Document Pack (Bookmarked) IRED 05 02 25
West Dunbartonshire Council · 5 February 2025
Back to Infrastructure, Regeneration & Economic Development Committee — 5 February 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
Page 1
Agenda Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 5 February 2025 ___________________________________________________________________ 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
Page 2
Distribution:- Councillor David McBride (Chair) Provost Karen Murray Conaghan Councillor John Millar Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor William 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: 23 January 2025 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
Page 3
INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE WEDNESDAY, 5 FEBRUARY 2025 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETINGS 7 - 15 Submit for approval as a correct record, the Minutes of the Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 6 November 2024 7 UK SHARED PROSPERITY FUND UPDATE 17 - 22 Submit report by the Chief Officer – Roads and Neighbourhood highlighting progress of the UK Shared Prosperity Fund (UKSPF) project progress and achievements and outlining a proposed approach to preparation for the continuation of the activities should continuation funding become available. 8/ Page 3
Page 4
8 ROAD ASSET MANAGEMENT PLAN 23 - 52 Submit report by the Chief Officer – Roads and Neighbourhood providing an update on the Roads Asset Management Plan which reflects the current level of investment and the impacts those investments will have on the overall asset condition. 9 REVIEW OF SPEED LIMIT AROUND SCHOOLS 53 - 65 Submit report by the Chief Officer – Roads and Neighbourhood providing an update on the on the outcomes of the recent review of speed limits around Primary Schools and advises of the actions recommended with associated costs. 10 EMPLOYABILITY SERVICE PROVISION UPDATE 67 - 74 Submit report by the Chief Officer – Roads and Neighbourhood providing an update on the progress for the delivery of employability programmes within the context of ‘No One Left Behind,’ the Scottish Government’s approach to employability services. 11 PURCHASE OF 23 SMALL HYBRID CARS 75 - 78 Submit report by the Chief Officer – Roads and Neighbourhood advising of the award of the contract for supply and delivery of 23 Small Petrol Hybrid Self Charging Cars. 12 PURCHASE OF 13.5T REFUSE COLLECTION VEHICLE 79 - 81 Submit report by the Chief Officer – Roads and Neighbourhood advising of the award of the contract for supply and delivery of a 13.5 tonne Refuse Collection Vehicle. 13 PURCHASE OF FIVE 18T MULTI USE VEHICLES 83 - 85 Submit report by the Chief Officer – Roads and Neighbourhood advising of the award of the contract for supply and delivery of five 18 Tonne Multi Use Vehicles. 14 INFRASTRUCTURE, REGENERATION AND ECONOMIC 87 - 100 DEVELOPMENT REVENUE MONITORING REPORT 2024/25 TO PERIOD 7 (31 OCTOBER 2024) Submit report by the Chief Officer – Resources providing an update on the revenue financial performanceto 31 October 2024 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. 15/ Page 4
Page 5
15 INFRASTRUCTURE, REGENERATION AND ECONOMIC 101 - 113 DEVELOPMENT CAPITAL MONITORING REPORT 2024/25 TO PERIOD 7 (31 OCTOBER 2024) Submit report by the Chief Officer – Resources providing an update on the capital financial performance to 31 October 2024 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. Page 5
Page 6
Page 6
Page 7
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, 6 November 2024 at 10.00 a.m. Present: Provost Karen Murray Conaghan* and Councillors David McBride, Michelle McGinty, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, Hazel Sorrell, Clare Steel and Sophie Traynor. *Arrived later in the meeting Attending: Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration; Michelle Lynn, Assets Co-Ordinator; Gillian McNamara, Economic Development Manager; Nicola Moorcroft and Lynn Straker, Committee Officers. Also Attending: Yvonne O’Neill, Clydebank East Community Council Apologies: Apologies for absence were intimated on behalf of Councillors John Millar and Gordon Scanlan. 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 7
Page 8
OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 14 August 2024 were submitted and approved as a correct record. VARIATION IN ORDER OF BUSINESS Having heard the Chair, the Committee agreed to vary the order of business as hereinafter minuted. DISPOSAL – FORMER CLYDEBANK EAST COMMUNITY CENTRE A report was submitted by the Chief Officer – Resources seeking approval to dispose of the former Clydebank East Community Centre to IA Real Estate Limited. Chair invited Yvonne O’Neill (on behalf of Clydebank east Community Council) to address the Committee. Ms O’Neill was heard and requested that the Committee delay any decision regarding the sale of the former Clydebank East Community Centre until further information has been gathered and other avenues for disposal explored. After discussion and having heard the Assets Co-ordinator in further explanation and in answer to Members’ questions, Councillor David McBride, seconded by Councillor Lawrence O’Neill moved that: The Committee approve the disposal of the former Clydebank East Community Centre to IA Real Estate Limited for a figure of £150,000; authorise the Chief Officer Resources to conclude negotiations; and authorise the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. As an amendment, Councillor Lauren Oxley, seconded by Councillor Sophie Traynor, moved: The committee notes the strong feeling from Clydebank East Community Council, Whitecrook Community Action Group, and local residents that Clydebank East Community Centre should remain somewhere that offers community-based activities and opportunities to the people of Whitecrook and Clydebank, regardless of ownership. The recommended sale of the Community Centre for commercial use means that there would be very little opportunities for local groups, some of which Page 8
Page 9
were previous users of the Centre before it closed, to use the space, limiting the benefits it brings to the community. Additionally, this report lacks sufficient information and detail about the other offers to purchase, as well as the bid from a local community group for a Community Asset Transfer. Therefore, committee requests that this item is continued to the next IRED Committee scheduled for 5th February 2025 to allow further information to be provided to committee members and the public so that an informed decision can be made. On a roll call vote being taken 3 Members voted for the amendment, namely Councillors Oxley, Pollock, and Traynor and 6 Members voted for the motion namely, Councillors McBride, McGinty, O’Neill, Rooney, Sorrell and Steel. The motion was, accordingly, declared carried. ADJOURNMENT The meeting adjourned and reconvened at 10.40 a.m. with all those Members listed in the sederunt in attendance. REGULATION AND REGENERATION 24/25 DELIVERY PLAN 24/25 – ECONOMIC DEVELOPMENT – MID YEAR PROGRESS A report was submitted by the Chief Officer – Regulatory and Regeneration setting out the mid-year progress of the 2024/25 Plan in relation to Economic Development. After discussion and having heard the Chief Officer – Regulatory and Regeneration in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. ROADS AND NEIGHBOURHOOD PLAN 24/25 MID YEAR PROGRESS A report was submitted by the Chief Officer – Roads and Neighbourhood setting out the midyear progress of the Roads and Neighbourhood Delivery Plan 2024/25. After discussion and having heard the Chief Officer – Roads and Neighbourhood in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. RESOURCES DELIVERY PLAN 2024/25 – ASSET MANAGEMENT MID-YEAR PROGRESS A report was submitted by the Chief Officer – Resources setting out the mid-year progress of the 2024/25 Plan in relation to Asset Management. Page 9
Page 10
After discussion and having heard the Chief Officer – Resources in further explanation, the Committee agreed to note the progress achieved at mid-year. *Provost Murray Conaghan entered the meeting during consideration of this item. WEST DUNBARTONSHIRE ACTIVE TRAVEL STRATEGY A report was submitted by the Chief Officer – Roads and Neighbourhood setting out the commitment to promoting walking, wheeling, cycling and all other non-motorised forms of transport as detailed within the Active Travel Strategy. After discussion and having heard the Chief Officer – Roads and Neighbourhood in further explanation and in answer to Members’ questions, the Committee agreed to approve the adoption of the Active Travel Strategy for West Dunbartonshire. ECONOMIC DEVELOPMENT STRATEGY ANNUAL UPDATE A report was submitted by the Chief Officer – Regulation and Regeneration providing the annual update of work undertaken during 2023/24 to deliver the West Dunbartonshire Economic Development Strategy 2022-2027 and highlighting more recent activity and project work, where appropriate. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the work activity undertaken during 2023/24 to deliver the West Dunbartonshire Economic Development Strategy 2022-2027. BUSINESS LOANS SCOTLAND LTD A report was submitted by the Chief Officer – Regulation and Regeneration providing an update on the current status of Business Loans Scotland Ltd and to obtain approval to withdraw the remaining West Dunbartonshire Council funds from Business Loans Scotland Ltd. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the update provided on the current status of Business Loans Scotland Ltd; and (2) to approve the decision to respond to Business Loans Scotland with option 3 (paragraphs 4.3 – 4.5 of the report) and withdraw the remaining West Dunbartonshire Council funds from Business Loans Scotland Ltd. Page 10
Page 11
CLYDEBANK LONG TERM PLAN FOR TOWNS AND 3 YEAR INVESTMENT PLAN A report was submitted by the Chief Officer – Regulation and Regeneration setting out progress on the development of the Clydebank Long Term Plan and Investment Plan to fulfil the requirements of the Long-Term Plan for Towns Fund. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the progress achieved in preparing the 10-year Long Term Plan and accompanying 3-year Investment Plan and the proposals and interventions contained within them; (2) to note that the 10-year Long Term Plan and accompanying 3-year Investment Plan were submitted to the UK Government on 11 October 2024; and (3) to note that following the recent General Election and the change of the Government, the Council has not yet received a confirmation of funding. PLACE BASED IMPROVEMENT PROGRAMME ALEXANDRIA A report was submitted by the Chief Officer – Regulation and Regeneration providing an update upon the Place Based Improvement Programme and to progress with delivery of the Alexandria masterplan projects. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the update regarding availability of the Place Based Investment Programme funding for Year 4 and Year 5; (2) to note the progress on development and delivery of the projects arising from the Alexandria Masterplan for which Place Based Investment Programme funding was allocated; (3) to note the progress on development of the Mitchell Way improvement project; and (4) to authorise the Chief Officer – Regulatory and Regeneration to conclude, on behalf of West Dunbartonshire Council, the award of the contract(s) to deliver the Alexandria projects in line with Contract Standing Orders and the Financial Regulations. Page 11
Page 12
DISPOSAL – FORMER BALLOCH LIBRARY, BALLOCH A report was submitted by the Chief Officer – Resources seeking approval for the disposal of the former Balloch Library to McVey and Burns Property Investment Limited. After discussion and having heard the Assets Co-ordinator in further explanation and in answer to Members’ questions, Councillor David McBride, seconded by Councillor Lawrence O’Neill moved that: The Committee approve the disposal of the Site to McVey and Burns Property Investment Limited for a figure of £150,000 plus VAT, authorise the Chief Officer Resources to conclude negotiations; and authorise the Chief Officer Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. As an amendment, Councillor Chris Pollock, seconded by Provost Murray Conaghan, moved: The Committee notes community opposition to the closure of Balloch Library and the significant unhappiness at the reduced space library services now have in a school building. To sell off the library building would be to kill all hope for the people of Lomond ward of having a public building where they can enjoy community activities alongside traditional library activities such as borrowing of books and other resources. Therefore, committee agrees that the building sale should not go ahead whilst further exploration of funding streams for a proper library are investigated. On a roll call vote being taken 4 Members voted for the amendment, namely Provost Murray Conaghan and Councillors Oxley, Pollock, and Traynor and 6 Members voted for the motion namely, Councillors McBride, McGinty, O’Neill, Rooney, Sorrell and Steel. The motion was, accordingly, declared carried. DISPOSAL – 2 MANSE DRIVE, BALLOCH A report was submitted by the Chief Officer – Resources seeking approval to dispose of 2a Manse Drive, Balloch G82 8HQ to Sava Estates Limited. 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 property to Sava Estates Limited for £41,101; (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 12
Page 13
DISPOSAL - 109 HOWATSHAWS ROAD, DUMBARTON A report was submitted by the Chief Officer – Resources seeking approval to dispose of 109 Howatshaws Road, Dumbarton to SL1 Property Limited. 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 SL1 Property Limited for £42,000; (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. DISPOSAL – FORMER DALMUIR LIBRARY A report was submitted by the Chief Officer – Resources seeking approval to dispose of the former Dalmuir Library to The Redeemed Christian Church of God Light House for All Nations, Glasgow. 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 former Dalmuir Library to The Redeemed Christian Church of God Light House for All Nations, Glasgow for £150,000; (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. DISPOSAL – LAND AT JUNCTION OF GREAT WESTERN ROAD (A82) AND KILBOWIE ROAD, CLYDEBANK A report was submitted by the Chief Officer – Resources seeking approval to dispose of land at junction of Great Western Road (A82) and Kilbowie Road, Clydebank to Osprey Charging Network Ltd. After discussion and having heard the Asset Co-ordinator in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the sale of the land to Osprey Charging Network Ltd. for £150,000; (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. Page 13
Page 14
VISITOR LEVY A report was submitted by the Chief Officer – Regulation and Regeneration seeking approval to commence consultation to investigate the potential of implementing a visitor levy in West Dunbartonshire. After discussion and having heard the Economic Development Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the update provided on the Visitor Levy Bill; and (2) to approve the decision to commence consultation to investigate the potential of implementing a visitor levy in West Dunbartonshire. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT REVENUE MONITORING REPORT 2024/25 TO PERIOD 5 (31 AUGUST 2024) A report was submitted by the Chief Officer – Resources providing an update on the revenue financial performance to Period 5 (31 August 2024) of those services under the auspices of the Infrastructure, Regeneration and Economic Development 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 contents of this report, which showed the revenue budget forecast to overspend against budget by £1.856m (14.60%) at the year-end, taking into account that this is subject to change. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT CAPITAL MONITORING REPORT 2024/25 TO PERIOD 5 (31 AUGUST 2024) A report was submitted by the Chief Officer – Resources providing an update on the capital financial performance to Period 5 (31 August 2024) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. After discussion and having heard the Chief Officer – Resources in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the current position of the 2024/25 IRED capital budget; (2) to approve the revised completion dates detailed in appendix 3 of the report; and (3) to note an in-year surplus variance of £0.819m due to reprofiling (£1.050m) and additional budget of £0.231m. Page 14
Page 15
The meeting closed at 12.16 p.m. Page 15
Page 16
Page 16
Page 17
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 5 February 2025 Subject: UK Shared Prosperity Fund 1. Purpose 1.1 To provide an update on the UK Shared Prosperity Fund (UKSPF) project and outline a proposed approach to the continuation of the activities. 2. Recommendations 2.1 It is recommended that Committee approves the: a) recommended approach to continuity of service provision for the one-year extension of the UKSPF outlined in Section 5 of the report. b) recommended approach to the allocation of funds outlined in Table 2 of the report. 3. Background 3.1 UKSPF is the UK Government’s main funding to replace European Union (EU) Structural Funds. The fund prospectus outlined three core investment priorities to guide the development of funded activities. These principles are: Communities and Place - to enable places to invest to restore their community spaces and relationships and create the foundations for economic development and build resilient and safe neighbourhoods. Supporting Local Business – to enable places to fund interventions that support local businesses to thrive, innovate and grow. People and Skills – to reduce barriers to employment and support; reduce levels of economic inactivity; and provide skills development through a wider range of routes. 3.2 The funding award included the condition that 17% of the total budget should be allocated to a capital project. In addition, a portion of funds were ring-fenced for the delivery of ‘Multiply’ activities, improving access to numeracy skills. 3.3 The Council was encouraged to collaborate with neighbouring authorities to develop regional investment plans. As such, the Council worked in partnership with Glasgow City Region Partners to submit a regional proposal. 3.4 As a result, the Council received an allocation of £3,895,815 for the three-year duration of the programme (April 2022 – March 2025). ITEM 7 Page 17
Page 18
3.5 The Council identified a mix of proposals consistent with the outputs and outcomes set out by the UKSPF guideline which is built on existing commitments previously funded by European Structural Funds. In addition, the Council, through consultation with stakeholders, identified eligible activities within the policy areas aligned to UK Shared prosperity priorities. (Community Empowerment and Development; Business Support; Employability and Skills; Community Learning/Numeracy) 3.6 The following actions and associated budgets were developed for the three-year period. Table 1: UK Shared Prosperity Investment Priorities 2023- 2025 Principle priority Budget (000’s) Consisting of Actions Community and Place 944 Shopfront and Small Business Improvement Grants. Pride in Place – Supporting Community Gardens 4 sites. Capital Project - Improvement and upgrade of CCTV Infrastructure. Community Pantry Network; Community Consultation. Business Support (ERDF/ESF replacement) 500 Grant based initiatives for: Enhancing West Dunbartonshire’s Tourism Events & Attractions. Business Recovery & Growth. Towards Net Zero. Expert Help for Businesses. Early-Stage Growth. People and Skills (ESF replacement) 1,729 Employment support for economically inactive people. All age employability case management support. Competitive grant fund for specialist employability support and local skills needs. Personal development and employability support targeting young people. Multiply (Adult numeracy) 673 Courses designed to increase confidence with numbers. Courses for parents to increase numeracy skills. Intensive and flexible courses targeted at those without Level 5 maths. Courses designed to help people use numeracy to manage money. Management (4%) 44 Requirement to act as lead agency, develop partnership approaches and report on progress. Total 3,890 Page 18
Page 19
4. Main Issues 4.1 2024/25 is the final year of the UKSPF programme and the projects in West Dunbartonshire are proceeding as planned. It is anticipated funding will be fully utilised and the outputs and outcomes identified in the Council’s regional investment plan will be achieved by the programme end date in March 2025. 4.2 There has been considerable uncertainty about continuation of UKSPF funding. Early indications are that the UK Government will conduct a spending and programme review to determine future priorities and associated levels of funding. In the meantime, the UK Government is providing transition funding for one year. 4.3 The additional single year funding is part of a funding package of £29.4m for Glasgow City Region. The Council’s allocation is £1.695m. This comes with conditions: The current programme (not the extra year funding) ends in March 2025 and all expenditure and activity must be complete by then. There will be no carry-forward of funds from the current programme. Ring-fenced funding for Multiply will not be available. Continued funding will be based on current year-three levels with a reduction of 25%. Irrespective of the funds made available, 26% of the funds must be committed to capital projects, approximately £0.440m. 4% of the funds (circa £0.068m) can be used for management costs. 5. Options Appraisal 5.1 Given the reduction in funding, the Council is proposing an approach that is broadly consistent with the current service provision. 5.2 The recommendation, therefore, is to support a transition to the interim 2025/26 phase and continue the existing services, where possible. This will allow the Council to maintain continuity of services while avoiding the negative consequences of potential staff displacement and service disruption or withdrawal. 2025/26 UKSPF in West Dunbartonshire 5.3 In West Dunbartonshire, the Service developed interventions in all three investment priority areas and adopted a sequential approach for identifying the appropriate mix of priorities. 5.4 This sequential approach rested on a review of activity previously funded by European Structural Funds that UKSPF was established to replace. We complemented this with support for eligible community- based activity with an emphasis on meeting the required capital spend Page 19
Page 20
requirements. 5.5 In the current UKSPF programme, 4% of the funds were allocated as management costs, the remainder of the funds were proportionally allocated to the fund principle priorities. 5.6 The Service proposes to maintain this focus, with broadly similar levels of investment in each of the priority areas, during the interim year (2025/26). However, the Service will take into account the requirement to increase the capital allocation to 26% and will incorporate some of the multiply activity into people and Skills. Table 2: UK Shared Prosperity Priorities Interim Year 2025/26 Priority Funding £ (%age) Indicative Activity Community and Place £440,000 (approx. 26%) Capital Projects identified in the context of West Dunbartonshire’s Strategic Framework for Physical Activity and Sport. Business Support £190,000 (11%) Business Recovery & Growth Grant. Early-Stage Growth Grants. Expert Help for Businesses. Towards Net Zero Grant People and Skills Incorporating literacy/Numeracy developed because of ‘Multiply.’ £1m (59%) Employment support for economically inactive people. Employability programmes and advice. Local areas to fund local skills need grant fund. Vulnerable young people. Courses designed to increase confidence with literacy/numeracy. 5.7 The exact mix of funding will be established in greater detail as the associated projects are developed. 5.8 This approach prioritises the following: Existing activity with an emphasis on support services directly delivered by WDC Staff, while incorporating some eligible ‘Multiply’ Page 20
Page 21
activity. Continuing with the employability service and business support grants that have been established. Exploring the potential for additional community-based capital projects outlined as priorities within West Dunbartonshire plans that are eligible for UKSPF support. 5.9 In addition to maintaining services, the approach will also allow the Council to maintain its partnership approach. This will be done by using the funds to secure external input from the third and private sector through grants for business, support from specialist training/learning providers and a capital project. 6. People Implications 6.1 The UK Shared Prosperity Fund has replaced European Structural Funds and this has allowed the Council to maintain the delivery of employability services, business support services and community development activity. 6.2 The funds are used to employ approximately 20 people in West Dunbartonshire Council; the majority of whom work within Working4U, with a further member of staff within Working4Business. 6.3 Without this funding these posts will be subject to displacement and potentially lost. These potential losses include the following staff: Working4U employability support advisers. Working4U community learning staff and tutors. Working4Business business development staff. 7. Financial and Procurement Implications 7.1 The Council has been awarded, and will use, £1.695million of UK Shared Prosperity investment for the programme delivery in the interim year 2025/26. The current funding has a planned end date of March 2025. Without this investment the services and support developed will not continue. 7.2 The proposed UK shared prosperity activity includes a mix of procured services and grant funded opportunities that will assist us to progress towards our goals. This provides investment for local business and third sector organisations. The proposed procurement and grant supports are: Procurement of eligible capital project. Grant awards – o Business development grants Business Recovery & Growth. Towards Net Zero. Expert Help for Businesses. Early-Stage Growth. o Specialist employability support service grants. Page 21
Page 22
8. Risk Analysis 8.1 Risk management is an ongoing process that is considered by the lead officers developing the West Dunbartonshire plans for potential UKSPF projects. These risks are associated with the potential funding outcomes that emerge in the medium term. 8.2 UKSPF ends in March 2026 after the interim funding with no plans for further funding available. This will bring an end to business and employability support services that rely on the funds and could potentially lead to displacement among Council staff delivering the services. It will also bring an end to business support grants that have encouraged growth, development and job creation. UKSPF is also used to engage community-based and third sector specialist employability provision. Reduction of these external organisations’ services will reduce the availability of support services and their contribution to the Council’s strategic objectives. 8.3 Council officers are in regular discussions with Government officials about continuity of UKSP Funds. Should these discussions prove to be unsuccessful and there is no further funding from this source, the Council has a full set of HR policies relating to staff terms and conditions and processes for dealing with the loss of funding. We will begin to implement the appropriate course of action three months in advance of the fund closing in March 2026. 9. Equalities Impact Assessment (EIA) 9.1 An equalities screening will be undertaken as the plans and consequences become clear. 10. Strategic Assessment 10.1 The delivery of activity funded through UKSPF support the successful delivery of the strategic priorities and objectives of the Council, in particular: Our Economy – Strong and Flourishing. Chief Officer Gail Macfarlane Service Area Roads and Neighbourhood Date: 05 February 2025 Person to Contact: Stephen Brooks Stephen.brooks@ west-dunbarton.gov.uk Appendices: None Background Papers: N/a Wards Affected: All Council wards. Page 22
Page 23
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 5 February 2025 Subject: Roads Asset Management Plan 2025-30 1. Purpose 1.1 West Dunbartonshire Council as the “Roads Authority” has a responsibility to ensure that assets are managed in a strategic manner so that they enhance and improve service delivery, that the asset base is aligned to the organisation’s corporate goals and objectives and that they are managed in an active, effective and efficient manner. 1.2 The Roads Service have updated their Roads Asset Management Plan to reflect the current level of investment and the impacts those investments will have on the overall asset condition. 2. Recommendations 2.1 It is recommended that the Committee: a) Notes the contents of this report; and b) Approves the adoption of the Roads Asset Management Plan for 2025-30 3. Background 3.1 West Dunbartonshire Council’s Strategic Plan identifies the aims and objectives for the Council. The Roads Asset Management Plan (RAMP) directly links to the outcomes of the Council’s Strategic Plan 2022-27. 3.2 The targets and strategies within the RAMP are used to develop annual works programmes, based on the roads budget allocation, that support the outcomes highlighted within the Strategic Plan 3.3 The Roads Asset Management Plan (RAMP) sets out plans for all the Roads assets for the period 2025 to 2030 to align with the Councils Capital and Revenue investment programme. ITEM 8 Page 23
Page 24
3.4 The purpose of the RAMP is to formalise the strategies for investment in roads assets, define service standards and devise an organised plan which accounts for the roads assets and money spent on them facilitating efficient and effective investment. 3.5 The Roads assets consist of the following: Carriageways 389.4km Footways, footpaths and cycleways 717.3km Structures 118 Street Lighting 16452 Traffic Management systems 110 Street Furniture 25000 (Approximately) Table 1 – Roads Assets 3.6 This plan is based upon currently available inventory data for Road assets, i.e. carriageway, footway, structures, street lighting, traffic signals and street furniture. For some minor Road assets inventory data is not currently held, however an attempt has been made to incorporate these assets within this plan using local estimates and sample surveys. 4. Main Issues 4.1 The current satisfaction level with our customers in relation to our road condition is at an all-time low with our current satisfaction rating sitting at 22%. 4.2 Whilst the satisfaction survey shows a low percentage satisfaction rate for the road condition, in reviewing our Road Condition Index (RCI) scores against those available for all other 32 local authorities our ratings are quite high with West Dunbartonshire placing 5th for overall RCI scores. A breakdown of our score against national position is provided below: Road Classification RCI Score National Rating A Class 19.2 5th B Class 19.9 6th C Class 23.3 2nd Unclassified 30.2 7th Overall Network 27.9 7th 4.3 The Roads and Transportation team has been working with our Performance team to undertake additional investigations into the reason behind this. 4.4 Full details of the results are included within the Plan however our customers main concerns would appear to surround the overall condition of our roads and footways, and the volume of potholes recorded. Page 24
Page 25
4.5 The current budget pressures are impacting on the service the council can deliver and it is therefore important that the service adopts an approach which makes best use of the funding available and addresses the concerns of our customers as much as possible. 4.6 In the longer term the roads asset management plan will allow West Dunbartonshire Council to minimise whole life costs and maximise value for money which is essential given current funding available. It will allow the effect of these budgets to be quantified in terms of deterioration of the asset or reduction in service levels and help identify where spend will maximise value for money, whilst considering the risks and benefits. 4.7 Developed lifecycle plans for the roads infrastructure has identified that; 27% of our carriageways are in need of repair 18% of our footways are in need of repair 30% of our street lighting apparatus is in need of replacement 4.8 In addition to the above deterioration value, through the SCOTS Roads Asset Management Group, various asset condition and cost projection tools have been developed. These tools allow us to predict the effect the current level of investment will have on the asset over the coming years. 5. People Implications 5.1 There are no people implications associated with this proposal. 6. Financial and Procurement Implications 6.1 The existing plan has been developed in line with current Capital and Revenue funding levels. 6.2 Any future alterations to these levels may require the figures and assessments within the RAMP to be revised. 7. Risk Analysis 7.1 There is a risk that with any reduction in investment and subsequent increase defects that the council may also see an increase in liability claims as a result of damage to vehicles/persons. 7.2 A lack in consistent and robust planning in respect of asset management could result in the Council being ill prepared to meet future demands in maintaining its assets These plans mitigate this risk by developing actions that will address potential risks. Page 25
Page 26
7.3 The aim of the Asset Management Strategies and their associated plans is to ensure that these matters are appropriately prioritised from a corporate perspective and the financial consequences in revenue and capital investments terms can be properly assessed 8. Equalities Impact Assessment (EIA) 8.1 There will be likely positive impacts for some protected groups especially women and disabled people and younger and older people. Human Rights and health and social/economic areas may also benefit. 9. Consultation 9.1 Consultations were undertaken with customers through the corporate performance assessment process and incorporated into the plan. 10. Strategic Assessment 10.1 The asset infrastructure discussed in this report is fundamental in promoting social and economic regeneration within West Dunbartonshire. The introduction of the asset management plan will assist in the efficient management and maintenance of the assets and associated infrastructure. Best value will be achieved through making the most efficient use of available funding and a best practice approach to management and maintenance of the assets are all promoted through the introduction of the asset management plans. Chief Officer Gail Macfarlane Service Area Roads and Neighbourhood Date: 22 January 2025 Person to Contact: Liam Greene, Roads and Transport Manager, Liam.greene@west-dunbarton.gov.uk Appendix Roads Asset Management Plan Wards Affected: All wards Page 26
Page 27
ASSET MANAGEMENT PLAN Roads Infrastructure 2025-30 Revision 2 February 2025 ITEM 8 - APPENDIX 1 Page 27
Page 28
Part A – Our RAM Strategy Table of Contents 1. Introduction 1.1 Strategic Context 1.2 Overview 1.3 Purpose 2. Our Assets 2.1 Road Assets 2.2 Assets Not Covered 2.3 Inventory Data 3. Customer Preferences 3.1 Satisfaction Surveys 3.2 Survey Results 4. Demand Asset Growth 4.1 Asset Growth 4.2 Traffic Growth and Composition 4.3 Environmental Conditions 5. Service Standards 5.1 SCOTS & APSE Core Performance Indicators 5.2 Performance Management 5.3 Environmental Conditions 6 Financial Summary 6.1 Asset Valuation 6.2 Historical Expenditure 6.3 Planned Funding 6.4 Carriageway Investment Strategy 6.5 Footway Investment Strategy 6.6 Street Lighting Investment Strategy 6.7 Structures Investment Strategy 6.8 Traffic Signals Investment Strategy 7. Risk Approach Appendix A. Carriageway and Footway Condition Assessments Appendix B. Capital Investment Impacts Page 28
Page 29
3 Document Control & Council Approval Version Number/Date Approved by Council V1 Approved by Council Committee on date Next Update Due date Responsibility for the Plan The responsibility for the delivery of and updating of this plan are shown below Council Officer Responsible for Roads and Transportation Manager Monitoring performance against plans and regular updating of plan Page 29
Page 30
4 1 Introduction 1.1 Strategic Context Our Road Asset Management Policy confirms our commitment to asset management and aligns our approach with the Council’s Corporate Asset Strategy and the SCOTS Road Asset Management (RAM) Framework of Recommended Practices. This Asset Management Plan links to the Council’s Corporate Plan and translates the Corporate Outcomes/Objectives/Visions into clear, concise, and aligned Road Asset Management Objectives that are comprehensible to stakeholders. Additionally, the RAM Plan also provides high-level Strategies that direct and support the development of the individual Asset-specific maintenance process and procedures. The Plan also outlines the information which supported the development of the Asset Management (AM) Objectives and AM approach, such as key Stakeholders, risks, options analysis Targets and strategies contained in the RAMP are used to develop annual works programmes once the council’s annual budget for Roads has been agreed. 1.2 Overview This plan outlines the council’s overall strategy and its intentions for how to manage the local road network to achieve their Asset Management Objectives. This plan considers stakeholder expectations, existing and future projected demands on the road infrastructure assets, anticipated resources, and risks, to deliver service standards which provide the greatest benefit against the Asset Management Objectives and the Corporate Strategy Outcomes. Planning and Investment This document sets out the council’s strategy and aligned asset plans for the council’s Road assets for the period 2025-29. The Road Asset Management Plan (RAMP) records the council’s asset plans for the maintenance of the Road asset. The “Road asset” comprises of carriageways, footways, structures, street lighting, traffic management and street furniture. Page 30
Page 31
5 1.3 Purpose The purpose of the RAMP is to: - Formalise strategies for investment in Road asset groups - Define service standards - Improve how the Road asset is managed - Support the delivery of better value for money across the Road service Page 31
Page 32
6 2 Our Road Assets Network 2.1 Road Assets Carriageway Structures Road Lighting Traffic Management 389.4km 118 Bridges 8250m Retaining Wall 16452 Street Lights 110No Traffic Signals Footways and Cycleways Road Drainage Other Road Furniture 717km Footways/Cycleways 15,500 gullies 25000No Various signs/bollards, sign poles 450No Grit Bins Page 32
Page 33
7 2.2 Assets Not Covered Some related assets that the Road department maintain are the responsibility of other council departments. The council owned Road assets not covered in this RAMP are: Private Roads Private Bridges Structures & Bridges owned & maintained by other organisations Council owned bridges, not on or crossing the road network. Decorative, seasonal lighting Water related infrastructure that does not form part of the road network 2.3 Inventory Data This plan is based upon currently available inventory data for Road assets, i.e. carriageway, footway, structures, street lighting, traffic signals and street furniture. For some minor Road assets inventory data is not currently held, however an attempt has been made to incorporate these assets within this plan using local estimates and sample surveys. A plan to improve asset data forms part of the council’s Road asset data management plan. Page 33
Page 34
8 3 Customer Preferences 3.1 Satisfaction Surveys The council undertakes public satisfaction surveys for all aspects of the Council service on a quarterly basis. The results are available at www.westdunbartonshire.gov.uk - Council telephone satisfaction survey | West Dunbartonshire Council. The total number of residents interviewed as part of the survey will vary on each occasion however an average percentage across the year has been used to simplify results. The survey provides the view and preferences of a sample of residents. The results of the survey for Roads and Transportation have been reviewed as part of the preparation of this plan. This plan has been informed by the following key findings: 2019/20 2020/21 2021/22 2022/23 2023/24 50 45 40 35 30 25 20 15 10 5 0 Ave Rating (%) Target (%) Ave % Year The above graphs highlight the decreasing trend in customer satisfaction in the condition of roads since 2020/21. The evidence highlights that there was a significant reduction in maintenance works undertaken on the road network during COVID restrictions, this along with continuing budget pressures has caused an impact to the satisfaction results. Whilst residents’ satisfaction has reduced over these years up to 2024/25 the overall condition of our roads asset, as identified through the SCOTS annual condition survey has increase slightly. To assist in developing the plan and to ascertain the cause of the reduction in satisfaction, over the course of 2024/25 additional more in-depth surveys have been undertaken. Some of the key results of this are shown below. 3.2 Survey Results Overall satisfaction with aspects of roads in the local area. Aspects of Roads Ave 2024/25 Road Surface 26% Road Markings 51% Road signage 70% Street Lighting 71% Roadworks 58% Page 34
Page 35
9 Most common problems with regard to the quality of road surfaces. Common problems with Road Surfaces Ave 2024/25 Surface Water 71% Potholes 90% Poor Verges 70% Unclear road markings 58% Uneven road surfaces 76% Highest factors contributing to the quality of road surfaces. Contributing factors Ave 2024/25 Heavy traffic 84% Pothole Response/Repairs 90% Quality of repair material 87% Weather Conditions 90% Most common problems with regard to the quality of footpaths Common problems with Pavements and Footpaths Ave 2024/25 Availability of safe crossing places 35% Excessive surface water 45% Lack of dropped kerbs for road crossing 37% Poor lighting levels 33% Uneven footway surfaces 57% Vehicles blocking or parked on footpaths 58% Safety of Road users. Method of travel Ave 2024/25 As a driver in the local area 91% As a cyclist in the local area 80% As someone walking on pavements and footpaths in the local area 83% The survey results indicate that the general condition of our carriageway and footway surface is a major concern of residents with local concern over the level of potholes and quality of materials used in repairs. Additionally, residents indicate uneven footway surfaces and pavement parking as the biggest obstacle in using the footways however in general our customers feel safe using our road network. Page 35
Page 36
10 4. Demands Asset Growth 4.1 Asset Growth The asset grows each year due to the adoption of new roads and construction of new road links. Over the last 10 years the following additional assets have been adopted by the council: Carriageways, 31.47 km (8.8%) Footways, 55.3 km (8.35%) Street Lighting, 2285 columns (14.2%) New assets create the need for maintenance, management and associated funding in future years as these additional assets age. This is particularly relevant to street lighting as energy costs increase immediately exacerbating the effect of rising energy prices. 4.2 Traffic Growth and Composition In 2023, 420 million vehicle miles were travelled on roads in West Dunbartonshire. With the level of proposed development over the next 5 years, an increase in traffic is inevitable. This will contribute to the accelerated wear and tear of the road assets and means increased levels of maintenance will be required in future. Current road traffic data can be found here: Road traffic statistics - Local authority: West Dunbartonshire. Following a big decline in 2020, traffic levels have steadily increased. However, 2023 levels still remain lower than those in 2018. The overall decrease is entirely due to the decline in traffic levels observed during the pandemic and the number of people home working. 4.3 Environmental Conditions Pressure is also being placed upon our road assets as a result of environmental conditions: Flooding: several areas within the district are prone to flooding. There have been several occasions that caused severe flooding difficulties which resulted in damage to property and the road network. Rainfall intensity: climate change is changing weather patterns resulting in more intense rainfall in localised areas. Harsh winters: Although the effect of climate change has in recent years seen milder winters, it is predicted that we are also likely to experience more severe events. When these occur the effects on our road condition can be significant with significant damage to road surfaces as a result of freeze/thaw action. Warmer Summers: recent warmer summers have caused roads to melt, with excess bitumen bleeding to the road surface and increasing the likelihood of deformation defects (such as rutting) occurring, preventing the road surface from draining effectively. These pressures are creating a need for additional funding. If such events occur during the plan it may be necessary to revise the standards that are affordable unless additional funding is provide from central government, as occurred during previous harsh winter conditions. Page 36
Page 37
11 5.0 Service Standards This plan is based upon delivering the service standards indicated below. The standards reflect the current funding levels in section 6. They are the standards that Service users can expect from the Council’s Road assets during the Plan period. Details of how the specific measures shown below are calculated are included in the Road maintenance manual. 5.1 SCOTS & APSE CORE PERFORMANCE INDICATORS West Dunbartonshire Council has set Service Standards aligned to the following 16 key performance indicators defined by SCOTS & APSE (Association of Public Service Excellence) Performance Group and forms part of the annual Performance Management Recommended Practice. Carriageways and Footways 2023/24 2022/23 Target Percentage of Cat 1 defects made safe within response times. 96.9 95.8 >95 Safety Percentage of safety inspections completed on time 80 79.3 >75 Percentage of roads network considered for maintenance treatment 27.9 27.3 <30 Percentage of “A” Class road network which has been assessed as ‘consider for maintenance treatment’. 19.2 16.8 <24 Percentage of “B” Class road network which has been assessed as ‘consider for maintenance treatment’. 19.9 14.6 <24.5 Percentage of “C” Class road network which has been assessed as ‘consider for maintenance treatment’. 23.3 21.4 <30 Percentage of unclassified, non-principal Road’s network which has been assessed as ‘maintenance should be considered’. 30.2 30.2 <37 Condition Percentage of carriageway given a maintenance treatment 3.3 3.65 n/a Percentage of Footway in considered in need of treatment 18% 18% n/a Page 37
Page 38
12 Percentage of footway length given a maintenance treatment 0.44% 0.5% n/a Street Lighting and Traffic Lights 2023/24 2022/23 Target Safety Percentage of street lights repairs within 7 days 98.5 98.7 >95 Safety Percentage of traffic lights repairs within 48 hours 100 100 >98 Structures 2023/24 2022/23 Target Percentage of primary inspections carried out on time 100 100 100 Percentage of general inspections carried out on time 100 100 100 Bridge Stock Condition Indicator (BCIav) 99 99 >95Condition Bridge Stock Condition Index (BCIcrit) 99 99 >95 5.2 Performance Management In addition to measuring our performance via the SCOTS & APSE process the service also monitors our performance through the Pentana Performance Management System. This allows us to report regularly on our performance against specific targets for each period and ensure actions are taken as soon as possible to address in concerns. Most of the asset management performance data is updated annually, while other Roads and Transportation data is updated monthly or quarterly. Information will be available internally and will be reported quarterly to elected member with a performance report submitted. 5.3 SCOTS Road Condition Assessments To aid authorities to evaluate the condition of their carriageway assets, through the SCOTS group, National road condition assessments are undertaken each year using specialist vehicles equipped with lasers and high resolution cameras. The collected data is assessed, and a Road Condition Indicator (RCI) score assigned to both each road classification and the overall network. The RCI score indicates the percentage of the road network in need of maintenance. Unfortunately, this service is not provided for any other assets. Each Road classification is further broken down into one of three categories; Green – where the road is generally in a good condition Amber – where the road shows deterioration and should be considered for some form of maintenance Page 38
Page 39
13 Red – where the road is poor overall and will require some maintenance within the next year or so Our most recent condition assessment results are shown below :- Roads Classification Percentage Red Percentage Amber Percentage Green RCI A Class 2.61 16.62 80.77 19.2 B Class 1.78 18.10 80.12 19.9 C Class 4.21 19.11 76.68 23.3 Unclassified 4.77 25.38 69.91 30.2 Network 4.35 26.72 68.93 27.9 Whilst the satisfaction survey shows that a low percentage satisfaction rate for the road condition, in reviewing our RCI scores against those available for all other 32 local authorities our ratings are quite high with West Dunbartonshire placing 5th for overall RCI scores. A break down of our score against national position is provided below. Road Classification RCI Score National Rating A Class 19.2 5th B Class 19.9 6th C Class 23.3 2nd Unclassified 30.2 7th Overall Network 27.9 7th Page 39
Page 40
14 6 Financial Summary 6.1 Asset Valuation The Asset Valuation figures provide a financial report of the Road asset. The Gross Replacement Cost (GRC) represents how much it would cost to construct the Road Infrastructure from a green field site utilising modern materials, technologies, and techniques (Modern Equivalent Asset – MEA) The depreciated replacement cost (DRC) illustrates the extent to which the asset has been consumed (used up). The annualised depreciation cost (ADC) represents the average annual investment required in planned maintenance (renewal of the asset) required to maintain the asset. Comparing the annual capital investment against this figure provides an indication of whether long term funding needs are being met (or not). Asset Type Gross Replacement Cost (GRC) Depreciated Replacement Cost (DRC) Annualised Depreciation Cost (ADC) Comments Carriageways £366,576,000 £319,889,000 £4,287,000 Carriageway data validated in National street gazetteer/WDM Footways & Cycleways £32,200,000 £16,106,000 £940,000 Footways data based on sample data set 25% Structures £61,000,000 £52,500,000 £1,720,000 Structures info based on engineers estimates Street Lighting £40,677,000 £31,918,000 £1,030,000 Allows for cabling underground network Traffic Management £4,060,000 £3,342,000 £250,000 Includes variable message signs Street Furniture £6,002,000 £2,997,000 £296,000 Street furniture based on sample data set 25% Total £761,055,000 £426,753,000 £8,524,000 Total includes Land Value of £248,869,000 using rate £700k per Page 40
Page 41
15 6.2 Historical Expenditure Historical expenditure invested in works on the Road asset is shown below: Historical Expenditure £ 000 Asset Works 21/22 22/23 23/24 24/25 Capital £3,711 £1,790 £1,760 £1,760Carriageways Revenue £1,550 £1,330 £1,070 £650 Capital £300 £170 £880 £550Footways Revenue £660 £570 £460 £280 Routine & Reactive £100 £150 £200 £150Structures Planned £100 £100 £300 £100 Routine & Reactive £250 £330 £260 £200 Planned £100 £100 £300 £100 Street Lighting Electricity Supply Costs £400 £500 £900 £1000 Traffic Signals Routine, Planned & Reactive £550 £550 £550 £460 Total £7,720 £5,590 £6,680 £5,250 Note – All electricity supply costs have been removed and winter maintenance costs are included within the revenue for both carriageway and footway maintenance. Investment in carriageways and footways was boosted in 2022/23 with an additional £1m made available to enable significant improvement works as a result of minimal maintenance works undertaken during the pandemic. Overall, the average level of investment made over the last 4 years equates to approximately £6.31m which is below the estimated annualised depreciation, which indicates that the levels of funding is insufficient contributing to the asset’s deterioration. 6.3 Planned Funding The service standard targets shown in section 5 are based upon the following funding levels. The funding for years 1 -3 is based upon the approved short-term budget as confirmed by the council Roads committee. Funding beyond year 3 shown below is an estimate only, based on the current 10-year Capital programme the prediction of long-term condition. It has been assumed that a level of funding identified in the Capital programme will remain at current funding levels. Any changes to these funding predictions in the future will require an update of this RAMP. Page 41
Page 42
16 Funding Required £m Long Term Funding Assumed £m Asset Works 2025/26 2026/2 7 2027/28 2028-2036 pa Reactive £0.65 £0.65 £0.65 £0.65Carriageways Planned £1.76 £1.76 £1.76 £1.76 Reactive £0.28 £0.28 £0.28 £0.28Footways Planned £0.55 £0.55 £0.55 £0.55 Reactive £0.15 £0.15 £0.15 £0.15Structures Planned £0.15 £0.15 £0.15 £0.15 Reactive £0.2 £0.2 £0.2 £0.2Street Lighting Planned £0.1 £0.1 £0.1 £0.1 Reactive £0.4 £0.4 £0.4 £0.4Traffic Signals Planned £0 £0 £0 £0 Totals £4.24 £4.24 £4.24 £4.24 6.4 Carriageways Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. Minor carriageway defects are identified during the ongoing routine inspection programmes or customer reports. Where defects are identified these are carried out by our roads operatives in line with agreed timescales. In response to concerns regarding the number of repeat defects and materials quality the service will also work towards transitioning to the use of hot materials for repairs. Planned Maintenance Preventative A programme of preventative treatment or Roads in the initial stages of deterioration. The service has set aside a proportion of the Capital funding to undertake structural patching works. The aim of these works is to address locations which are in general in good condition with sections starting to deteriorate. It is hoped through the process we can extend the life of those assets. Planned Maintenance Corrective Programme of resurfacing where a preventative treatment cannot be applied Where surface conditions have deteriorated to such an extent that they can only be resolved through resurfacing locations will be prioritised via the condition assessment process. Those that cannot be addressed with the current funding will be safely maintained until additional funding becomes available. Page 42
Page 43
17 6.5 Footways Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. Minor carriageway defects are identified during the ongoing routine inspection programmes or customer reports. Where defects are identified these are carried out by our roads operatives in line with agreed timescales. In response to concerns regarding the number of repeat defects and materials quality the service will also work towards transitioning to the use of hot materials for repairs.. Planned Maintenance Preventative A programme of preventative treatment of bituminous footways in the initial stages of deterioration. The service has set aside a proportion of the Capital funding to undertake structural patching works. The aim of these works is to address locations which are in general in good condition with sections starting to deteriorate. It is hoped through the process we can extend the life of those assets. Planned Maintenance Corrective Programme of resurfacing/renewal of footways. Where surface conditions have deteriorated to such an extent that they can only be resolved through resurfacing locations will be prioritised via the condition assessment process. Those that cannot be addressed with the current funding will be safely maintained until additional funding becomes available. Carriageway and Footway Strategy Overview The investment level is not sufficient to address all locations in need of resurfacing. Locations will be prioritised based on the outcome of condition assessments. These assessments will evaluate each location based on current condition, traffic volume/speed, road categorisation, and volume of defects to generate and overall score. This score will dictate its position on any future resurfacing programmes. Details of the condition assessments and method of repair are detailed in appendix A. As part of the SCOTS Roads Asset Management team a series of cost and condition projection tools have been developed for carriageways. This tool allows authorities to analyse what impact the current level of investment will have on the condition of their carriageway asset over the longer term. Details of the impact of the current level of investment can be found in Appendix B and C. 6.6 Street Lighting Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. Defects are recorded via reports from the Public or identified during other operations. Response times are set dependent on nature of work the defect Planned Maintenance Corrective Programme of structural renewal Columns replacements are undertaken annually based on the age, condition and fault levels prioritised by risk. The current funding allows for the replacement of approximately 45 columns per year. Our Roads Street Lighting team will address any individual repairs as they are reported in line with the agreed timescales. Our column replacement programme will be reviewed annually and the columns in most need of attention or at risk of collapse. There are currently 5000 columns within our network installed before 1975 which have exceeded their life expectancy. (See appendix C) Page 43
Page 44
18 6.7 Structures Investment Strategy Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. During bridge inspections defects are identified. If repairs are simple and considered to be a high priority, these are arranged immediately. More complex repairs are tendered using or existing framework contracts Refurbishment Refurbishment of structures that have deteriorated into a poor or very poor condition Structural improvement works highlighted through our inspection programme are undertaken when identified. Where significant works are required, these will be escalated through the appropriate channels for additional Capital funding. 6.8 Traffic Signals Category Description Basis of Strategy Routine and Reactive Repair Repair of defect to current intervention standards and response times. Defects are recorded via reports from the Public or identified during other operations. Response times are set dependent on nature of work the defect Works are undertaken by our term maintenance contractor. Refurbishment of traffic signals Refurbishment of junction that have deteriorated or the equipment has become obsolete/unreliable There is no current annual funding in place for traffic signals however where identified these are escalated through the appropriate channels to request additional Capital funding. Page 44
Page 45
19 7.0 Risk Approach The risks that could prevent achievement of the standards specified in this plan (section 6) are: Plan Assumption Plan Risks Action If Risk Occurs The plan is based upon winters being “normal” Adverse weather will create higher levels of detects and deterioration than have been anticipated. Budgets and predictions will be revised and this plan updated if abnormally harsh winters occur Available budgets have been assumed as shown in section 6 External pressures mean that council reduce the funding available for roads Target service standards will be revised to affordable levels. Construction inflation will rise further Construction inflation will increase the cost of works (particularly oil/bitumen costs as they affect the cost of road surfacing materials). Target service standards will be revised to affordable levels. Levels of defect and deteriorate are based on current data which is limited for some assets (e.g. footways) Assets deteriorate more rapidly than predicted and the investment required to meet targets is insufficient. Split between planned and reactive maintenance budgets will be revised. Resources are available to deliver the improvement actions Pressures on resources mean that staff are not allocated to service improvement tasks such that the predicted benefits cannot be fully achieved. Target dates will be revised and reported. Page 45
Page 46
20 Appendix A – Carriageway and Footway Condition Assessments A.1 Carriageway Assessments Using the information provided through the SCOTS road condition assessments as a base, Roads officers will undertake a visual inspection of each location to generate an overall condition score. Each element of the road condition is evaluated with a weighted matrix to take into account the road speed and categorisation. Section Score Rating Total Score Surface Condition 0 6 10 14 20 Structural Condition 0 6 10 14 20 Ironwork Condition 0 3 7 9 12 Centre Joint Condition 0 6 10 14 20 Defects reported p/a 0 6 10 14 20 Road Speed and Classification 0% 3% 7% 11% 15% Overall Score A.2 Footway Assessments Unfortunately, the SCOTS group are unable to provide the same level of detail regarding RCI scores for the footway condition. Instead, the service relies on information gathered by our officers during routine inspections and through customer enquiries. Where a location is considered to be in need of additional repairs or possible future resurfacing officers will undertake a condition assessment using similar criteria to Carriageways. Section Score Rating Total Score Surface Condition 0 6 10 14 20 Kerb Condition 0 6 10 14 20 Ironwork Condition 0 3 7 9 12 Defects reported p/a 0 6 10 14 20 Footway Classification 0% 3% 7% 11% 15% Overall Score A.3 Carriageway and Footway Programme Using the information generated by the above, the Roads service develop a rolling programme for additional repairs based on the available budget. Those locations which score the highest are prioritised for the coming years programme. The scores are reviewed regularly to ensure the location has not deteriorated faster than expected. Page 46
Page 47
21 Appendix B – Carriageway Investment Impact As part of the SCOTS Roads Asset Management team, a series of cost and condition projection tools have been developed. These tools allow authorities to analyse the current level of investment and the impact these will have on their carriageway assets. Additionally, through the national condition survey programme they have generated Steady State figure for each authority. The Steady State figure is the level of capital investment required to maintain the carriageway asset in its current condition, West Dunbartonshire Council is currently £2.122m per annum. The current Roads and Infrastructure budget is £2.54m per year. This budget is used to cover a number of road improvements including carriageway resurfacing, footway resurfacing, drainage improvements and structural improvements to our bridge stock. A breakdown of the Roads and Infrastructure budget is provided below: Carriageway Resurfacing £1,350,000 Footway Resurfacing £490,000 Structures £150,000 Drainage £150,000 C/Way and F/Way Structural Patching £400,000 The funding provides a maximum overall budget for carriageway repairs £1,750,000 which is 18% below the required Steady State figure. The latest National condition survey was undertaken in 2024. Table 4 below shows the current RCI scores for each road classification as well as our overall RCI score. Table 5 shows the length of road that is considered to be in need of repair. Roads Classification Percentage Red Percentage Amber Percentage Green R C I A Class 2.61 16.62 80.77 1 9 . 2 B Class 1.78 18.10 80.12 1 9 . 9 C Class 4.21 19.11 76.68 2 3 . 3 Unclassified 4.77 25.38 69.91 3 0 . 2 Page 47
Page 48
22 Network 4.35 26.72 68.93 2 7 . 9 Using the previous 3 years investment to set a baseline and the 10-year Capital investment plan we can use the SCOTS cost projection modelling to assess the impact on our spending profile on future RCI scores as well what result any potential change may have. Current Investment All Roads (Option 1) Year Red Amber 1 Green RCI 2022/24 4.36 23.57 72.07 27.93% 2023/25 4.47 25.47 70.06 29.94% 2024/26 4.53 27.35 68.12 31.88% 2025/27 4.58 29.17 66.25 33.75% 2026/28 4.64 30.91 64.45 35.55% 2027/29 4.69 32.60 62.71 37.29% 2028/30 4.75 34.21 61.04 38.96% 2029/31 4.82 35.77 59.42 40.58% 2030/32 4.88 37.26 57.85 42.15% 2031/33 4.98 38.67 56.34 43.66% 2032/34 5.12 39.99 54.89 45.11% Table 6 Predicted 10-year RCI results Page 48
Page 49
23 Diagram 1 - Current investment condition profile Based on our current 10-year investment plan the modelling shows that our overall RCI of 27.9 will reduce to 45.1 over the next 10 years. This is likely to have a significant impact on our Revenue budget as we will see an increase in Revenue costs to undertake pothole type repairs as a result of the decrease in overall asset condition. The above figures show an overall decrease in condition over the next 10 years with a total of 45% or 175km of our 389km of roads considered in need of attention. This is a 60% or 83km increase from current levels which will be deemed in need of repair. Using the same modeling tools we can also review the impact on the road condition as a result of any future increase or decrease in Capital spend what the impact may be on our RCI scores as a result of any reduction in capital spend. Reduction In Capital spend by 10% In considering the impact of a 10% reduction in capital investment we can see that the RCI score over the next 10 years will be further reduced to 46.3% of the network in need of repair. All Roads (Type 1 - Option 2) Year Red Amber 1 Green RCI 2022/24 4.36 23.57 72.07 27.93% 2023/25 4.59 25.51 69.90 30.10% 2024/26 4.76 27.44 67.80 32.20% 2025/27 4.89 29.32 65.79 34.21% 2026/28 5.01 31.14 63.86 36.14% Page 49
Page 50
24 2027/29 5.12 32.88 62.00 38.00% 2028/30 5.24 34.55 60.21 39.79% 2029/31 5.39 36.12 58.49 41.51% 2030/32 5.56 37.61 56.83 43.17% 2031/33 5.78 38.99 55.23 44.77% 2032/34 6.03 40.28 53.69 46.31% Table 7 – Impact with 10% reduction Diagram 2 – 10% reduction investment profile Our road network, in particular our carriageways have been subject to a number of investment streams in the years leading up to COVID with particular focus previously on our A Class Road network. In more recent years, whilst our investment levels have reduced, we have managed to maintain a reasonable steady RCI figure, however it is important to note that even with these positive figures the roads satisfaction surveys have shown a decline over the last few years to an all-time low of 23% A more recent in-depth assessment of these figures highlights a number of complaints in regard to the road service however responses give similar consistent complaints in regard to the general condition of our roads and the number of potholes. The Cost and condition projections undertaken highlight that even with current spending the overall condition of our asset will continue to decrease over the coming years with almost 50% of our network being considered as in need of maintenance treatment. Page 50
Page 51
25 As with any asset a gradual decline in condition will result in increased revenue and maintenance costs and may need significant increased investment as part of future budget allocations to bring the asset back to the conditions currently experienced. As pressures continue to increase on all budgets across the authority it is important that the impacts are fully assessed to ensure informed decisions can be made. Appendix C – Footway and Street Lighting Investment impacts C.1 Footway Impact Current condition assessments highlight that 18% of our 717km of footways are in need of maintenance treatment. Based on the current level of Capital investment it would take 41 years to bring all locations into an acceptable standard. Percentage Distance Footway In Need of Repair 18% 129km Footway Resurfaced Each Year 0.44% 3.1km No of Year to Fully Repair 41 years 0 5 10 15 20 25 30 35 40 45 20.00% 18.00% 16.00% 14.00% 12.00% 10.00% 8.00% 6.00% 4.00% 2.00% 0.00% ASSET CO N DITIO N C.2 Street Lighting Impacts The service currently has 16452 street lighting columns. A street lighting column is considered to have a life expectancy of 30 years. Recent figures show that 73% of our columns have exceeded this 30-year useful life. Our column assets can be split into 3 categories: - Page 51
Page 52
26 Age No of Columns Pre 1975 Installation 5429 1975 – 2000 Installation 6580 2000 to Date Installation 4443 Although there has been significant investment in recent years to convert our street lighting lamps to LED there has been limited investment in our column replacement programme. The service currently receives £100,000 per annum for street lighting upgrades which allows us to replace approx. 45-50 columns per year. There is a risk of failure in columns that have exceeded their life expectancy. Page 52
Page 53
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 5 February 2025 Subject: Review of Speed Limits Around Schools 1 Purpose 1.1 This report provides an update to Committee on the outcomes of the recent review of speed limits around Primary Schools and advises of the actions recommended with associated costs. 2 Recommendations 2.1 It is recommended that Committee: a) notes the outcome of the review undertaken of the speed limits around primary schools; b) approves the implementation of a Temporary Traffic Regulation order at Balloch Campus, Alexandria along A813 as set out in the report to be monitored and shape the promotion of a permanent order; c) approves the replacement of advisory signage at Dalreoch Primary School, Dumbarton with permanent 20mph signing and road markings; d) approves the upgrade and refresh of road markings and signage at all school locations; and e) remits the decision on budget allocation to Council for consideration. 3 Background 3.1 To improve road safety around the primary school campus’ West Dunbartonshire Council has a commitment to implement 20mph speed limits around schools. 3.2 Roads and Neighbourhood Services have undertaken a review of the current Council policy of 20mph speed limits around Primary Schools. This was to ensure a consistent policy application, particularly where co-location and relocation of schools had occurred. 3.3 The review included a desktop review of the Council’s existing traffic regulation orders supported by site visits to compare site conditions against those specified in the orders and to assess the condition of the road markings and signage at each location. ITEM 9 Page 53
Page 54
4 Main Issues 4.1 The review concluded that the majority of the council’s primary schools had the necessary traffic regulation order and signage in place however two specific locations were identified where measures were required: 1. Balloch Campus, Carrochan Road, Jamestown, Alexandria 2. Dalreoch Primary School, Kingsway, Castlehill, Dumbarton 4.2 Balloch Campus, Alexandria Dalvait Road, which has direct residential frontage, multiple road junctions and on which the former school entrance is located, benefits from extensive traffic calming in the form of round top road humps Whilst the A813 currently benefits from two traffic calming features and extensive Keep Clear road markings, consideration should be given for the promotion of a Traffic Regulation Order for the A813 Carrochan Road between Smith Crescent and Dalvait Road. 4.3 Dalreoch Primary School, Dumbarton The area around the school is currently subject to an advisory 20mph traffic limit with all appropriate signage and road markings in place to support this however as it is advisory it is not enforceable. Following review of the existing traffic regulation orders it was identified that a permanent Traffic Regulation Order (TRO) has been successfully promoted, however the original advisory 20mph signing requires to be replaced by mandatory signage. 4.4 Wider School Network The review identified that the signage and road marking at several of the campuses required upgrading. These sites are located throughout the school estate. 4.5 The 2 options for consideration at Balloch Campus are as follows: Option Detail Option 1 Promote a Temporary Traffic Regulation Order for the A813 Install signage and lining Implementation 12 – 16 weeks. This would allow the new restrictions to be in place for the start of the new school term in August 2025. Reduces the statutory consultation period required for a permanent TRO. Page 54
Page 55
Can only be promoted for maximum period of 12 months with possible 6 months extension. Would allow early implementation whilst we undertake the promotion of a permanent 20mph limit and implementation of a Council wide 20mph Streets Policy £18,000 Option 2 Promote a Permanent Traffic Regulation order for the A813 Implementation 12-18 months dependent on objections Restrictions will be permanently enforceable but will take an extended period to implement due to the statutory legal process. £25,000 4.6 The proposed intervention for Dalreoch Primary School is as follows: Proposal Detail Install signage and lining to permit enforcement of the permanent Traffic Regulation Order Implementation 4 - 6 weeks. This would allow the restrictions to be in enforced with appropriate signage and lining in place. £7,000 4.7 The signage and lining upgrade throughout school estate will require a budget allocation of £50,000. 5 People Implications 5.1 There are no direct people implications arising from this report. Support will be required from Legal Services to promote required temporary and permanent traffic regulation orders. Page 55
Page 56
6 Financial & Procurement Implications 6.1 There are direct financial or procurement implications arising from this report. Capital Funding Requirement: Balloch Campus Traffic Regulation Order promotion, signing and lining Dalreoch Primary Installation of signage and road markings Upgrade of signage and road markings throughout the school estate Total £75,000 Procurement is required of a specialist road marking contractor, this is accessed through an existing framework. 7 Risk Analysis 7.1 In relation to Balloch Campus implementation of a temporary traffic order removes the need for a full consultation process and therefore reduces the implementation period however the Council could receive criticism for not undertaking the full consultation process. The temporary traffic regulation order will be monitored and this will shape the permanent order to be promoted. Stakeholders will be able to provide feedback during the promotion of the permanent order that follows. The implementation of 20mph limits around schools however is a nationally agreed approach and previous experience indicates that these generally receive little objection from local residents. 8 Equalities Impact Assessment 8.1 The implementation of 20mph limits at schools has some potential positive impacts for children and young people, disabled people and women, and those ethnic groups who have less access to cars, especially. 20 mph may also support health and wellbeing by encouraging more active travel. An assessment has been completed and is attached to the report. 9 Consultation 9.1 Statutory consultation is not required for the promotion of temporary traffic regulation orders or associated signage, statutory consultation is required for permanent traffic regulation orders. The service will liaise with appropriate teams where required. Page 56
Page 57
10 Strategic Assessment 10.1 The review sets out actions to support the successful delivery of the strategic priorities and objectives of the Council, in particular: Our Neighbourhoods are sustainable and attractive. Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 22 January 2025 _____________________________________________________________ Person to Contact: Liam Greene Roads and Transport Manager liam.greene@west-dunbarton.gov.uk Appendix: EIA Background Papers: None Wards Affected: All Page 57
Page 58
Assessment No 1195 Owner liam.greene Resource Transformation Service Education, Learning & Attainment FirstName Surname Job Title Head Officer Liam Greene Roads and Transportation Manager Members Gail MacFarlane - Chief Officer Roads and Neighbourhood Raymond Walsh - Roads Network Coordinator (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Implementation of 20mph limit at Balloch Campus The aim, objective, purpose and intended out come of policy Implement 20mph limit at Balloch Campus and enforcement of existing traffic regulation order at Dalreoch Primary to improve road safety for school children Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Local schools Elected Members Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? Local residents and school children Who will be/has been involved in the consultation process? Discussions with elected members and local school, teachers and parents ITEM 9 - APPENDIX 1 Page 58
Page 59
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 The Equality Act 2010 requires local authorities (amongst others) to provide equality of opportunity between people who share a protected characteristic and those who do not. Of particular relevance to 20mph limits are children, older persons, those with disabilities, and women, who are more likely to be dependent on walking rather than car use, or seen as more vulnerable road users. Children are more likley to be seriously injured/killed in a collision. This risk is significantly reduced when speeds are reduced to 20mph or below A 20mph limit will provide a safer environment for children Surveys have shown that children are more likely to cycle/walk locally more after the introduction of 20mph limits benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) Page 59
Page 60
Disability The Equality Act 2010 requires local authorities (amongst others) to provide equality of opportunity between people who share a protected characteristic and those who do not. Of particular relevance to 20mph limits are children, older persons, those with disabilities, and women, who are more likely to be dependent on walking rather than car use, or seen as more vulnerable road users. Implementing 20mph limits prevents road injury and disability. It helps the less able to get about. 20mph limits increase accessibility and opportunities for the most vulnerable and leads to fairer, healthier more social lives. Equality and inclusivity improves, raising quality for everyone including carers and those with dependent family Benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) Slower speeds improve access, especially for those with restricted mobility, vision, hearing or mental health. The ability to get around safely and affordably increases opportunities for work and friendship. With low accessibility, people can become lonely. Social isolation has been linked to poor mental and physical health and mortality. Residents of heavy traffic areas know fewer neighbours than in light traffic streets. With few, slow car movements people enjoy the street scene. They chat. It is quieter and not so dangerous or polluted. Inclusivity and social cohesion increase when traffic slows down. Gender Reassign n/a Marriage & Civil Partnership n/a Pregnancy & Maternity n/a Race We need to assess potential differential impacts, including how these interact with economic and social factors Most BME groups have less access to cars than most white ethnic groups Positive Religion and Belief n/a Sex We need to assess potential differential impacts, including how these interact with economic and social factors Women have less access to cars than men. Women are the majority of care givers Positive especially for women Sexual Orientation n/a Page 60
Page 61
Human Rights Human Rights Act/European Convention on Human Rights (ECHR)Article 8 UNCRC especially in terms of the 'Protection' and the 'best interests' of children 20mph limits will deliver changes in traffic speed and casualty rates, influence travel behaviour, Surveys have shown that children are more likely to cycle/walk locally more after the introduction of 20mph limits benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) 20mph schemes have the potential to deliver a wide range of benefits, and in the longer term, health, environmental and Positive both in terms of the ECHR and UNCRC Page 61
Page 62
Health Under the Health and Social Care Act 2012, local authorities now have public health responsibilities; of relevance to 20mph limits given the strong links between road safety and public health. 20mph limits will deliver changes in traffic speed and casualty rates, influence travel behaviour, and lead to associated environmental, health, community and economic benefits The World Health Organisation (WHO, 2017) recommends 20mph limits as best practice in residential areas, and states that ‘a safe speed on roads with possible conflicts between cars and pedestrians, cyclists or other vulnerable road users is 30kmh/20mph 20 mph limits cut the number and severity of road fatalities and injuries. Some collisions are avoided or impact speed is less, reducing the harm done by a crash. Surveys have shown that children are more likely to cycle/walk locally more after the introduction of 20mph limits benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) 20mph schemes have the potential to deliver a wide range of benefits, and in the longer term, health, environmental and community benefits could be greater than the more obvious road safety benefits Existing research suggests that 20mph limits (signed only) have the potential to improve health and wellbeing and reduce pressure on the NHS, as a result of an overall increase in use of active travel modes, and an overall reduction in injuries from vehicle collisions as a result of a reduction in speed Health promoting activities like walking, cycling and being outdoors are encouraged as speeds reduce. This builds a positive spiral of increased activity bringing reduced illness from diseases associated with obesity, heart disease and stress. Health inequalities in life expectancy are reduced by 20 mph limits as poorer people (especially boys) are more often road victims. Page 62
Page 63
Social & Economic Impact Safer and more attractive local environments were expected to encourage more social interaction The majority of people agree that the 20mph speed limit is beneficial for residents. However, child safety still appears to be a concern Benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) Creates and environment where streets feel safer and is a more desirable place to live Cross Cutting Important to consider cross cutting effects Evidence shows benefits for various groups Crossing cutting positive benefits Page 63
Page 64
Actions Page 64
Page 65
Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Positive impact - Opportunities to improve road assets and local environment Will the impact of the policy be monitored and reported on an ongoing bases? Accident and crash data can be monitored and reported on Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1195: The implementation of 20mph limits at schools has some potential positive impacts for children and young people, disabled people and women, and those ethnic groups who have less access to cars, especially. 20 mph may also support health and well being by encouraging more active travel. The procurement process will look at potential community benefits, although the impact is probably largely neutral in terms of reducing socio economic inequalities. Page 65
Page 66
Page 66
Page 67
WEST DUNBARTONSHIRE COUNCIL Chief Officer – Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 5 February 2025 Subject: Employability Service Provision 1. Purpose 1.1 This report provides an update on the progress for the delivery of employability programmes and is set within the context of ‘No One Left Behind,’ the Scottish Government’s approach to employability services. services. 1.2 The report outlines progress and achievements secured through the No-One Left Behind (2022/25) and provides information about future approach to the delivery of employability services. 2. Recommendations 2.1 Committee is asked to: a) Approve the proposed approach for the delivery of employability services in West Dunbartonshire; and b) Approve the continuation of a co-commissioned approach incorporating an Employability Grant Programme that will be delivered through the West Dunbartonshire Local Employability Partnership as outlined in Section 5. This will be the primary model for commissioning employability services from external service providers from 2025 - 2028. 3. Background 3.1 The employability system in Scotland has undergone a transformation with several Scottish Government funds being shifted to local management under the leadership of the local authority. This has brought additional employability funding (‘No One Left Behind’ and ‘Child Poverty (Parental Employability Support) to West Dunbartonshire with a value in the region of £1.6million each year. 3.2 This approach is built on collaboration between COSLA/Local Authorities and the Scottish Government. Their aim is to shape national employability provision, while providing local authorities with the responsibility for identifying local priorities and implementing relevant support. In effect, local authorities taking on the role of lead agency for managing the delivery of employability services in their area. 3.3 The Scottish Government has stated that this approach should be based on locally based partnerships with priorities set out in a local three-year development plan. ITEM 10 Page 67
Page 68
3.4 In the Council’s 2022/25 plan the council identified an approach to partnership working and outlined the role of the Local Employability Partnership and its associated sub-groups. The Local Employability Partnership (strategic Partners include: West Dunbartonshire Council (Working4U – lead). West Dunbartonshire Council (Education Services). Department Work and Pensions (DWP). Skills Development Scotland (SDS). Skills Qualification Agency (SQA). West College Scotland. Golden Jubilee Trust. West Dunbartonshire Community Voluntary Service (CVS). Tell (Representing Creative Design Group – service users). West College Scotland. Developing Young Workforce (DYW). 3.5 The sub-groups that support the Strategic Group (strategic Partners) include: the Creative Design Group (service providers); the Community of Interest (frontline staff); and the lived experience groups (service users). These groups have been developed to ensure the council has the relevant input to service design and service priorities from all key stakeholders with an interest in delivering and using employability services. 3.6 The plan outlines the strengths, weaknesses, opportunities and threats in West Dunbartonshire and sets this alongside methods for managing the services and monitoring progress towards the council’s key performance aims. The aims are to: Increase engagement with service users. Assist people to identify their employability needs. Support access to learning and training. Assist residents to secure employment and helping them to progress within the workplace. 3.7 To gauge progress the service have established a performance monitoring framework that is managed by Working4U. The information gathered through our monitoring framework forms the basis of a progress reports that illustrate our achievements. These reports are also used to inform decisions about future investment and shape future activity. 3.8 Appendix 1 provides a one-page summary of the Local Employability Partnership Plan. Page 68
Page 69
3.9 In summary, the employability agenda changed significantly over the previous three years through the introduction of No One Left Behind. This approach is reflected in the council’s Local Employability Partnership Plan (2022-2025). The service will be reviewing and revising the Local Employability Plan in 2025 to extend it to 2028 in line with Scottish Government requirements and guidance. 4. Main Issues 4.1 The Local Employability Partnership has been established and uses the Scottish Government ‘No One Left Behind Funds’ to co-commission employability services. These are designed to assist residents to develop their skills and overcome barriers to opportunity; support them to move towards and secure fair work; and assist them to remain and progress within the workplace. 4.2 The council has incorporated the management and delivery of UK Shared Prosperity Funds (UKSPF) into this partnership approach. UK Shared Prosperity is the UK Government’s replacement for European Structural Funds (UKSPF) and focusses on, among other priorities, ‘People and Skills (employability support). By incorporating the two funds into the partnership approach the service will ensure Officers maximise the co-ordination of resources to achieve the aims and clearly demonstrate co- commissioning/partnership working. 4.3 The Scottish Government has provided approximately £1.6million each year for the delivery of employability services and this has been complemented with a further approximate £0.75 million through UK Shared Prosperity for employability (People and Skills) each year for the last two years. 4.4 The Council has made good progress in developing the employability service infrastructure. Table 1 provides an indication of the outcomes achieved using the ‘No One Left Behind/Parental Employability Support’ Funds. Progress indicator Three year target 21/22 22/23 23/24 total (Nov 24) Number of people supported 1,347 499 933 870 2,302 Number of people with an action plan 1,347 499 933 870 2,302 % of people with a disability 20% 8% 33% 48% 30% Number entered employment 674 308 352 362 1,022 Secured an Modern Apprenticeship 101 41 58 45 144 Employed people accessing in work support 135 68 79 108 255 Number of people achieved a qualification 404 68 205 266 539 Number started work placement 34 not recorded 22 36 58 Number entered FE/HE/Training. 67 26 15 39 80 Number securing formal volunteering opportunity 67 not recorded 53 53 106 4.5 Table 1 demonstrates good progress towards the anticipated No One Left Behind outcomes and illustrates our increasing focus on supporting those with greatest barriers to opportunity, including those with a disability, to overcome barriers to opportunity. 4.6 These outcomes have been secured through a mixed approach to delivery. This consists of direct delivery of employability services by the council through Working4U: Working4U provides the foundation of employability Page 69
Page 70
case management support and specialist training and learning support services. 4.7 This is complemented, where necessary, with specialist employability services provided by the Third and Private Sector. An approach that is consistent with the Scottish Government requirement to work in partnership and co-commission services. 4.8 To do this the service has established a competitive grant programme to secure the additional specialist services required. The employability grant offered uses a proportion of the ‘No One Left Behind’ and ‘UK Shared Prosperity Funds.’ This is to maximise the benefits from these funds through a single approach. This way the council secure appropriate expertise; allocate the activity to the relevant fund for reporting; target the relevant groups and individuals; and provide services at all stages of the employability pathway. 4.9 It is proposed that the service continue with this mixed approach for the delivery of employability services in West Dunbartonshire. The service anticipate in the forthcoming year that the council will secure: £1.65million from the Scottish Government for No One Left Behind/Parental Employability Support. Approximately £1million UK Shared Prosperity Funding. 4.10 As such the service propose to: Continue to develop the Local Employability Partnership with Working4U delivering employability case managed support and access to specialist barrier removal/employability support. Co-commission specialist services, where these are not available in-house, by using a proportion of the available grant funding. Estimated value of £0.75million in the forthcoming year. Continue this approach for the subsequent years 2026/27 and 2027/28. This will establish a solid foundation for the development of employability services and partnership working. 4.11 The council will adopt a sequential approach that maintains Working4U as the key delivery agency. The values of grant funding made available to Third and Private Sector providers may vary each year as they are dependent on the funds that will made available by the Scottish Government and UK Government for Employability Service Provision. 5. Options Appraisal 5.1 To establish the partnership approach, the service explored a number of options for the effective distribution of funds. The options included: Establishing a local employability service provider framework. Using a national framework for the provision of employability services. Page 70
Page 71
Establish a competitive grant approach. 5.2 Drawing on experience gained over the previous three years, the service have developed a mixed approach. Local Employability Service Provider Framework 5.3 The council have a Local Employability Service Provider Framework in place and will draw on this where additional specialist services are required outwith the context of the grant approach. National Framework 5.4 A national procurement framework for the commissioning of employability services has been developed by Scotland Excel. National procurement frameworks will be used in instances where gaps in provision have been identified that are not readily available locally or through the council’s framework. Employability Grant Approach 5.5 The Employability Grant approach can be implemented at the discretion of the local authority and will provide several benefits, this includes: Complementing the current methods for procuring/acquiring employability services, adding flexibility in approach as a result. Adding value to the funding and other resources already available. Providing a transparent application and assessment process for the allocation of funds. Supporting the aims and objectives outlined Next Steps for the Integration and Alignment of Employability Support in Scotland. Supporting innovation, pilots, new ideas and approaches through a quicker process than formal procurement of services and timing that works for local providers. Shifting from transactional relationships towards stronger partnership with providers to develop and deliver services to improve lives and stimulate opportunities in West Dunbartonshire. 5.6 Taking this into account the service propose the development of a grant approach that will complement existing methods for acquiring/procuring employability services. 6. People Implications 6.1 Working4U currently delivers services directly and will continue to do so. The approach is based on the experience of the council’s role as a ‘lead agency.’ This requires greater levels of grant management, monitoring and evaluation of external service provision. Page 71
Page 72
6.2 The service have developed capability to manage the grant application process and service delivery compliance and will continue to review the approach, ensuring this meets the requirements for managing grant funding and providing services. 7. Financial and Procurement Implications 7.1 There are no additional funding requirements being placed on West Dunbartonshire Council. The employability grant will use funds provided by the Scottish and UK Governments for employability service provision. 8. Risk Analysis 8.1 The proposed approach has been established to manage several risks. These include: Risk of non-compliance with COSLA/Scottish Government agreement on approaches to local employability provision. Scottish Government expects a partnership approach and evidence to demonstrate partner access to resources; the grant approach addresses this risk. Risk of non-compliance because local service providers have limited access or opportunity to shape service provision. Creation of creative design group to influence grant priorities addresses the risk. Risk that local providers may not obtain access to resources -. A local grant approach manages the risk and supports local innovation. 9. Equalities Impact Assessment (EIA) 9.1 Equalities legislation requires that new or significantly changing policies or services and financial decisions should be subject to an assessment of their impact on the wellbeing of certain groups of people. 9.2 An equality impact assessment has previously been carried out and there is no change to the factors. Employability service provision provides positive impacts by focusing service provision on those that would not access employment and training opportunities without support. An equalities impact assessment has been carried out and this emphasises the positive impact on individuals and families facing socio-economic disadvantage. This positive impact has been brought about by: Increased number of services designed to maximise income and access to training. Increased input to service design for those affected by poverty, disadvantage and unemployment. 9.3 The service will continue to review the equalities impact alongside the development of the three-year plan (2025 – 2028). 10. Strategic Assessment Page 72
Page 73
10.1 This development of the local employability partnership will co-ordinate access to employability skills development and employment opportunities. By adopting a grant approach to acquiring employability services this will: increase access to support, manage the number of organisations providing support. increase the types of specialist support available across the employability pipeline. 10.2 As such the proposal has a strong fit with the Council’s strategic priorities and objectives, in particular: Our Economy – Strong and Flourishing. Chief Officer Gail Macfarlane Service Area Roads and Neighbourhood Date: 05 February 2025 Person to Contact: Stephen Brooks, Fleet and Working4U Manager, Appendices: Appendix 1: Employability One-Page Plan Background Papers: An equalities impact assessment has been carried out. Wards Affected: All Council Wards Page 73
Page 74
West Dunbartonshire Local Employability Partnership – One Page Plan. West Dunbartonshire Vision: To develop West Dunbartonshire as a place where people choose to live, work, explore, visit and invest. West Dunbartonshire Employability Service Mission is to work in partnership to support sustainable and equitable economic growth by encouraging residents to maximise their full potential. We will do this by: fully engaging with West Dunbartonshire residents; providing good quality advice about employment and training options; helping them to develop their skills and overcome barriers to opportunity; supporting them to move towards and secure fair work; and assisting them to remain and progress within the workplace. The Target Group: Using the Scottish Approach to Service Design to co-produce an all-age service that is person-centred, more joined up and flexible and responsive to the needs of individuals. Approach Establish Accountable Partnership Infrastructure and Processes… For joint working across services with resources (People), Delivery Methods ( Process) and Effective Tools to achieve the objectives and report on our progress to key stakeholders such as: • UK Government. • The Scottish Government. • West Dunbartonshire Council. • West Dunbartonshire Community Planning Board. • Service users. • The community. To Facilitate Access to Employability Advice… Customised, case managed support and specialist employability, and learning advice and guidance: across the employability pipeline To identify and address barriers to opportunity by integrating with specialist health and welfare services for • Income maximisation; • Reducing costs – digital exclusion Debt management; Energy awareness; Period poverty; Food insecurity. And Practical Support… • Vocational and non-vocational training. • Basic and transferable skills and Learning activities. • Work experience. • Employment. • Job matching. • In work support. With Input from External Funding Agencies, Strategic Public Sector, Third Sector and Private Sector Partners using data and information. • To understand the lived experience and develop appropriate services. • To identify and secure additional funding resources. • To co-ordinate joint action and avoid duplication of effort. • To develop creative approaches. • To support community based resilience and address issues . Key Performance Indicators Recording the Number of Local Residents Supported and their progress to work… • Number of people supported. • Number participating in vocational training. • Number participating in formal volunteering. • Number entering FE/HE/Training. • Number securing an apprenticeship. • Number securing employment. From Specific Target Groups linked to funding requirements… • No One Left Behind – all age support for those facing barriers to opportunity. • Young People with additional barriers to opportunity. • Parental Employability Support (Family groups vulnerable to poverty). • PACE+ Newly redundant. • Community Justice. Page 74 ITEM 10 - APPENDIX 1
Page 75
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 5 February 2025 Subject: Purchase of 23 Small Petrol Hybrid Self Charging Cars 1. Purpose 1.1 The purpose of this report is to advise Members of the award of the contract for Supply and Delivery of 23 Small Petrol Hybrid Self Charging Cars. The contract award was approved on 20 December 2024 by the Chief Officer – Roads and Neighbourhood after consulting with the Convenor of the Infrastructure, Regeneration and Economic Development Committee. 2. Recommendations 2.1 It is recommended that the Members note that the contract for Supply & Delivery of 23 Small Petrol Hybrid Self Charging Cars was awarded to Toyota GB Plc and: a) Note that the contract shall be for a period of three years including warranty and at a value of £390,854 inclusive of VAT. The estimated commencement date of the contract is 20 January 2025 with an eight week lead time. b) The approval has been requested in accordance with Standing Orders 40.c due to the urgent need to secure delivery this financial year and secure the offered pricing. 3. Background 3.1 The Council has a Vehicle Replacement Programme for 2024-25 and 2025-26 and as part of this programme, Fleet and Waste Services are seeking to purchase 23 Small Petrol Hybrid Self Charging Cars. The vehicles were scheduled to be replaced in 2024 now overdue and the age of the current vehicle is making it difficult and expensive to maintain and it can affect front line services when the vehicles break down. ITEM 11 Page 75
Page 76
3.2 The current capital plan 2021/22 to 2030/31 for the vehicle replacement programme was approved at Council on 9 March 2022 with an overall budget of £14,659,000 for 10 years capital spend with rolling programme which has £2,865,000 for financial year 2024/25. 3.3 This procurement exercise has been conducted in accordance with the Council’s Standing Orders and Financial Regulations and the Public Procurement Regulations. A Contract Strategy document was also approved on 14 November 2024. 4. Main Issues 4.1 The LinkGroup framework for Fleet Procurement Lot 1 Passenger Cars was identified as the optimum route to market, as 14 suppliers have already gone through the Single Procurement Document selection process and being listed on the framework this will provide competition in shorter timescales for the Council whereas proceeding with a bespoke contract, open tender would take longer and duplication of effort and resources for tenderers and Council. 4.2 An invitation to tender was published on the Public Contracts Scotland Tender on 22 November 2024. Eight potential bidders noted an interest, with two bidders submitting a response by the deadline on 10 December 2024. 4.3 The two tender submissions were evaluated by representatives from Fleet Services and the Corporate Procurement Unit against pre-determined award criteria forming part of the published tender documents. 4.4 Two tender submissions were evaluated against a set of award criteria which was based on Total Cost of Ownership / Quality ratio of 40% / 60%. The scores relative to the award criteria of each tenderer are as follows: Toyota GB Plc Vauxhall Motors Ltd 1 Technical Envelope (Quality) Weight Weighted Score Weighted Score 60% 33.825 30.4128 1.1 Vehicle & Service Specification Requirements 0% 0 0 1.1.2 Vehicle Specification Acceptable Yes Yes 1.2 Vehicle Fuel Performance and Service Data 30% 18 24 1.2.2 Vehicle Fuel Consumption Mpg 60% 30 60 1.2.3 Vehicle Servicing intervals - Maintenance Provision 40% 30 20 1.3 Warranty 30% 15 15 1.3.1 Warranty Service Provision 100% 50 50 1.4 Vehicle Delivery 15% 11.25 0 1.4.1 Delivery Lead time (programme of delivery) 100% 75 0 1.5 After Sales 15% 7.875 6.1875 1.5.2 After Sales - Account Management 25% 18.75 12.5 Page 76
Page 77
1.5.3 Contract service delivery team – Dealer Support & Location 20% 10 10 1.5.4 Communication 20% 10 10 1.5.5 Complaints 20% 10 5 1.5.6 Involvement / Ownership 10% 2.5 2.5 1.5.7 Contract Service Delivery Team – Structure & Skills 5% 1.25 1.25 1.6 Sustainability (Sustainable Procurement) 5% 3.75 3.5 1.6.2 Sustainability - Vehicle Emissions 90% 67.5 67.5 1.6.3 Sustainability Measures In Place 10% 7.5 2.5 1.7 Social Benefits in Procurement 4% 0 2 1.7.4 Community Benefits 100% 0 50 1.8 Commitment to Fair Working Practices 1% 0.5 0 1.8.2 Commitment to Fair Working Practices 100% 50 0 1.8.3 Living Wage Accredited Employer 0% 0 0 1.9 Police Scotland Sharing Protocol 0% 0 0 1.9.2 WD15 - Completed Police Scotland Check V3 0% 0 0 1.10 Form of Tender 0% 0 0 1.10.2 WD18 - Declaration 0% 0 0 2 Commercial Envelope (TCO) Weight Weighted Score Weighted Score 40% 40 37.52 4.5 It is recommended that the contract is awarded to Toyota GB Plc, of Great Burgh, Burgh Heath, Epsom, Surrey, KT18 5UX, who has provided the most economically advantageous tender. The contract shall be for a period of three years including warranty and at a value of £390,854 inclusive of VAT. The value of the contract will be meet from the approved capital vehicle replacement programme. 4.6 Toyota GB Plc has committed to paying all staff as a minimum the real Living Wage (£11.44 per hour) and promotes Fair Working Practices across their organisation. The social benefits will be discussed at the implementation meeting with Toyota GB Plc and actions to take this forward will be agreed. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Financial costs in respect of this Contract will be met from the approved vehicle replacement programme capital budget of Roads and Neighbourhood. Page 77
Page 78
6.2 This procurement exercise was conducted in accordance with the agreed Contract Strategy produced by the Corporate Procurement Unit in close consultation with Roads and Neighbourhood officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulation. 7. Risk Analysis 7.1 Toyota GB Plc has no known links to Serious and Organised Crime which would have significant political and reputational ramifications for the Council. 8. Equalities Impact Assessment (EIA) 8.1 An equalities impact assessment screening was undertaken which determined a full equalities impact assessment was not required. 9. Consultation 9.1 Roads and Neighbourhood, Finance Services and Legal Services have been consulted on the contents of this report. 10. Strategic Assessment 10.1 The Purchase of the 23 Small Petrol Hybrid Self Charging Cars will contribute to the delivery of the Council’s strategic priorities: Our communities are resilient and thriving; Our environment promotes a greener future; Our economy is strong and flourishing Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 20 January 2025 Person to Contact: Alex Grace, Senior Procurement Officer, 16 Church St, Dumbarton, G82 1QL, alex.grace@west- dunbarton.gov.uk Appendices: None Background Papers: Contract Strategy Wards Affected: All Wards Page 78
Page 79
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 5 February 2025 ___________________________________________________________________ Subject: Purchase of Refuse Collection Vehicle 13.5 tonne 1. Purpose 1.1 The purpose of this report is to advise Members of the award of the contract for Supply and Delivery of Refuse Collection Vehicle 13.5 tonne. The contract award was approved on 13 December 2024 by the Chief Officer – Roads and Neighbourhood after consulting with the Convenor of the Infrastructure, Regeneration and Economic Development Committee. 2. Recommendations 2.1 It is recommended that the Members note that the contract for Supply & Delivery of Refuse Collection Vehicle 13.5 tonne was awarded to Ciceley Commercials Limited: and a) Note that the contract shall be for a period of three years including warranty and at a value of £209,920.58 inclusive of VAT. The estimated commencement date of the contract is 10 January 2025 with a 24 week lead time. b) The approval has been requested in accordance with Standing Orders 40.c due to the urgent need to secure delivery this financial year and secure the offered pricing. 3. Background 3.1 The Council has a Vehicle Replacement Programme for 2024-25 and 2025-26 and as part of this programme, Fleet and Waste Services are seeking to replace a 13.5 tonne Refuse Collection Vehicle. The vehicle was scheduled to be replaced in 2021 now three years overdue and the age of the current vehicle is making it difficult and expensive to maintain and it can affect front line services when the vehicles break down. 3.2 The current capital plan 2021/22 to 2030/31 for the vehicle replacement programme was approved at Council on 9 March 2022 with an overall budget of £14,659,000 for 10 years capital spend with rolling programme which has £1,300,000 for financial year 2025/26. ITEM 12 Page 79
Page 80
3.3 This procurement exercise has been conducted in accordance with the Council’s Standing Orders and Financial Regulations and the Public Procurement Regulations. A Contract Strategy document was also approved on 14 November 2024. 4. Main Issues 4.1 The Contract Strategy identified a direct award utilising the Scotland Excel framework agreement Supply & Delivery of Heavy and Municipal Vehicles ref 03-21 as the route to market. A direct award of the 12 tonne Refuse Collection Vehicle will allow for continuity, standardisation of refuse collection vehicles for servicing and diagnostic solutions, maintenance, parts, training and dealer support reducing downtime and subsequent vehicle hire costs, along with user familiarity for safety on loading and use of the hopper. 4.2 It is recommended that the contract is awarded to Ciceley Commercials Limited, of Cicely Lane, Blackburn, BB1 1HQ. The contract shall be for a period three years including warranty and at a value of £209,920.58 inclusive of VAT. 4.3 Ciceley Commercials Limited has committed to paying all staff as a minimum the real Living Wage (£11.44 per hour) and promotes Fair Working Practices across their organisation. The social benefits will be discussed at the implementation meeting with Ciceley Commercials Limited and actions to take this forward will be agreed. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Financial costs in respect of this Contract will be met from the approved vehicle replacement programme capital budget of Roads and Neighbourhood. 6.2 This procurement exercise was conducted in accordance with the agreed Contract Strategy produced by the Corporate Procurement Unit in close consultation with Roads and Neighbourhood officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulation. 7. Risk Analysis 7.1 Ciceley Commercials Limited has no known links to Serious and Organised Crime which would have significant political and reputational ramifications for the Council. Page 80
Page 81
8. Equalities Impact Assessment (EIA) 8.1 An equalities impact assessment screening was undertaken which determined a full equalities impact assessment was not required. 9. Consultation 9.1 Roads and Neighbourhood, Finance Services and Legal Services have been consulted on the contents of this report. 10. Strategic Assessment 10.1 The Purchase for the Supply & Delivery of Refuse Collection Vehicle 13.5 tonne will contribute to the delivery of the Council’s strategic priorities: Our communities are resilient and thriving; Our environment promotes a greener future; Our economy is strong and flourishing Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 20 January 2025 Person to Contact: Alex Grace, Senior Procurement Officer, 16 Church St, Dumbarton, G82 1QL, alex.grace@west-dunbarton.gov.uk Appendices: None Background Papers: Contract Strategy Wards Affected: All Wards Page 81
Page 82
Page 82
Page 83
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development 5 February 2025 ___________________________________________________________________ Subject: Purchase of Five 18 Tonne Multi Use Vehicles 1. Purpose 1.1 The purpose of this report is to advise Members of the award of the contract for Supply and Delivery of Five 18 Tonne Multi Use Vehicles. The contract award was approved on 13 December 2024 by the Chief Officer – Roads and Neighbourhood after consulting with the Convenor of the Infrastructure, Regeneration and Economic Development Committee. 2. Recommendations 2.1 It is recommended that the Members note that the contract for Supply & Delivery of Five 18 Tonne Multi Use Vehicles was awarded to Ciceley Commercials Limited: and a) Note that the contract shall be for a period of three years including warranty and at a value of £1,102,072.80 inclusive of VAT. The estimated commencement date of the contract is 10 January 2025 with a 24 week lead time. b) The approval has been requested in accordance with Standing Orders 40.c due to the urgent need to secure delivery this financial year and secure the offered pricing 3. Background 3.1 The Council has a Vehicle Replacement Programme for 2024-25 and 2025-26 and as part of this programme, Fleet and Waste Services are seeking to replace five 18 tonne multi use vehicles. These vehicles will be supplied with multiple bodies for quick change of use and will be made up of five gritters, two hotboxes and three tippers, this will support all year use of the vehicles for winter gritting, hot tar work in the spring and summer, as well general use with tippers. 3.2 The vehicles will replace hire vehicles currently costing £194,000 per year, with net savings for the council of £171,000 per year being forecast after borrowing costs of £23,000per year. This saving is being presented to Council for 2025/26 management adjustments ref RN09 on 18 December 2024. ITEM 13 Page 83
Page 84
3.3 The current capital plan 2021/22 to 2030/31 for the vehicle replacement programme was approved at Council on 9 March 2022 with an overall budget of £14,659,000 for 10 years capital spend with rolling programme which has £1,300,000 for financial year 2025/26. 3.4 This procurement exercise has been conducted in accordance with the Council’s Standing Orders and Financial Regulations and the Public Procurement Regulations. A Contract Strategy document was also approved on 14 November 2024. 4. Main Issues 4.1 The Contract Strategy identified a direct award utilising the Scotland Excel framework agreement Supply & Delivery of Heavy and Municipal Vehicles ref 03-21 as the route to market. A direct award of five 18 tonne multi use vehicles will allow for continuity, standardisation of the heavy vehicle fleet for servicing and diagnostic solutions, maintenance, parts, training and dealer support reducing downtime and subsequent vehicle hire costs, along with user familiarity for safety on use. 4.2 It is recommended that the contract is awarded to Ciceley Commercials Limited, of Cicely Lane, Blackburn, BB1 1HQ. The contract shall be for a period three years including warranty and at a value of £1,102072.80 inclusive of VAT which includes five vehicles with multi quick change bodies, delivery to Clydebank, first registration, road fund tax, vehicle mechanics and operatives training, full size spare wheel and the Scotland Excel rebate fee of 0.5%. 4.3 Ciceley Commercials Limited has committed to paying all staff as a minimum the real Living Wage (£11.44 per hour) and promotes Fair Working Practices across their organisation. The social benefits will be discussed at the implementation meeting with Ciceley Commercials Limited and actions to take this forward will be agreed. 5. People Implications 5.1 There are no people implications. 6. Financial and Procurement Implications 6.1 Financial costs in respect of this Contract will be met from the approved vehicle replacement programme capital budget of Roads and Neighbourhood. The net revenue savings are forecasted for removal of vehicle hires estimated at £171,000 per year. Page 84
Page 85
6.2 This procurement exercise was conducted in accordance with the agreed Contract Strategy produced by the Corporate Procurement Unit in close consultation with Roads and Neighbourhood officers and the provisions of Contract Standing Orders, the Financial Regulations and relevant Public Procurement Regulation. 7. Risk Analysis 7.1 Ciceley Commercials Limited has no known links to Serious and Organised Crime which would have significant political and reputational ramifications for the Council. 8. Equalities Impact Assessment (EIA) 8.1 An equalities impact assessment screening was undertaken which determined a full equalities impact assessment was not required. 9. Consultation 9.1 Roads and Neighbourhood, Finance Services and Legal Services have been consulted on the contents of this report. 10. Strategic Assessment 10.1 The Purchase for the Supply & Delivery of Five 18 Tonne Multi Use Vehicles will contribute to the delivery of the Council’s strategic priorities: Our communities are resilient and thriving; Our environment promotes a greener future; Our economy is strong and flourishing Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 20 January 2025 Person to Contact: Alex Grace, Senior Procurement Officer, 16 Church St, Dumbarton, G82 1QL, alex.grace@west-dunbarton.gov.uk Appendices: None Background Papers: Contract Strategy Wards Affected: All Wards Page 85
Page 86
Page 86
Page 87
WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 5 February 2025 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Revenue Budgetary Control Report 2024/25 to Period 7 (31 October 2024) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 31 October 2024 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). 2. Recommendations 2.1 Members are asked to: i) Note the contents of this report showing the revenue budget forecast to overspend against budget by £2.040m (15.40%) at the year-end. 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.Since the budget, changes to the value of £1.477m have occurred as detailed in the table below: Description £m Budget Agreed March 2024 14.722 Previously Reported 6/11/2024 Remove Office Accommodation budget from IRED as included within Corporate Services (0.924) Adjust for Central Support Allocation accounted for centrally (0.147) Adjust for Revenue Support Grant Income accounted for centrally 0.580 Superannuation Saving (1.517) Subsequent Changes Additional Budget for Pay Award 0.258 Adjust for Central Support Allocation removed due to changes in the establishment. 0.070 ITEM 14 Page 87
Page 88
Reduce Superannuation saving from Roads as already accounted for in Corporate Assets and Economic Development. 0.117 Other minor movements between Committees 0.007 Transfer of savings from Corporate Assets as allocated appropriately to Office Accommodation. 0.079 Revised Budget 13.245 4. Main Issues Revenue Budget 4.1 The summary report at Appendix 1 identifies a projected adverse variance of £2.040m, however, after taking into account £0.094m of earmarked reserves available the underlying adverse variance is £1.946m. The current projection shows a decline in the year end position from the figure reported at period 5 with an increase in the anticipated overspend of £0.090m as detailed in the table below. Detailed service reports are attached at Appendix 2. £m £m Net Underlying Adverse Variance at Period 5 1.856 Movement in Service Variances Explanation RNT Roads Services Rates actual lower (£12k) and payments to Greenspace lower (£10k) (0.022) Crematorium Reduction in anticipated income 0.106 Waste Services Waste Collection costs increased 0.062 Grounds Maintenance and Street Cleaning Trading Account Reduction in costs for Fuel and vehicle repairs. (£32k). Increase in requirement for tools and equipment (£32k). Increase in staffing costs due to current level of vacancies and service requirements (£25k). Costs for provision of CCTV.(£19k). 0.044 Other Various other small variances. 0.025 Corporate Functions Corporate Assets Various small variances (0.026) Other Various small variances (0.005) Use of EMR Smoothing fund used to fund 2024/25 savings not achieved in year. (0.094) Total Movement in Service Variance 0.090 Net Underlying Adverse Variance at Period 7 1.946 Page 88
Page 89
4.2 Of the 14 services monitored 4 are showing either a favourable or nil variance, with 7 services showing an adverse variance. Comments are shown in Appendix 3 when there are projected net annual variances greater than £0.050m and also where the net variance is below £0.050m but there are offsetting variances of over £0.050m within the service. 4.3 The working group have developed an action plan to identify controllable forecast overspend and reduce this as much as possible. This has included a review of the roads capital programme to reduce spend on materials and plant, a move to essential safety spend only in relation to revenue works and a review of capital recharges. In relation to waste services there has been a review of anticipated income, vehicle spend and tonnage. A wider review of recharging continues within Transport and Fleet. Further reduction in spend is anticipated as the action plan is delivered and will be reported to future IRED meetings. 4.4 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 end and progress will be highlighted in future reports to committee. 7. Risk Analysis 7.1 The present variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March and which could affect the year end results. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9 Consultation 9.1 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged. 10. Strategic Assessment Page 89
Page 90
10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer – Resources Date: 21 January 2025 Person to Contact: Jackie Thomson - Business Unit Finance Partner, 16 Church Street, Dumbarton, G81 1QL. e-mail jackie.nicolthomson@ west-dunbarton.gov.uk Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2– Detailed Budgetary Position (Revenue) Appendix 3 – Variance Analysis (Revenue) Appendix 4 – Efficiencies & Management Adjustments Background Papers: None Wards Affected: All Page 90
Page 91
WEST DUNBARTONSHIRE COUNCIL ITEM 14 - APPENDIX 1 REVENUE BUDGETARY CONTROL 2024/25 IRED SUMMARY MONTH END DATE 31 October 2024 Total Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 Annual RAG Status Use of Earmarked Reserves Variance after the use of Earmarked Reserves £000 £000 £000 £000 % £000 £000 0 (19) (1) (1) 0% 0 (1) (779) 780 (645) 134 -17% 0 134 833 472 857 24 3% 0 24 2,583 1,822 3,208 625 24% 0 625 7,414 4,325 7,414 0 0% 0 0 206 60 208 2 1% 0 2 (296) (338) (134) 162 -55% 0 162 (1,229) (400) (1,013) 215 -18% 0 215 9,004 4,975 9,442 439 5% 0 439 (2,703) 2,628 (2,600) 103 -4% 94 9 Capital Investment Programme 28 167 2 (26) -95% 0 (26) 583 641 630 48 8% 0 48 Depots 0 464 0 0 0% 0 0 (2,399) 3,886 (2,083) 316 -13% 0 316 13,245 19,463 15,285 2,040 15.40% 94 1,946 Burial Grounds Crematorium Waste Services Corporate Assets Economic Development Ground Maintenance & Street Cleaning Trading A/c Total Net Expenditure Consultancy Services Roads Services Grounds Maintenance & Street Cleaning Client Outdoor Services Transport, Fleet & Maintenance Services Service / Subjective Summary Annual Variance 2024/25 Corporate Asset Maintenance Page 91
Page 92
WEST DUNBARTONSHIRE COUNCIL ITEM 14 - APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2024 PERIOD 7 Actual Total Spend to Forecast RAG £000 £000 £000 £000 £000 % 19,445 Employee 19,155 10,241 19,986 831 4% 5,077 Property 3,960 2,321 4,263 303 8% 5,417 Transport and Plant 4,266 2,477 4,779 513 12% 12,169 Supplies, Services and Admin 10,941 6,335 12,705 1,764 16% 9,503 Payments to Other Bodies 9,244 4,909 9,357 113 1% 1,557 Other 660 62 669 9 1% 53,168 Gross Expenditure 48,226 26,344 51,760 3,534 7% (33,044) Income (34,981) (6,881) (36,475) (1,493) -4% 20,123 Net Expenditure 13,245 19,463 15,285 2,040 15% £000 £000 £000 £000 £000 % 2,067 Employee 1,803 1,311 2,249 446 25% 75 Property 18 10 18 0 0% 48 Transport and Plant 130 76 130 0 0% 723 Supplies, Services and Admin 561 875 1,482 921 164% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 98 62 107 9 9% 2,913 Gross Expenditure 2,610 2,334 3,986 1,376 53% (2,952) Income (2,610) (2,353) (3,987) (1,377) -53% (39) Net Expenditure 0 (19) (1) (1) 0% £000 £000 £000 £000 £000 % 2,024 Employee 1,908 1,142 2,190 282 15% 108 Property 99 4 94 (5) -5% 1,688 Transport and Plant 1,826 940 1,683 (143) -8% 821 Supplies, Services and Admin 509 342 674 165 32% 1 Payments to Other Bodies 0 0 0 0 30% 0 Other 0 0 0 0 0% 4,642 Gross Expenditure 4,342 2,429 4,640 298 7% (4,578) Income (5,122) (1,649) (5,285) (164) -3% 64 Net Expenditure (779) 780 (645) 134 -17% £000 £000 £000 £000 £000 % 1,026 Employee 822 469 850 28 3% 0 Property 0 0 0 0 0% 3 Transport and Plant 7 1 1 (6) -80% 7 Supplies, Services and Admin 4 3 5 1 24% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 1,035 Gross Expenditure 833 472 857 24 3% (0) Income 0 0 0 0 0% 1,034 Net Expenditure 833 472 857 24 3% £000 £000 £000 £000 £000 % 2,946 Employee 2,731 1,329 2,787 56 2% 254 Property 250 119 239 (11) -5% 890 Transport and Plant 555 371 905 350 63% 3,104 Supplies, Services and Admin 2,665 1,168 3,088 422 16% 893 Payments to Other Bodies 823 204 909 85 10% 0 Other 0 0 0 0 0% 8,088 Gross Expenditure 7,024 3,190 7,927 903 13% (4,194) Income (4,441) (1,368) (4,719) (277) -6% 3,894 Net Expenditure 2,583 1,822 3,208 625 24% Consultancy Services Roads Services Transport, Fleet & Maintenance Services Service Summary Annual Variance All Services Corporate Asset Maintenance Page 92
Page 93
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2024 PERIOD 7 Actual Total Spend to Forecast RAG Service Summary Annual Variance £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 4,325 7,414 0 0% 839 Other 0 0 0 0 0% 8,599 Gross Expenditure 7,414 4,325 7,414 0 0% 0 Income 0 0 0 0 0% 8,599 Net Expenditure 7,414 4,325 7,414 0 0% £000 £000 £000 £000 £000 % 74 Employee 128 35 69 (60) -46% 179 Property 151 57 166 15 10% 0 Transport and Plant 0 0 0 0 0% 144 Supplies, Services and Admin 117 74 148 30 26% 17 Payments to Other Bodies 37 (15) 17 (20) -54% 0 Other 0 0 0 0 0% 414 Gross Expenditure 434 151 399 (35) -8% (117) Income (228) (91) (191) 37 16% 298 Net Expenditure 206 60 208 2 1% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 29 Property 28 13 31 3 10% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 442 Payments to Other Bodies 486 0 486 0 0% 0 Other 0 0 0 0 0% 471 Gross Expenditure 514 13 517 3 1% (689) Income (810) (352) (651) 159 20% (218) Net Expenditure (296) (338) (134) 162 -55% £000 £000 £000 £000 £000 % 215 Employee 186 112 205 19 10% 265 Property 291 165 309 19 6% 0 Transport and Plant 0 0 0 0 0% 21 Supplies, Services and Admin 18 14 21 3 18% 6 Payments to Other Bodies 33 18 23 (11) -32% 0 Other 0 0 0 0 0% 507 Gross Expenditure 528 309 559 30 6% (1,460) Income (1,757) (709) (1,572) 185 11% (952) Net Expenditure (1,229) (400) (1,013) 215 -18% £000 £000 £000 £000 £000 % 3,583 Employee 3,173 1,756 3,334 161 5% 200 Property 152 31 161 9 6% 1,504 Transport and Plant 992 771 1,261 269 27% 6,503 Supplies, Services and Admin 6,367 3,374 6,351 (16) 0% 27 Payments to Other Bodies 22 28 28 6 30% 0 Other 0 0 0 0 0% 11,817 Gross Expenditure 10,705 5,960 11,135 430 4% (1,362) Income (1,701) (984) (1,692) 9 1% 10,455 Net Expenditure 9,004 4,975 9,442 439 5% Crematorium Burial Grounds Waste Services Grounds Maintenance & Street Cleaning Client Outdoor Services Page 93
Page 94
WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2024 PERIOD 7 Actual Total Spend to Forecast RAG Service Summary Annual Variance £000 £000 £000 £000 £000 % 864 Employee 782 368 762 (20) -3% 2,401 Property 1,964 1,341 2,049 84 4% 4 Transport and Plant 5 0 1 (4) -89% (19) Supplies, Services and Admin (53) (63) (59) (6) 11% 65 Payments to Other Bodies 42 43 54 12 28% 0 Other 0 0 0 0 0% 3,315 Gross Expenditure 2,741 1,689 2,807 66 2% (5,065) Income (5,443) 939 (5,407) 36 1% (1,750) Net Expenditure (2,703) 2,628 (2,600) 103 -4% £000 £000 £000 £000 £000 % 321 Employee 363 166 312 (51) -14% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 (0) -24% 0 Supplies, Services and Admin 1 1 1 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 321 Gross Expenditure 365 167 313 (51) -14% (321) Income (337) 0 (312) 25 7% 1 Net Expenditure 28 167 2 (26) -95% £000 £000 £000 £000 £000 % 620 Employee 749 373 749 (0) 0% 489 Property 24 8 24 (0) 0% 2 Transport and Plant 1 0 1 0 0% 13 Supplies, Services and Admin 87 16 112 25 29% 618 Payments to Other Bodies 386 286 407 21 5% 0 Other 0 0 0 0 0% 1,743 Gross Expenditure 1,247 684 1,293 46 4% (976) Income (664) (42) (662) 2 0% 767 Net Expenditure 583 641 630 47 8% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 657 Property 631 463 768 137 22% 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 646 464 774 128 20% (656) Income (646) 0 (774) (128) -20% (0) Net Expenditure 0 464 0 0 0% £000 £000 £000 £000 £000 % 6,003 Employee 6,509 3,181 6,479 (30) 0% 419 Property 352 110 405 53 15% 957 Transport and Plant 751 317 797 47 6% 852 Supplies, Services and Admin 649 531 876 227 35% 19 Payments to Other Bodies 0 19 19 19 0% 718 Other 562 0 562 0 0% 8,968 Gross Expenditure 8,823 4,158 9,139 316 4% (10,997) Income (11,222) (272) (11,222) 0 0% (2,029) Net Expenditure (2,399) 3,886 (2,083) 316 -13% Economic Development Depots Ground Maintenance & Street Cleaning Trading A/c Corporate Assets Capital Investment Programme Page 94
Page 95
WEST DUNBARTONSHIRE COUNCIL ITEM 14 - APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Corporate Asset Maintenance 0 (1) (1) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transport, Fleet & Maintenance Services (779) (645) 134 -17% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service delivers maintenance services to the council's corporate property assets. The forecast overspend in employee costs (£446k) and supplies and materials (£921k) relates to increased work delivered by the in-house team in 2024/25. The increased spend is offset by higher recharges to client budgets.(£1,377k) None required A favourable variance is anticipated 31 October 2024 Budget Details Variance Analysis Variance Overspend anticipated although may reduce following the review. Provision of transport services across WDC. Employee costs are anticipated to overspend by £282k due to staffing levels required to meet the users needs, some of which is undertaken through overtime. Supplies and Services are anticipated to overspend by £165k due to levels of equipment required to operate the current Service. Transport and Plant is anticipated to underspend by £143k due to a reduction in the level of hire vehicles required. MOT income is expected to under recover by approximately £60k due to the number of external users being lower than anticipated. The remainder is mainly due to higher income from recharges to service users.(£230k) Service User Review Underway. Page 95
Page 96
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 £000 £000 £000 % 31 October 2024 Budget Details Variance Analysis Variance Roads Services 2,583 3,208 625 24% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Outdoor Services 206 208 2 1% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Depots 0 0 0 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome This service covers the outdoor sporting facilities provided by WDC and public conveniences. Employee costs are underspending by £60k due current levels of vacancies held. Property costs are overspending by £15k mainly due to anticipated costs for contract cleaning. Supplies and Services are overspending by £30k mainly due to payments for rental and maintenance of equipment. The remainder is due to small variance within the Service. None at the moment. Overspend anticipated. This service relates to property costs of the two WDC depots The overspend on property costs is mainly in relation to increasing utility costs. (£137k) This is fully offset by an increase in income through recharges to other Services. None available. Overall on budget. Overspend anticipated although may reduce following review. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols across WDC. Employee costs are anticipated to overspend by £60k 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 £308k. Winter gritting is anticipated to overspend by £60k due to costs of salt and quantity required. Diesel is anticipated to overspend by £30k due to increased fuel costs. Street lighting is overspending by £45k due to increased utility costs. The remaining overspend anticipated is mainly 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. Page 96
Page 97
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 £000 £000 £000 % 31 October 2024 Budget Details Variance Analysis Variance Ground Maintenance & Street Cleaning Trading A/c (2,399) (2,083) 316 -13% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Burial Grounds (296) (134) 162 -55% Service Description This service provides burial services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,229) (1,013) 215 -18% Service Description This service provides crematorium services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome None available. Under recovery of income anticipated. Income from burials is less than budgeted. This is uncontrollable and may change throughout the year. Under recovery of income anticipated. Income from cremations is less than budgeted. This is uncontrollable and may change throughout the year. None available. Trading operation providing grounds maintenance and street cleaning services Employee Costs are overspending by £56k mainly due to additional overtime required for jobs requested by other Services. Supplies and services is forecasting an overspend of £195k due to cost of parts for repairs which is demand led (£60k) and overspending on contractors (£108k). A review of all contractor spend is underway to identify any opportunities to reduce or mitigate the anticipated overspend. The remainder is due to small overspends in various areas. None available. Overspend anticipated although may reduce following the review. Page 97
Page 98
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 £000 £000 £000 % 31 October 2024 Budget Details Variance Analysis Variance Waste Services 9,004 9,442 439 5% Service Description Waste Collection and Refuse disposal services Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Capital Investment Programme 28 2 (26) -95% Service Description This service provides capital investment and compliance management. Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Overspend anticipated although may reduce following the review. All refuse vehicles were received in September so hires have now ceased. The overspend may change as the Service review progresses. Transport costs, are anticipated to overspend by £140k principally due to hire costs being greater than anticipated when the budgets were set as there were 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. Internal charges for tyres and diesel are anticipated to be £116K overspent. Employee costs are overspending by £161k mainly due to overtime costs due to the requirement to cover public holidays and periods of annual leave or sickness. The remainder is due to small variance within the Service. Favourable variance due to staff vacancy (£51k) which is partially reduced by an under recovery of costs to other Services (£25k) None required. Underspend anticipated. Page 98
Page 99
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 1 Procure vehicles considered permanently required rather than hiring them RN17 G Macfarlane 100 100 - In progress March 2024 Saving Options 2 School crossing patrollers - adhere to best practice RN01 G Macfarlane 24 24 - Complete 3 Introduce £60 Garden Waste Charge RN02 G Macfarlane 180 180 - Complete 4 Amend roads service activities to support education to statutory level RN04 G Macfarlane 37 37 - Complete 5 Reduce the Consultancy Services/Capital Investment Team by 25% RN18 G Macfarlane 10 10 - Complete 6 Reduce the roads operations service from 29 FTE to 26 FTE which will reduce resilience in the team RN21 G Macfarlane 80 80 - Complete 7 Reduce maintenance costs through replacing 6 under utilised grass pitches with 3 new 4G pitches RN22 G Macfarlane 10 10 - In progress 8 Implement new approach to road defect repairs which will capitalise costs previously charged to revenue RN23 G Macfarlane 200 200 - Complete 9 Reduce weed killing from twice a year to once a year RN26 G Macfarlane 50 50 - Complete 10 Increase commercial waste fees by 14% RN27 G Macfarlane 45 45 - Complete ITEM 14 - APPENDIX 4 Page 99
Page 100
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 March 2024 Management Adjustments 11 Remove vacant posts in asset management RES22 L Slavin 99 99 Complete 12 Generate income from Levengrove Pavilion. RES25 L Slavin 63 20 43 Rental income lower and running costs higher than forecast when the saving assumptions were reviewed. 13 Right size water authority income budget RES26 L Slavin 25 25 - Complete 14 Outsourcing mgt of retail assets RES27 L Slavin 33 33 - Complete 15 Fund existing Grade 8 post from UK Towns Fund Support RR18 A Douglas 60 60 - Complete 16 Fund officer costs associated with Levelling Up from final year of Levelling Up Rev funding. RR19 A Douglas 60 60 - Complete 1,076 1,032 43 TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS Page 100
Page 101
WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Infrastructure, Regeneration & Economic Development Committee: 6 February 2025 _________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Capital Budgetary Control Report 2024/25 31 October 2024 (Period 7). 1. Purpose 1.1 This report provides an update on the capital financial performance to 31 October 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) Note the revised completion dates detailed in appendix 3 agreed at Council on 18 December 2024. iii) Note the additional capital budget of £0.133m in respect of Posties Park agreed at Council on 18 December 2024. iv) Note an in-year variance of (£4.284m) mainly due to reprofiling (£4.418m). 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. 4. Main Issues Exhibit 1 sets out the revised capital budget at period 5 as reported to Committee 6 November 2024. ITEM 15 Page 101
Page 102
Exhibit 1: Revised Capital Budget as at 30 October 2024 2024/25 Project Life £m £m Capital Budget Agreed 6 March 2024 51.612 215.153 Updates Reported to Committee 14 August and 6 November 0.930 4.276 Reprofiling Reported to Committee 14 August (13.311 ) Revised Capital Budget at Period 5 39.231 219.429 Reprofiling Reported at Period 5 (1.05) Additional Budget Approved for Posties Park at period 5 0.231 0.231 New Approved Budget as at Period 5 38.412 219.66 Changes Between Period 5 and Period 7 Removal of Nature Restoration (0.034) (0.600) New SPT Funding 0.310 Revised Budget as at Period 5 38.688 219.06 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 The overall programme summary report at Appendix 1 shows that planned expenditure is lower than the budget agreed by £0.166m mainly due to three projects not utilising their full budget. These are: RN2 Flood Risk Management – limited actions are required under the current management plan. RN4 Flood Prevention – original estimates for surface water management plans were lower than expected, there was also limited uptake on property level protection. RN28 Balloch Mountain Bike Track – project scope has been reduced which has in turn reduced match funding element. 4.3 Appendix 2 highlights two projects currently showing as off track. One project (RN17 Posties Park) requires additional budget and (RN28 Balloch Mountain Bike Track) is off track due to revised completion dates. RR17 Posties Park – additional budget of £0.133 required for utility costs incurred as part of capital build project (approved by Council on 18 December 2024). RN28 Balloch Mountain Bike Track – completion date amended due to revised project scope. Page 102
Page 103
4.4 Appendix 3 highlights eleven projects where the project expenditure requires to be reprofiled but there is no need for approval of additional budget. It also highlights two projects already existing in the capital programme where additional funding has been made available from Scottish Government. RN32 – Cycling, Walking, Safer Route Tier 1 (Active Travel) – additional Scottish Government funding of £0.252m. RN34 – Strathclyde Partnership for Transport Bus, Cycling and Walking Infrastructure Improvements & Park & Rides – additional Scottish Government funding of £0.310m. 4.5 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 £38.687m with current forecast spend of £34.403m, a surplus variance of £4.284m mainly due to reprofiling (£4.418m) and additional budget of £0.133m. The spend as at period 7 is £11.769m (34.21%) of the current forecast spend of £34.403m. 4.6 Exhibit 2 sets out the revised IRED capital budget at period 7 following approval by Council on 18 December 2024. Exhibit 2: Revised Capital Budget £m £m Revised Capital Budget at 30 October 2024 38.688 219.06 Reprofiling of Budgets as reported at Appendix 3 (4.680 ) 0.000 Reduction of Budgets as reported at Appendix 3 (0.300 ) (0.300) New Funding as reported at Appendix 3 0.562 0.562 Added RN17 additional funding Posties Park 0.133 0.133 Proposed Revised Capital Budget Period 7 34.403 219.455 5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. Page 103
Page 104
(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: 21 January 2025 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. Capital Monitoring Report – Council 6 November 2024. Wards Affected All Wards Page 104
Page 105
Summary at Period 7 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 35,809 35,809 0 4 0 Regulatory and Regeneration 57,220 57,220 0 12 0 Roads and Neighbourhoods 126,592 126,426 (166) 32 2 Total 219,621 219,455 (166) 48 2 ITEM 15 - APPENDIX 1 Page 105
Page 106
Projects that are Off Track at Period 7 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 RN 17 Posties Park Sports Hub - New sports hub to include gym & running track 6,252 6,385 - 133 31/03/2022 29/11/2025 RN 28 Balloch Mountain Bike Track 600 450 150 30/11/2023 30/09/2025 Project Name: Posties Park RN 17 Project Manager: Gail McFarlane Initial Completion End Date: 31/03/2022 Revised End Date: 29/11/2025 How was this project initially funded: Council Capital Funding/Prudential Borrowing. Please Detail any additional funding: n/a Why is the project classified as off track and what has caused the issues identified? Additional budget required for utility costs incurred as part of the capital build project. What action will be taken to rectify the position? n/a New Completion Date: 29/11/2025 What are the implications on the actions proposed? Revenue Implications Virement Implications n/a Project Name: Balloch Mountain Bike Track RN 28 Project Manager: Ian Bain Initial Completion End Date: 30/11/2023 Revised End Date: 30/09/2025 How was this project initially funded: Council Capital Funding, Prudential Borrowing and Sport Scotland Please Detail any additional funding:- n/a Why is the project classified as off track and what has caused the issues identified? Completion amended due to revised project scope. What action will be taken to rectify the position? n/a New Completion Date: 30/09/2025 What are the implications on the actions proposed? Revenue Implications n/a Virement Implications n/a Source of Funding:- Prudential Borrowing Prudential Borrowing of £133k has a revenue implication of £98,533 over 25 years due to the incurred interest on the debt. This equates to £3,864 per annum. Source of Funding:- Prudential Borrowing & Sports Scotland ITEM 15 - APPENDIX 2 Page 106
Page 107
Changes to Capital Plan and Implications at P7 RESOURCES Project - RES 13 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Depot Rationalisation 500 3,000 4,351 - - 7,851 Depot Rationalisation - Revised 1,500 2,000 4,351 - - 7,851 Explanation REGULATORY & REGENERATION Project - RR 3 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Installation of Solar PV at Clydebank Leisure Centre 57 - - - - 57 Installation of Solar PV at Clydebank Leisure Centre Revised - 57 - - - 57 Explanation Due to staff vacancies within the team, the project will not progress during this financial year. Project - RR 5 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Meadow Centre/Vale Swimming Pool - Air Handling Unit Upgrade 226 - - - - 226 Meadow Centre/Vale Swimming Pool - Air Handling Unit Upgrade - Revised - 226 - - - 226 Explanation Due to staff vacancies within the team, the project will not progress during this financial year. Acceleration of £1m budget required from 25/26 into 24/25 for additional costs incurred as a result of depot rationalisation at Overburn Avenue and Bridge Street efficiency savings. ITEM 15 - APPENDIX 3 Page 107
Page 108
Changes to Capital Plan and Implications at P7 Appendix 3 Project - RR 6 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Regeneration/Local Economic Development 1,100 1,907 1,855 560 2,500 7,922 Regeneration/Local Economic Development - Revised 375 2,232 2,055 760 2,500 7,922 Explanation Project development taking longer than anticipated. Project delayed due to external factors. Project - RR 8 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Place Based Investment Programme 310 - - - - 310 Place Based Investment Programme - Revised 3 307 - - - 310 Explanation Project - RR 9 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Clydebank Can 717 - - - - 717 Clydebank Can Revised - 717 - - - 717 Explanation Project is supported by the Clydebank Town Board and its delivery and future maintenance is linked to 3 Year Investment Plan as agreed by the Board and Long Term Plan for Town funding timescales. Project is supported by the Clydebank Town Board and its delivery and future maintenance is linked to 3 Year Investment Plan as agreed by the Board and Long Term Plan for Town funding timescales. Page 108
Page 109
Changes to Capital Plan and Implications at P7 Appendix 3 Project - RR 10 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 LUF 11,959 2,588 - - - 14,547 LUF-Revised 9,133 5,414 - - - 14,547 Explanation Project - RR11 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Levelling Up Capacity 161 - - - - 161 Levelling Up Capacity Revised - 161 - - - 161 Explanation ROADS & NEIGHBOURHOOD Project - RN 2 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Flood Risk Management 500 500 200 200 915 2,315 Flood Risk Management - Revised 400 500 200 200 915 2,215 Explanation Limited actions are required under the current management plan. Project development process and procurement process have taken a considerable amount of time. The construction programme received from the preferred bidder indicates the completion date as end of October 2025. The budget is to support development of Levelling Up projects. It has been reprofiled to align with the revised LUF timescales. Page 109
Page 110
Changes to Capital Plan and Implications at P7 Appendix 3 Project - RN 4 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Flood Prevention 339 - - - - 339 Flood Prevention - Revised 289 - - - - 289 Explanation Original estimates for surface water management plans were lower than expected, there was also limited uptake on property level protection. Project - RN 28 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Balloch Mountain Bike Track 600 - - - - 600 Balloch Mountain Bike Track - Revised 100 350 - - - 450 Explanation Project scope has been reduced which has in turn reduced match funding element. Project - RN 32 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Cycling, Walking, Safer Routes Tier 1 (Active Travel) 389 - - - - 389 Cycling, Walking and Safer Routes Tier 1 (Active Travel) 641 - - - - 641 Explanation Additional funding from Scottish Government. Page 110
Page 111
Changes to Capital Plan and Implications at P7 Appendix 3 Project - RN 34 Current Year 2024/25 2025/26 2026/27 2027/28 Future Years Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides - - - - - - Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides - Revised 310 - - - - 310.0 Explanation Additional Scottish Government funding. OVERALL REPROFILING TOTAL 4,418 Page 111
Page 112
All Approved Projects at Period 7 Service Project Completion 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 1 RES 9 Strathleven Place (formerly part of Glencairn House project) 31/03/2024 31/03/2025 1,590 0 0 1,590 1,590 0 1,590 0 1,590 0 2 RES 10 New Sports Changing Facility Dumbarton West (Old OLSP site) 31/03/2024 31/03/2025 349 9 9 340 349 0 340 0 340 0 3 RES 11 Building Upgrades and H&S - lifecycle & reactive building upgrades 31/03/2025 31/03/1933 25,370 0 743 24,627 25,370 0 3,122 743 3,122 0 4 RES 13 Depot Rationalisation 31/03/2025 31/03/2025 8,500 649 1,586 6,914 8,500 0 500 937 1,500 1,000 Total Resources 35,809 658 2,338 33,471 35,809 0 5,552 1,680 6,552 1,000 1 RR 3 Installation of Solar PV at Clydebank Leisure Centre 31/03/2023 31/03/2025 61 4 4 57 61 0 57 0 0 (57) 2 RR 4 Replace failed heating controls/valves & recommission 31/03/2023 31/03/2025 20 14 20 0 20 0 6 6 6 0 3 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 0 226 0 0 (226) 4 RR 6 Regeneration/Local Economic Development 31/03/2025 31/03/2025 7,922 5,991 6,084 1,838 7,922 0 1,100 93 375 (725) 5 RR 7 Regeneration Fund 31/03/2024 31/03/2028 10,931 7,107 7,184 3,747 10,931 0 616 77 616 0 6 RR 8 Place Based Investment 31/03/2023 31/03/2027 1,708 1,398 1,400 308 1,708 0 310 2 3 (307) 7 RR 9 Clydebank Can on the Canal 31/12/2022 31/12/2025 757 40 40 717 757 0 717 0 0 (717) 8 RR 10 Level Up Funding 31/03/2025 31/03/2026 22,100 7,553 10,333 11,767 22,100 0 11,959 2,780 9,133 (2,826) 9 RR 11 Level Up Capacity Funding 31/03/2023 31/03/2026 320 161 161 159 320 0 161 0 0 (161) 10 RR 12 District Heating Network Expansion 31/03/2024 31/03/2028 11,104 0 186 10,918 11,104 0 250 186 250 0 11 RR 13 Clyde Mission Catalyst Fund 31/03/2024 31/03/2026 2,000 415 415 1,585 2,000 0 1,196 0 1,196 0 12 RR14 3 Castlegate Avenue - Securing site to make safe 31/03/2025 7 0 7 0 7 0 7 7 7 0 Total Regulatory and Regeneration 57,220 22,747 25,898 31,322 57,220 0 16,605 3,151 11,586 (5,019) 1 RN 1 Infrastructure - Roads 31/03/2025 31/03/2033 22,808 0 1,033 21,775 22,808 0 2,454 1,033 2,454 0 2 RN 2 Flood Risk Management 31/03/2025 31/03/2033 2,315 0 11 2,304 2,215 (100) 500 11 400 (100) 3 RN 3 Street lighting and associated electrical infrastructure 31/03/2025 31/03/2033 914 0 77 837 914 0 114 77 114 0 4 RN 4 Flood Prevention 31/03/2025 31/03/2025 500 160 194 306 450 (50) 339 34 289 (50) 5 RN 5 Vehicle Replacement 31/03/2024 31/03/2033 12,219 0 2,146 10,073 12,219 0 3,063 2,146 3,063 0 6 RN 6 Auld Street Clydebank - Bond 31/03/2024 31/03/2025 256 214 214 42 256 0 42 0 42 0 7 RN 7 River bank erosion repair - Levenhowe 31/03/2024 31/03/2025 20 0 0 20 20 0 20 0 20 0 8 RN 8 Clydebank Charrette, A814 31/03/2022 31/03/2025 4,303 4,215 4,247 56 4,303 0 88 32 88 0 9 RN 9 Roads Plant 31/03/2025 31/03/2025 80 14 14 66 80 0 66 0 66 0 10 RN 10 A813 Road Improvement Phase 1 31/03/2026 31/03/2027 1,700 1,057 1,366 334 1,700 0 643 309 643 0 11 RN 11 Pavement Improvements 31/03/2025 31/03/2025 1,000 958 958 42 1,000 0 42 0 42 0 12 RN 12 Traffic Signal Updates 31/03/2025 31/03/2025 300 274 274 26 300 0 26 0 26 0 13 RN 13 Gruggies Burn Flood Prevention 31/03/2024 31/03/2028 15,028 576 783 14,245 15,028 0 550 207 550 0 14 RN 14 Electrical Charging Points - Rapid Charge 31/03/2023 31/03/2025 314 299 314 0 314 0 15 15 15 0 15 RN 15 River Leven Flood Prevention Scheme 31/03/2024 31/03/2026 801 181 181 620 801 0 0 0 0 0 16 RN 16 Vehicle Replacement Strategy 31/03/2025 31/03/2033 1,400 0 0 1,400 1,400 0 1,400 0 1,400 0 17 RN 17 Posties Park Sports Hub - New sports hub to include Gym & running track 31/03/2022 29/11/2025 6,252 5,878 6,379 6 6,385 133 374 501 507 133 18 RN 18 Public non-adopted paths and roads 31/03/2024 31/03/2033 2,419 0 68 2,351 2,419 0 619 68 619 0 19 RN 19 Cemetery Extension, North Dalnotter 31/03/2024 31/03/2025 264 14 14 250 264 0 250 0 250 0 20 RN 20 Vale of Leven Cemetery 31/03/2025 31/03/2025 801 741 801 0 802 1 60 60 60 0 21 RN 21 Allotment Development 31/03/2024 30/09/2024 492 215 365 127 492 0 150 150 150 0 22 RN 22 Waste Transfer Station 31/03/2024 31/03/2026 1,980 0 159 1,821 1,980 0 200 159 200 0 23 RN 23 Play Area Upgrade Programme 31/03/2028 31/03/2033 1,400 149 501 899 1,400 0 417 352 417 0 24 RN 24 Nature Restoration Fund 31/03/2024 31/03/2024 0 0 0 0 0 0 0 0 0 0 25 RN 25 Whitecrook Tennis Court 31/03/2024 31/03/2025 60 44 44 16 60 0 15 0 15 0 26 RN 26 East End Park Resurfacing 31/03/2024 31/03/2025 385 6 6 379 385 0 379 0 379 0 27 RN 27 Park Improvements and Multi Games Area - Goldenhill Park 30/11/2023 30/09/2025 150 0 0 150 150 0 150 0 150 0 28 RN 28 Balloch Mountain Bike Track 31/03/2024 31/03/2025 600 0 0 450 450 (150) 600 0 100 (500) 29 RN 29 Pappert 2G Pitch 31/03/2023 31/03/2025 250 8 8 242 250 0 242 0 242 0 30 RN 30 Kilmaronock Cemetery Extension 31/03/2027 31/03/2028 50 45 45 5 50 0 13 0 13 0 31 RN 31 Exxon City Deal 31/03/2025 31/03/2025 44,325 6,238 7,983 36,342 44,325 0 2,500 1,745 2,500 0 Full Project Life In Year ITEM 15 - APPENDIX 4 Page 112
Page 113
All Approved Projects at Period 7 Appendix 4 Service Project Completion 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 Full Project Life In Year 32 RN 32 Cycling, Walking, Safer Routes Tier 1 (Active Travel) 31/03/2026 646 0 15 631 646 0 389 15 641 252 33 RN 33 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31/03/2025 2,250 0 23 2,227 2,250 0 500 23 500 0 34 RN 34 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 31/03/2025 310 0 1 309 310 0 310 1 310 0 Total Roads and Neighbourhood 126,592 21,286 28,224 98,351 126,426 (166) 16,530 6,938 16,265 (265) 50 Overall Total 219,621 44,691 56,460 163,144 219,455 (166) 38,687 11,769 34,403 (4,284) Page 113