Economic Development Corporate Assets Page 229
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Corporate Asset Maintenance 0 (14) (14) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transport, Fleet & Maintenance Services (540) (260) 280 -52% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome None required A favourable variance is antcipated Transport services across WDC The cost of specialist repairs and materials/parts has increased to levels not reflected in current budgets and overtime remains over budget. VTU income remains adverse (£55k) due to continuing restrictions on what MOTs are undertaken.There has been a reduction in Expenditure and income will continue to be monitored. Overspend anticipated at present. 31 January 2024 Budget Details Variance Analysis Variance This service delivers maintenance a services to the council's corporate property assets The forecast overspend in employee costs and supplies and materials relates to increased work delviered by the in-house team in 2023/24. The increased spend is offset by higher recharges to client budgets. ITEM 17 - APPENDIX 3 Page 230
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Roads Services 3,107 3,377 271 9% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Grounds Maintenance & Street Cleaning Client 7,416 7,196 (220) -3% Service Description Main Issues / Reason for Variance Mitigating Action None Required Anticipated Outcome Outdoor Services 197 284 87 44% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Overspend anticipated. This service provides the delivery of grounds maintenance and street cleaning Developer Contributions are higher than originally anticipated and are covering some costs incurred. A favourable variance is anticipated at the year end. This service covers the outdoor sporting facilities provided by WDC and public conveniences Income from fees and charges is unlikely to be as budgeted (£70k). Other costs - principally electricity - are higher than when the budget was set. Income will be monitored to establish whether there has been a downtown in demand. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols There is a small overspend on employee costs (£21k) with increasing pressure on overtime budgets. Plant hire costs have increased during the year to a level not foreseen when the budget was set (£280k) . Similarly, street lighting costs have increased during the year to a level not anticipated when the budget was set due to unique inflationary pressures (£276k). Miscellaneous property costs are also (£15k) greater than anticipated (the largest being the depot cost allocation including a higher electricity element and non-domestic rates charges). Payments to contractors/materials (£310k) are anticipated to be higher than anticipated when the budget was set. As a result of higher operating costs income, including capital recharges, are anticipated to be greater than budgeted (£632k) Management will continue to monitor all budget heads with a view to minimising the overspend. An adverse variance is anticipated. Page 231
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Crematorium (1,096) (964) 133 -12% Service Description This service provides crematorium services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 9,868 10,278 410 4% Service Description Waste Collection and Refuse disposal services Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Employee costs are higher due to higher turnover targets and higher overtime than reflected in the budget (£258k) . Transport costs, principally hires, are greater than anticipated when the budgets were set because of delays in acquiring new vehicles (£336k).Supplies and Services lowere due changes to collection methods. Income and expenditure will continue to be monitored throughout the year. Overspend anticipated Although there are savings on gas costs income from cremations is less than budgeted . Income and expenditure will continue to be monitored throughout the year. The increased income target is unlikely to be met Page 232
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2023/24 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 31 January 2024 Budget Details Variance Analysis Variance Corporate Assets (2,361) (2,092) 269 -11% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Economic Development 174 195 21 12% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Promotion of regeneration activities within West Dunbartonshire Council Income is adverse due to delays in filling staff vacancies on posts that are budgeted to be internally recharged. While these posts are vacant there is no possibility of recharging these. This is being partially offset by a favourable variance in staffing due to the same vacancies. Income and expenditure will continue to be monitored throughout the year. An overspend is anticipated Savings options have not been realised in respect of re letting of proposed sites, which has therefore left the Council liable. The unachieved amount of saving (£0.427m) will be funded from the smoothing fund for 2023/24. It is anticipated that the full saving will be achieved in future years. After use of the smoothing fund, a favourable variance is anticipated. Page 233
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 1 Historical Lease Review SDP06 L Slavin 55,000 55,000 - 2 Consultancy Services Reduction SDP08 G Macfarlane 82,000 82,000 - 3 Reduce Consultancy Services and Capital Investment Team SDP11 G Macfarlane 212,000 212,000 - 4 Structural Patching RN07 G Macfarlane 150,000 150,000 - 5 Environmental Trust Grant Reduction RN17 G Macfarlane 87,000 87,000 - 6 Commercialisation of Assets (Pavilions/Cafés) SDP07 L Slavin 41,000 41,000 - 6 627,000 627,000 - TOTAL COMPLETE STATUS: COMPLETE ITEM 17 - APPENDIX 4 Page 234
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 6 Office/ Depot Rationalisation SDP05 L Slavin 380,000 98,344 281,656 New tenants for 3 properties not achieved. Minimum running costs currently being charged. Balance not achieved relates to forgone rental income. 23/24 shortfall to be funded from the smoothing fund and asset management continue to market sites with a view to achieving the full saving in 24/25. 7 External Consultancy Income SDP09 G Macfarlane 50,000 50,000 - 8 Review the use of Municipal Buildings to identify alternative uses or commercial opportunities SDP14 L Slavin 37,000 - 37,000 Discussions have been ongoing with prospective tenants but not yet realised. 9 Review possible early closure of Clydebank Town Centre Office with employees based there relocated to alternative Council accommodation SDP15 L Slavin 108,000 - 108,000 Minimum running costs currently being charged. Balance not achieved relates to forgone rental income. 23/24 shortfall to be funded from the smoothing fund and asset management continue to market site with a view to achieving the full saving in 24/25. 10 Civic Waste Amenity Sites RN02 G Macfarlane 63,000 63,000 - 11 Residual Waste Optimisation RN03 G Macfarlane 138,000 138,000 - 12 Review the charging policy for the Care of Gardens scheme or remove provision entirely RN04 G Macfarlane 211,000 211,000 - 13 Parking Enforcement RN05 G Macfarlane 100,000 - 100,000 Application for transfer of powers to be submitted in the coming week and back office procuremt will be undertaken. Unlikley to be in a position to enforce until Summer 2024 14 Reduce or remove the provision of weekend litter collection at key destinations such as parks and town centres RN06 G Macfarlane 47,000 47,000 - 15 Reduce provision of grass cutting, bin clearing, litter collection and street sweeping RN09 G Macfarlane 460,000 460,000 - 16 Improve recycling rates through a review of the programme of residual waste collection RN10 G Macfarlane 50,000 50,000 - STATUS: IN PROGRESS Page 235
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2023/24 Efficiency Detail Ref Chief Officer Budgeted Amount £ Projection of Total Saved £ Projection of Total Not Saved £ Comment 17 Electric Vehicle Charging RN13 G Macfarlane 91,000 91,000 - 18 Transfer the provision of Christmas lights to community groups or traders associations with assistance provided by the Council at switch on events RN15 G Macfarlane 25,000 25,000 - 13 TOTAL IN PROGRESS 1,760,000 1,233,344 526,656 19 2,387,000 1,860,344 526,656 TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS Page 236
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WEST DUNBARTONSHIRE COUNCIL GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD Spend to Date Spend to Date £000 £000 Red 43 70% 45,327 89% 43 70% 9,623 77% Amber 0 0% 0 0% 0 0% 0 0% Green 18 30% 5,321 11% 18 30% 2,932 23% 61 100% 50,647 100% 61 100% 12,555 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Forecast Variance Reprofiling Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 PL CY 149,578 45,327 151,649 2,071 72,066 9,623 19,964 (52,101) (53,906) 2,071 1% -72% 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! 6,313 5,321 6,056 (257) 4,905 2,932 4,896 (9) 0 (266) -4% 0% 155,891 50,647 157,705 1,814 76,971 12,555 24,860 (52,110) (53,906) 1,805 31 January 2024 P10 Project Status Analysis Project Life Status Analysis Current Year Project Status Analysis Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Number of Projects at RAG Status % Projects at RAG Status Red % Project Spend at RAG Status Red Projects are forecast to be overspent and/or experience material delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE Project Life Financials Current Year Financials Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green ITEM 17 - APPENDIX 5 Page 237
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WEST DUNBARTONSHIRE COUNCIL GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 1,590 50 3% 1,590 0 0% Current Year Financials 1,590 0 0% 50 (1,540) -97% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-25 2 Project Life Financials 1,150 1,150 100% 1,150 0 0% Current Year Financials 5 2 33% 5 0 0% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-22 30-Apr-23 3 Project Life Financials 2,980 2,949 99% 2,980 0 0% Current Year Financials 2,980 1,260 42% 2,970 (9) 0% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-24 4 Project Life Financials 349 9 3% 349 0 0% Current Year Financials 340 0 0% 0 (340) -100% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-24 31-Mar-25 5 Project Life Financials 150 296 197% 296 146 97% Current Year Financials 134 227 170% 280 146 109% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-21 31-Mar-24 Mitigating Action None available at this time Anticipated Outcome To deliver new sports changing facility. New Sports Changing Facility at Lusset Glen in Old Kilpatrick New Sports Changing Facility at Lusset Glen in Old Kilpatrick Planned End Date Forecast End Date Main Issues / Reason for Variance Project had been delayed due to a number of COVID-19 related issues and utilities issues. Unit is now in production but delay to site due to the utility disconnection and demolition works. Demolition works complete and waiting for a date for installation due to be complete by 31st March 2024. Main Issues / Reason for Variance No confirmation of start date can be confirmed until works commence on the wider housing site. Mitigating Action None available at this time Anticipated Outcome To deliver new sports changing facility. Anticipated Outcome Projects delivered to required specifications New Sports Changing Facility Dumbarton West (Old OLSP site) New Sports Changing Facility Dumbarton West (Old OLSP site) Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Works progressing Mitigating Action None required at this time Mitigating Action None required. Anticipated Outcome To create new community facilities with additional space for early years provisions. Building Upgrades and H&S - lifecycle & reactive building upgrades Lifecycle and reactive building upgrades. Dalmonach CE Centre To create new community facilities with additional space for early years provisions. Planned End Date Forecast End Date Main Issues / Reason for Variance Project complete and final account to be agreed. Main Issues / Reason for Variance This project is linked to Glencairn House and Depot Rationalisation and will free up the current museum store and office space in Poplar Road. Opportunities exist to attract external funding. Detailed design work ongoing for Glencairn House. Mitigating Action None available at this time Anticipated Outcome Project delivered on budget with required specifications Strathleven Place Re-development of Strathleven. Planned End Date Forecast End Date 31 January 2024 Budget Details Project Life Financials Spend to Date Variance ITEM 17 - APPENDIX 6 Page 238
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 6 Project Life Financials 2,375 122 5% 2,375 0 0% Current Year Financials 1,085 18 2% 31 (1,053) -97% Project Description Project Manager Michelle Lynn Chief Officer Laurence Slavin Project Lifecycle 31-Mar-22 31-Mar-25 7 Project Life Financials 61 61 100% 61 0 0% Current Year Financials 58 1 1% 58 0 0% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-25 8 Project Life Financials 87 85 97% 87 0 0% Current Year Financials 79 85 107% 85 5 7% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 9 Project Life Financials 20 20 100% 20 0 0% Current Year Financials 7 1 19% 7 0 0% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 10 Project Life Financials 290 64 22% 290 0 0% Current Year Financials 227 1 0% 1 (226) -100% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 Mitigating Action Energy team to remain involved for update and communicate any potential additional costs. Anticipated Outcome Delivery of project with full budget spend. Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing Measures to be installed at both Meadow Centre & Vale of Leven Swimming Pool; new pool hall Air Handling Units, upgrade lighting, circulating pumps Vale of Leven Swimming Pool, internal and external lighting and draught proofing. Planned End Date Forecast End Date Main Issues / Reason for Variance Works have been delayed due to flooding issues. Tender process due to be undertaken shortly; however, due to additional issues identified, the current budget may require review. Main Issues / Reason for Variance Expected completion in 24/25 Mitigating Action None required. Anticipated Outcome Delivery of project with full budget spend. Anticipated Outcome Replace existing main hall Air Handling unit at Clydebank Town Hall. Replace failed heating controls/valves & recommission Replace failed heating controls/valves & recommission. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Works are currently being undertaken to upgrade controls in Clydebank Town Hall. Mitigating Action None Required. Mitigating Action None required Anticipated Outcome Works to be undertaken in 24/25 Replace existing main hall Air Handling unit at Clydebank Town Hall Replace existing main hall Air Handling unit at Clydebank Town Hall. Installation of Solar PV at Clydebank Leisure Centre Installation of Solar PV at Clydebank Leisure Centre. Planned End Date Forecast End Date Main Issues / Reason for Variance Tender works delayed due to Energy Officer being off sick. Work underway and will be undertaken in 24/25. Anticipated Outcome To deliver new community centre. Planned End Date Forecast End Date Main Issues / Reason for Variance A bid for RCGF funding was unsuccessful. Council agreed to remove this project from the capital programme when agreeing the 2024/25 budget however Council officers will continue to support the group in terms of any future funding bids. (Note this decision was taken after P10 which this report relates to however as it is a significant change it was felt appropriate to update the narrative to reflect the most up to date position) Mitigating Action None available at this time New Westbridgend Community Centre New Westbridgend Community Centre Page 239
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 11 Project Life Financials 16,154 1,105 7% 16,154 0 0% Current Year Financials 2,933 224 8% 511 (2,422) -83% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-25 12 Project Life Financials 5,064 4,898 97% 5,064 0 0% Current Year Financials 4,098 0 0% 274 (3,824) -93% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-25 13 Project Life Financials 2,869 1,617 56% 2,869 0 0% Current Year Financials 1,147 0 0% 837 (310) -27% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 31-Mar-24 14 Project Life Financials 747 40 5% 747 0 0% Current Year Financials 707 0 0% 0 (707) -100% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Dec-22 30-Jun-24 15 Project Life Financials 320 159 50% 320 0 0% Current Year Financials 221 60 27% 60 (161) -73% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-23 30-Jun-24 Mitigating Action None available at this time Anticipated Outcome Projects delivered on budget Levelling Up Capacity Successful LUF applications that meet UK Government's over-riding objective of Levelling Up and transformational regeneration. Planned End Date Forecast End Date Main Issues / Reason for Variance This capacity funding is used to fund consultancy work associated with current and future LUF projects development. Main Issues / Reason for Variance Kier is appointed to design and deliver the Activities Centre at Clydebank Town Centre. Design of the project is underway and a commencement date for construction will be later in 2024. Mitigating Action None available at this time Anticipated Outcome Projects delivered on budget Anticipated Outcome Projects delivered on budget Clydebank Can On The Canal New activities centre in Clydebank Town Centre. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Projects continue to be progressed. 23/24 allocation will be distributed as capital grants. Mitigating Action None required at this time Mitigating Action None required Anticipated Outcome Projects delivered on time and on budget Place Based Investment Programme Scottish Government Funding to establish a Place-Based Investment Programme to ensure that all place based investments are shaped by the needs and aspirations of local communities. Regeneration Fund Funding to implement major regeneration projects linked to community charrettes. Planned End Date Forecast End Date Main Issues / Reason for Variance Progress being made by Malin Group with expenditure of Clyde Mission funding at the Scottish Marine Technology Park. Remaining projects are multi-year. Main Issues / Reason for Variance LED budget is invested across our town centres and strategic sites and is used to develop and implement projects as well as providing match funding to lever in external funding. During 2023/2024 the key projects to be developed and delivered include a Alexandria Town Centre Masterplan projects (Smollet Fountain, Green heritage Corridors), and in Clydebank implementation of the Development Framework. Many regeneration projects are subject to factors outwith Council control and close monitoring of the programming is required. Enabling works at Mitchell Way have been delayed as they are subject to the timescale of the developer. Activity Centre in Clydebank is delayed and now planned to be delivered in 2024/2025. A contingency is included for increasing costs and new funding opportunities. Mitigating Action none required Anticipated Outcome projects delivered on time and on budget Regeneration/Local Economic Development Budget to facilitate the delivery of Regeneration throughout West Dunbartonshire, aligned to the Economic Strategy. External funding will be sought to maximise opportunities for redevelopment of these sites. Planned End Date Forecast End Date Page 240
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 16 Project Life Financials 22,100 7,229 33% 22,100 0 0% Current Year Financials 19,984 3,257 16% 5,113 (14,871) -74% Project Description Project Manager Gillian McNamara Chief Officer Alan Douglas Project Lifecycle 31-Mar-25 31-Mar-25 17 Project Life Financials 11,064 100 1% 11,064 0 0% Current Year Financials 7,209 3 0% 100 (7,109) -99% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 18 Project Life Financials 449 319 71% 449 0 0% Current Year Financials 446 13 3% 260 (186) -42% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 30-Sep-24 19 Project Life Financials 58 45 77% 58 0 0% Current Year Financials 13 0 0% 13 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 20 Project Life Financials 250 14 6% 250 0 0% Current Year Financials 250 0 0% 0 (250) -100% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 Mitigating Action None required at this time. Anticipated Outcome Sustainable burial environment for local residents. Cemetery Extension, North Dalnotter Cemetery Extension, North Dalnotter Planned End Date Forecast End Date Main Issues / Reason for Variance North Dalnotter will now be delivered in financial year 24/25 Main Issues / Reason for Variance Project Underway Mitigating Action None available at this time Anticipated Outcome Sustainable burial environment for local residents. Anticipated Outcome Additional allotments delivered within budget Kilmaronock Cemetery Expansion Expansion of existing cemetery at Kilmaronock. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Works Progressing Mitigating Action None required at this time. Allotment Development To develop an allotment site. Main Issues / Reason for Variance Network expansion to GJNH (Golden Jubilee National Hospital) will commence pending approval to proceed by the GJNH Board including agreeing tariff rates . Unable to confirm exact programme until approval has been given. Mitigating Action Network expansion to Golden Jubilee is discussed at every District Heating Project Board Anticipated Outcome Project to be delivered on programme and within budget once it has been fully set. Anticipated Outcome Projects delivered on budget District Heating Network Expansion District Heating Network Expansion. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Artizan Masterplan approved by IRED in Nov 2023, deigns progressing as planned but some delay to early enabling works (demolition) and commencement of the delivery phase (Glencairn House). Mitigating Action None available at this time LUF Year one LUF spend includes acquisition cost of Artizan Centre, and design development for Glencairn House and Connecting Dumbarton Page 241
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 21 Project Life Financials 3,576 5,701 159% 5,701 2,125 59% Current Year Financials 864 1,223 142% 1,260 396 46% Project Description Project Manager Craig Jardine Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-24 22 Project Life Financials 817 817 100% 817 0 0% Current Year Financials 529 401 76% 529 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 23 Project Life Financials 395 0 0% 395 0 0% Current Year Financials 385 0 0% 0 (385) -100% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 24 Project Life Financials 739 90 12% 739 0 0% Current Year Financials 380 32 8% 32 (349) -92% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-28 31-Mar-28 25 Project Life Financials 600 10 2% 600 0 0% Current Year Financials 200 0 0% 10 (190) -95% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 30-Nov-23 31-Mar-25 Mitigating Action None required at this time. Anticipated Outcome Develop a mountain bike skills trail at Balloch Castle Country Park. Balloch Mountain Bike Track Develop a mountain bike skills trail at Balloch Castle Country Park. Planned End Date Forecast End Date Main Issues / Reason for Variance Design undertaken this financial year. Main Issues / Reason for Variance Tender documentation complete, commencement programmed February 24. Mitigating Action None required at this time. Anticipated Outcome Renewal of play parks Anticipated Outcome Resurfacing of 3G pitch at East End Park. Play Parks Grant Funding Renew and replace play park equipment Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance External funding confirmed and design commencing. Mitigating Action None required. Mitigating Action None available at this time. Anticipated Outcome Extension to existing cemetery providing a sustainable burial environment. East End Park Resurfacing Resurfacing of 3G pitch at East End Park. Vale of Leven Cemetery Extension Extension of existing cemetery in Vale of Leven. Planned End Date Forecast End Date Main Issues / Reason for Variance Project will be completed Summer 2024 Anticipated Outcome New sports Hub delivered Planned End Date Forecast End Date Main Issues / Reason for Variance Scottish Water connection now complete. Programme to completion being finalised by Contractor, anticipated completion date is now 15 March 24. Mitigating Action None available at this time Posties Park Sports Hub - New sports hub to include gym & running track Creation of a sports hub at Posties/Marinecraft to include a new changing pavilion/Gym, new all-weather 6 lane running track, conversion of blaze sports pitch to grass, new fencing, upgrade of existing floodlights and additional car parking. This combines the budget approved by the Council in February 2015 for Community Sports Facilities at Posties Park, draw down of budget from the generic sports facilities budget line. Page 242
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 26 Project Life Financials 217 3 1% 217 0 0% Current Year Financials 214 0 0% 0 (214) -100% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 27 Project Life Financials 561 0 0% 561 0 0% Current Year Financials 561 204 36% 361 (200) -36% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 28 Project Life Financials 400 400 100% 400 0 0% Current Year Financials 42 0 0% 42 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 29 Project Life Financials 315 315 100% 315 0 0% Current Year Financials 56 0 0% 56 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 30 Project Life Financials 500 32 6% 500 0 0% Current Year Financials 500 32 6% 350 (150) -30% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 31 Project Life Financials 800 181 23% 800 0 0% Current Year Financials 620 0 0% 0 (620) -100% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-26 Anticipated Outcome Project should be completed within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Awaiting outcome of Scottish Government & SEPA consideration of submitted study . Mitigating Action None required at this time. Mitigating Action None required at this time. Anticipated Outcome Projects should be complete within budget. River Leven Flood Prevention Scheme River Leven Flood Prevention Scheme. Flood Prevention Various flood prevention projects. Planned End Date Forecast End Date Main Issues / Reason for Variance Limited uptake om property level protection Anticipated Outcome To provide Electric Vehicle Charging points within West Dunbartonshire. Planned End Date Forecast End Date Main Issues / Reason for Variance Balloch Park 50kw EVC to be upgraded. Mitigating Action None required at this time. Electrical Charging Points - Rapid Charge Funding has been awarded from Transport Scotland for the Installation of electrical charging points Main Issues / Reason for Variance Works instructed for link path to be combined with Golden Jubilee Active travel contributions Mitigating Action None available at this time. Anticipated Outcome To complete remaining civil works required. Anticipated Outcome To improve connectivity and enhanced Cycling routes within West Dunbartonshire. Auld Street Clydebank - Bond Footpath still to be done after xmas spend. Part funded by Golden jubie £20k. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Works for a footway/cycleway improvement at Bellsmyre Avenue are now complete. Dropped kerbs at various locations are underway. Proposed further works to cycleways due to commence late 2023. Mitigating Action None required at this time. Mitigating Action None available at this time. Anticipated Outcome To improve journey times and reliability of bus services. Cycling, Walking and Safer Streets Introduction of enhanced walking routes and traffic calming schemes to introduce safer streets within West Dunbartonshire. Bus Rapid Deployment Fund Funding has been awarded from Sustrans to assist with social distancing measures required as a result of the COVID-19 pandemic. Planned End Date Forecast End Date Main Issues / Reason for Variance Funding no longer available Page 243
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 32 Project Life Financials 2,277 1,247 55% 2,277 0 0% Current Year Financials 650 80 12% 450 (200) -31% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 33 Project Life Financials 97 97 100% 97 0 0% Current Year Financials 29 29 99% 29 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 34 Project Life Financials 15,053 1,054 7% 15,053 0 0% Current Year Financials 1,530 0 0% 600 (930) -61% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-27 35 Project Life Financials 1,700 1,207 71% 1,700 0 0% Current Year Financials 693 0 0% 200 (493) -71% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-26 31-Mar-27 36 Project Life Financials 134 65 49% 134 0 0% Current Year Financials 134 0 0% 65 (69) -51% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Main Issues / Reason for Variance New funding which will be allocated to appropriate projects. Mitigating Action None required at this time. Anticipated Outcome Projects will be delivered on time. Anticipated Outcome To provide an improved A813. Roads Safety Roads Safety Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Initial works commencing March 23 with majority of works to be delivered 24/25 Mitigating Action None required at this time. Mitigating Action None available at this time. Anticipated Outcome Project should be completed within budget. A813 Road Improvement Phase 1 A813 Road Improvement Phase 1. Gruggies Burn Flood Prevention Commission of Gruggies Flood Prevention Scheme. Planned End Date Forecast End Date Main Issues / Reason for Variance Detailed design underway. Design will be completed 24/25 Main Issues / Reason for Variance Detailed design underway. Design will be completed 24/25 Mitigating Action None available at this time. Anticipated Outcome Intention is to complete works within budget. Depot Improvement Works Improvement of WDC Roads Depot. Planned End Date Forecast End Date Main Issues / Reason for Variance For Bus Infrastructure a program of works Is being developed. For A8014 Kilbowie Rd works are being planned awaiting further feedback from Utilities, For A814 Congestion measures further development & expansion of vehicle detection systems and for Balloch P & R Consultants are appointed, agreement in principal with Network Rail & further investigatory works are planned. Mitigating Action None required at this time. Anticipated Outcome Improve accessibility to Public Transport and improve journey time reliability. Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements. Planned End Date Forecast End Date Page 244
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 37 Project Life Financials 4,300 4,211 98% 4,300 0 0% Current Year Financials 138 5 4% 50 (88) -64% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-24 38 Project Life Financials 1,400 500 36% 1,400 0 0% Current Year Financials 1,400 0 0% 500 (900) -64% Project Description Project Manager Craig Jardine Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 39 Project Life Financials 3,314 455 14% 3,314 0 0% Current Year Financials 3,314 455 14% 455 (2,859) -86% Project Description Project Manager Craig Jardine Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 30-May-24 40 Project Life Financials 1,980 200 10% 1,980 0 0% Current Year Financials 1,980 0 0% 200 (1,780) -90% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Dec-25 41 Project Life Financials 33,491 7,946 24% 33,491 0 0% Current Year Financials 11,845 1,917 16% 4,000 (7,845) -66% Project Description Project Manager Patricia Rowley Chief Officer Gail McFarlane Project Lifecycle 31-Mar-27 31-Mar-27 Mitigating Action None Required Anticipated Outcome Delivery of the project on time and within the increased budget Exxon City Deal As part of the City Deal project the WDC Exxon site at Bowling regeneration with alternative A82 route included. Planned End Date Forecast End Date Main Issues / Reason for Variance Regular updates are provided at every Council meeting and monthly Project Board meetings and to City Deal. The main issues contained within the new Council's approved Outline Business Case are still valid, which include Exxon's remediation strategy, land transfer arrangements and issues relating to adjoining owners. WDC Consultants are monitoring the remediation process to ensure compliance with specification, also Esso are independently monitoring the remediation works. Final Business Case submission was June 2023. Through the Scape framework we are working closely with Balfour Beatty to achieve a formal pre construction agreement to allow the detailed design works to commence and the full construction programme to be developed. Agreements in principle are progressing with third party land owners. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Waste Transfer Station The design, development and construction of a recycling and bulk waste transfer facility that will ensure all recycling material can be sorted and disposed off appropriately to ensure compliance with landfill ban in 2025. Planned End Date Forecast End Date Main Issues / Reason for Variance Detailed design ongoing Main Issues / Reason for Variance Vehicles have been ordered including bin lorries, sweepers and tractors. Expected delivery of bin lorries between April and July 2024. Mitigating Action None Required. Anticipated Outcome Replacement of fleet within budget. Anticipated Outcome Replacement of refuse collection vehicles. Vehicle Replacement Replacement of vehicles which have reached end of programmed lifespan (7 year heavy vehicles, 10 year light vehicles). Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Bin lorries ordered and build slot allocated this financial year. Mitigating Action None available. Vehicle Replacement Strategy Replacement of refuse collection vehicles. Mitigating Action None available at this time. Anticipated Outcome Project will enhance the A814 through Clydebank. Clydebank Charrette, A814 Clydebank Charrette, A814 Planned End Date Forecast End Date Main Issues / Reason for Variance Works complete and on maintenance period - retention payment due prior to March 2024. Page 245
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF RED PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % Strathleven Place 31 January 2024 Budget Details Project Life Financials Spend to Date Variance 42 Project Life Financials 8,535 445 5% 8,535 0 0% Current Year Financials 2,238 94 4% 100 (2,138) -96% Project Description Project Manager Craig Jardine Chief Officer Gail McFarlane Project Lifecycle 31-Mar-25 31-Mar-25 43 Project Life Financials 250 20 8% 250 0 0% Current Year Financials 250 0 0% 20 (230) -92% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Mitigating Action None Required. Anticipated Outcome Resurfacing of blaze pitch to 3G all weather surface Pappert 2G pitch Resurfacing of blaze pitch to 3G all weather surface Planned End Date Forecast End Date Main Issues / Reason for Variance Expecting work to commence in financial year 2024/25. Anticipated Outcome Deliver project outcomes within agreed budget Planned End Date Forecast End Date Main Issues / Reason for Variance Committee approval given to upgrade and improve depots. Project delivery will be phased, work underway to determine phasing of spend and scope. Garage facilities will be treated as a priority Mitigating Action None available at this time Depot Rationalisation Depot Rationalisation. Page 246
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WEST DUNBARTONSHIRE COUNCIL GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 450 193 43% 193 (257) -57% Current Year Financials 0 0 0% 0 0 0% Project Description Project Manager Rachel Moir Chief Officer Alan Douglas Project Lifecycle 31-Mar-24 31-Mar-24 2 Project Life Financials 478 21 4% 478 0 0% Current Year Financials 478 21 4% 478 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 3 Project Life Financials 221 221 100% 221 0 0% Current Year Financials 8 7 87% 8 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 03-Apr-21 31-Mar-24 4 Project Life Financials 25 25 100% 25 0 0% Current Year Financials 6 0 0% 6 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 5 Project Life Financials 485 485 100% 485 0 0% Current Year Financials 430 430 100% 430 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Zero Carbon Zero Carbon Anticipated Outcome Credit note received and project closed Planned End Date Forecast End Date Main Issues / Reason for Variance This project has been completed. However a credit is outstanding and should be received this financial year. Mitigating Action Officers will continue to peruse the credit note Mitigating Action None required at this time. Anticipated Outcome Better access with parks, cemeteries and open spaces. Public non-adopted paths and roads Upgrades to drainage and lighting to enhance the lifespan of paths and roads within facilities in public parks, cemeteries and civic spaces. Planned End Date Forecast End Date Main Issues / Reason for Variance Full budget committed Main Issues / Reason for Variance Project works complete. Retentions to be paid. Mitigating Action None required at this time. Anticipated Outcome New all weather tennis courts. Sports Facilities Upgrades - Argyll Park - Construction of 3 All Weather Tennis Courts Project is part of wider investment in sporting facilities and is dependent on match funding from Sports Scotland. Agreement in principle to wider WDC strategic priorities. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Project complete. Mitigating Action None required at this time. Large bins for high traffic areas (pilot) Supply and install extra large litter bins as a pilot project within hotspot problem areas. Main Issues / Reason for Variance Projects identified with a number commenced. Mitigating Action None required at this time. Anticipated Outcome completion of project on time and on budget Anticipated Outcome Large bins provided for high traffic areas Nature Restoration Fund Nature resource for Faifley Community Planned End Date Forecast End Date ITEM 17 - APPENDIX 7 Page 247
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Zero Carbon6 Project Life Financials 60 60 100% 60 0 0% Current Year Financials 5 0 0% 5 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 7 Project Life Financials 237 201 84% 237 0 0% Current Year Financials 237 201 84% 237 0 0% Project Description Project Manager Raymond Walsh/ Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 8 Project Life Financials 2,195 2,195 100% 2,195 (0) 0% Current Year Financials 2,195 1,416 64% 2,195 (0) 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 9 Project Life Financials 84 7 8% 84 0 0% Current Year Financials 84 7 8% 84 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 10 Project Life Financials 80 80 100% 80 0 0% Current Year Financials 75 9 12% 75 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Turnberry Homes - traffic calming/ management at Turnberry housing development off Castle Road Funding has been received from Turnberry Homes and will be used to introduce traffic calming and traffic management measures to mitigate the impact of additional traffic accessing the housing development off Castle Road, Dumbarton. Planned End Date Forecast End Date Main Issues / Reason for Variance Speed Humps to be installed March 2024 Mitigating Action None required at this time. Anticipated Outcome Traffic calming to be installed in Dumbarton East. Main Issues / Reason for Variance Ongoing works will be completed by 31/3/24. Mitigating Action None required at this time. Anticipated Outcome Project should be complete within budget. Flood Risk Management Enhancement of drainage infrastructure to ensure compliance with Flood Risk Management Act 2009. Planned End Date Forecast End Date Infrastructure - Roads Infrastructure - Roads. Planned End Date Forecast End Date Main Issues / Reason for Variance Roads Operations have completed an extensive surfacing program additional locations to be addressed in March measurement claims received have been processed. A programme of structural patching is ongoing. Planned End Date Forecast End Date Main Issues / Reason for Variance Ongoing lighting works to be completed by 31/3/24. Mitigating Action None available at this time. Mitigating Action None required at this time. Anticipated Outcome Intention is to complete various surfacing works by the end of March 2024. Street lighting and associated electrical infrastructure WDC is responsible for the maintenance of 18,000 street lighting columns and associated illuminated signs and bollards. This budget is required for this infrastructure. Anticipated Outcome Intention is to complete works within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance New plant has been purchased. Mitigating Action None required. Roads Plant Purchase of Roads plant and equipment. Anticipated Outcome To purchase equipment. Page 248
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Zero Carbon11 Project Life Financials 300 300 100% 300 0 0% Current Year Financials 26 0 0% 26 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 12 Project Life Financials 1,000 1,000 100% 1,000 0 0% Current Year Financials 878 616 70% 878 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 13 Project Life Financials 179 80 45% 179 0 0% Current Year Financials 9 0 0% 9 (0) -4% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 14 Project Life Financials 89 44 49% 89 0 0% Current Year Financials 44 33 76% 44 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-24 15 Project Life Financials 20 0 0% 20 0 0% Current Year Financials 20 0 0% 20 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Main Issues / Reason for Variance Upgrade of obsolete equipment will be completed by 31/3/24. Mitigating Action None required. Anticipated Outcome To upgrade traffic signals. Traffic Signal Upgrades Upgrade Traffic Signals Planned End Date Forecast End Date Mitigating Action None required. Anticipated Outcome Improvement to pavements. Pavement improvements Various pavement improvement projects. Planned End Date Forecast End Date Main Issues / Reason for Variance Footway resurfacing works completed final invoices to be received & processed by 31/3/24 Planned End Date Forecast End Date Main Issues / Reason for Variance Complete Mitigating Action None Required. Replacement of compactors at Dalmoak civic amenity site The purchase of 2 compactors for the Council civic amenity site at Dalmoak. Main Issues / Reason for Variance Project in progress. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Anticipated Outcome Project delivered within budget. ELECTRIC VEHICLE INFRASTRUCTURE Electric Vehicle Infrastructure Planned End Date Forecast End Date Mitigating Action None Required. Anticipated Outcome Project delivered within budget. River bank erosion repair - Levenhowe River bank erosion repair in the Levenhowe area Planned End Date Forecast End Date Main Issues / Reason for Variance Works complete awaiting final invoice Page 249
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 7 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF GREEN PROJECTS PERIOD END DATE PERIOD 10 Budget Forecast Spend £000 £000 % £000 £000 % 31 January 2024 Budget Details Project Life Financials Spend to Date Variance Zero Carbon16 Project Life Financials 150 150 100% 150 0 0% Current Year Financials 150 0 0% 150 0 0% Project Description Project Manager Gail MacFarlane Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-25 17 Project Life Financials 59 59 100% 59 (0) 0% Current Year Financials 59 43 74% 50 (9) -15% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 18 Project Life Financials 200 200 100% 200 0 0% Current Year Financials 200 150 75% 200 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 30-Nov-23 30-Nov-23 Park Improvements and Multi Games Area - Goldenhill Park Park Improvements and Multi Games Area - Goldenhill Park Anticipated Outcome Project delivered within budget. Whitecrook Tennis Court Up-grade Whitecrook Tennis Court Up-grade Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance MUGA due for commencement in February and environmental improvements complete Mitigating Action None Required. Main Issues / Reason for Variance Project Complete Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Main Issues / Reason for Variance Works progressing. Mitigating Action None at this time Anticipated Outcome Steps at Dalmonach are more accessible. Dalmonach Steps upgrade Upgrading steps at Dalmonach to make them more accesible Planned End Date Forecast End Date Page 250