Item 7 - Appendix 2
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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2024/25 ROADS & NEIGHBOURHOOD ITEM 7 - APPENDIX 2
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Contents 1. Introduction .................................................................................................................................................................................................... 3 2. Performance Review ...................................................................................................................................................................................... 3 3. Strategic Assessment .................................................................................................................................................................................... 5 4. Resources .................................................................................................................................................................................................... 12 Appendix 1: Action Plan .......................................................................................................................................................................................... 13
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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.
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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
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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.
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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
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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
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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
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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.
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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.
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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.
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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
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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
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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
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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
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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
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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
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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
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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
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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
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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