Document Pack (Bookmarked) IRED 14 08 24
West Dunbartonshire Council · 14 August 2024
Back to Infrastructure, Regeneration & Economic Development Committee — 14 August 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, 14 August 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: 1 August 2024 Audio Streaming Audio recordings of the meeting (including the attendance or contribution of any party participating or making a contribution) will be published on the Council’s website and the Council’s host’s webcast/audio stream platform. You should be aware that the Council is a Data Controller under the General Data Protection Regulation. Data collected during this audio stream will be retained in accordance with the Council’s Privacy Notice* and Retention Schedules including, but not limited to, for the purpose of keeping historical records and making those records available via the Council’s internet site. *http://www.west-dunbarton.gov.uk/privacy/privacy-notice/ Page 2
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE WEDNESDAY, 14 AUGUST 2024 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETINGS 5 - 11 Submit for approval as a correct record, the Minutes of the Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 22 May 2024 7 ALEXANDRIA BUSINESS IMPROVEMENT DISTRICT 13 - 25 Submit report by the Chief Officer – Regulation and Regeneration providing information on the proposed Business Improvement District (BID) in Alexandria and seeking authorisation to formally approve the BID Proposal. Page 3
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8 INFRASTRUCTURE, REGENERATION AND ECONOMIC 27 - 38 DEVELOPMENT REVENUE MONITORING REPORT 2024/25 TO PERIOD 3 (30 JUNE 2024) Submit report by the Chief Officer – Resources providing an update on the capital financial performance to 30 June 2024 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). 9 INFRASTRUCTURE, REGENERATION AND ECONOMIC 39 - 53 DEVELOPMENT CAPITAL MONITORING REPORT 2024/25 TO PERIOD 3 (30 JUNE 2024) Submit report by the Chief Officer – Resources providing and update on the revenue financial performance to 30 June 2024 of those services under the auspices of the Infrastructure, Regeneration an Economic Development Committee (IRED). Page 4
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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, 22 May 2024 at 10.00 a.m. Present: Councillors David McBride, Jonathan McColl, Michelle McGinty, John Millar, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney and Sophie Traynor. Attending: Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration; Craig Jardine, Corporate Asset Manager; Michelle Lynn, Assets Coordinator; Gillian McNamara, Economic Development Manager; Liam Greene, Roads and Transportation Manager; Michael McDougall, Manager of Legal Services and Nicola Moorcroft and Lauren Simeon, Committee Officers. Apologies: Apologies for absence were intimated on behalf of Councillors Gordon Scanlan, Hazel Sorrell and Clare Steel. 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 6 Page 5
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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 MEETINGS The Minutes of Meetings of the Infrastructure, Regeneration and Economic Development Committee held on 7 February 2024 (Ordinary) and 21 February 2024 (Special) were submitted and approved as correct records. ROADS AND NEIGHBOURHOOD 2023/24 DELIVERY PLAN YEAR-END REPORT AND ROADS AND NEIGHBOURHOOD 2024/25 DELIVERY PLAN A report was submitted 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. After discussion and having heard the Chief Officer – Roads and Neighbourhood, the Chief Officer – Resources and the Corporate Asset Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new plan for 2024/25. REGULATORY AND REGENERATION DELIVERY PLAN 2023/24 - ECONOMIC DEVELOPMENT YEAR-END PROGRESS & REGULATORY AND REGENERATION DELIVERY PLAN 2024/25 - ECONOMIC DEVELOPMENT A report was submitted 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. After discussion and having heard the Chief Officer – Regulatory and Regeneration and the Economic Development Manager, in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at year- end and the new Plan for 2024/245. RESOURCES DELIVERY PLAN 2023/24 YEAR-END PROGRESS (ASSET MANAGEMENT) AND RESOURCES DELIVERY PLAN 2024/25 (ASSET MANAGEMENT) A report was submitted 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. Page 6
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The Chief Officer – Resources explained that the Finance element of the Resources Delivery Plan 2024/25 (Asset Management) had been omitted from the report and that would be updated and included in the Delivery Plan for 2024/25 when presented at future meetings of this Committee. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at year-end and the new Plan for 2024/245. PROTOCOL FOR ROAD WORKS ON TRAFFIC SENSITIVE ROADS A report was submitted by the Chief Officer – Roads and Neighbourhood providing the procedures and protocols that Officers will follow in regard to management of road works on traffic sensitive roads. After discussion and having heard the Chief Officer – Roads and Neighbourhood the Roads and the Transportation Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the duty of the Roads Authority and the responsibilities of those undertaking works on the road network as set out within the report; (2) to approve, with amendments suggested by Members, namely; that clear a explanation as to the extent of the Protocol (roads, public footpaths and verges) and information as to how a member of the public reports non- compliance with the protocol, be included, the protocols set out in the Protocol for the Management and Coordination of Road Works on Traffic Sensitive Roads (Appendix A to the report); and (3) to 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. GLASGOW CITY REGION: ELECTRIC VEHICLE CHARGING INFRASTRUCTURE COLLABORATION A report was submitted 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. After discussion and having heard the Roads and Transportation Manager in further explanation and in answer to Members’ questions Councillor McBride moved:- (1) to note the content of the report and the collaborative work undertaken to date; Page 7
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(2) to note the content of the West Dunbartonshire Public Electric Vehicle Charging Strategy and Expansion Plan (Appendix 1 to the report) and the forecast number of required charging units and cost of installation; (3) to 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; (4) in principle to enter 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; (5) 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; (6) to note Officers would provide update reports on the progress of the work to Members as required throughout the development of the project; and (7) to note the importance of accessible charging bays and to assess the implication and application of relevant legislation and national guidance when it becomes available. UPDATE TO PARK MANAGEMENT RULES A report was submitted 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. After discussion and having heard the Manager of Legal Services in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to 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; (2) that the authority be 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); Page 8
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(3) that officers specifically to consult with Community Councils, the National Park Authority, Police Scotland, and any other relevant bodies; and (4) thereafter, a report be brought back to a future meeting of this Committee to consider the consultation responses. LEASE OF WEST DUNBARTONSHIRE ACTIVITY CENTRE, 73 ARDOCH CRESCENT, BRUCEHILL, DUMBARTON. A report was submitted by the Chief Officer – Resources seeking approval for the lease of West Dunbartonshire Activity Centre to West Dunbartonshire Gymnastics Club. After discussion and having heard the Assets Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the lease of West Dunbartonshire Activity Centre for a period of 10 years to West Dunbartonshire Gymnastics Club; (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 SITE AT BURROUGHS WAY, VALE OF LEVEN INDUSTRIAL ESTATE, DUMBARTON. A report was submitted by the Chief Officer – Resources seeking approval to dispose of development site at Burroughs Way, Dumbarton (the Site) to Hargreaves Land Ltd. After discussion and having heard the Assets Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the disposal of the Site to Hargreaves Land Ltd for £500,000 plus VAT; (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. Page 9
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SALE OF WDC GROUND LEASE INTER EST AT 578 GLASGOW ROAD, CLYDEBANK G81 1NH A report was submitted 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. After discussion and having heard the Assets Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the sale of the Land to Condie Investments Ltd for the price of £138,000; (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. Councillor Rooney left the meeting at this point in the meeting. DISPOSAL OF LAND BETWEEN 44 - 48 TOWNEND ROAD, DUMBARTON G82 2AN A report was submitted 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. After discussion and having heard the Assets Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the disposal of 44 - 48 Townend Road Dumbarton to Mr Peter Doherty for the price of £25,000; (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. INFRASTRUCUTRE, REGENERATION AND ECONOMIC DEVELOPMENT BUDGETARY CONTROL REPORT 2023/24 TO PERIOD 10 (31 JANUARY 2024) A report was submitted by the Chief Officer – Resources providing an update on the financial performance to 31 January 2024 (Period 10) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). After discussion and having heard the Chief Officer – Resources in further explanation the Committee agreed:- Page 10
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(1) to note the contents of the report which showed 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; (2) to note the net projected annual position in relation to relevant capital projects highlighted a projected variance of £52.110m (42.28%) due to re-profiling; and (3) to note that future meetings of the IRED Committee would be presented with separate revenue and capital budgetary control reports. The meeting closed at 11.48 a.m. Page 11
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer (Regulatory & Regeneration) Infrastructure, Regeneration & Economic Development Committee 14 August 2024 Subject: Business Improvement District (BID) Proposal - Alexandria 1 Purpose 1.1 The purpose of this report is to provide information on the proposed Business Improvement District (BID) in Alexandria. It seeks Members’ authorisation to formally approve the BID Proposal. 2 Recommendations 2.1.1 It is recommended that Committee: (i) notes that a Business Improvement District (BID) is proposed for Alexandria town centre (ii) authorises the Chief Officer for Regulatory and Regeneration to approve the BID Proposal by the statutory deadline of 29th August 2024, subject to it being compliant with the relevant Sections of the Planning etc. (Scotland) Act 2006 (iii)notes that the BID Ballot will be scheduled for November 2024 (date tbc) 3 Background 3.1 Over recent years Alexandria Town centre, like many other small towns, has been facing challenges related to increased competition from online shopping and out of town developments. It has struggled to secure the right investment and retain sustainable level of footfall. Alexandria Town Centre Masterplan was developed by the Council in cooperation with the local community and approved by IRED Committee in September 2021. The objective of the Masterplan reflects the desire amongst the local business and community to see Alexandria prosper and become once again the Heart of the Vale. To make it happen there is a need for the local community and the local authority to work together. 3.2 Alexandria Traders Association is a self-funded group of local business which has been meeting on regular basis to discuss the challenges facing the Main Street and the town centre. It is made up of local business owners as well as local Elected Members, Central Alexandria Tenants & Residents Association ITEM 7 Page 13
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(CATRA) and Vale of Leven trust (VOLT), with Officers from West Dunbartonshire Council also in attendance. Meetings are held every six weeks to discuss and organise initiatives around the improvement of Alexandria. The group have concluded that a continued coordinated response from all businesses is required to address the ongoing challenges, raise the profile of the town, and make it more attractive to residents and visitors. In order to create a platform for businesses to work together, the group have agreed to pursue establishment of a Business Improvement District (BID) 3.3 A Business Improvement District (BID) is a geographically defined area where businesses come together and agree to invest collectively in projects and services that the businesses identify will improve the trading environment over and above those provided by statutory authorities. The activities undertaken by the BID are funded with the money collected through the compulsory investment levy set and paid by all the property owners and property occupiers in the BID area (unless exempt in full or part). Each business liable to contribute to the project is able to vote on whether or not the BID goes ahead. 3.4 BIDs are supported by Scotland’s Improvement Districts (SID) which forms part of Scotland’s Towns Partnership and is supported by the Scottish Government. SID works with partner organisations to foster the growth of improvement districts. It is also a hub for expertise and advice which can help communities to achieve their ambitions, working democratically and collaboratively. 3.5 In November 2023 the Traders Association successfully applied for and received a £20k Seedcorn Grant from the Scottish Government to support the development of a Business Improvement District (BID) and subsequently a BID Steering Group has been established. 3.6 In July 2024 the BID Steering Group wrote to the Chief Executive of West Dunbartonshire Council with a notice of intent to go to Ballot. Following discussions with the Council’s officers, it was agreed that the ballot would be undertaken in November 2024 (date tbc). 3.7 The statutory BID development timescale is as follows: Days to Ballot Action Status At least 196 days (28 Weeks) Notice of intention to put BID Proposals to ballot Completed At least 126 days (18 Weeks) BID Proposal Review by SID (non- statutory) Completed At least 98 days (14 Weeks) Submission of BID Proposals to the Local Authority and Scottish Government 70 days (10 Weeks) Last day the Local Authority can veto BID Proposals Page 14
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At least 56 days (8 Weeks) The local authority instructs the ballot holder to hold BID ballot. 42 days (6 Weeks) Issue of ballot papers to all eligible businesses within the BID area Ballot Day 4 Main Issues 4.1 The proposed BID will cover the area on Main Street from the Esso Garage at the north end to beyond Mitchell Way, and the areas along Bank Street and Mitchell Way. For detailed map please refer to Appendix One (to follow after pre-agenda) 4.2 The BID Steering Group (BID Proposer) have consulted with all businesses within the proposed BID area to find out about their priorities for the town centre and raise awareness of the proposed BID and benefits it could generate for the town centre. Scottish Improvement Districts (SID) provided their support through the process and the Regeneration team facilitated liaison between the Steering Group and the relevant Local Authority Service areas. 4.3 The findings from consultation with local business owners have led to creation of the five CORE THEMES which will form the basis of BID’s Business Plan and provide a road map towards tangible, deliverable results for Alexandria. PROFILE – raise the profile of the town centre VISITORS – attract more visitors SUPPORT – support businesses and promote innovation CLEAN – make town centre clean and attractive ACCESS – improve access and visibility from the surrounding areas 4.4 The proposed BID will support and complement delivery of the actions which originate from the Alexandria Town Centre Masterplan, Some actions have already been delivered with funding from the Council and external grants (Smollett Fountain refurbishment, Christie Park improvements, Main Street property improvements), and others are at various stages of project development. BID’s focus will be on additional town centre improvements delivered through small capital investment, events and initiatives as well as marketing. The proposals include but are not limited to regular market, Halloween parade, Spring Fayre, Christmas Lights switch-on, flower basket campaign, marketing campaign in social and traditional media, signage improvements, and measures designed to support local business and encourage new investment. 4.5 There are approximately 109 commercial properties in the BID area which will generate a BID investment levy income of approximately £51,272 per annum and an estimated total levy income of £256,360 over the 5 years BID term. The BID improvement levy will be paid by the occupier (the eligible person liable to pay the non-domestic rate), however, the property owner will be liable to pay the levy where a property is vacant on the day the levy invoice is issued and Page 15
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for all the period thereafter when the property is vacant. The minimum levy payment will be £312 annually / £6 per week for small businesses which is believed to be affordable. A maximum payment of £5200 is proposed to be levied for businesses at the higher end of the banding. In addition the Council will provide a £10k grant from the Local Economic Development budget to support the BID’s capital projects. 4.6 Certain types of premises as listed below will be excluded from the levy payment obligation: • premises that have a rateable value of under £1,000. These premises can pay a voluntary levy and become an “associate member” should they wish, details of which are given in the BID Business Plan. • the following categories of property: non-retail charities, Police Stations and Schools. 4.7 The BID will be managed by a Board of Directors which will be established following a successful ballot. Every eligible person that pays the levy will have the opportunity to nominate themselves or someone else from within the BID area to be elected to the Company Board. The Board will include one representative from West Dunbartonshire Council and non-voting representatives from Police Scotland, Christie Park Primary School, and the Bank Street Medical Centre. Other non-voting members or local groups may be co-opted onto the Board at the Board’s discretion. 4.8 The Board plans recruit a BID Manager to ensure the efficient delivery of the projects and effective communications with the levy payers. This would be financed from the levy income. 4.9 Throughout the lifetime of the BID, all activities will be monitored by the Board to ensure that the objective of the BID Business Plan are achieved to the satisfaction of the businesses that form the BID. The Board will agree on an annual basis how funds for subsequent years will be allocated. This will be based on business feedback during the previous year and the priorities for the coming year, which allows the BID the flexibility to respond to changing business needs and requirements. 4.10 The Local Authority, on officially receiving the BID proposals has up to 70 days before the date of ballot, to decide if the authority is approving or vetoing the BID proposals. The grounds on which the Local Authority can veto the proposals are limited. The BID Proposal will also be reviewed by the Scottish Government who will provide their feedback and comments to the Local Authority. 4.11 Where a local authority has BID arrangements in place, under legislation, they must comply with them. The key Local Authority tasks and responsibilities are: • Compliance with the statutory timescales including for review, approval or veto of the BID proposals Page 16
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• Provision of information from non-domestic rates billing records • Provision of the statutory and non-statutory baseline statements (Baseline Service Agreement) • Arranging and running of BID ballot • Management, collection and enforcement of the BID Levy 5 People Implications 5.1 BID Ballot management will be outsourced to a qualified third-party organisation, with the fee paid by the BID Proposer. Limited election related activities will be undertaken by the existing Election team staff. 5.2 If the BID is established following a successful ballot, existing staff within Regeneration will continue to support the BID and provide liaison between the BID and relevant Council’s Services if required. 5.3 Levy collection will be undertaken by the existing revenue team staff, with the fee for levy collection being waved in Year 1. The Council will review this arrangement for future years. 6 Financial & Procurement Implications 6.1 The Council is a landlord for a number pf properties within the BID area. The Council will be liable for laying the BID Levy for those properties which are vacant on the day the levy invoice is issued. 6.2 The fee for collecting the levy in Year 1 will be waived. The Council will be able to charge a fee for levy collection in future years. 7 Risk Analysis 7.1 There is a risk that the BID will have insufficient finances to meet its liabilities and will have to be dissolved. 8 Environmental Sustainability 8.1 A more attractive, vibrant and economically sustainable town centre will support local living and contribute towards delivery of wider sustainability goals and the Council’s Climate Change Strategy 9 Equalities Impact Assessment 9.1 An Equalities Impact Assessment is being undertaken (report to follow after pre-agenda) 11 Consultation Page 17
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11.1 The BID Steering Group has undertaken consultations with the local business during the BID development process. The outcome of these consultations will be summarised in the BID Proposal and reflected in the BID Business Plan. 11.2 The following Council Services have been involved as part of the BID development process: Democratic Services, Finance, Asset Management, Legal and Economic Development. A number of other Services including Roads, Greenspace, Fleet & Waste, Communities, Housing and Planning contributed to the Baseline Services Agreement. 12 Strategic Assessment 12.1 The Council has agreed its five main strategic priorities for 2022 – 2027. The BID is consistent with the following objectives: • Our neighbourhoods are sustainable and attractive. • Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish. • Our residents are engaged and empowered. Alan Douglas Chief Officer - Regulatory &Regeneration 14 August 2024 ________________________________________________________________ Person to Contact: Gillian McNamara Appendices: Appendix A: BID Map (to follow) Appendix Two: EIA (to follow) Background Papers: Wards Affected: Leven Page 18
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¯ Reproduced by permission of Ordnance Survey on behalf of HMSO. (C) Crown copyright and database right 23/07/2024. All rights reserved. West Dunbartonshire OS Licence Number 100020790. ITEM 7 - APPENDIX 1 Proposed Alexandria Business Improvement District (BID) Area Map Page 19
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Assessment No 1035 Owner mswider Resource Regeneration, Environment and Growth Service Regeneration FirstName Surname Job Title Head Officer magdalena swider Regeneration Coordinator Members Gillian McNamara (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Proposed Business Improvement District, Alexandria The aim, objective, purpose and intended out come of policy A group of Businesses in Alexandria (BID Steering Group) are working to establish a Business Improvement District (BID). A Business Improvement District (BID) is a geographically defined area where businesses come together and agree to invest collectively in projects and services that the businesses identify will improve the trading environment over and above those provided by statutory authorities. The activities undertaken by the BID are funded with the money collected through the compulsory investment levy set and paid by all the property owners and property occupiers in the BID area (unless exempt in full or part). BID’s focus will be on town centre improvements delivered through small capital investment, events and initiatives as well as marketing. It will complement the delivery of actions from the Alexandria Town Centre masterplan approved in 2021. The key Local Authority tasks and responsibilities related to BID are: - Compliance with the statutory timescales including for review, approval or veto of the BID proposals - Provision of information from non-domestic rates billing records - Provision of the statutory and non-statutory baseline statements (Baseline Service Agreement) - Arranging and running of BID ballot - Management, collection and enforcement of the BID Levy Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Businesses within Alexandria WDC Finance team (levy collection) WDC Democratic Services team (BID ballot) WDC Regeneration (BID lisaison) WDC Services which contribute to the Service Level Agreement (Roads and Neighborhood, Regulatory & Regeneration, Communities) Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes ITEM 7 - APPENDIX 2 Page 20
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Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Local businesses in Alexandria Alexandria Community WDC Asset Management as a landlord WDC Finance WDC Democratic Services WDC Regeneration Who will be/has been involved in the consultation process? Have Community Councils been engaged yet? have the Communities Team been involved in discussions? Local businesses have been consulted by the BID Steering Group. The BID will be established only if it is supported by a majority of businesses, as per the relevant legislation. BID Steering group liaised with WDC Regeneration throughout the BID development process. WDC Council Services which will have an obligation to support the BID have been consulted and are aware of the additional workload. Some of the services can be outsources by the Council or a fee can be charged to cover the costs. On receipt of the BID proposal the Council can either support of veto the BID however there are only specific ground for vetoing. Page 21
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Alexandria lacks services or events which would attract families with young children. Feedback from the local community and businesses. Town centre attractive for people of all ages. Positive impact for health and wellbeing for all members of the community. Disability The Council needs to take into account accessibility when making decisions that are relevant to this Business are required to make reasonable adjustments to make services accessible to disabled people The Alexandria masterplan notes the importance of increasing accessibility There is an opportunity to discuss accessibility Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Race Religion and Belief Sex Sexual Orientation Human Rights The Council needs to consider if Human Rights issues are relevant: This includes UNCRC rights in terms of Children and Young people, and cross cuts with Article 8 of the ECHR on Family life which is broad interpreted in case law. Christie Park Primary School will be a non voting member on the board. The School has recently been awarded stage one of of UNICEFS Rights Respecting Schools Bronze Award Positive as there is an opportunity through board membership to ensure that children's and young peoples are taken into consideration Health Health and well being is a focus of the Council's Strategic plan. Increased town center attractiveness Positive impact for health and wellbeing for all members of the community. Page 22
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Social & Economic Impact We need to have regard to the Community Empowerment Act We need to have regards to the Fairer Scotland Duty Alexandria Town centre, like many other small towns, has been facing challenges related to increased competition from online shopping and out of town developments. It has struggled to secure the right investment and retain sustainable level of footfall. Feedback from the local community and businesses has feed into the process. Vibrant, economically sustainable and attractive town centre. Positive social and economic impact for all members of the community from all age ranges. Cross Cutting It good practice for the Council to consider how various factors interact. The Council have Feedback from the local community and businesses. Alexandria Town centre, like many other small towns, has been facing challenges related to increased competition from online shopping and out of town developments. It has struggled to secure the right investment and retain sustainable level of footfall. The Council have place on the board. BID will deliver improvements in the town centre, paid for levy on all businesses. Levy has been established at a sustainable level and will be affordable to all businesses. Page 23
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. N/A Will the impact of the policy be monitored and reported on an ongoing bases? Once established, the BID will be managed by a Board of Directors. The Council's involvement will be limited to levy collection and liaison with BOD as a partner. Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1035: Potential positive impacts in terms of age for younger and older people and health, as well as economic benefits. The masterplan for the area identifies the importance of accessibility and this can be discussed among stakeholders through the board for example. The proposal has the potential to benefit the local town Centre, wider community and businesses. The impact on the businesses is minimal and levy has been established at a sustainable level. The impact on Council services can be absorbed within the existing resources, and cost of some of the services will be covered by BID. Page 25
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WEST DUNBARTONSHIRE COUNCIL • Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 14 August 2024 ITEM 8 Subject: Infrastructure, Regeneration & Economic Development Revenue Budgetary Control Repo_rt 2024/25 to Perl�d 3 (30 June 2024) 1. .Purpose 1.1 This report provides an update on the revenue financial performance to 30 June 2024 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Comm�ee (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 £2.37Qm (17.95%) at the year-end taking into account that this Is subject to change. 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 6 March 2024, Members agreed the revenue estimates for 2024/25. A total net budget of £14.722m was· approved for IRED services. The budget has been reduced to reflect the decrease in Strathclyde pension fund contributions in the year. This ·budget has been vired to a central reserve to be used to balance the budget over the next four years as agreed at the Council meeting on 6.Marct, 2024. Starting Position Superannuation Saving Revised Budget 4. Main Issues Revenue Budget £m 14.722 -1.487 13.235 4.1 The current budgetary position is summarised in Appendix 1. A more detailed analysis by service is given in Appendix 2. Page 27
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4.2 Of the 14 services monitored 7 are showing either a favourable or nil variance, with 7 services showing an adversevariance. 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 (?Ver £0.050m within the service. 4,3 Appendix 1 shows the probable outtum for the' services at £15.611 m. As the annual budget is £13.235m there is currently a projected adverse variance ·for the year of £2.376m. 4.4 A working group has been established to review where any anticipated overspends can be reduced and wh�re they may be the option for additional income Qeneration. • • 4.5 Appendix 4 to the report summarises· the current position ·against the saving options agreed by council as part of setting the 2024/25 budget. 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted-above, there are no financial implications of the budgetary control report. Officers are currently reviewing budgets and projections with a view to improving the position by financial year arid 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. • • • 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. Strategjc Assessment 10.1 Proper budgetary control and sound financial-practice are cornerstones of go� governance and support Council and officers to pursue the five strategic Page 28
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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: 19 July 2024
Person to Contact:
Appendices:
Background Papers:
Wards Affected:
Jackie Thomson - Business Unit Finance Partner, 16
Church Street, Dumbarton, G81-1 QL,
e-mail jackie.nicol-thomson@west-dunbarton.gov.uk
Appendix 1 - Summary Budgetary Position {Revenue)
Appendix 2- Detailed Budgetary Position (Revenue)
Appendix 3;,.. Variance Analysis (Revenue)
Appendix 4 - Efficiencies &. Management Adjustments
None
All
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 IRED SUMMARY MONTH END DATE 30 June 2024 Total Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 Annual RAG Status £000 £000 £000 £000 % 0 (49) 0 0 0% (807) 548 (470) 337 -42% 758 0 738 (20) -3% 2,544 1,001 3,319 775 30% 7,414 1,854 7,414 0 0% 205 18 192 (13) -6% (313) (128) (157) 156 -50% (1,234) (160) (1,033) 201 -16% 8,916 1,673 9,612 695 8% (1,705) 2,135 (1,726) (21) 1% Capital Investment Programme 7 67 1 (6) -81% (68) 196 (50) 18 -27% Depots 0 0 0 0 0% (2,484) 1,592 (2,230) 254 -10% 13,235 8,746 15,611 2,376 17.95% Transport, Fleet & Maintenance Services Service / Subjective Summary Annual Variance 2024/25 Corporate Asset Maintenance Consultancy Services Roads Services Grounds Maintenance & Street Cleaning Client Outdoor Services Burial Grounds Crematorium Waste Services Corporate Assets Economic Development Ground Maintenance & Street Cleaning Trading A/c Total Net Expenditure ITEM 8 - APPENDIX 1 Page 30
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2024 PERIOD 3 Actual Outturn 2023/24 Total Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 RAG Status £000 £000 £000 £000 £000 % 19,445 Employee 18,617 4,020 19,282 665 4% 5,077 Property 5,333 314 5,413 81 2% 5,417 Transport and Plant 4,266 844 4,736 470 11% 12,169 Supplies, Services and Admin 10,978 2,096 11,861 883 8% 9,503 Payments to Other Bodies 9,292 1,935 9,395 102 1% 1,557 Other 562 0 562 0 0% 53,168 Gross Expenditure 49,049 9,208 51,249 2,200 4% (33,044) Income (35,821) (529) (35,639) 182 1% 20,123 Net Expenditure 13,228 8,679 15,610 2,382 18% £000 £000 £000 £000 £000 % 2,067 Employee 1,803 486 2,003 200 11% 75 Property 18 4 18 0 0% 48 Transport and Plant 130 33 130 0 0% 723 Supplies, Services and Admin 561 180 611 50 9% 0 Payments to Other Bodies 98 25 98 0 0% 0 Other 0 0 0 0 0% 2,913 Gross Expenditure 2,610 728 2,860 250 10% (2,952) Income (2,610) (777) (2,860) (250) -10% (39) Net Expenditure 0 (49) 0 0 0% £000 £000 £000 £000 £000 % 2,024 Employee 1,866 471 2,092 226 12% 108 Property 99 0 93 (6) -6% 1,688 Transport and Plant 1,826 329 1,702 (124) -7% 821 Supplies, Services and Admin 509 108 665 156 31% 1 Payments to Other Bodies 0 0 0 0 30% 0 Other 0 0 0 0 0% 4,642 Gross Expenditure 4,300 908 4,553 253 6% (4,578) Income (5,107) (360) (5,023) 84 2% 64 Net Expenditure (807) 548 (470) 337 -42% £000 £000 £000 £000 £000 % 1,026 Employee 747 0 733 (14) -2% 0 Property 0 0 0 0 0% 3 Transport and Plant 7 0 1 (6) -81% 7 Supplies, Services and Admin 4 0 4 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 1,035 Gross Expenditure 758 0 738 (20) -3% (0) Income 0 0 0 0 0% 1,034 Net Expenditure 758 0 738 (20) -3% £000 £000 £000 £000 £000 % 2,946 Employee 2,698 579 2,865 167 6% 254 Property 250 (0) 251 1 0% 890 Transport and Plant 555 125 901 346 62% 3,104 Supplies, Services and Admin 2,665 390 3,110 444 17% 893 Payments to Other Bodies 811 10 907 96 12% 0 Other 0 0 0 0 0% 8,088 Gross Expenditure 6,980 1,103 8,033 1,053 15% (4,194) Income (4,436) (102) (4,714) (279) -6% 3,894 Net Expenditure 2,544 1,001 3,319 775 30% Service Summary Annual Variance 2024/25 All Services Corporate Asset Maintenance Transport, Fleet & Maintenance Services Consultancy Services Roads Services ITEM 8 - APPENDIX 2 Page 31
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2024 PERIOD 3 Actual Outturn 2023/24 Total Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Annual Variance 2024/25 £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% 7,415 Payments to Other Bodies 7,414 1,854 7,414 0 0% 839 Other 0 0 0 0 0% 8,599 Gross Expenditure 7,414 1,854 7,414 0 0% 0 Income 0 0 0 0 0% 8,599 Net Expenditure 7,414 1,854 7,414 0 0% £000 £000 £000 £000 £000 % 74 Employee 127 15 68 (59) -46% 179 Property 151 0 172 21 14% 0 Transport and Plant 0 0 0 0 0% 144 Supplies, Services and Admin 117 70 143 25 22% 17 Payments to Other Bodies 37 (15) 37 0 1% 0 Other 0 0 0 0 0% 414 Gross Expenditure 433 70 420 (13) -3% (117) Income (228) (53) (228) 0 0% 298 Net Expenditure 205 18 192 (13) -6% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 29 Property 28 1 33 5 17% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 442 Payments to Other Bodies 469 0 469 0 0% 0 Other 0 0 0 0 0% 471 Gross Expenditure 497 1 502 5 1% (689) Income (810) (128) (659) 151 19% (218) Net Expenditure (313) (128) (157) 156 -50% £000 £000 £000 £000 £000 % 215 Employee 181 46 211 30 16% 265 Property 291 35 288 (2) -1% 0 Transport and Plant 0 0 0 0 0% 21 Supplies, Services and Admin 18 8 20 2 13% 6 Payments to Other Bodies 33 0 33 0 0% 0 Other 0 0 0 0 0% 507 Gross Expenditure 523 88 553 30 6% (1,460) Income (1,757) (248) (1,585) 172 10% (952) Net Expenditure (1,234) (160) (1,033) 201 -16% £000 £000 £000 £000 £000 % 3,583 Employee 3,086 768 3,345 260 8% 200 Property 152 10 154 2 1% 1,504 Transport and Plant 992 246 1,204 213 21% 6,503 Supplies, Services and Admin 6,367 1,146 6,364 (3) 0% 27 Payments to Other Bodies 22 28 28 6 29% 0 Other 0 0 0 0 0% 11,817 Gross Expenditure 10,618 2,198 11,095 478 5% (1,362) Income (1,701) (525) (1,484) 217 13% 10,455 Net Expenditure 8,916 1,673 9,612 695 8% Grounds Maintenance & Street Cleaning Client Outdoor Services Crematorium Burial Grounds Waste Services Page 32
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2024 PERIOD 3 Actual Outturn 2023/24 Total Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 RAG Status Service Summary Annual Variance 2024/25 £000 £000 £000 £000 £000 % 864 Employee 938 154 821 (117) -12% 2,401 Property 3,337 145 3,325 (12) 0% 4 Transport and Plant 5 0 5 0 0% (19) Supplies, Services and Admin (14) 4 (7) 7 -51% 65 Payments to Other Bodies 62 34 62 0 0% 0 Other 0 0 0 0 0% 3,315 Gross Expenditure 4,328 337 4,205 (122) -3% (5,065) Income (6,032) 1,798 (5,931) 101 2% (1,750) Net Expenditure (1,705) 2,135 (1,726) (21) 1% £000 £000 £000 £000 £000 % 321 Employee 227 66 271 44 20% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 (0) -24% 0 Supplies, Services and Admin 1 0 1 (0) -9% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 321 Gross Expenditure 229 67 273 44 19% (321) Income (221) 0 (271) (50) -23% 1 Net Expenditure 7 67 1 (6) -81% £000 £000 £000 £000 £000 % 620 Employee 747 176 765 18 2% 489 Property 24 4 24 0 0% 2 Transport and Plant 1 0 1 0 0% 13 Supplies, Services and Admin 87 1 87 0 0% 618 Payments to Other Bodies 345 0 345 0 0% 0 Other 0 0 0 0 0% 1,743 Gross Expenditure 1,204 181 1,222 18 2% (976) Income (1,272) 15 (1,272) 0 0% 767 Net Expenditure (68) 196 (50) 18 -26% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 657 Property 631 85 655 24 4% 0 Transport and Plant 0 0 0 0 0% (1) Supplies, Services and Admin 15 1 6 (9) -60% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 656 Gross Expenditure 646 86 660 15 2% (656) Income (646) (86) (660) (15) -2% (0) Net Expenditure 0 0 0 0 0% £000 £000 £000 £000 £000 % 6,003 Employee 6,424 1,325 6,379 (46) -1% 419 Property 352 30 401 49 14% 957 Transport and Plant 751 111 791 40 5% 852 Supplies, Services and Admin 649 188 859 210 32% 19 Payments to Other Bodies 0 0 0 0 0% 718 Other 562 0 562 0 0% 8,968 Gross Expenditure 8,738 1,654 8,992 254 3% (10,997) Income (11,222) (62) (11,222) 0 0% (2,029) Net Expenditure (2,484) 1,592 (2,230) 254 -10% Economic Development Depots Ground Maintenance & Street Cleaning Trading A/c Corporate Assets Capital Investment Programme Page 33
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status Transport, Fleet & Maintenance Services (807) (470) 337 -42% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Roads Services 2,544 3,319 775 30% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 30 June 2024 Budget Details Variance Analysis Variance Overspend anticipated although may reduce following review Transport services across WDC Income is anticipated to be less than budgeted due to number of external users of MOT station being low. Although currently showing and under recovery of full costs a review of service requirements is being undertaken to ensure all applicable costs are recovered. Service User Review Overspend anticipated although may reduce following review This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols Employee costs are anticipated to overspend by £167k mainly due to essential overtime. Plant hire costs and material costs have increased due to higher inflation than anticipated. The overspend anticipated on this is £384k. Winter gritting is anticipated to overspend £60k due to costs of salt and quantity required. Diesel is anticipated to overspend by £40k due to increased fuel costs. Street lighting is overspending due increased utility costs. The remaining overspend anticipated is in relation to general increased costs and inflationary pressures to undertake works required. Costs within the service are recharged to capital however, costs recharged are not sufficient to offset all costs incurred by the service. A review of the delivery of how capital projects are delivered will be undertaken. ITEM 8 - APPENDIX 3 Page 34
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status 30 June 2024 Budget Details Variance Analysis Variance Ground Maintenance & Street Cleaning Trading A/c (2,484) (2,230) 254 -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Burial Grounds (313) (157) 156 -50% Service Description This service provides burial services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,234) (1,033) 201 -16% Service Description This service provides crematorium services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Trading operation providing grounds maintenance and street cleaning services Supplies and services is showing an anticipated overspend of £210k. £60k is due to cost of parts for repairs which is demand led. The remaining overspend is mainly in relation to overspending on contractors. A review of all contractor spend is underway to identify any opportunities to reduce or mitigate the anticipated overspend. None at the moment. overspend anticipated Income from burials is less than budgeted. This is demand led and may change throughout the year. Under recovery of income anticipated Income from cremations is less than budgeted. This is demand led and may change throughout the year. None at the moment. None at the moment. Under recovery of income anticipated Page 35
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status 30 June 2024 Budget Details Variance Analysis Variance Waste Services 8,916 9,612 695 8% Service Description Waste Collection and Refuse disposal services Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Corporate Assets (1,705) (1,726) (21) 1% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Employee costs are underspent due to current vacancies however, these are offset by lower income than budgeted as recharges will be less. None required. Small overall underspend on budget overspend anticipated All refuse vehicles will be received by September so hires will cease. Transport costs, are anticipating an overspend of £213k principally due to hire costs being greater than anticipated when the budgets were set because of delays in acquiring new refuse vehicles. This is a part year issue as the majority of vehicles have now been received and hire costs for these vehicles will cease. Employee costs are overspending by £260k mainly due to overtime costs due to requirement to cover public holidays and periods of annual leave or sickness. In addition overtime budgets do not include pay award increase. The garden waste permit sale is anticipated to be lower than budgeted however will be partly offset by reduced disposal costs. Leaving an anticipated under recovery of £50k . The remaining underspend is mainly due to an anticipated reduction in income received based on previous years income received. Page 36
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment December 2023 Management Adjustments - - Seek commercial opportunities for Balloch Park kiosk RES12 L Slavin 15 15 - Rightsize income budgets as consequence of historical lease review RES15 L Slavin 25 25 - Procure vehicles considered permanently required rather than hiring them RN17 G Macfarlane 100 100 in progress - - December 2023 Saving Options - - Two week Christmas closedown bar delivery of essential services RES07 L Slavin 7 7 - - - March 2024 Saving Options - - Remove one Council officer RES09 L Slavin 26 26 - School crossing patrollers - adhere to best practice RN01 G Macfarlane 24 24 - Implemented Aug Introduce £60 Garden Waste Charge RN02 G Macfarlane 180 130 50 Implemented Aug, 4000 permits to date. The smoothing fund will be used to cover the variance for 2024/25 and it is anticipated that the full saving will be made in 2025/26 Amend roads service activities to support education to statutory level RN04 G Macfarlane 37 37 - complete Reduce the Consultancy Services/Capital Investment Team by 25% RN18 G Macfarlane 10 10 - In progress Reduce the roads operations service from 29 FTE to 26 FTE which will reduce resilience in the team RN21 G Macfarlane 80 80 - complete Reduce maintenance costs through replacing 6 under utilised grass pitches with 3 new 4G pitches RN22 G Macfarlane 10 10 - in progress Implement new approach to road defect repairs which will capitalise costs previously charged to revenue RN23 G Macfarlane 200 200 - complete Reduce weed killing from twice a year to once a year RN26 G Macfarlane 50 50 - in progress, in design stage Increase commercial waste fees by 14% RN27 G Macfarlane 45 45 - complete - - March 2024 Management Adjustments - - Remove vacant posts in asset management RES22 L Slavin 99 99 complete Remove facility assistants at Aurora House bringing service in line with that provided at Clydebank Town Centre Office RES23 L Slavin 54 54 - complete ITEM 8 - APPENDIX 4 Page 37
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment Generate income from Levengrove Pavilion and ass land RES25 L Slavin 63 63 - complete 1,025 975 50 TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS Page 38
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Council – 14 August 2024 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Capital Budgetary Control Report 2024/25 to Period 3 (30 June 2024) 1. Purpose 1.1 This report provides an update on the capital financial performance to 30 June 2024 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). 2. Recommendations 2.1 Committee is asked to: i) Note the current position of the 2024/25 IRED capital budget. ii) Approve the revised completion dates detailed in appendix 3. iii) Note an in-year variance of £14.538m due to reprofiling of projects. 3. Background 3.1 On 6 March 2024 the Council approved the updated General Services Capital Plan for 2024/2025 to 2032/33. The three years from 2024/25 to 2026/27 were approved in detail with the remaining years being indicative. The budget agreed under the auspice of IRED Committee was £51.612m for 2024/25 and £215.153m for the project life budget. 3.2 Since then budget adjustments have taken place which result in a revised IRED capital budget as set out in Exhibit 1. Exhibit 1: Revised Capital Budget 2024/25 (£m) Project Life (£m) Capital Budget Agreed 6 March 2024 51.612 215.153 Capital Project Added (Para 4.6) 1.197 2.000 Developers Contributions for Clydebank Can on the Canal 0.050 0.050 New Scottish Government Funding – Nature Restoration 0.034 0.034 New Scottish Government Funding – Cycling, Walking and Safer Streets 0.389 0.389 Revised Capital Budget as at Period 3 53.282 217.626 ITEM 9 Page 39
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4. Main Issues 4.1 Progress against the 2024/25 capital plan is detailed in: Appendix 1 – Project Life Summary by Chief Officer Appendix 2 – Off Track Projects Appendix 3 – Changes to Capital Plan for Noting Appendix 4 – All Approved Projects 4.2 Appendix 2 highlights nine projects currently showing as off-track due to revised completion dates. These are: Installation of Solar PV at Clydebank Leisure Centre, Replace Failed Heating Controls, Levelling Up Capacity, Auld Street Bond Riverbank Erosion Repair, Pavement Improvements Waste Transfer Station, Park Improvements Kilmaronock Cemetery Expansion. Appendix 3 highlights twenty six projects where the project expenditure requires to be reprofiled but there is no need for additional budget. 4.3 Appendix 4 shows all projects with approved in year and project life budgets as well as anticipated expenditure. It highlights that the 2024/25 budget is £53.282m with current forecast spend of £38.744m, a variance of £14.538m, (27.29%) relating to projects which require reprofiling. The spend as at period 3 is £3.924m (10.13%) of the current forecast spend of £38.744m. 4.6 Other minor changes to the capital plan already included in the summarised plan in appendix 4 are: The Clyde Mission Catalyst Fund has been added onto the Capital Plan. This is not a new project and funding for it was received 16 April 2021 from Scottish Government. It was omitted from the Capital Plan in March 2024 as it has been managed through a different method. However. The presentation has been corrected and the project will be monitored through the capital plan moving forward. This has no impact on funding as it is fully funded. 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: Page 40
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(a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) As a consequence of current market conditions, inflation is at an all-time high and interest rates continue to be volatile. To forecast for the full year costs budget assumptions have been required. These assumptions continue to change regularly and therefore it is likely the projected year end budgetary position will change from that reported. 9. Equalities Impact Assessment (EIA) 9.1 No equalities impact assessment was required in relation to this report. 10. Environmental Sustainability 10.1 No assessment of environmental sustainability was required in relation to this report. 11. Consultation 11.1 All services involved in delivering the capital budgets have been consulted in the compilation of this report. 12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ________________ Laurence Slavin Chief Officer – Resources Date: 30 July 2024 Person to Contact: Jackie Thomson Council Offices, Church Street, Dumbarton E-mail: jackie.nicolthomson@west-dunbarton.gov.uk Appendices: Appendix 1 - Project Life Summary Appendix 2- Off Track Projects Appendix 3 - Reprofiling and Acceleration of Projects Appendix 4 - Details of all Projects. Background Papers: General Services Capital Plan Update - Council 6 March 2024. Wards Affected All Wards Page 41
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Period 3 - 30 June 2024 ITEM 9 - APPENDIX 1 Summary Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Chief Officer Resources 35,810 35,810 - 4 - Chief Officer Regulatory and Regeneration 58,154 57,431 - 723 8 3 Chief Officer Roads and Neighbourhoods 123,662 123,645 - 26 6 Total 217,626 216,886 - 723 38 9 Page 42
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Projects that are Off Track as at Period 3 - 30 June 2024 ITEM 9 - APPENDIX 2 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 RR3 Installation of Solar PV at Clydebank Leisure Centre 61 61 0 31/03/2023 31/03/2025 RR4 Replace failed heating controls/valves & recommission 20 20 0 31/03/2023 31/03/2025 RR11 Levelling Up Capacity 320 320 0 31/03/2025 31/03/2026 R&N6 Auld Street Clydebank - Bond 256 256 0 31/03/2019 31/03/2025 R&N7 River Bank Erosion Repair - Levenhowe 801 801 0 31/03/2024 31/03/2025 R&N11 Pavement Improvements 1,000 1,000 0 31/03/2024 31/03/2025 R&N22 Waste Transfer Station 1,980 1,980 0 31/03/2025 31/03/2026 R&N27 Park Improvements and Multi Games Area - Goldenhill Park 150 150 0 31/03/2025 31/03/2025 R&N30 Kilmaronock Cemetery Expansion 50 50 0 31/03/2024 31/03/2025 Project Name: Installation of Solar PV at Clydebank Leisure Centre Initial End Date: 31/3/23 Revised End Date: 31/3/25 How was this project initially funded: Prudential Borrowing Please Detail any additional funding Why is the project classified as off track and what has caused the issues identified? The project has been delayed due to resourcing issues. Resources redirected to District Heating Network in the absence of District Heating Project Lead. What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/25 What are the implications on the actions proposed? Revenue Implications Virement Implications Project Name: Replace failed heating controls/valves & recommission - Original Initial End Date: 31/3/23 Revised End Date: 31/3/25 How was this project initially funded: Prudential Borrowing Please Detail any additional funding Why is the project classified as off track and what has caused the issues identified? The project has been delayed due to resourcing issues. Resources redirected to District Heating Network in the absence of District Heating Project Lead. What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/25 What are the implications on the actions proposed? Revenue Implications Virement Implications Project Name: Levelling Up Capacity Initial End Date: 31/3/25 Revised End Date: 31/3/26 How was this project initially funded: SG funded Please Detail any additional funding N/A Why is the project classified as off track and what has caused the issues identified? The funding has been realigned to match the Level Up Funding project What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/26 What are the implications on the actions proposed? Revenue Implications Virement Implications Project Name: Auld Street Clydebank - Bond Initial End Date: 31/3/24 Revised End Date: 31/3/25 How was this project initially funded: Funded via road bond provided by Developer Please Detail any additional funding Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/25 What are the implications on the actions proposed? Revenue Implications Virement Implications Project Name: River bank erosion repair - Levenhowe Initial End Date: 31/3/24 Revised End Date:31/3/25 How was this project initially funded: Capital Investment Please Detail any additional funding Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date: What are the implications on the actions proposed? Revenue Implications Virement Implications Chief Officer RNT Chief Officer RNT Initial road bond was used to complete the drainage and street lighting installations as well as road construction. Remaining funding was not enough to complete the installation of remote footway. Additional funding now available through Jubilee developer contributions to complete. Source of Funding N/A Some river bank repair was undertaken through existing capital budget for Levenhowe however, delayed whilst survey and recommendations report undertaken. Works identified for progress 24/25 and await outcome of SEPA approval Source of Funding Chief Officer Regulatory and Regeneration Source of Funding Chief Officer Regulatory and Regeneration Source of Funding Chief Officer Regulatory and Regeneration Source of Funding Page 43
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Project Name: Pavement Improvements Initial End Date: 31/3/2024 Initial End Date: 31/3/2025 How was this project initially funded: Prudential Borrowing Please Detail any additional funding N/A Why is the project classified as off track and what has caused the issues identified? Projects are complete however this budget is required for retentions due to be paid in 24/25. What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/25 What are the implications on the actions proposed? Revenue Implications Virement Implications Project Name: Waste Transfer Station Initial End Date: 31/3/25 Revised End Date: 31/3/26 How was this project initially funded: Prudential Borrowing Please Detail any additional funding N/A Why is the project classified as off track and what has caused the issues identified? Project has been delayed as it has inter-dependencies with the wider depots/office rationalisation projects What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/26 What are the implications on the actions proposed? Revenue Implications Virement Implications Project Name: Park Improvements and Multi Games Area - Goldenhill Park - Original Initial End Date: 31/3/24 Revised End Date: 31/3/25 How was this project initially funded: Please Detail any additional funding Why is the project classified as off track and what has caused the issues identified? Project delayed due to longer than anticipated lead times for MUGA materials What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/25 What are the implications on the actions proposed? Revenue Implications Virement Implications Project Name: Kilmaronock Cemetery Expansion Initial End Date: 31/3/24 Revised End Date: 31/3/25 How was this project initially funded: Prudential Borrowing Please Detail any additional funding N/A Why is the project classified as off track and what has caused the issues identified? Unable to deliver project as originally planned due to unforeseen adverse ground conditions. What action will be taken to rectify the position? Additional Funding Requested: £0 New Completion Date:31/3/25 What are the implications on the actions proposed? Revenue Implications Virement Implications Chief Officer RNT Source of Funding Source of Funding Chief Officer RNT N/A Source of Funding Source of Funding Chief Officer RNT Chief Officer RNT Page 44
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Changes to Capital Plan and Implications ITEM 9 - APPENDIX 3 RESOURCES Project - Res 9 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan Strathleven Place (formerly part of Glencairn House project) - Original 50 1,540 - - - - 1,590 Strathleven Place (formerly part of Glencairn House project) - Revised 1,590 - - - - 1,590 Explanation Project delayed due to internal resources and impact of Glencairn House project completion. Project - Res 11 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan Building Upgrades and H&S - lifecycle & reactive building upgrades - original 331 2,791 2,781 2,781 2781 13,905 25,370 Building Upgrades and H&S - lifecycle & reactive building upgrades - Revised 3,122 2,781 2,781 2,781 13,905 25,370 Explanation Carry forward required for retentions for projects and projects agreed in pipeline Project - RES13 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Depot Rationalisation - Original 238 500 3,000 4,590 - - 8,328 Depot Rationalisation - Revised 500 3,000 4,828 - - 8,328 Explanation Awaiting feasibility report on garage replacement. Once received the will be reviewed by services and progress to detailed design. Page 45
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Project - RR7 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration Fund - Original 265 350 1,530 974 970 4,089 Regeneration Fund - Revised 615 1,530 974 970 4,089 Explanation These are multi-year programmes of work/projects that are subject to external factors. Project - RR8 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Place Based Investment - Original 219 310 471 471 0 - 1,471 Place Based Investment - Revised 529 - - 529 Explanation Project - RR10 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Level Up Funding - Original 1,171 11,959 2,200 - - - 15,330 Level Up Funding - Revised 11,959 3,371 - - - 15,330 Explanation These are multi-year programmes of work/projects that are subject to external factors. Project - RR12 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 District Heating Network Expansion - Original 140 2,500 4,609 3,095 760 - 11,104 District Heating Network Expansion - Revised 1,500 5,000 3,595 1,009 - 11,104 Explanation Unable to commence construction works until agreements are in place with Golden Jubilee Hospital and other partners. These are multi-year programmes of work/projects that are subject to external factors. Project has been reduced as it is not clear yet whether there will be further funding provided. Page 46
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ROADS & NEIGHBOURHOOD Project - R&N1 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Infrastructure - Roads (90) 2,544 2,544 2,544 2,544 12,720 22,806 Infrastructure - Roads 2,454 2,544 2,544 2,544 12,720 22,806 Explanation Acceleration of Works Project - R&N3 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 R £'000 Street lighting and associated electrical infrastructure - Original 14 - - - - - 14 Street lighting and associated electrical infrastructure - Revised 14 - - - - 14 Explanation Rolling programme of column upgrade works. Some delay in finalising programme for last year but will continue into 24/25 Project - R&N4 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Flood Prevention - Original 189 150 - - - - 339 Flood Prevention - Revised 339 - - - - 339 Explanation Limited uptake on property level protection however scheme will be continued into 24/25. Additional evaluation of Clydebank Surface Water Plan and River Leven Study planned for 2024/25 Project - R&N5 2023/24 Reprofiling Current Year 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Vehicle Replacement - Original (135) 3,000 1,939 1,040 1,040 5,200 12,084 Vehicle Replacement - Revised 2,865 1,939 1,040 1,040 5,200 12,084 Explanation Acceleration of Project Page 47
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Project - R&N9 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Roads Plant - Original 66 - - - - - 66 Roads Plant - Revised 66 66 Explanation Plant purchased, awaiting invoices Project - R&N10 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 A813 Road Improvement Phase 1 - Original 150 493 - - - - 643 A813 Road Improvement Phase 1 - Revised 643 - - - - 643 Explanation Project - R&N12 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Traffic Signal Upgrades - Original 26 - - - - - 26 Traffic Signal Upgrades - Revised 26 - - - - 26 Explanation Works delayed awaiting funding decision from LUF.Further lighting upgrades will be completed this year. Project - R&N13 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Gruggies Burn Flood Prevention - Original 363 7,270 6,820 - - - 14,453 Gruggies Burn Flood Prevention - Revised 550 742 6,340 6,821 - 14,453 Explanation Priority given to progressing consultation and concept design due to notification submission target of March 2024. Outline design will be delivered over 2024/25 with detailed design also progressed with planned delivery December 2025. Significant costs associated with design elements. Road Upgrade completed however delay in undertaking footway extension whilst land ownership resolved. Designs ready to go to start construction on the footway upgrade Page 48
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Project - R&N14 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Electrical Charging Points - Rapid Charge Original 15 - - - - - 15 Electrical Charging Points - Rapid Charge Revised 15 - - - - 15 Explanation New chargers installed however delay to commissioning and testing. Will be delivered 24/25 Project - R&N16 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Vehicle Replacement Strategy - Original 500 900 - - - - 1,400 Vehicle Replacement Strategy - Revised 1,400 - - - - 1,400 Explanation This budget complement the wider vehicle replacement budget with a focus this year on Greenspace plant/vehicles. Project - R&N18 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Public non-adopted paths and roads - Original 394 225 225 225 225 1,125 2,419 Public non-adopted paths and roads - Revised 619 225 225 225 1,125 2,419 Explanation Projects have been identified and are currently being developed for tendering. Project - R&N20 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Vale of Leven Cemetery - original 60 - - - - - 60 Vale of Leven Cemetary - revised 60 - - - - 60 Explanation Retentions for project have extended inti 24/25. The project works are complete. Page 49
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Project - R&N21 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Allotment Development - Original 91 186 277 Allotment Development - Revised 150 127 - - - 277 Explanation Tender documents currently being developed. Project - R&N23 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Play Area Upgrade Programme - Original 32 449 100 100 100 534 1,315 Play Area Upgrade Programme - Revised 481 100 100 100 534 1,315 Explanation Longer than anticipated lead time for steel used in construction of play equipment. Project - R&N25 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Whitecrook Tennis Court Upgrade - Original 15 - - - - - 15 Whitecrook Tennis Court Upgrade - Revised 15 - - - - 15 Explanation Retentions to be paid 24/25 Project - R&N26 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 East End Park Resurfacing - Original (6) 385 - - - - 379 East End Park Resurfacing - Revised 379 - - - - 379 Explanation Acceleration of Project Page 50
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Project - R&N28 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Balloch Mountain Bike Track - Original 10 590 - - - - 600 Balloch Mountain Bike Track - Revised 600 - - - - 600 Explanation Awaiting match funding decision from Sportscotland Project - R&N29 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Pappert 2G Pitch - Original 12 230 - - - - 242 Pappert 2G Pitch - Revised 242 - - - - 242 Explanation Tender documents are currently being developed Project - R&N31 2023/24 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 Exxon City Deal - Original 10,797 9,845 10,820 4,277 1,162 36,901 Exxon City Deal - Revised 3,000 20,000 11,067 2,834 - 36,901 Explanation The reason for reprofiling is that the construction start was delayed due to acdelay of the Esso Remediation and third party land acquisitions. The 28 May 2023 Council paper confirms that the increased project cost of £44.325m, which will be split between City Deal £23.991m and Council £20.334m. The original total budget has not been reprofiled to reflect on the Council paper Page 51
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All Approved Projects at Period 3 - 30 June 2024 Service Project Initial End Date Revised End Date Project Life Budget Spend to 31 /3/24 Spend to Date Projected Future Spend Total Projected Spend Project Variance Approved Budget 2024/25 Actual to date 2024/25 Revised Forecast 2024/25 In Year Variance £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 RES 9 Strathleven Place (formerly part of Glencairn House project) 31/03/2025 1,590 - - 1,590 1,590 - 1,540 - 1,590 50 RES 10 New Sports Changing Facility Dumbarton West (Old OLSP site) 31/03/2025 349 9 9 340 349 - 340 - 340 - RES 11 Building Upgrades and H&S - lifecycle & reactive building upgrades 31/03/2033 25,370 - 305 25,065 25,370 - 2,791 305 3,122 331 RES 13 Depot Rationalisation 31/03/2024 8,500 649 831 7,669 8,500 - 500 182 262 (238) Total Resources 35,810 658 1,145 34,665 35,810 - 5,171 487 5,314 143 RR 3 Installation of Solar PV at Clydebank Leisure Centre 31/03/2023 31/03/2025 61 4 4 57 61 - - - 57 57 RR 4 Replace failed heating controls/valves & recommission 31/03/2023 31/03/2025 20 14 14 6 20 - - - 6 6 RR 5 Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing 31/03/2023 31/03/2025 290 64 64 226 290 - 226 - 226 - RR 6 Regeneration/Local Economic Development 31/03/2033 7,922 5,991 6,043 1,879 7,922 - 1,100 52 1,100 - RR 7 Regeneration Fund 31/03/2028 10,931 7,107 7,144 3,787 10,931 - 350 37 615 265 RR 8 Place Based Investment 31/03/2027 2,650 1,398 1,400 526 1,926 (723) 310 3 529 219 RR 9 Clydebank Can on the Canal 31/12/2022 31/12/2025 757 40 40 757 757 - 757 - 757 - RR 10 Level Up Funding 31/03/2025 31/03/2026 22,100 7,553 8,542 13,558 22,100 - 11,959 989 11,959 - RR 11 Level Up Capacity Funding 31/03/2025 31/03/2026 320 161 161 159 320 - 161 - 161 - RR 12 District Heating Network Expansion 31/03/2024 31/03/2028 11,104 40- 141 10,963 11,104 - 2,500 182 1,500 (1,000) RR 13 Clyde Mission Catalyst Fund 31/03/2024 31/03/2026 2,000 415 415 1,585 2,000 1,197 - 1,197 - Total Regulatory and Regeneration 58,154 22,706 23,968 33,503 57,431 (723) 18,560 1,262 18,107 (453) R&N 1 Infrastructure - Roads 31/03/2033 22,806 - - 22,806 22,806 - 2,544 - 2,454 (90) R&N 2 Flood Risk Management 31/03/2033 2,315 - - 2,315 2,315 - 500 - 500 - R&N 3 Street lighting and associated electrical infrastructure 31/03/2033 914 - 13 901 914 - 100 13 114 14 R&N 4 Flood Prevention 31/03/2033 500 160 180 320 500 - 0 150 20 339 189 R&N 5 Vehicle Replacement 31/03/2033 12,219 - 27 12,192 12,219 - 3,000 27 2,865 (135) R&N 6 Auld Street Clydebank - Bond 31/03/2019 31/03/2025 256 214 214 42 256 - - - 42 42 R&N 7 River Bank Erosion Repair - Levenhowe 31/03/2024 31/03/2025 20 - - 20 20 - - - 20 20 R&N 8 Clydebank Charrette, A814 31/03/2022 4,300 4,215 4,215 85 4,300 - 88 - 88 - R&N 9 Roads Plant 31/03/2023 31/03/2025 80 14 14 66 80 - - - 66 66 R&N 10 A813 Road Improvement Phase 1 31/03/2026 31/03/2025 1,700 1,057 1,366 334 1,700 - 493 309 643 150 R&N 11 Pavement Improvements 31/03/2024 31/03/2025 1,000 958 958 42 1,000 - - - 42 42 R&N 12 Traffic Signal Updates 31/03/2023 31/03/2025 300 274 274 26 300 - - - 26 26 R&N 13 Gruggies Burn Flood Prevention 31/03/2022 31/03/2028 15,028 576 696 14,332 15,028 - 7,270 120 550 (6,720) R&N 14 Electrical Charging Points - Rapid Charge 31/03/2026 31/03/2025 314 299 299 15 314 - - - 15 15 R&N 15 River Leven Flood Prevention Scheme 31/03/2025 31/03/2026 801 181 181 620 801 - - - - - R&N 16 Vehicle Replacement Strategy 31/03/2033 900 - - 900 900 - 900 - 1,400 500 R&N 17 Posties Park Sports Hub - New sports hub to include Gym & running track 31/03/2021 31/03/2027 6,021 5,878 6,008 13 6,021 - 143 130 143 - R&N 18 Public non-adopted paths and roads 31/03/2033 2,419 - - 2,419 2,419 - 225 - 619 394 R&N 19 Cemetery Extension, North Dalnotter 31/03/2025 264 14 14 250 264 - 250 - 250 - R&N 20 Vale of Leven Cemetery 31/03/2025 31/03/2025 817 741 760 40 801 (16) - 19 60 60 R&N 21 Allotment Development 31/03/2022 492 215 341 151 492 - 186 126 150 (36) Full Project Life In Year ITEM 9 - APPENDIX 4 Page 52
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Service Project Initial End Date Revised End Date Project Life Budget Spend to 31 /3/24 Spend to Date Projected Future Spend Total Projected Spend Project Variance Approved Budget 2024/25 Actual to date 2024/25 Revised Forecast 2024/25 In Year Variance Full Project Life In Year R&N 22 Waste Transfer Station 31/03/2025 31/03/2026 1,980 - 41 1,939 1,980 - 1,780 41 200 (1,580) R&N 23 Play Area Upgrade Programme 31/03/2033 1,399 149 282 1,117 1,399 - 449 133 417 (32) R&N 24 Nature Restoration Fund 31/03/2024 31/03/2025 608 574 608 0 608 - 34 34 34 0 R&N 25 Whitecrook Tennis Court 31/03/2024 59 44 44 15 59 - - - 15 15 R&N 26 East End Park Resurfacing 03/04/2021 31/03/2025 385 6 6 379 385 - 385 - 379 (6) R&N 27 Park Improvements and Multi Games Area - Goldenhill Park 31/03/2025 31/03/2025 150 - - 150 150 - - - 150 150 R&N 28 Balloch Mountain Bike Track 31/03/2024 30/09/2024 600 - - 600 600 - 590 - 600 10 R&N 29 Pappert 2G Pitch 31/03/2025 250 8 8 242 250 - 230 - 242 12 R&N 30 Kilmaronock Cemetery Extension 31/03/2024 31/03/2025 50 45 45 5 50 - - - 13 13 R&N 31 Exxon City Deal 31/03/2028 44,325 6,235 7,424 36,901 44,325 - 9,845 1,188 2,500 (7,345) R&N 32 Cycling Walking & Safer Streets 31/03/2025 389 - 15 374 389 389 15 389 0 Total Roads and Neighbourhood 123,662 21,859 24,034 99,611 123,645 (17) 29,551 2,175 15,323 (14,228) Total IRED 217,626 45,222 49,147 167,779 216,886 (740) 53,282 3,924 38,744 (14,538) Note: Due to previous approvals there are some projects with revised end dates that are not off track at period. Page 53