Document Pack (Bookmarked) IRED (21 05 25)
West Dunbartonshire Council · 21 May 2025
Back to Infrastructure, Regeneration & Economic Development Committee — 21 May 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 21 May 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
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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: 8 May 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
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE WEDNESDAY, 21 MAY 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 - 12 Submit for approval as a correct record, the Minutes of the Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 5 February 2025. 7 ROADS AND NEIGHBOURHOOD 24/25 DELIVERY PLAN YEAR-END REPORT AND ROADS AND NEIGHBOURHOOD 25/26 DELIVERY PLAN 13 - 58 a) Deputation – Balloch Castle Country Park Regeneration The Committee is requested to consider whether or not it wishes to receive deputation regarding the above. Page 3
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b) Submit report by the Chief Officer - Roads and Neighbourhood setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26. 8 REGULATORY AND REGENERATION DELIVERY PLAN 2024/25 - ECONOMIC DEVELOPMENT YEAR-END PROGRESS & REGULATORY AND REGENERATION DELIVERY PLAN 2025/26 - ECONOMIC DEVELOPMENT 59 - 84 Submit report by the Chief Officer - Regulation and Regeneration setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26 in relation to Economic Development. 9 RESOURCES DELIVERY PLAN 2024/25 YEAR-END PROGRESS (ASSET MANAGEMENT) AND RESOURCES DELIVERY PLAN 2025/26 (ASSET MANAGEMENT) 85 - 100 Submit report by the Chief Officer - Resources providing setting out the year-end progress of the 2024/25 Delivery Plan and presenting the new Delivery Plan for 2025/26 in relation to Asset Management. 10 WINTER PLAN 2025 - 2030 101 - 135 Submit report by the Chief Officer - Roads and Neighbourhood providing a reviewed and updated Plan to reflect the Council Budget decisions for 2025/26 set out within RN09 Phase 2 Hire Vehicles Purchase, RN18 Cease Footway Gritting and RN31 Reduce Winter Plan. 11 WDC 20MPH STRATEGY 137 - 170 Submit report by the Chief Officer - Roads and Neighbourhood providing an overview on the process of prioritising and implementing 20mph speed limits across the authority and agree an appropriate strategy. 12 LEASE OF DALMUIR GOLF COURSE To Follow Submit report by the Chief Officer - Resources regarding the above. 13 INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT REVENUE BUDGETARY CONTROL REPORT 2024/25 TO PERIOD 10 (31 JANUARY 2025) 171 - 184 Submit report by the Chief Officer – Resources providing update on the revenue financial to Period 10 (31 January 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). Page 4
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14 INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT CAPITAL BUDGETARY CONTROL REPORT 2024/25 TO PERIOD 10 (31 JANUARY 2025) 185 - 199 Submit report by the Chief Officer – Resources providing update on the capital financial to Period 10 (31 January 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). Page 5
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE At a Hybrid Meeting of the Infrastructure, Regeneration and Economic Development Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 5 February 2025 at 10.00 a.m. Present: Provost Karen Murray Conaghan and Councillors David McBride, Lawrence O’Neill, Lauren Oxley, Chris Pollock, Martin Rooney, William Rooney, Gordon Scanlan, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laurence Slavin, Chief Officer – Resources; Alan Douglas, Chief Officer – Regulatory and Regeneration (Legal Officer); Michelle Lynn, Asset Manager; Stephen Brooks, Fleet and Working4U Manager; Adrian Gray, Business Partner; and Scott Kelly, Committee Officer. Apology: An apology for absence was intimated on behalf of Councillor John Millar. . Councillor David McBride in the Chair STATEMENT BY CHAIR – AUDIO STREAMING Councillor 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 carried out by roll call vote to ensure an accurate record. ITEM 6 Page 7
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OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 6 November 2024 were submitted and approved as a correct record. UK SHARED PROSPERITY FUND A report was submitted by the Chief Officer – Roads and Neighbourhood providing an update on the UK Shared Prosperity Fund (UKSPF) project progress and outlining a proposed approach to preparation for the continuation of the activities. After discussion and having heard the Fleet and Working4U Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) the recommended approach to continuity of service provision for the one-year extension of the UKSPF, as outlined in section 5 of the report; and (2) the recommended approach for the allocation of funds, as outlined in Table 2 of the report. ROADS ASSET MANAGEMENT PLAN 2025-30 A report was submitted by the Chief Officer – Roads and Neighbourhood providing an update on the Roads Asset Management Plan which reflected the current level of investment and the impacts those investments will have on the overall asset condition. After discussion and having heard the Chief Officer – Roads and Neighbourhood in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to approve the adoption of the Roads Asset Management Plan for 2025-30; and (2) otherwise to note the contents of the report. REVIEW OF SPEED LIMITS AROUND SCHOOLS A report was submitted by the Chief Officer – Roads and Neighbourhood providing an update on the outcomes of the recent review of speed limits around primary schools and advising of the actions recommended, with associated costs. Page 8
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After discussion and having heard the Chief Officer – Roads and Neighbourhood, the Chief Officer – Regulatory and Regeneration, and the Chief Officer - Resources in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note the outcome of the review undertaken of the speed limits around primary schools; (2) to approve the implementation of a Temporary Traffic Regulation Order at Balloch Campus, Alexandria along the A813, as set out in the report, and that this should be monitored and would shape the promotion of a permanent order; (3) to approve the replacement of advisory signage at Dalreoch Primary School, Dumbarton, with permanent 20mph signing and road markings; (4) to approve the upgrade and refresh of road markings and signage at all school locations; and (5) to remit the decision on budget allocation to Council for consideration, it being noted that the total proposed capital expenditure for the projects outlined in paragraphs 4.5 to 4.7 of the report was £75,000 (£18,000 for Option 1 at Balloch Campus, £7,000 for the proposed intervention for Dalreoch Primary School, and £50,000 for the upgrade of signage and lining throughout the school estate). EMPLOYABILITY SERVICE PROVISION UPDATE A report was submitted 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. After discussion and having heard the Fleet and Working4U Manager in further explanation and in answer to a Member’s questions, the Committee agreed:- (1) to approve the proposed approach for the delivery of employability services in West Dunbartonshire; and (2) to 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 of the report, it being noted that this would be the primary model for commissioning employability services from external service providers from 2025-2028. Page 9
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PURCHASE OF 23 SMALL HYBRID CARS A report was submitted by the Chief Officer – Roads and Neighbourhood advising of the award of the contract for the supply and delivery of 23 Small Petrol Hybrid Self Charging Cars which had been approved by the Chief Officer – Roads and Neighbourhood after consulting with the Convener of the Infrastructure, Regeneration and Economic Development Committee. After discussion and having heard the Fleet and Working4U Manager and the Chief Officer – Roads and Neighbourhood, in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note that the contract for the supply and delivery of 23 Small Petrol Hybrid Self Charging Cars had been awarded to Toyota GB PLC; (2) to note: (i) that the contract shall be for a period of three years, including warranty, and at a value of £390,854, inclusive of VAT; and (ii) that the estimated commencement date of the contract was 20 January 2025, with an eight week lead time; and (3) to note that the approval had 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. PURCHASE OF 13.5 TONNE REFUSE COLLECTION VEHICLE A report was submitted by the Chief Officer – Roads and Neighbourhood advising of the award of the contract for the supply and delivery of a 13.5 Tonne Refuse Collection Vehicle which had been approved by the Chief Officer – Roads and Neighbourhood after consulting with the Convener of the Infrastructure, Regeneration and Economic Development Committee. The Committee agreed:- (1) to note that the contract for supply and delivery of a 13.5 Tonne Refuse Collection Vehicle had been awarded to Ciceley Commercials Limited; (2) to note: (i) that the contract would be for a period of three years, including warranty, and at a value of £209,920.58, inclusive of VAT; and (ii) that the estimated commencement date of the contract was 10 January 2025, with a 24 week lead time; and (3) to note that the approval had 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. Page 10
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PURCHASE OF FIVE 18 TONNE MULTI USE VEHICLES A report was submitted by the Chief Officer – Roads and Neighbourhood advising of the award of the contract for the supply and delivery of five 18 Tonne Multi Use Vehicles which had been approved by the Chief Officer – Roads and Neighbourhood after consulting with the Convener of the Infrastructure, Regeneration and Economic Development Committee. The Committee agreed:- (1) to note that the contract for the supply and delivery of five 18 Tonne Multi Use Vehicles had been awarded to Ciceley Commercials Limited; (2) to note: (i) 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; and (ii) that the estimated commencement date of the contract was 10 January 2025, with a 24 week lead time; and (3) to note that the approval had 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. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT REVENUE MONITORING REPORT 2024/25 TO PERIOD 7 (31 OCTOBER 2024) A report was submitted by the Chief Officer – Resources providing an update on the revenue financial performance to 31 October 2024 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. The Committee agreed to note the contents of the report which showed the revenue budget forecast to overspend against budget by £2.040m (15.40%) at the year-end. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT CAPITAL MONITORING REPORT 2024/25 TO PERIOD 7 (31 OCTOBER 2024) A report was submitted 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. After discussion and having heard the Asset Manager and 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; Page 11
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(2) to note the revised completion dates detailed in Appendix 3 to the report which had been agreed by Council on 18 December 2024; (3) to note the additional capital budget of £0.133m in respect of Posties Park which had been agreed by Council on 18 December 2024; and (4) to note an in-year variance of £4.284m, which was mainly due to reprofiling (£4.418m). The meeting closed at 10.55 a.m. Page 12
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Roads and Neighbourhood Infrastructure, Regeneration and Economic Development Committee on 21 May 2025 Subject: Roads and Neighbourhood Delivery Plan 2024/25 - Year-end Progress & Roads and Neighbourhood Delivery Plan 2025/26 1 Purpose 1.1 This report sets out the year-end progress of the 2024/25 Delivery Plan and presents the new Delivery Plan for 2025/26. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2025/26. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 In the last few months of 2024/25, several services and teams across the Council were realigned to other Chief Officer areas. For consistency and transparency, the year-end progress reports reflect the content of the 2024/25 delivery plans reported to the relevant committees at the beginning of that year, with none of the organisational changes that took place in-year included. Those changes are, however, reflected in the new delivery plans for 2025/26. 4 Main Issues 2024/25 Year-end Progress 4.1 The 2024/25 Delivery Plan was presented to Infrastructure, Regeneration and Economic Development Committee on 22 May 2024 and mid-year progress reported on 6 November 2024. ITEM 7b Page 13
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4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Plan’s 29 actions is summarised below: Progress No. (%) Completed 22 (76%) Overdue 7 (24%) 4.4 Overdue actions relate to the following and will be carried forward and completed in 2025/26: • Pavement parking, develop and implement the enforcement strategy - 25% complete • Upgrade 8 play parks and construct 4 new MUGA's – 80% complete • Prepare a plan to increase the number of 4G pitches – 75 % complete • Develop a new local bio diversity action plan – 50% complete. • Undertake flood management Improvement Study for Dumbarton and Vale - 66% complete. • Consider the initiatives recommended within the draft surface water management plans and present to Council for consideration and budget allocation - 66% complete • Work force planning; Develop and implement wellbeing, employee engagement quality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce – 90% complete 4.5 Year-end data is available for 18 of the Plan’s 22 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 13 (72%) Target significantly missed 3 (17%) Target marginally missed 2 (11%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 12 (66%) Improved over longer term (or maintained high level of performance) 11 (61%) 4.6 Where target was significantly missed, this relates to the following PIs: • % Residents satisfied with the Waste service overall; 60% against a target of 82%. Page 14
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• % Residents satisfied with Parks & open spaces; 72% against a target of 85%. • % Residents satisfied with roads maintenance: 24% against a target of 40%. 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2025/26 Delivery Plan 4.8 The 2025/26 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: • Work jointly in partnership with Glasgow City Council and the wider City Region to progress collaborative working opportunities • Progress plan to introduce pavement parking, and enforcement strategy and phased delivery of public and fleet electric charging points. • Finalise detailed design for the construction of the Gruggies Burn Flood Management, progress flood management improvement plans and provide recommendations on draft Surface Water Management Plans. • Introduce 20 mile speed limits and revised service provision for school crossing patrols. • Review Roads and Transport Winter Plan and introduce road construction consent charging. • Support the progress of Exxon City Deal Project • Explore funding opportunities for delivery of Dumbarton Common allotment site, progress ash die back action plan and develop a new local biodiversity action plan • Review Greenspace maintenance programme and implement service redesign • Prepare to close Dalmuir golf course. • Progress next phase of cooperation agreement with Glasgow City Council and implement the prioritisation of collection of recycling project. • Finalise upgrade of 8 playparks and Multi Use Games Areas (MUGA’s) and progress increase of number of 4G pitches. • Working4U, ensure compliance with Shared Prosperity Fund requirements and continue partnership working. • Develop a new employability partnership investment plan and explore the potential for securing training and opportunities in the green energy sector • Compile and publish the local child poverty actions and manage and deliver the Community Learning Development partnership and plan. • Reduce Working4U team and realign the service. Page 15
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• Develop Strategy for transition to electric fleet and introduce operational management of fleet. 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration and Economic Development Committee around November 2025 and May 2026 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Roads and Neighbourhood may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 7 May 2025 _____________________________________________________________ Page 16
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Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Roads and Neighbourhood Delivery Plan 2024/25 - Year-end Progress Appendix 2: Roads and Neigbourhood Delivery Plan 2025/26 Background Papers: Roads and Neigbourhood Delivery Plan 2024/25 - Infrastructure Regeneration and Economic Development Committee, 22 May 2024 Roads and Neigbourhood Delivery Plan 2024/25 Mid- year Progress - Infrastructure Regeneration and Economic Development, 6 November 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 17
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Appendix 1 - R&N Delivery Plan 24/25 Year-end Progress 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Performance Indicator 2023/24 2024/25 Owner Value Status Value Target Short Trend Long Trend Note Percentage of non serious road related defects repaired within 7 working days of being reported 91.4% 93.3% 85% Target exceeded. Improvement from previous year. Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 69.25% 85% Data not available until mid May due to response times. Liam Greene Percentage of emergency road related defects repaired within 4 hours of being reported 96.9% 99.08% 95% Target exceeded. Improvement from previous year. Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 100% 98% 98% Target met. Liam Greene RL3: Percentage of all street light repairs completed within 7 days 98% 97.7% 95% Target exceeded Liam Greene ITEM 7b - APPENDIX 1 Page 18
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Code Action Status Progress Due Date Note Owner R&N/24- 25/R&T/02 Pavement parking, develop and implement the enforcement strategy in line with Scottish guidance next phase 31-Mar-2025 Action overdue. This will be progressed following the implementation of parking enforcement. This action will carry over to 2025/26 Liam Greene R&N/24- 25/R&T/03 Progress a plan to introduce Parking Enforcement 31-Mar-2025 Action completed as planned. Service continues to work towards introduction and currently on programme for 2025 implementation. Communication strategy being developed which will include elected member briefing. Application to transfer powers submitted and approved. Enforcement will commence in 2025/26. Liam Greene Objective 2. Our resident’s health and wellbeing remains a priority Action Status Progress Due Date Note Owner Upgrade 8 play parks and construct 4 new MUGA's 31-Mar-2025 Action overdue. There are two playparks outstanding and will be completed by end of June 2025, these are, Pappert and Ross Head. Delayed due to the contractor’s capacity to complete the works. This action will carry over to 2025/26. Ian Bain Prepare a plan to increase the number of 4G pitches 31-Mar-2025 Action overdue. Plan has been prepared. The issue of tender documents has been paused as there have been a number of formal objections at planning stage. Awaiting planning decision scheduled for May 2025. Action will carry over to 2025/26. Ian Bain Objective 3. Our residents are supported to increase life and learning skills Page 19
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Action Status Progress Due Date Note Owner Progress Faifley Campus in line with agreed programme 31-Mar-2025 Action completed as planned. A review of the programme and budget was carried out. Phase 1 of the programme is on time and within revised budget. Due to internal reorganisation the project transferred to the Asset Team Michelle Lynn 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Performance Indicator 2023/24 2024/25 Owner Value Status Value Target Short Trend Long Trend Note Tonnage of biodegradable municipal waste landfilled 16,432 540 13,300 Target exceeded with significant improvement which is a result of the actions that have been completed. Our overall waste sent to landfill has reduced by more than 15,800 tonnes per year. Ian Bain % Residents satisfied with the Waste service overall 82% 60% 82% Target significantly missed. Recent changes across the service, particularly the introduction of a charge for garden waste (brown bin) collection due to budget reductions have impacted on the satisfaction. Ian Bain Percentage of missed bins collected within 3 working days of being reported 97% 95% 95% Target met. The introduction of the new online chat bot to report missed bins has improved the process for both citizens and the Waste team. Ian Bain Page 20
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Performance Indicator 2023/24 2024/25 Owner Value Status Value Target Short Trend Long Trend Note Percentage of offensive graffiti removed within 24 hours of being reported 100% 100% 100% Target met. Ian Bain Percentage of non offensive graffiti removed within 5 working days of being reported 100% 100% 100% Target met. Ian Bain % of total household waste that is recycled 35.1% 54.5% 60% Target marginally missed. However, we have made significant improvement over the year because of the actions that have been completed resulting in our overall total of waste that is categorized as being recycled has increased by almost 20%. In comparison, benchmarking from LGBF figures, last updated in 2023/24, shows this performance is above the national average of 43.5% and compared to other local authorities. Ian Bain % residents satisfied with the street cleaning service 73% 64% 73% Target marginally missed with a continued downward trend. Recent changes across the service due to budget reductions have impacted on the satisfaction levels. Ian Bain % Residents satisfied with Parks & open spaces 77% 72% 85% Target significantly missed and is continuing a downward trend. The continued progress of a number of initiatives which are underway and recently completed including improving play parks may increase satisfaction. Ian Bain Percentage of abandoned vehicles that require to be removed by the council that are removed within 14 days 100% 100% 100% Target met. Ian Bain Page 21
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Action Status Progress Due Date Note Owner Finalise the delivery of two new allotment sites 31-Mar-2025 Action completed. The Overburn, Dumbarton Common allotment site project will not progress to construction stage until funding has been identified and agreement made on options for delivery. Ian Bain Develop a new local bio diversity action plan 31-Mar-2025 Action overdue. The overall delivery date of the Local Biodiversity Action Plan is now anticipated for December 2025. The final Scottish Government delivery plan was only published in December 2024, much later than originally anticipated. This action will carry over to 2025/26. Ian Bain Develop Ash die back action plan 31-Mar-2025 Action completed as planned. The audit of trees within the Council boundary which may be affected by the Ash Die-back disease is complete and the action plan has been developed and will be progressed. Operational process agreed to deal with cases that are identified on a risk based approach Ian Bain Objective 5. Our resources are used in an environmentally sustainable way Action Status Progress Due Date Note Owner Develop Strategy for transition to electric fleet 31-Mar-2025 Action completed as planned. In addition to the development of our approach to EV transition we have established a collaborative approach that aims to reinforce the programme to transition to ultra-low and zero emission fleet including upskilling of workforce. There are a number of actions identified through consultation and agreement which we will continue to progress. These include, vehicle replacement, procurement opportunities, training and upskilling, develop depot provision for safe areas for repair and storage of electric vehicles and establishing policies and incentives to encourage the appropriate employee behaviour. Stephen Brooks Page 22
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Action Status Progress Due Date Note Owner Develop detailed design and costings for the resource recycling and reuse centre (RRRC) 31-Mar-2025 Action complete. Design and costs are complete, we will not move to construction phase at this time as this will give time for the Co-operation agreement to show required resilience. This was agreed at March Council. Ian Bain Progress development of a best value proposal for the management of biodegradable municipal waste 31-Mar-2025 Action completed as planned. Cooperation agreement with Glasgow City Council has been finalised. Operational processes to move all waste processing to incineration implemented. Ian Bain Develop the procurement model for the phased delivery of public and fleet charging infrastructure including consideration of the Implementation Strategy and Expansion Plan. 31-Mar-2025 Action completed as planned. Service continues to work with Glasgow City Region. Consultant now appointed to prepare tender to move to procurement and to bring in an external company to supply and maintain network of charging infrastructure Liam Greene Objective 6. Our neighbourhoods are sustainable and attractive Performance Indicator 2023/24 2024/25 Owner Value Status Value Target Short Trend Long Trend Note % of Special Needs Adaptation projects completed by consultancy services from receipt of referral to carrying out survey, design and submission of building warrant within 60 day target for type 3 projects 93% 70% Data not available until late May Gail McFarlane % Consultancy Services project deliverables for Housing and General Services projects that were delivered to programme 83% 80% Data not available until late May Gail McFarlane % of Class A roads that should be considered for maintenance treatment 19.2% 19.2% 24% Target met. Liam Greene % of Class B roads that should be considered for maintenance treatment 19.9% 19.9% 24.5% Target met. Liam Greene % of Class C roads that should be considered for maintenance treatment 23.3% 23.3% 30% Target met. Liam Greene Page 23
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Performance Indicator 2023/24 2024/25 Owner Value Status Value Target Short Trend Long Trend Note Percentage of unclassified roads that should be considered for maintenance treatment 30.2% 30.2% 37% Target met. Liam Greene % Residents satisfied with roads maintenance 22% 24% 40% Target significantly missed with a marginal improvement from previous year. Although the Roads satisfaction is at a low level benchmarking from LGBF figures, last updated in 2023/24, highlighted West Dunbartonshire Council as the 6th highest investor in their roads assets per kilometre compared to other local authorities. Investment in the roads maintenance programme continues Liam Greene Action Status Progress Due Date Note Owner Review any representations received following the notification of the scheme and finalise detailed design for the construction of the Gruggies Burn Flood Management 31-Mar-2025 Action completed as planned. Outline design complete, community engagement undertaken and outputs taken into consideration with modification made to address valid concerns. Detailed design in progress. Liam Greene Undertake flood management Improvement Study for Dumbarton and Vale 31-Mar-2025 Action Overdue. Feasibility works underway of proposed actions from Surface Water Management Plan (SWMP). Development options being prepared. Additional assessments and data are now required and will be reviewed by the service to identified potential interventions. This action will carry over to 2025/26. Liam Greene Consider the initiatives recommended within the draft surface water management plans and present to Council for consideration and budget allocation 31-Mar-2025 Action delayed. Proposed options have been reviewed for the Clydebank area with those warranting further investigation. Cost Benefit Analysis being prepared. This action will carry over to 2025/26. Liam Greene Progress plan to change the method used for road defect repairs 31-Mar-2025 Action complete. Structural Patching programme implemented and will be delivered over 4 phases across the year. Liam Greene Page 24
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Action Status Progress Due Date Note Owner Prepare a plan to uncover issues relating to roads satisfaction levels 31-Mar-2025 Action completed as planned. Citizen satisfaction survey undertaken. Responses reviewed to identify areas of improvement. Liam Greene Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of R&N services 31-Mar-2025 The Business Continuity Plan would come into effect in the event of a major adverse weather incident. No change to risk matrix Ian Bain Failure to maintain road network during adverse weather A significant period of adverse weather may result in failure to deliver key operational functions of R&T services and other Council services. 31-Mar-2025 Winter training programme is in place, and business continuity plan is in place. No change to Risk Matrix Liam Greene Failure to manage and maintain the road network effectively Failure to manage and maintain the road network effectively will have an adverse impact on user safety, traffic movement, air quality, economic growth and reduce access to facilities and amenities. The Council’s reputation as a place to live and work with access to employment, education, leisure and health opportunities would be adversely affected. 31-Mar-2025 Significant investment in resurfacing works. Service continues to respond to reported defects across the network. No change to Risk Matrix. Liam Greene Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council’s fails to deliver on the three service areas within Roads & Neighbourhood: Roads & Transportation, Waste & Greenspace and Fleet. These areas provide services across a range of areas including managing and maintaining roads, footpaths and associated infrastructure, managing flood risk, winter gritting, 31-Mar-2025 Service continues to provide full service, monitoring in place to ensure any adverse issues are highlighted and appropriate actions taken. No change to Risk Matrix. Gail Macfarlane Page 25
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling, vehicle fleet management. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Action Status Progress Due Date Note Owner Progress demolition of Artizan Centre within agreed timeframes – next phase 31-Mar-2025 Action completed planned. Demolition complete. Regeneration of the site will now progress Gail Macfarlane Support the progress of Exxon City Deal Project 31-Mar-2025 Action completed as planned. The project will now move to construction phase in 2025/26. Liam Greene 4. Our Council Page 26
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Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2025 Action overdue. We have reviewed succession planning requirements across services, completed analysis of workforce profiles. Developed training plans where required and will undertake further work in the coming year including consideration of the succession planning requirements. All Managers Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2025 Action completed as planned. We have reviewed and adjusted role requirements where necessary. Reviewed turnover and reasons for exit to identify areas of improvement. Role profiles for hard to fill posts have been reviewed and improvements have been made to attract staff. This work will continue in the coming year. All Managers Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2025 Action completed as planned. We have undertaken a review of critical roles to ensure resilience. Concluded an analysis of overtime and use of casual workers, there is limited use of casual workers across the service. Overtime remains an area of consideration in line with the service needs. Further work continues to understand if re-modelling the workforce can be achieved and this will be done in 2025/26. All Managers Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2025 Action completed as planned. We continue to explore opportunities for shared learning with Glasgow city Council under the Net Zero Cooperation Agreement. Targeted training and upskilling have been identified and delivered as required across the service areas. All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Page 27
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Performance Indicator 2023/24 2024/25 Owner Value Status Value Target Short Trend Long Trend Note % of capital projects supported by capital investment team, delivered within agreed plan 83% 81% 80% Data not available until late May Patricia Rowley Action Status Progress Due Date Note Owner Implement Consultancy Services/ Capital Investment team restructure 31-Mar-2025 Action completed as planned. Restructure complete saving target achieved. Gail Macfarlane Reduce fleet hire costs 31-Mar-2025 Action completed as planned. Working closely with the service areas considerable progress has been made in reducing reliance and associated costs. Where purchase is not the most economically effective approach due to seasonal requirements and where services have changing needs, whilst the costs are met by the services areas and they authorise the hire, we have introduced a process to apply an alternative where this is available. We will continue to develop and operational framework to manage fleet across the Council. Stephen Brooks Work jointly in partnership with Glasgow City Council and the wider City Region to progress collaborative working opportunities (including Net Zero) 31-Mar-2025 Action completed as planned. Priority locations provided to the City Region and identified for phased implementation with the successful private partner. Gail Macfarlane Complete phase 3 of the Fit for Service review of waste services, implementing the prioritisation collection of recycling 31-Mar-2025 Action completed as planned. The planning and preparation are complete. Project implementation is estimated to be summer 2025. Ian Bain Progress new charging structure for garden waste and commercial waste 31-Mar-2025 Action completed successfully with a significant number of permits purchased, supporting additional income. Ian Bain Implement revised service provision for school crossing patrols 31-Mar-2025 Action complete. Service provision reviewed changes implemented including reduction in resources and changes to service provision. Liam Greene Page 28
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Challenge to delivery of burial and cremation services A number of factors may impact on ability to deliver these services. For example a pandemic would create significant immediate demand on services. 31-Mar-2025 We have completed extensions to Dumbarton and North Dalnottar cemeteries and Vale Of Leven Cemetery. This will mitigate the impact of any challenges to the burial and cremation services. No change to risk matrix. Ian Bain Inability to deliver priority services as a result of fuel shortages A fuel shortage would significantly impacting on our ability to provide priority service across West Dunbartonshire. 31-Mar-2025 Council participates in the Scottish Government Liquid Fuels Framework and contributes to the work of the Scottish Government Fuel Resilience Group. There are no issues with fuel at this time. No change to risk matrix. Gail Macfarlane Action Status Overdue Not on track In Progress and on track Completed PI Status Target significantly missed Target narrowly missed Target met or exceeded Long Term Trends Improving No change Declining Short Term Trends Improving No change Declining Page 29
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Risk Status Alert Warning OK Page 30
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2025/26 ROADS & NEIGHBOURHOOD ITEM 7b - APPENDIX 2 Page 31
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Contents 1. Introduction .................................................................................................................................................................................................... 3 2. Performance Review ...................................................................................................................................................................................... 3 3. Strategic Assessment .................................................................................................................................................................................... 7 4. Resources .................................................................................................................................................................................................... 17 Appendix 1: Action Plan .......................................................................................................................................................................................... 19 Page 32
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1. Introduction Roads & Neighbourhood comprises a wide range of services covering Roads and Transportation and Environment and Neighbourhood, including Greenspace and Waste Management, Working 4U and Fleet Management. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Infrastructure, Regeneration and Economic Development Committee twice yearly, at mid-year and year-end. 2. Performance Review The Roads & Neighbourhood management team completed a detailed review of 2024/25 performance, focusing on the following: • 2024/25 Delivery Plan year end progress; • Local Government Benchmarking Framework (LGBF) comparative data; • Association for Public Service Excellence (APSE) comparative data; • Citizens’ Panel feedback; • Telephone Survey feedback; • Complaints; and • Continuous Improvement This review highlighted our key achievements in 2024/25 as well as the challenges to be addressed in 2025/26. These are summarised below. Key Achievements in 2024/25 Listed below are some of the major achievements. All services achieved many other key outcomes for the Council and its residents throughout the year which are not recorded here but are as important. Strategic Team • Further implemented the collaborative approach between West Dunbartonshire Council and the wider City Region to increase resilience, share best practice and identify opportunities in the delivery of the Electric Vehicle Strategy and Waste management. Page 33
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Greenspace & Waste Management • Made significant improvements in waste recycling. Our recycling figures have risen from below 40% to over 50%. Waste that is sent to landfill has reduced from 16,432 tonnes per year to 540 tonnes. Our overall total of waste that is categorised as being recycled has risen from 35.1% to 54.5%. • Implemented the Missed Bin Bot that has been recognised as award winning. • Created a new community allotment site at Dillichip, Bonhill. This site will provide 50 individual plots and a community space that will be used by the local Community Council and Bonhill Primary School. • Developed a major extension to Vale of Leven Cemetery that will secure a long term sustainable burial site for local residents. • Provided training and employment opportunities for 12 modern apprentices and engaged with over 200 volunteers to carry out environmental improvement work. Roads & Transport • Developed a Roads Asset Management Plan for the Council gaining Committee approval. • The Active Travel Strategy has been approved by Committee and funding was secured to upgrade of one of the strategic routes identified within the strategy. • Gained final business case approval for the delivery of the Exxon project and commenced the construction phase on site. • Progressed the development of an expansion of Electric Vehicle Charging Units in partnership with City Region and approved the commercial delivery model. Working4U & Fleet Management • Achieved National Recognition o Foundation Apprenticeship of the Year. o Adult Learning Award Learner Voice. • Extended support to particularly vulnerable groups, for example: o ‘Project Search’ (support for young people with autism and/or learning disability). o Families affected by community justice. o ‘Togetherall’ Support for those affected by mental health issues. • Reduced vehicle hire costs in consultation with services by 35%. • Developed a procurement strategy to establish the basis for the transition from internal combustion engines (ICE) to electric powered vehicles. • Established workforce development plan to ensure we have staff that meet the demands of transition. Page 34
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Key Challenges from 2024/25 Along with the achievements noted above, there were significant challenges in 2024/25. Cross Service • Resilience / Capacity Challenges. The ongoing rationalisation of resources and development of service efficiencies and savings has resulted in many service changes. There are a range of challenges linked to a continuing and increased reduction to front line services, both employee reductions and service delivery rationalisation. This has resulted in a number of initiatives taking longer than anticipated, increased demand on staff, reduction in service satisfaction levels and increased complaints. This will require strict prioritisation going forward and delivering services in a different way including service delivery redesign where required. • Demographic of Workforce. R&N has an aging demographic within the workforce and this is also the case nationally. We will continue to carry out workforce analysis and development and will identify opportunities for apprentices and graduates. We are continuing to identify skills gaps to provide upskilling appropriate training and succession planning to allow the Council to plan for the future. • Staff. The national skills shortage of qualified and experienced officers in Roads and Neighbourhood Services resulting in reduced staff complements across many services and increased demands on existing staff. Due to high demand outstripping the labour supply, labour rates continue to increase together with challenges recruiting and retaining skilled staff. This means that we will have to optimise staff retention and improve recruitment practices to ensure job roles are in line with demand. • Climate Change. Due to more adverse weather condition and extreme weather events due to climate change Roads and Neighbourhood require to make changes to operational ongoing service delivery and response to events. In particular flood risk management plans. • Construction inflation remains a concern with labour and material costs significantly increasing over the last year. Greenspace & Waste Management • Development of the revised ground management model to respond to reduction in budget and capacity reflecting the resources available. This will impact on quality of service delivery and resident satisfaction. • Ash Die Back, the scope and scale of the work required is very difficult to predict and may put an additional strain on resources. • Increases in household waste and associated costs continues as there remains more people working from home resulting in increased household residual waste. The impact is additional Biodegradable Municipal Waste being processed and the costs associated with this. This is largely out with the influence of the Council as we cannot directly control the proportion of biodegradable waste contained in householders’ Page 35
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landfill waste bins or deposited at the household waste recycling centres. The Waste Strategy sets out a communications proposal to support and educate residents to improve recycling performance and reduce residual waste. • Due to suppliers leaving the market we expect there will be challenges in getting suppliers / contracts in place for waste treatment options for organic food/garden waste. Roads & Transport • Flood risk management including prioritisation and progress of initiatives continues to be a challenge. Further promotion of the opportunity for residents to apply for property protection measures will be undertaken. • Decriminalised Parking Enforcement (DPE) and pavement parking strategy and implementation is very dependent on the introduction of parking enforcement and identifying funding and resources. • Progress the detailed design of the Gruggies Burn flood alleviation scheme to finalise the delivery costs which require confirmation of award from the Scottish Government flooding budget • Delivery of a revised Winter Plan to respond to the reduction in budget and resources whilst ensuring we continue to provide a quality service to residents. Working4U & Fleet Management • The financial constraints faced by the Council and subsequent challenge in maintaining a 7 and 10 year vehicle replacement programme and transition to electric fleet may result in increased reliance on hire vehicles. Services face significant challenges and transformation resulting in difficulty in establishing comprehensive information about current use and future service fleet requirements. This presents challenges around fleet planning, management and meeting service requirements. • Transition to electric fleet and associated charging infrastructure implementation is constrained within current property/accommodation. Progress will be dependent on the development of the plans for maintenance and fleet depot. • Changing skills sector demands and general requirement for increased knowledge and skills in maintaining electric vehicles will lead to the intense labour market competition. Reinforcing the need to develop and retain the electric vehicle maintenance skills required within our teams. • Increasing requirement to reduce budgets and associated changes in staff leading to reduction in expertise, awareness and understanding of responsibilities for data capture, process input and consequences leading to potential compliance risks. • The ongoing increased cost of living and challenges faced by those most affected by disadvantage leading to ever increased demand for support. Increased demand for access to welfare/benefit advice, community-based learning and employability support from individuals facing disadvantage placing strains on service provision, Page 36
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• The cost -of-living crisis should be seen more that an economic squeeze, as well as not being able to afford the essentials, such as food, rent, heating or transport, there is a wide range of negative impacts on mental and physical health and well-being which will require a great deal of concerted support across Workging4U. These demands and challenges are faced by people in work, people not in work and people not seeking work and are often ineligible for support through funds made available to address barriers to opportunity. 3. Strategic Assessment The Roads & Neighbourhood management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2025/26 and identified a range of key factors recognised as significant. These are summarised below. Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council are currently faced with an estimated cumulative funding gap in 2026/27 of £9.24m rising to £42.77m by 2029/30. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2025/26. These challenges require further action to balance our budget and protect services for residents. Within Roads and Neighbourhood, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients, employees and citizens. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Page 37
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In Roads and Neighbourhood, budgets which have been identified as being more susceptible to fluctuations include; R&N income budgets given the uncertainties surrounding demand and the costs relating to Waste Services can be susceptible to fluctuation depending on tonnage being disposed of. Roads & Neighbourhood Action Plan Roads & Neighbourhood Services Collaborative Working and Partnerships The Council has progressed the development of a Net Zero Cooperation Agreement with Glasgow City Council, and this will facilitate the joint development and delivery of a number of climate change workstreams through the sharing of skills, knowledge and infrastructure for example transition to electric fleet, the waste strategy and sustainable travel initiatives and joint procurement including EV charging strategy. We will continue to work in partnership with the City Region to identify sharing opportunities. In 2025/26 we will support the project board and monitor progress of agreed partnership initiatives. Roads & Transport Transport (Scotland) Act 2019 – Pavement Parking The prohibition of pavement parking came into force on 13th December 2023. Initial Government Guidance has now been published for the implementation and possible exemption to the prohibition of Pavement Parking. In 2024/25 the service liaised with Transport Scotland to identify the required funding to undertake a review of the network and develop a pavement parking strategy for West Dunbartonshire. Initial assessments were undertaken, however progress was delayed due to challenges in identifying the required funding. This action will be carried forward. In 2025/26 the service will consider alternative funding sources, including a bid for capital funds, and external funding to progress the appointment a consultant to develop the pavement parking enforcement strategy for West Dunbartonshire. Parking Enforcement The Scottish Government have identified the key role local authorities play in improving traffic safety and reducing congestion across their area. The Road service has worked with Scottish Government to transfer parking enforcement powers to West Dunbartonshire Council with the authority now been granted the relevant powers. The implementation date for Parking Enforcement was delayed whilst these powers were transferred and other internal dependencies. This action will carry forward into 2025/26, confirmation on an implementation date will be given and works will progress. Page 38
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Electric Charging Points This continues to be a priority initiative with a collaborative approach to the phased delivery of public and fleet charging infrastructure in partnership with the City Region. We have finalised with City Region the strategy to engage with external suppliers to support and increase our Electric Vehicle Charging Point infrastructure for both on and off-street parking. This was presented to Elected Members for consideration, it includes the Implementation Strategy and Expansion Plan and detail of the proposed procurement model to implement a phased delivery of public and fleet charging infrastructure. In 2025/26 we will work with City region and the appointed consultant to prepare the tender to bring in an external company to supply and maintain the ECP’s. Gruggies Burn As part of West Dunbartonshire Councils action for Cycle 1 of the Flood Risk Management Plan Gruggies Burn Flood Scheme scored high on the priority list. Due to the over commitment of the Scottish Government flooding budget the progression of all projects was paused. Following recommencement challenging deadlines have been placed on the Council to complete project milestones. The Roads and Transportation Team have notified the scheme to all stakeholders and undertaken consultation, detailed initial design is underway. The final detailed design is expected in Summer 2025 with appropriate documentation developed to allow for issue of build contract. In 2025/26 we will ensure a contract is appointed to secure funding from Scottish Government by 31st March 2026 deadline. Surface Water Management Plan (SWMP) The Clyde and Loch Lomond Flood Risk Management Plan highlights action which need to be undertaken by local Councils to address flooding in the area. These actions are split into 6 years cycles to make outcomes easier to achieve and spread costs. Following the improvement study for Dumbarton and Vale of Leven to modal the surface water, pluvial and sewer flooding to ensure suggested actions identified in the SWMP for Dumbarton and the Vale were appropriate and provide high level estimates and designs for the implementation of any actions. This has highlighted what actions can be undertaken in the area to address flooding and support the development of the SWMP for Clydebank. Feasibility and cost benefit analysis for flood management improvement study for Dumbarton and Vale of Leven has been undertaken. In 2025/26 additional work will progress in Dumbarton & Vale of Leven. The recommendations in the draft SWMP have been given consideration and could result in significant cost to the Council. In 2025/26 we will make a recommendation including cost benefit analysis to Council, following approval we will progress next steps. Page 39
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Implement 20 Miles Speed Limit West Dunbartonshire Council has a commitment to implement 20mph speed limits around schools. A review was undertaken to ensure a consistent policy application, particularly where co-location and relocation of schools had occurred. 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 at Balloch Campus and Dalreoch Primary School. Whilst there is an existing order for Dalreoch Primary, an order is required to support the implementation of a 20mph limit at Balloch Campus. In 2025/26 the service will take steps to implement a temporary traffic regulation order at Balloch Campus and install all necessary signage and road marking to support the new speed limit. The Council is also committed to improving road safety in and around residential areas. In 2025/26 the service will take steps to develop a wider 20mph policy for residential streets for West Dunbartonshire for consideration and approval. Any future permanent order to support the 20mph at Balloch Campus will be dependent on any wider measures. Action; Implement 20 miles speed limit at Balloch Campus and Dalreoch Primary School (new) Exxon – City Deal Project The Glasgow City region deal is an agreement between the UK Government, the Scottish Government and eight Local Authorities across Glasgow and the Clyde Valley to invest in communities across Scotland. A major industrial and commercial development at the former ExxonMobil terminal in Bowling West Dunbartonshire is underway with detailed planning approval in January 2024. In 2025/26 we will continue to progress with the construction phase of the Exxon Project in line with the current programme. A specific Exxon Project Board meets to discuss this project providing governance and monitoring. Winter Maintenance Plan Under the terms of the Roads (Scotland) Act 1984, the Council has the responsibility to take reasonable measures to protect the roads from the effects of snow and ice. The term “reasonable” highlights that it would not be possible to respond to all incidents or keep all locations free of ice at all times. Local Authorities should instead ensure that they take a practical and proportionate approach based on the make up of their network and the resources available. As part of the savings options approved at the March Committee the decision was taken to cease all footway gritting and prioritise the treatment of our strategic and main carriageway network over the treatment of more residential locations. The Road service will be required to adapt and update the existing Winter Plan to address these changes whilst ensuring a consistent approach across the network. This will include a review of grit bin criteria. This plan will need to be considered and approved at the relevant Committee. Page 40
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Reduce School Crossing Patrollers Following the 2025/26 savings options, some service changes were agreed including reduction in service provision of school crossing patrollers. The Council currently provides school crossing patrollers at 30 locations sited at locations where there are no controlled crossings. The controllers are in place for the start and finish of the school day. Patrollers are based along safe routes to schools. These routes have been identified and are monitored by Education and Roads within School Safety Plans. Any locations highlighted by parents, pupils or schools will be assessed for physical measures. Children will continue to receive education on road safety, including the safe crossing of roads and awareness of vehicle movement. 17 crossing patrollers will be retained with 13 crossing patrollers removed. Sites for crossing patrollers will be prioritised based on location and traffic conditions. Road Network & Capital Management Reduction Following the 2025/26 savings options the implementation of a revised charging scheme for roads construction consents with a universal charge for internal and external applicants will be progressed. The saving will be achieved by the introduction of the Road Construction Consent Charging Review and a reduction of 1 FTE which will reduce the capacity to monitor capital projects. It will also reduce technical support for responses to traffic signals, traffic management and processing of planning application responses. The Service have a number of statutory obligations and these will be prioritised with non statutory activities either ceased or delivered when resources allow. Greenspace & Waste Management Food Growing Strategy and Allotments The Greenspace service currently manages three allotment sites in Dumbarton. There is a 10 year waiting list for allocation of an allotment. The Community Empowerment Act places an obligation on Local Authorities to provide sufficient allotments for its residents. There is an allocation of funds in the Council’s capital plan to develop new allotment sites. In addition, we successfully secured 100K from the Scottish government vacant and derelict land fund to enhance this programme. Sites were identified with low contamination at Dillichip Loan and Dumbarton Common. Last year we progressed the completion of Dillichip Loan which provides an addition 50 allotment plots. We commenced work on the site at Dumbarton Common in autumn 2024 but encountered some delays with ground contamination reports and planning permission. In 2025/26 we will explore the opportunity for external funding and if successful we will progress the implementation of the Dumbarton Common site which would provide an addition 50 allotment plots. Page 41
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Ash Die Back Ash dieback is a serious disease of ash trees caused by a fungus. The disease causes leaf loss and crown dieback in affected trees and can lead to the death of the tree. Of the 10 million ash trees in Scotland 90% may die due to this disease. Infected trees need to be identified and removed to prevent or minimise the spread of the disease. In 2024/25 we carried out a full audit of affected trees and an action plan was developed identifying the extent of the issue and the associated cost pressures. In 2025/26 we will progress the Ash Die back action plan, including dealing with trees that are categorised as requiring immediate action. Bio Diversity Strategy The new Scottish Biodiversity Strategy is being developed with the aim of halting biodiversity decline by 2030 and having nature restoration underway by 2045. Giving full consideration to the strategy WDC will develop a new local Biodiversity Action Plan identifying local actions that will contribute to the overall aims of the national strategy. The final Scottish Government delivery plan was not published until December 2024, which was later than expected. In 2025/26, following consideration of the national strategy, we will carry forward this action and further progress the development of a local Biodiversity Action Plan, estimated to be completed by end 2025. Play Parks and Recreation Facilities We have developed plans and upgraded 8 play parks throughout West Dunbartonshire, investing 465K to improve accessibility and inclusivity. We will continue progress on the 4 new Multi Use Games Areas (MUGA) at Bonhill, Goldenhill Park, Milton Park and Brevel Crescent to provide additional sports facilities for young people throughout West Dunbartonshire. Tenders have been issued there have been some delays in completion due to contractor’s capacity. These will be completed in 2025/26. In addition further play areas will be delivered in 2025/26 and located at Dennystoun Forge, Lusset Park, Braes Avenue, Dalmuir Park and Balloch Country Park. Increase Number of 4G Pitches The savings options agreed to delivery 2024/25 budget have resulted in changes to sports pitches. The Grounds Service maintain grass pitches utilised for sports activities throughout West Dunbartonshire. This proposal is to build three new 4G pitches to replace six underutilised grass pitches located in Alexandria, Dumbarton and Clydebank. There would be an initial Capital investment of £2m required. The saving would be made up of a combination of increased income due to all weather availability of pitches and a reduction in maintenance costs of the existing grass pitches. The other grassed pitches will no longer be maintained or lined, and community asset transfer or alternative uses will be explored, including open space for general use. In 2024/25 we undertook the design and preparation of tender documents to deliver the 3 4G pitches. In 2025/26 we will progress to procure the construction dependant on the outcome of Planning. Page 42
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Implementation of the Waste Strategy In accordance with the Waste (Scotland) Regulations 2012, which was subsequently reviewed in 2019, landfilling of Biodegradable Municipal Waste to landfill will be banned by the end of 2025, this waste will require a form of treatment or processing at dedicated waste treatment facilities. The Council have two main initiatives which are progressing; 1. Continue to work collaboratively with Glasgow City Council to develop initiatives and best practices that will deliver increased recycling rates and enhanced service delivery. 2. Implementation of the prioritisation of the collection of recycling project. This will result in providing a weekly collection that encourages recycling by increasing frequency of recycling waste collection and reducing frequency of residual waste collections. Studies have identified that over 50% of the waste that is in general waste bins could be recycled This initiative will be a further tool that will assist with increasing the Councils recycling rates. Review of Greenspace Grounds Programme Following the 2025/26 saving options, a number of budget reductions were agreed which include reduction in resources and changes to service provision across Greenspace services. These include, review of public toilet provision, cease of the care of gardens scheme, review levels of street cleaning, review of park maintenance, remove open space maintenance of non council land, review event support by Grounds Service and reduce grass cutting. In addition there is a £150k reduction in income to undertake works within Housing estates. The reduction of both permanent and seasonal operatives within the Greenspace service to minimal levels will impact on capacity to respond to reactive unplanned events and inclement weather conditions. In 2025/26 we will review and implement changes to Grounds Maintenance Programme and implement Greenspace service redesign. Dalmuir Golf Course – Closure Following the 2025/26 saving options, the closure of Dalmuir Golf Course which has seen a steady decline in membership costing the Council £145,000 to subsidise in 2024/25 will be progressed. Dalmuir Golf Course is maintained and managed by the Council and will be closed. Full closure of golf course will remove all maintenance requirements with a workforce reduction of 5FTE and possibly provide a potential for a capital receipt from the surplus land and recovery of income for the Golf Course. In 2025/26 we will progress the closure of the Golf Course. Page 43
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Working 4U and Fleet Management Shared Prosperity Fund We have submitted an Investment Plan for the delivery of the ‘Shared Prosperity programme’ and secured funds to deliver a range of actions. We have also secured ‘No One Left Behind’ and Parental Employability Support Funds. This will require an increased focus on disadvantaged groups providing them with specialist employability support. Target groups include those with long-term health conditions, families likely to be affected by poverty, ethnic minority groups, people with disabilities, economically inactive and young people. In 2025/26 we will ensure we are compliant with funding requirements including the need to work in partnership and commission specialist services, review and continue to develop access to welfare rights and debt management services and continue to provide access to employability services. Local Employability Developments / Fair work The Scottish Government and COSLA have signed the ‘No One Left behind’ (NOLB) partnership agreement with an associated Delivery Plan that aims for transformational change in employability services. This is built on a partnership approach where West Dunbartonshire Council acts as lead partner to manage the funds and work with private and third-sector service providers to identify local needs and make informed decisions about how best to support employability. To date, we have established a local employability partnership to ensure that we co-ordinate employability service provision in an effective way. In addition to No One Left Behind, Parental Employability Support and Modern Apprenticeship programme additional funds have been made available through the UK Shared Prosperity Fund (UKSPF). We have integrated strategic management of these additional UK Government funds into the local employability partnership approach in order to maximise access to employment and training opportunities for people facing challenges in West Dunbartonshire. In 2025/26 we will Develop a new employability partnership action plan (year on year basis) to identify priorities and co-ordinate the use of resources to achieve the outcomes expected by NOLB and UKSPF funds. Employment: Green jobs We will engage with employers and by collaborating with them we will identify in-demand skills and qualifications. we will offer Employer Support and, where appropriate, offer incentives to support their carbon reduction efforts. We will identify relevant courses and apprenticeship pathways and commission, where relevant, appropriate specialist training providers to deliver skills training. By doing so we will support jobseekers to obtain industry-standard qualifications and enhance their employability and career progression within the growing carbon and green energy sectors. In 2025/26 we will explore the potential for securing training and opportunities in the carbon/green energy sectors Page 44
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Supporting Vulnerable People People are vulnerable if they are unable to live at the standard that most others would expect. It is not sufficient to focus on particular groups without understanding circumstances, transitions and barriers that affect families and individuals on a daily basis. To date, we have established a local employability partnership to ensure that we coordinate employability service provision in an effective way. In addition to No One Left Behind, Parental Employability Support and Modern Apprenticeship programme funds we will also manage the delivery of UK shared prosperity priorities. We will integrate strategic management of the funds into the local employability partnership approach in order to maximise the benefits for West Dunbartonshire residents. We are currently implementing a three year-plan for the delivery of employability services. In 2025/26 we will compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage. Manage, deliver and monitor the three-Year Community Learning and Development (CLD) plan continue to provide access to community-based learning opportunities Working4U Service Realignment Following agreement at the Council Meeting in March 2025, the W4U Services will progress a review of the service to reduce the number of employees funded by the Council. Our approach will rest on shifting staff, where possible, to programmes that have been funded by external agencies for ring-fenced activity that is managed and delivered by Working4U. This includes funding from the Scottish Government Employability (No One Left behind) and UK Gov grants (UKSPF – ‘People and Skills’); Skills Development Scotland (SDS) grants to deliver apprenticeship training; and Macmillan Cancer Funds. With the exception of MacMillan funds, where the focus is on supporting those affected by cancer, the external funds awarded to Working4U are ring-fenced for specific eligible activities; predominantly employability support for working age residents who are overcoming barriers to work and progressing towards and into work. The change in funding (from Council general grant to external sources) will reduce our focus on residents that are not eligible for support through these external funds. This is likely to include, among others, those not seeking work, people in retirement and those limited through ill- health. Grant conditions stipulate the need for: strategic and operational delivery plans; partnership management and working with the third sector through the provision of grants and contracts. This includes the development of assurance/risk management frameworks; service quality assurance; and extensive progress and finance monitoring and reporting (grant lifecycle management). Without council funded posts to deliver these elements the external funds may be at risk. Page 45
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Fleet Management Transition to Electric Fleet The service is developing a transition to electric fleet strategy in response to the National agenda for decarbonising transport. The strategy will set out a programme of implementation of fleet procurement and disposal, charging infrastructure and consider financial implications for each future financial year. The strategy will be refined and finalised in financial year 2025/26. Operational Management of Fleet To further enhance the operational management of Fleet to deliver efficiencies and cost-effective solutions over 2025/26 we will develop customised service agreements with departments using fleet vehicles. This will provide them with the information they require to make effective decisions about their service fleet needs. This will also incorporate practical support and identification of potential effective/efficient alternatives for their fleet to ensure they have the right size of fleet for their service. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Roads & Neighbourhood priorities for 2025/26. Appendix 1 sets out the action plan to address them. It also includes: • performance indicators and targets that will enable progress to be monitored and reported to stakeholders; • strategic workforce actions • strategic and/or service risks In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership; while service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2025/26 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 46
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Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. 4. Resources Finance Roads & Neighbourhood has a net revenue budget of £17.904m and a capital budget of £32.557m in 2025/26. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2025/26 (£m) Gross Income 2025/26 (£m) Net Expenditure 2025/26 (£m) Capital Budget 2025/26 (£m) Transport, Fleet & Maintenance Services 4.507 -4.624 -0.117 1.939 Roads Services 7.058 -4.585 2.473 25.623 Outdoor Services 0.378 -0.078 0.299 0.000 Burial Grounds 0.513 -0.758 -0.245 0.250 Crematorium 0.547 -1.606 -1.059 0.000 Waste Services 11.707 -1.897 9.810 1.780 Depots 0.730 -0.730 0.000 0.000 Ground Maintenance & Street Cleaning Trading A/c 8.534 -3.811 4.723 2.965 UK Shared Prosperity Fund (UKSPF) 1.695 -1.695 0.000 0.000 Working4U 4.122 -2.103 2.019 0.000 Total 39.79 -21.886 17.904 32.557 Page 47
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Employees Employee Numbers The headcount and full time equivalent staff in each service area (as of 31st March 2025) are as follows: Absence in 2024/25 The quarterly absence statistics for Roads & Neighbourhood are shown below together with the Council average for the same periods for comparison. The figures have been lower than the Council average in 2024/25: Absence in 2024/25 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Roads & Neighbourhood 6.93 7.51 6.42 3.78 12.26 COUNCIL WIDE TOTAL 6.51 5.67 7.04 6.51 14.33 Service Area Headcount FTE Waste 92 89.919 Greenspace 142 136.02 Roads & Transportation 70 50.613 Working4U & Fleet (new for 2025) 123 114.82 TOTAL 427 391.372 Page 48
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Appendix 1: Action Plan 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Performance Indicator Target 25-26 Owner Percentage of emergency road related defects repaired within 4 hours of being reported 95% Liam Greene Percentage of non-serious road related defects repaired within 7 working days of being reported 85% Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 85% Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 98% Liam Greene RL3: Percentage of all street light repairs completed within 7 days 95% Liam Greene Action Due Date Owner Progress the development of pavement parking enforcement strategy for consideration by relevant Committee 31-Mar-2026 Liam Greene Progress plan to introduce Parking Enforcement 31-Mar-2026 Liam Greene Implement revised service provision for school crossing patrollers 31-Mar-2026 Liam Greene Implement 20 miles speed limit at Balloch Campus and Dalreoch Primary School 31-Mar-2026 Liam Greene Prepare strategy to implement 20 miles speed limit in residential areas 31-Mar-2026 Liam Greene Page 49
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Objective 2. Our resident’s health and wellbeing remains a priority Action Due Date Owner Complete construction of 4 new MUGA's and delivery of 2025/26 playpark improvement programme 31-Mar-2026 Ian Bain Progress plan to increase the number of 4G pitches 31-Mar-2026 Ian Bain 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Performance Indicator Target 25-26 Owner Percentage of residents satisfied with the street cleaning service 60% Ian Bain Percentage of residents satisfied with the Waste service overall 70% Ian Bain Percentage of residents satisfied with Parks & open spaces 75% Ian Bain Percentage of missed bins collected within 3 working days of being reported 95% Ian Bain Percentage of total household waste that is recycled 60% Ian Bain Tonnage of biodegradable municipal waste landfilled 13,300 Ian Bain Page 50
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Action Due Date Owner Explore funding opportunities for delivery of Dumbarton Common allotments 31-Mar-2026 Ian Bain Develop a new local biodiversity action plan 31-Mar-2026 Ian Bain Develop ash die back action plan – next phase 31-Mar-2026 Ian Bain Objective 5. Our resources are used in an environmentally sustainable way Action Due Date Owner Progress next phase of the Net Zero Cooperation Agreement with Glasgow City Council 31-Mar-2026 Gail Macfarlane Implement the Prioritisation of collection of recycling project. 31-Mar-2026 Ian Bain Progress phased delivery of public and fleet electric charging points – next phase 31-Mar-2026 Liam Greene Continue to refine the strategy for transition to an electric fleet 31-Mar-2026 Stephen Brooks Page 51
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Objective 6. Our neighbourhoods are sustainable and attractive Performance Indicator Target 25-26 Owner Percentage of residents satisfied with roads maintenance 40% Liam Greene Percentage of Class A roads that should be considered for maintenance treatment 24% Liam Greene Percentage of Class B roads that should be considered for maintenance treatment 24.5% Liam Greene Percentage of Class C roads that should be considered for maintenance treatment 30% Liam Greene Percentage of unclassified roads that should be considered for maintenance treatment 37% Liam Greene Action Due Date Owner Award contract for Gruggies Burn Flood Management design 31-Mar-2026 Liam Greene Provide recommendations to Council based on draft Surface Water Management Plans 31-Mar-2026 Liam Greene Progress Flood Management Improvement plans for Dumbarton and Vale of Leven 31-Mar-2026 Liam Greene Develop new Roads and Transport Winter Plan for consideration at May Committee 31-Mar-2026 Liam Greene Implement Greenspace Service Redesign 31-Mar-2026 Ian Bain Review and Implement Changes to Grounds Maintenance Programme 31-Mar-2026 Ian Bain Page 52
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Risk Description Current Assessment Target Assessment Owner Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of R&N services Ian Bain Failure to maintain road network during adverse weather A significant period of adverse weather may result in failure to deliver key operational functions of R&T services Liam Greene Failure to manage and maintain the road network effectively Failure to manage and maintain the road network effectively will have an adverse impact on user safety, traffic movement, air quality, economic growth and reduce access to facilities and amenities. The Council’s reputation as a place to live and work with access to employment, education, leisure and health opportunities would be adversely affected. Liam Greene Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council fails to deliver on the three services within Roads & Neighbourhood: Roads & Transportation, Fleet & Waste and Greenspace. These areas provide services across a range of areas including managing and maintain roads, footpaths and associated infrastructure, managing flood risk, grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling and vehicle fleet management. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. Gail Macfarlane Page 53
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3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Objective 8. We will support our residents to access employment and training opportunities Performance Indicator Target 25-26 Owner Value (£) of debt managed £1,520,000 Stephen Brooks Number of local people entering employment through Working 4U 400 Stephen Brooks Number of local people entering education or training 750 Stephen Brooks Number of local people gaining a full qualification 450 Stephen Brooks Action Due Date Owner Manage, deliver and monitor the Community Learning and Development (CLD) partnership and associated plan. 31-Mar-2026 Stephen Brooks Action Due Date Owner Support the progress of Exxon City Deal Project – construction phase (next phase) 31-Mar-2026 Liam Greene Page 54
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Performance Indicator Target 25-26 Owner We will ensure we are compliant with funding requirements including the need to work in partnership and commission specialist services. 31-Mar-2026 Stephen Brooks Objective 9. We will work with partners to support economic development to deliver increased prosperity for our area Performance Indicator Target 25-26 Owner Total Value (£) of Income Generated £6,000,000 Stephen Brooks Number of local people receiving support through Working 4U 4,500 Stephen Brooks Percentage of local people with increased or sustained income through reduced debt liability/debt management 90% Stephen Brooks Number of people receiving support through Working 4U with more than one barrier to employment 854 Stephen Brooks Action Due Date Owner Develop a new employability partnership action plan 31-Mar-2026 Stephen Brooks Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar-2026 Stephen Brooks Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31-Mar-2026 Stephen Brooks Page 55
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Service Risk Description Current Assessment Target Assessment Owner Failure to respond to child poverty legislation Failure to respond to child poverty legislation will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost Stephen Brooks The cost-of-living crisis will lead to a substantial demand for access to welfare/debt support services. We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we receive appropriate referrals who can benefit from our support. Stephen Brooks Objective 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Due Date Owner Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 All Managers Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2026 All Managers Page 56
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Action Due Date Owner Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2026 All Managers Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Due Date Owner Support the project board and monitor progress of the Net Zero Cooperation Agreement with Glasgow City Council 31-Mar-2026 Gail Macfarlane Road Construction Consent Charging review and team reduction 31-Mar-2026 Liam Greene Progress and manage service level agreements for Fleet management. 31-Mar-2026 Stephen Brooks W4U Team Reduction and Service Realignment 31-Mar-2026 Stephen Brooks Prepare plans to close Dalmuir Golf Course 31-Mar-2026 Ian Bain Page 57
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Risk Description Current Assessment Target Assessment Owner Challenge to delivery of burial and cremation services A number of factors may impact on ability to deliver these services. For example a pandemic would create significant immediate demand on services. Ian Bain Inability to deliver priority services as a result of fuel shortages A fuel shortage would significantly impacting on our ability to provide priority service across West Dunbartonshire. Gail Macfarlane Page 58
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Infrastructure, Regeneration & Economic Development Committee 21 May 2025 Subject:Regulatory & Regeneration Delivery Plan 2024/25 – Economic Development Year-end Progress & Regulatory & Regeneration Delivery Plan 2025/26 – Economic Development 1 Purpose 1.1 This report sets out the year-end progress of the 2024/25 Delivery Plan and presents the new 2025/26 Delivery Plan, both in relation to Economic Development. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Delivery Plan for 2025/26. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 In the last few months of 2024/25, several services and teams across the Council were realigned to other Chief Officer areas. For consistency and transparency, the year-end progress reports reflect the content of the 2024/25 delivery plans reported to the relevant committees at the beginning of that year, with none of the organisational changes that took place in-year included. Those changes are, however, reflected in the new delivery plans for 2025/26. 4 Main Issues 2024/25 Year-end Progress 4.1 The 2024/25 Delivery Plan was presented to Infrastructure, Regeneration & Economic Development Committee on 22 May 2024 and mid-year progress reported on 6 November 2024. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 8 Page 59
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4.3 The progress of the Delivery Plan’s eight Economic Development actions is summarised below: Progress No. (%) Complet ed 7 (88%) Overdue 1 (12%) 4.4 The overdue action relates to the following and will be carried forward and completed in 2025/26: Support town centre revitalisation - 75% complete 4.5 Year-end data is available for two of the Delivery Plan’s four Economic Development PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 2 (100%) Performance Over Time No. (%) Improved over short term (or maintained a high level of performance) 0 Improved over longer term (or maintained a high level of performance) 0 4.6 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2025/26 Delivery Plan 4.7 An extract from the 2025/26 Delivery Plan is set out at Appendix 2. This outlines Economic Development’s achievements and challenges over the past year, as well as the priorities for the year ahead. These include: delivering key regeneration sites across West Dunbartonshire promoting the next phase of Queens Quay Housing exploring commercial opportunities supporting business recovery supporting town centre revitalisation monitoring and reporting the Climate Change Action Plan developing the Local Heat and Energy Efficiency Strategy Delivery Plan developing Community Planning contributing to the Community Learning and Development Plan concluding the Cash First Project 4.8 Implementation of the Delivery Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration & Economic Development Committee around November 2025 and May 2026 respectively. Page 60
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5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Economic Development may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 24 April 2025 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Page 61
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Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2024/25 - Economic Development Year-end Progress Appendix 2: Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development Background Papers: Regulatory & Regeneration Delivery Plan 2024/25 - Economic Development, Infrastructure, Regeneration & Economic Development Committee, 22 May 2024 Regulatory & Regeneration Delivery Plan 2024/25 - Economic Development Mid-year Progress, Infrastructure, Regeneration & Economic Development Committee, 6 November 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 62
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Appendix 1: Regulatory & Regeneration Delivery Plan 2024/25 – Economic Development Year-end Progress 1. Our Environment Our resources are used in an environmentally sustainable way 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Tonnage of carbon dioxide emissions from Council operations and assets 19,342 Work to confirm the 2023/24 value is on-going, delayed due to vacancies and resourcing challenges. Data for 2024/25 will be available in November when all utilities bills and waste figures are validated in advance of preparing our annual mandatory climate change report for submission to Scottish Government. Elaine Troup Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2024/25 31-Mar- 2025 Completed as planned. The Climate Change Action Plan has been completed for 2024/25 and new actions developed for the 2025/26 Plan. Elaine Troup Develop a Local Heat and Energy Efficiency Strategy and Delivery Plan 31-Mar- 2025 Completed as planned. Public consultation on the draft strategy closed in June 2024 and the strategy, with outline delivery plan, was published at the end of September 2024. Work is ongoing to develop a detailed delivery plan, with publication due mid-2025. Elaine Troup ITEM 8 - APPENDIX 1 Page 63
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. 08-Apr- 2025 The risk of not delivering carbon emissions targets remains moderate. Progress is being made through the delivery of the Climate Change Action Plan; however, pace of delivery has been, and will continue to be, impeded due to lack of internal resource and additional funding to deliver. This risk will be reviewed again once the Scottish Government publishes the revised net-zero targets. Elaine Troup Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Promote the next phase of Queens Quay Housing 31-Mar- 2025 Completed as planned. The Council continues to meet the owner and agent to progress opportunities for future housing development at Queens Quay. Under the terms of the Joint Venture agreement, the owner and agent of Queens Quay are responsible for the commercial discussions on future housing development. The challenges faced at the site have also been raised with senior officials at the Scottish Government. Elaine Troup Page 64
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2. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Number of businesses given advice and assistance to start up through Business Gateway 200 190 180 190 clients were assisted to start- up a new business, exceeding the target of 180 set for the year. Gillian Scholes Number of business gateway start- ups per 10,000 population 22.54 21.41 19.78 There were 21.41 business gateway start-ups per 10,000 population, exceeding the target of 19.78 set for the year. Gillian Scholes Proportion of properties receiving superfast broadband 99.3% 99% 2024/25 data for this LGBF indicator will be available in December 2025 following publication by the Improvement Service. Based on the most recent LGBF comparative data for the previous year (2023/24), performance at 99.3% was better than the Scottish average of 95.9% with a ranking of 1st of 32 local authorities, consistent with the previous year. Gillian Scholes Page 65
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Action Status Progress Due Date Note Owner Implement, monitor and report the progress of the Economic Development Strategy 31-Mar- 2025 Completed as planned. The Economic Development Strategy annual update was reported to Infrastructure, Regeneration & Economic Development Committee in November 2024. This Strategy covers the period 2022/27 and will continue in the coming year. Elaine Troup Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2025 Completed as planned. Work has progressed on the key regeneration sites across the Council area that include the three town centres, and the strategic sites of Queens Quay, Exxon and the Carless site. Milestones relating to the Scottish Marine Technology Park, Exxon Infrastructure Project and our three town centres have been successfully completed. This is a multi-year action that will continue into 2025/26. Elaine Troup Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2025 Completed as planned. The Planning Permission in Principle application for the Artizan redevelopment masterplan in Dumbarton was submitted to the Council in July 2024. This very complex application has taken significant time to process and will be considered by the Council later in 2025. The Long-Term Plan and the accompanying 3 Year Investment Plan for Clydebank were submitted to UK Government in October 2024. Following the general election in 2024, the programme has been reformed and renamed Plan for Neighbourhoods. A Regeneration Plan (which will replace the Long-term Plan and the Investment Plan) is due to be submitted to the UK Government in Spring/Summer 2025. Magda Swider Page 66
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Action Status Progress Due Date Note Owner Develop and implement business support interventions through the UK Shared Prosperity Fund 31-Mar- 2025 Completed as planned. UK Shared Prosperity Fund interventions have been developed and widely promoted through the Council website, social media, partner organisations and directly to eligible businesses. The Business Support team are continuing to promote the grant support and appraise applications. Gillian Scholes Support town centre revitalisation 31-Mar- 2025 Overdue. We have made good progress with the development of projects in Dumbarton and Alexandria, including obtaining planning permission and appointing a contractor for the Artizan redevelopment (Phase 1) and appointing a design team for Mitchell Way project. However, the Alexander Street project took longer than anticipated due to prolonged consultations with stakeholders. The tender process has been delayed, and it is now expected that the contractor will be appointed in summer 2025. Magda Swider Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. 14-Mar- 2025 Risk remains unchanged. Focus continues on landowner agreeing a housing proposal with a potential developer. Delivery embedded into workstreams to promote development at site. Michael Mulgrew; Elaine Troup Page 67
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. 14-Mar- 2025 Risk remains unchanged. Individual projects continue to progress, reducing the likelihood of undesirable outcomes. Embedded into workstreams to ensure sufficient resource to support delivery of projects within required timescales. Michael McDougall; Michael Mulgrew; Elaine Troup Action Status Overdue Completed PI Status Target met or exceeded Risk Status Warning OK Long Term Trends Declining Short Term Trends Declining Page 68
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Appendix 2: Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development 1. Introduction Regulatory & Regeneration comprises a wide range of services covering legal, trading standards, licensing, records management, planning, building standards, environmental health, democratic and registration services, economic development, community planning and procurement. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (economic development elements only) twice yearly, at mid- year and year-end. 2. Performance Review The management team completed a detailed review of 2024/25 performance, focusing on the following: 2024/25 Delivery Plan year end progress; Local Government Benchmarking Framework comparative performance; National Planning Improvement Framework; Citizens’ Panel feedback; Telephone Survey feedback; and Complaints. This review highlighted our key achievements and challenges in 2024/25. These are summarised below. Key Achievements in 2024/25 ITEM 8 - APPENDIX 2 Page 69
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Listed below are some of the major achievements in each service area that were particularly challenging or unusual. All services achieve many other fantastic outcomes for the Council and its residents throughout the year which are not recorded here but are often as important. Cross Service Settled the purchase of land from Esso at Bowling, Dumbarton along with five additional areas from various parties and concluded the construction delivery contract with Balfour Beatty for the infrastructure at the Exxon site allowing commencement of the Exxon Transport Infrastructure and Platform Development project. Commenced Phase 1 of the Artizan Redevelopment Project as part of the wider regeneration of Dumbarton Town Centre. Concluded the Net Zero Collaboration agreement with Glasgow City Council, the first of its kind in Scotland, which will help the Council meet it’s net zero target. Economic Development and Regeneration With support from the Council, the Malin Group and Strathclyde University, were short-listed for a potential £20m for the Scottish Marine Technology Park from the City Region’s Advanced Manufacturing and Precision Engineering Investment Zone. Contributed to numerous strands of the UK Shared Prosperity Fund delivery including providing support to more than 180 new business start-ups and delivering a range of business growth interventions and successfully delivering a series of community soup events to increase local democracy. Successfully delivered Community Budgeting Phase 7 and a programme of Community Soup events to support increased local democracy as part of Community and Place project funded by UK Shared Prosperity. Developed the Scottish Government funded Cash First approach across West Dunbartonshire in partnership with Working4U. Undertook stage 1 consultation to support consideration of a potential Visitor Levy across West Dunbartonshire. Secured planning permission for Phase 1 of the Artizan redevelopment works in Dumbarton and appointed the main contractor, with works starting on site in Spring 2025. Established the multi-agency Clydebank Town Board which, following extensive consultation and engagement, produced the Long-Term Plan and 3 Year Investment Plan to secure £20m Long Term Plan for Towns funding from UK Government. Supported Alexandria traders to establish the Business Improvement District Collaborated with Loch Lomond and Trossachs National Park and undertook community and stakeholder engagement on Balloch Pierhead Action Plan. Consulted on and developed Alexander Street improvements which is the next phase of Alexandria Masterplan projects. Delivered 27 no shopfront grants using Shared Prosperity Fund contributing to improved aesthetics and vibrancy of West Dunbartonshire’s Town Centres. Page 70
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Published the Local Heat and Energy Efficiency Strategy. Recognised through the Community Learning and Development inspection for the approach taken to delivering the community transport provision in collaboration with West Dunbartonshire Community Transport. Successfully implemented a refreshed approach to Community Planning aimed at increasing community participation. Key Challenges in 2024/25 Cross Service The national skills shortage of qualified and experienced officers in Planning, Environmental Health, Trading Standards and Building Standards continued in 2024/25, resulting in reduced staff complements across many services and increased demands on existing and inexperienced staff. This is a challenge experienced by most local authorities and has resulted in alternative service delivery models, including the use of agency staff and initiatives being led at a national level such as Future Planners Project and Building Standards hub. A new Regulatory apprenticeship is being developed and may provide opportunities in the future. Economic Development and Regeneration Delivering private sector homes at Queens Quay continued to be a challenge in 2024/25 but we meet with our commercial partner regularly to monitor and encourage development interest. Businesses continued to face many economic challenges in 2024/25, including energy costs and employee recruitment and retention. The business interventions developed through the UK Shared Prosperity Fund and the on-going advice and support available through Business Gateway will continue to provide assistance to help them recover and grow in the year ahead. Uncertainty on future funding programmes due to Scottish Government pausing several of their capital funding programmes, including Place Based Investment Fund and Vacant and Derelict Land Fund. Towns Fund in Clydebank has been delayed until 2026/27 which will make it challenging to keep the momentum and engagement alive through 2025/26. Resourcing the operation and further development of the District Heating Centre remains very challenging due to inability to attract a lead officer, and due to Council staff turnover and capacity within the Climate Change team. Despite carbon emissions for 2022/23 showing a reduction from 2021/22, it is becoming increasingly difficult to achieve the targets as outlined in our Climate Change Strategy. To ensure Net Zero targets are met for 2045, additional resources and finance will require to be considered to demonstrate continued progress. The cost-of-living crisis has seen a significant uplift in the number of residents requiring Energy Efficiency support. This has proved challenging to facilitate within our existing resources. Page 71
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3. Strategic Assessment The Regulatory & Regeneration management team completed a detailed strategic assessment to determine the major influences on service delivery and priorities in 2025/26 and beyond. This covered a review of local and national political priorities, new legislation and technology, Council policies, and our continued recovery from the pandemic, cost of living crisis and the financial challenges facing the Council. The key issues are outlined below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2026/27 of £9.24m rising to £42.77m by 2029/30. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2025/26. These challenges require further action to balance our budget and protect services for residents. Within Regulatory & Regeneration, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In Regulatory & Regeneration there were no budgets identified as being more susceptible to fluctuations. However, on a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short-term borrowing. Page 72
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Deliver Key Regeneration Sites A number of key regeneration projects, which span multiple years, will continue to be taken forward in 2025/26. These include: Infrastructure delivery on the Exxon site and a delivery strategy to realise the economic benefits of the site Delivery of the projects originating from the 2021 Alexandria Masterplan. Development and engagement work to support Clydebank Neighbourhood Board (previously referred to as Town Board) in the delivery of Clydebank Regeneration Plan (previously Long-Term Plan for Towns and Investment Plan). Supporting the Malin Group to deliver the first phases of the Scottish Marine Technology Park at the Carless site. Continuation of Phase 1 of the UK Government funded improvement works at the redeveloped Artizan Centre in Dumbarton and securing Planning Permission in Principle to achieve the wider ambitions of the masterplan Actions: Deliver key regeneration sites across West Dunbartonshire Produce a planning focused delivery programme to support key regeneration sites and enable high quality development to be achieved on the ground Develop a monitoring and compliance framework for major and strategic regeneration sites to ensure compliance with approved consents Queens Quay Infrastructure works for this 80-acre residential waterfront development were completed in 2020/21. In the year ahead, the focus on securing housing developments across the site in partnership with site owner Clydeside Regeneration Ltd. will continue. This continues to be a challenge, particularly in relation to flatted private homes which the market is finding commercially challenging. Discussions will continue with a range of public and private sector parties. Action: Promote the next phases of Queens Quay Housing Deliver Key Commercial Opportunities Identifying commercial opportunities in conjunction with the private sector will continue to be a priority. Discussions with developers who may wish to enter a partnership with the Council to achieve joint benefits from a commercial, housing and low carbon Page 73
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perspective will be progressed. The Regeneration Capital Fund with £12.77m has been allocated across a number of projects. The Fund’s key operating principles and allocations to specific projects agreed by Committee will be progressed. Opportunities include: Exxon – as infrastructure works progress, the Council will consider how to promote and deliver the best uses for the site and, working with the City Region and Scottish Enterprise, will encourage developer interest in the site to meet the growth targets set out in the City Deal business case. NHS Golden Jubilee – we will seek to deliver the extension of the District Heating network to the hospital and explore opportunities presented by the expansion of the hospital for development and regeneration of Queen Quay and Clydebank, generally. Scottish Marine Technology Park – we will continue to work with the Malin Group in their ambition to deliver the Scottish Marine Technology Park at the former Carless site near Old Kilpatrick and assist them in attracting business and funding to the site. A project board has been established to provide support and direction as the Malin Group progress the development through the planning and infrastructure implementation stages. Action: Explore commercial opportunities in our town centres and wider regeneration sites Supporting Business Recovery The UK government has extended the UK Shared Prosperity Fund to provide funding for local investment across the UK until March 2026. A Local Investment Plan has been developed and approved by the UK Government as part of a wider Glasgow City Region Investment Plan through the Fund. The business support proposals within the Investment Plan will be available until March 2026 to support business recovery and include a Business Recovery & Growth fund, Early-Stage Growth grants, Towards Net Zero Grant, Business Gateway Expert Help and Shopfront & Small Business Improvement Grants. Action: Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 Supporting Town Centre Revitalisation Assisting town centres to recover from the pandemic and cost of living crisis will continue to be a focus in 2025/26, with support for high street businesses a key priority. We will continue to develop projects to make our town centres attractive places and take advantage of the external funding, including UK Government’s levelling up programme and Place-Based Investment Programme Page 74
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funds provided by the Scottish Government. We will also work with and support community groups or businesses which plan to invest in and establish themselves in our town centres, and whose plans align with our town centre regeneration agenda. Clydebank has been awarded £20 million funding from the UK Government as part of the Plan for Neighbourhoods (former Long-Term Plan for Towns). This funding will support delivery of the projects which originate from approved Clydebank Development Framework and reflect the priorities of the local community. The Framework provides a vision for how the town will be transformed, from reducing retail dominance to a vibrant mixed use and inhabited town centre that meets the needs of the whole community. A Clydebank Neighbourhood Board (former Town Board), chaired by Liz Connolly Principal of West College Scotland, has been established to oversee the Fund and Plans. A Long-term Plan and 3-year Investment Plan, based on the Framework and informed by further community engagement, have already been developed. While capital funding won’t be available till 2026/27, a further £200k of capacity funding to support the engagement and initial project development in expected in early 2025/26. In Dumbarton, the focus for the next year will be on completing the Levelling Up Fund programme of works including the refurbishment and reuse of Glencairn House as a library and museum and the revitalisation of the Artizan Centre. Another levelling up project, Connecting Dumbarton, was completed in early 2024. We are also exploring other ways to improve the High Street over the coming years and will continue supporting Planning with the Heritage and Place Programme application which could fund works to some of the most prominent town centre historic properties. We are also working with community and partners including Dumbarton Town Centre Forum, Historic Environment Scotland and Maritime Museum to develop a branding strategy and action plan for Dumbarton with the aim of making it a more attractive place for visitors. In Alexandria, the next phase of the 2021 Masterplan will be implemented, with an emphasis on Green Heritage Corridors and Cycling and Walking Network projects which were identified as priorities. We will continue to engage with the community and businesses to ensure that current and future projects directly respond to their needs and aspirations. Action: Support town centre revitalisation Community Planning West Dunbartonshire The Community Empowerment (Scotland) Act 2015 sets out clear requirements for public bodies in promoting a greater level of local decision-making and empowerment of citizens. Empowered communities can deliver a range of results that include improved physical and mental health, increased confidence and social networks, reduced sense of isolation and can reduce demand on public sector resources. Page 75
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Following some organisational changes, the approach to community empowerment will focus on Community Planning and the development of locality plans and specific projects that promote local participation and empowerment particularly in our most disadvantaged communities. Progress will be monitored by Community Planning West Dunbartonshire and reported through the Empowered Delivery Improvement Group. Action: Continue the development of Community Planning Community Learning and Development The Community Learning and Development (Scotland) Regulations 2013 place a statutory requirement on local authorities to publish a plan every three years. The plan should outline how the Council will co-ordinate and secure ‘adequate and efficient’ Community Learning and Development provision with other sector partners. We continue to deliver against our current Community Learning & Development Plan 2024/27 to provide community-based learning opportunities throughout West Dunbartonshire. For 2025/26 we will contribute to the delivery of the Community Learning and Development Plan through community planning and community development work. Action: Continue to contribute to the Community Learning and Development Plan 2024/27 Cash First Fund In 2023 the Scottish Government awarded Cash-First funding to eight local authorities to deliver a “test of change” project aimed at reducing the need for foodbanks and offering a dignified alternative. In West Dunbartonshire the Cash First pilot project directs those in receipt of a grant on to Working4U or Citizens Advice Bureau to ensure they get the necessary support to minimise the need for further grants and reduce future reliance on foodbanks. The project started in late 2023 and will run until October 2025. It requires regular reporting to the Scottish Government and participation in extensive evaluation processes to help inform future policy. Action: Conclude the Cash First Project including evaluation Page 76
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Climate Change Action Plan The Council developed a Climate Change Strategy in response to the climate emergency and to provide a route map towards meeting Scotland’s national net zero carbon target by 2045. This Strategy informs annual action plans, with actions devolved to relevant service areas. Progress against the 2025/26 action plan will be monitored and reported to senior management and Council on a regular basis. Action: Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 Local Heat and Energy Efficiency Strategy (LHEES) Delivery Plan During 2023/24, the Council commenced works on a Local Heat and Energy Efficiency Strategy (LHEES) which sets out the long- term plan for heat decarbonisation and improved energy efficiency of buildings throughout the Council area. The consultative draft Strategy was approved in February 2024, and the Strategy was published in September 2024. The Strategy sets out the changes needed to each sector of buildings stock, identifying strategic heat decarbonisation zones and prioritising delivery areas. Scotland’s statutory greenhouse gas emissions reduction and fuel poverty targets will continue to drive this area-based approach. The LHEES includes high level aims for delivery, and a full Delivery Plan is being developed in partnership with key internal and external stakeholders to accompany the Strategy with the aim of draft approval by mid-2025. Action: Develop the Local Heat and Energy Efficiency Strategy Delivery Plan Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Page 77
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Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Regulatory & Regeneration priorities for 2025/26. Appendix 1 sets out the action plan to address them. It also includes: performance indicators that will enable progress to be monitored and reported to stakeholders; strategic workforce actions to address workforce issues identified in the planning process; and strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2025/26 and actions to mitigate them, we aim to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 78
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4. Resources Finance Regulatory & Regeneration has a net revenue budget of £4.406m and a capital budget of £17.646m in 2025/26. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area (Figures subject to ongoing verification) Gross Expenditure 2025/26 (£m) Gross Income 2025/26 (£m) Net Expenditure 2025/26 (£m) Capital Budget 2025/26 (£m) Democratic & Registration 0.880 0.115 0.766 0.000 Environmental Health 0.942 0.374 0.568 0.000 Licensing 0.242 0.465 -0.223 0.000 Legal Services & Trading Standards 0.966 0.088 0.877 0.033 Procurement 0.680 0.080 0.600 0.000 Building & Planning 1.292 0.743 0.549 0.000 Economic Development 1.887 0.619 1.268 17.613 Total 6.890 2.484 4.406 17.646 Page 79
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Employees Employee Numbers The headcount and full time equivalent (FTE) staff in each service area (as of 31st March 2025) are as follows: Absence The 2024/25 quarterly absence figures for Regulatory & Regeneration are shown below together with the Council average for the same periods for comparison. Absence was significantly lower that the Council average throughout 2024/25: Absence in 2024/25 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE* days lost per FTE employee Regulatory & Regeneration 1.24 0.26 1.93 2.13 5.24 Council Wide Total 4.19 3.72 4.61 4.14 14.24 Regulatory and Regeneration Headcount FTE Democratic and Registration Services 20 17.90 Economic Development 23 21.77 Legal Services 20 19.06 Planning, Building Standards and Environmental Health 32 30.90 Regulatory Management 3 2.8 Procurement 11 10.77 TOTAL 109 103.20 Page 80
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5. Action Plan Please Note: PI targets for 2025/26 are indicative until 2024/25 year-end values become available. 1. Our Environment Our resources are used in an environmentally sustainable way 2025/26 Performance Indicator Target Owner Tonnage of carbon dioxide emissions from Council operations and assets To be confirmed Elaine Troup Action Due Date Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 31-Mar-2026 Elaine Troup Develop the Local Heat and Energy Efficiency Strategy Delivery Plan 31-Mar-2026 Elaine Troup Risk Description Current Assessment Target Assessment Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a Elaine Troup Page 81
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Risk Description Current Assessment Target Assessment Owner way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. Our neighbourhoods are sustainable and attractive Action Due Date Owner Promote the next phases of Queens Quay Housing 31-Mar-2026 Michael Mulgrew; Elaine Troup 2. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish 2025/26 Performance Indicator Target Owner Number of businesses given advice and assistance to start up through Business Gateway 180 Gillian Scholes Number of business gateway start-ups per 10,000 population 19.78 Gillian Scholes Proportion of properties receiving superfast broadband 99% Gillian Scholes Action Due Date Owner Deliver key regeneration sites across West Dunbartonshire 31-Mar-2026 Elaine Troup Page 82
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Action Due Date Owner Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar-2026 Magda Swider Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 31-Mar-2026 Gillian Scholes Support town centre revitalisation 31-Mar-2026 Magda Swider Risk Description Current Assessment Target Assessment Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. Gillian McNamara; Michael Mulgrew; Elaine Troup Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. Michael McDougall; Gillian McNamara; Michael Mulgrew; Elaine Troup Page 83
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3. Our Council Our residents are engaged and empowered Action Due Date Owner Continue the development of Community Planning 31-Mar-2026 Elaine Troup Continue to contribute to the Community Learning and Development Plan 2024/27 31-Mar-2026 Elaine Troup Conclude the Cash First Project including evaluation 31-Mar-2026 Elaine Troup Risk Description Current Assessment Target Assessment Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. Colin Smith; Elaine Troup Page 84
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Infrastructure, Regeneration and Economic Development Committee 21 May 2025 Subject:Resources Delivery Plan 2024/25 - Asset Management Year-end Progress & Resources Delivery Plan 2025/26 - Asset Management 1 Purpose 1.1 This report sets out the year-end progress of the 2024/25 Delivery Plan and presents the new 2025/26 Delivery Plan, both in relation to Asset Management. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Delivery Plan for 2025/26. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 3.2 In the last few months of 2024/25, several services and teams across the Council were realigned to other Chief Officer areas. For consistency and transparency, the year-end progress reports reflect the content of the 2024/25 delivery plans reported to the relevant committees at the beginning of that year, with none of the organisational changes that took place in-year included. Those changes are, however, reflected in the new delivery plans for 2025/26. 4 Main Issues 2024/25 Year-end Progress 4.1 The 2024/25 Delivery Plan was presented to Infrastructure, Regeneration and Economic Development Committee on 22 May 2024 and mid-year progress reported on 6 November 2024. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 9 Page 85
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4.3 The progress of the Delivery Plan’s five Asset Management actions is summarised below: Progress No. (%) Completed 5 (100%) 4.4 Year-end data is available for all four of the Delivery Plan’s Asset Management PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 4 (100%) Performance Over Time No. (%) Improved over short term (or maintained a high level of performance) 4 (100%) Improved over longer term (or maintained a high level of performance) 4 (100%) 2025/26 Delivery Plan 4.5 An extract from the 2025/26 Delivery Plan is set out at Appendix 2. This outlines Asset Management’s achievements and challenges over the past year, as well as the priorities for the year ahead. These include: progressing the disposal of key strategic sites completing the redevelopment of Glencairn House progressing the Faifley Community Campus development progressing the buildings upgrades programme progressing the depot refurbishment programme supporting Council services to deliver the asset related savings agreed by Council engaging with relevant community groups over the potential to lease Dalmuir Golf Course 4.6 Implementation of the Delivery Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration and Economic Development Committee around November 2025 and May 2026 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. Page 86
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7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Asset Management may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Laurence Slavin Service Area: Resources Date: 30 April 2025 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2024/25 - Asset Management Year-end Progress Appendix 2: Resources Delivery Plan 2025/26 - Asset Management Background Papers: Resources Delivery Plan 2024/25 - Asset Management, Infrastructure, Regeneration and Economic Development Committee, 22 May 2024 Resources Delivery Plan 2024/25 - Asset Management Mid-year Progress, Infrastructure, Regeneration and Economic Development Committee, 6 November 2024 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 87
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Appendix 1: Resources Delivery Plan 2024/25 – Asset Management Year end Progress 1 Our Communities Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Progress the redevelopment of Glencairn House 31-Mar-2025 Completed as planned. The project is currently on programme to be delivered on the contractual completion date. Michelle Lynn 2 Our Environment Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Progress the building upgrades programme 31-Mar-2025 Completed as planned. All projects are complete as per programme. The progress of the building upgrades programme is reflected in the performance of the associated PIs including the proportion of operational buildings that are suitable for their current use, the proportion of internal floor area of operational buildings in satisfactory condition, and the percentage of council buildings in which all public areas are suitable for and accessible to people with a disability, all of which met or exceeded targets at year-end 2024/25. We also continue to perform favourably against other local authorities. Michelle Lynn ITEM 9 - APPENDIX 1 Page 88
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3 Our Council Our Council is adaptable and focused on delivering best value for our residents 2023/24 2024/25 Performance Indicator Value Status Value Target Short Trend Long Trend Note Owner Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% 97% 97% Target met with performance consistent with the previous year and up over the longer term. Michelle Lynn Percentage of capital receipts achieved as forecast 90% 100% 90% Target exceeded and performance improved over both the short and long term. Michelle Lynn Proportion of operational buildings that are suitable for their current use 93.3% 95% 93% Target exceeded and performance improved over both the short and long term. Michelle Lynn Proportion of internal floor area of operational buildings in satisfactory condition 91% 93% 91% Target exceeded and performance improved over both the short and long term. Michelle Lynn Action Status Progress Due Date Note Owner Progress the disposal of key strategic sites 31-Mar-2025 Completed as planned. Capital receipts delivered the anticipated income. Michelle Lynn Progress the depot refurbishment programme 31-Mar-2025 Completed as planned. Consultants were engaged in relation to the new build garage design, project board was reconvened, and amended scope commenced with service areas. Michelle Lynn Page 89
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Action Status Progress Due Date Note Owner Develop and implement plans and support services to achieve the asset related options agreed by Council 31-Mar-2025 Completed as planned. Actions completed to assist the delivery of savings across a number of service areas. Michelle Lynn Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment: the Council’s property portfolio. 11-Apr-2025 The risk score remains low due to the ongoing programme of capital works. Michelle Lynn Action Status Completed PI Status Target met or exceeded Risk Status OK Long Term Trends Improving No change Short Term Trends Improving No change Page 90
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Appendix 2: Resources Delivery Plan 2025/26 - Asset Management 1. Introduction Resources comprises Finance, Business Support, Internal Audit & Fraud and Asset Management. It provides accountancy, treasury management, business support, internal audit and fraud and asset management services to the Council and external clients including the West Dunbartonshire Leisure Trust, the Valuation Joint Board, Clydebank Property Company, charities and trusts, and West Dunbartonshire Energy Ltd. Company. In addition, it provides direct services to residents of West Dunbartonshire. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. Progress will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (asset management elements only) twice yearly, at mid-year and year-end. 2. Performance Review The Resources management team completed a detailed review of 2024/25 performance, focusing on: 2024/25 Delivery Plan year-end progress Local Government Benchmarking Framework (LGBF) comparative performance Citizens’ Panel feedback Telephone Survey feedback Complaints. This review highlighted our key achievements and challenges in 2024/25. These are summarised below. Key Achievements in 2024/25 Asset Management Supported the delivery of major capital projects including Faifley Community Campus, new build housing projects, development phase of Exxon City Deal Project and other general services projects. ITEM 9 - APPENDIX 2 Page 91
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The Posties project, a flagship development transforming Posties Park into a state-of-the-art sports hub, moved to Asset Management in January 2025 and is now on target to open despite experiencing delays earlier in its timeline. Since transitioning to asset management approach, the project has been managed to ensure steady progress and adherence to the revised schedule. This development underscores the Council's commitment to delivering high-quality facilities that promote community engagement, health, and leisure. The new sports hub will feature a gymnasium, all-weather running track, changing facilities, and ample parking, creating a versatile space for residents and visitors alike. Further developed office accommodation plans and managed access and occupancy rates. Continued to deliver the Disposal Strategy outcomes and delivered income via capital receipts. Developed and implemented a new Council Asset Management Framework and Property Asset Plan. Progressed the programme of the Council Assets capital funded improvement projects. Key Challenges in 2024/25 Asset Management Staff turnover coupled with the time taken to replace, recruit and train employees continued to be a challenge in 2024/25. The national skills shortage of qualified and experienced officers in Asset Management led to a reduced workforce and increased demands on existing teams, resulting in the introduction of alternative service delivery models. Increasing issues relating to the supply of labour and materials, due to increased energy, transport and raw material costs, impacted supply chains and third parties and our ability to carry out works within budget and on time. 3. Strategic Assessment The Resources management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2025/26. The key factors are summarised below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office Page 92
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services. The Council is currently faced with an estimated cumulative funding gap in 2026/27 of £9.24m rising to £42.77m by 2029/30. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2025/26. These challenges require further action to balance our budget and protect services for residents. Within Resources, this means available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal and external clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within Resources, budgets which have been identified as being more susceptible to fluctuations include: Building materials Labour costs Transport fuel costs Capital plan delivery On a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short to medium term borrowing. Income from Capital Receipts Continuing to secure income for the Council is a key priority and the Corporate Asset Management Framework supports this through the delivery of capital receipts from the disposal of key strategic sites. The Framework will highlight non-performing property assets, inform the process for considering future disposals, and generate additional income through the disposal of redundant assets. In 2025/26, we will monitor progress against the Framework and the disposal of key strategic sites and provide an annual update on progress. It may be necessary to reduce the reliance placed on capital receipts as part of the annual budget setting process. Page 93
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Glencairn House Redevelopment The Levelling Up Fund is a UK government initiative for regenerating town centres and high streets, upgrading local transport, and investing in cultural and heritage assets. Following a successful bid to the Fund, work is underway to progress the redevelopment of Glencairn House in Dumbarton town centre as a combined museum, library and community facility. Planning permission has been approved and a contractor appointed. In 2025/26, we will complete the redevelopment in line with the agreed plan with progress reported to the Levelling Up Project Board. Faifley Community Campus In September 2023, the Council approved plans to create a new education and community campus on the site of the current St Joseph’s Primary School. This significant capital investment project will bring together a number of education and community facilities in the Faifley Schools Community Campus. The planning application for the new campus was approved and construction started on site in February 2024. In 2025/26 we will continue with Phase 1 of the construction programme in line with the current programme. A specific Learning Estate Project Board meets to discuss this project, providing governance and monitoring, and regular updates are provided to Education Committee and Council in the form of budgetary reports. Building Upgrades The 2025/26 programme for delivering corporate assets building upgrades includes renovation, remodelling and refreshing corporate buildings in accordance with the Corporate Asset Management Plan. In 2025/26, we will progress the buildings upgrades programme in line with the agreed Plan and timeframe. Depot Refurbishment The Council’s depot estate is no longer fit-for-purpose. Following a review of the complete estate and the preparation of a feasibility report, it has been agreed to refurbish the estate rather than progress with a new build due to cost restrictions. In 2025/26, the Depots Project Board will continue to take forward the depot refurbishment programme and build on the outcomes already delivered in 2024/25. Page 94
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Asset Related Council Savings In line with the Council’s agreed savings options for 2025/26, there are a number of initiatives that include changes to Council assets that will require support from the Asset Management team. In the coming year, we will work in partnership with the relevant services to develop and implement plans and provide support to deliver the asset related savings agreed by Council. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Resources priorities for 2025/26. Appendix 1 sets out the action plan to address them. It also includes: performance indicators and targets that will enable progress to be monitored and reported to stakeholders strategic workforce actions to address workforce issues identified in the planning process strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2025/26 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 95
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4. Resources Finance Resources has a net revenue budget of £4.617m and a capital budget of £8.891m in 2025/26. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area (Figures subject to ongoing verification) Gross Expenditure 2025/26 (£m) Gross Income 2025/26 (£m) Net Expenditure 2025/26 (£m) Capital Budget 2025/26 (£m) Audit 0.341 0.303 0.039 0.000 Finance 1.628 0.103 1.525 0.680 Rent Rebates & Allowances 32.426 30.469 1.957 0.000 Revenue & Benefits 2.851 0.443 2.408 0.000 Finance Service Centre 0.495 0.061 0.434 0.000 Cost of Collection of Rates 0.091 0.085 0.006 0.000 Cost of Collection of Council Tax 0.074 0.931 -0.857 0.000 Office Accommodation 1.427 0.233 1.194 0.000 Corporate Asset Maintenance 3.020 3.020 0.000 8.211 Corporate Assets 2.216 5.758 -3.542 0.000 Central Repairs 1.453 0.000 1.453 0.000 Total 46.023 41.405 4.617 8.891 Page 96
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Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31 March 2025) are as follows: Absence The 2024/25 quarterly absence figures for Resources are shown below, together with the Council average for the same periods for comparison. The figures for Resources were lower than the Council average throughout 2024/25. 2024/25 Absence Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Resources 3.24 2.88 1.92 2.25 9.64 Council Wide Total 4.19 3.72 4.61 4.14 14.24 Service Area Headcount FTE Audit & Fraud 6 4.6 Finance 36 31.8 Asset Management 16 14.4 Estates Management 2 2 Business Support 190 169.8 Compliance Team 2 2 Total 252 224.6 Page 97
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5. Action Plan Please Note: PI targets for 2025/26 are indicative until 2024/25 year-end data is available. 1. Our Communities Our residents are supported to increase life and learning skills Action Due Date Owner Complete the redevelopment of Glencairn House 31-Mar-2026 Michelle Lynn Progress the Faifley Community Campus development 31-Mar-2026 Michelle Lynn 2. Our Environment Our neighbourhoods are sustainable and attractive 2025/26 Performance Indicator Target Owner Percentage of Consultancy Services project deliverables for General Services projects delivered as planned 80% Michelle Lynn Action Due Date Owner Progress the building upgrades programme 31-Mar-2026 Michelle Lynn Page 98
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3. Our Council Our Council is adaptable and focused on delivering best value for our residents 2025/26 Performance Indicator Target Owner Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% Michelle Lynn Percentage of capital receipts achieved as forecast 90% Michelle Lynn Proportion of operational buildings that are suitable for their current use 93% Michelle Lynn Proportion of internal floor area of operational buildings in satisfactory condition 91% Michelle Lynn Action Due Date Owner Progress the disposal of key strategic sites 31-Mar-2026 Michelle Lynn Progress the depot refurbishment programme 31-Mar-2026 Michelle Lynn Develop and implement plans and support services to achieve the asset related savings agreed by Council 31-Mar-2026 Michelle Lynn Risk Description Current Assessment Target Assessment Owner Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment: the Council’s property portfolio. Michelle Lynn Page 99
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Our residents are engaged and empowered Action Due Date Owner Engage with relevant community groups over the potential to lease Dalmuir Golf Course 31-Mar-2026 Michelle Lynn Page 100
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Roads and Neighbourhood Infrastructure, Regeneration and Economic Development on 21 May 2025 Subject: Winter Plan 2025-2030 1 Purpose 1.1 This report presents the Winter Plan 2025-2030 to Committee for consideration. The Plan has been reviewed and updated to reflect the Council Budget decisions for 2025/26 set out within RN09 Phase 2 Hire Vehicles Purchase, RN18 Cease Footway Gritting and RN31 Reduce Winter Plan. 2 Recommendations 2.1 It is recommended that Committee: a) Note the contents of this report; and b) Approves the adoption of the Winter Maintenance Plan 2025-2030 (Appendix 1). 3 Background 3.1 The purpose of the Council’s Winter Plan is to set out the operational parameters and procedures that will ensure that the statutory obligations are achieved as set out within Section 34 of the Roads (Scotland) Act 1984. This states that a Roads Authority shall take such steps as they consider reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads. 3.2 The aim of the Winter Plan is to ensure the safe movement of pedestrians and vehicles over as much of the public road network based on the forecasted weather conditions and the available resources whilst ensuring the safety of drivers undertaking these activities. 3.3 The Winter Plan provides the Council response to winter activities on the public road only. Any other Council owned land would be subject to the winter maintenance practices of the other relevant Council departments. 3.4 The maintenance responsibilities for the Trunk Road network lies with Transport Scotland and are currently maintained by Amey Highways on their behalf. ITEM 10 Page 101
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3.5 The Roads and Transportation Service have liaised with neighbouring authorities in Glasgow City Council, East Dunbartonshire Council, Stirling Council and Argyll and Bute Council to ensure a consistent treatment method on all cross-border roads. 3.6 The Winter Plan has been developed in line with the Well Managed Highways Infrastructure: A Code of Practice which was developed by the UK Road Liaison Group to provide guidance on the management of an effective road maintenance service. 3.7 The Winter Plan will be reviewed on an annual basis and updated in response to any issues or improvements that are highlighted over the winter season. 4 Main Issues 4.1 The Council has a requirement to set a balanced budget and at the Council meeting on 5th March 2025 a number of saving options were considered by elected members. 4.2 The Winter Plan has been reviewed to reflect the implication of the following saving options specific to the operation of the Winter Service and considers the reduction in resource capacity within Roads and Greenspace operatives: • RN 18 Reduce Footway Gritting • RN 31 Reduce Winter Plan In addition, the opportunities presented by the following management adjustment agreed at the December Council has been considered: • RN 09 Phase 2 Hire Vehicles Purchase 4.3 The Winter Plan has been updated in 3 key areas: • Carriageway Treatment • Footway Treatment • Location and Maintenance of Grit Bins 4.4 Carriageway Treatment The carriageway treatment routes have been reviewed and optimised to reduce the carriageway primary gritting routes from 6 to 5. Residential streets have been retained where main bus routes operate, provide access to schools and with topographical features such as steep inclines are experienced. All other residential roads have been removed from the primary treatment routes. Page 102
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4.5 Footway Treatment Footway gritting operations will no longer be undertaken and this is reflected in the plan. It is recognised, however, that in certain weather conditions such as snow clearance or prolonged inclement weather some footway gritting activities may be required. As a result, footway gritting operations will only be undertaken in response to severe weather, when services are unable to undertake their normal duties and when resources allow. 4.6 Grit Bin Policy There are currently over 450 grit bins placed across the authority and these are located to maximise grit bin provision and support residents. To aid officers in assessing grit bin location requests the Service has reviewed the criteria for where these should be placed. Any grit bin request received over the course of the winter period will be assessed against this criteria to ensure that the grit bin provision provides a benefit to the most number of residents. The Service will assess location specific conditions to determine if a site requires a departure from the criteria set. Through this approach the Service can ensure a consistent approach and spread of grit bin across the authority minimising the distance that residents would need to travel to reach a grit bin location. The Service will ensure that there is a balance between the number of grit bins provided with the volume that can be reasonably maintained. 4.7 Phase 2 Hire Vehicle Purchase The purchase of 5 gritters will increase efficiency and reliability as the Service will have more control over accessing vehicles when required. The vehicles will be received in advance of the commencement of the winter season 2025/26. 5 People Implications 5.1 The Winter Plan considers the implications of the reduction in operational resources and reduction in capacity. This includes a 3FTE reduction in Roads operatives and 4 FTE reduction in Greenspace operatives. It also includes consideration of the wider Greenspace resource reductions. 6 Financial & Procurement Implications 6.1 The Winter Plan has been developed in line with the reduction in revenue funding levels. Page 103
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7 Risk Analysis 7.1 The Winter Plan has been designed in line with the Well Managed Highway Infrastructure: A Code of Practice which provides guidance on a risk-based approach to the delivery of the winter service. 7.2 The aim of the Winter Plan is to set out our approach to addressing the risks to our road network due to the effects of snow and ice with the resources available. 7.3 Through the APSE performance benchmarking process the percentage of network treated is regularly monitored and reviewed. West Dunbartonshire Council currently treats 40% of the network as part of our primary gritting routes which places us 7th in our group of 12 similarly sized authorities. 8 Equalities Impact Assessment 8.1 An effective Winter Plan will provide an overall benefit to the wider community and health and social/economic areas may also benefit. An Equality Impact Assessment has been undertaken and is attached to this report (Appendix 2). Equalities Impact Assessments have also been completed in relation to RN09, RN18 and RN31: Assessment 1129 RN09 Phase 2 Hire Vehicle Purchase Assessment 1190 RN18 Reduce Footway Gritting Assessment 1209 RN31 Reduce Winter Plan. 9 Consultation 9.1 Consultation has been undertaken with internal and external stakeholders to consider communication, operational needs and partnership working. 10 Strategic Assessment 10.1 This report reflects the 2022 – 2027 Strategic Plan and in particular the following Strategic Priorities: • Our neighbourhoods are sustainable and attractive Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 7 May 2025 Page 104
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_____________________________________________________________ Person to Contact: Liam Greene Roads and Transportation Manager liam.greene@west-dunbarton.gov.uk Appendices: The Winter Plan 2025/26 Equality Impact Assessment Background Papers: Equality Impact Assessments 1129, 1190 and 1209 Wards Affected: All Page 105
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Page | 1 WINTER PLAN 2025-30 | Version 1 April 2025 Winter Plan 2025-2030 ITEM 10 - APPENDIX 1 Page 106
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Page | 2 WINTER PLAN 2025-30 | Version 1 April 2025 Introduction West Dunbartonshire Council (The Council) as Roads Authority has a statutory obligation under the provisions of Section 34 of the Roads (Scotland) Act 1984, to take such steps as it considers reasonable to prevent snow and ice or indeed the consequences of any other weather condition endangering the safe passage of vehicular and pedestrian traffic over the Councils public roads. The intention of this duty is not that the council will take immediate and simultaneous steps to clear/treat every road whenever ice formations or snow accumulations, floods, fallen trees or other impediments exist. To do so would be impossible and beyond the limit of the resources available and, indeed, this is recognised by the Courts. West Dunbartonshire Council meets its statutory obligation through development of an annual Winter Plan. This is done through adoption of a risk-based approach and analysis of local strategies, objectives and available resources. In line with recognised national guidance and standards, Well Managed Highway Infrastructure: a Code of Practice (2016), a Winter Plan is developed which will better meet the specific needs of their authority. Winter Service deals with regular, frequent and reasonably predictable occurrences like low temperatures, ice and snow, as well as with exceptional events. Whilst the effects of climate change are likely to result in an increased frequency and intensity of severe winter events, these can be considered in Winter Service planning. Therefore, the Winter Plan can and should be subject to the same regime of planning, delivering, reviewing and improving as other aspects of the road’s maintenance regime. The purpose of the Council’s Winter Plan is to set out the operational parameters and procedures that will ensure that the statutory obligations are achieved. This plan is for the adopted public road network only with the exception of the Trunk Roads which are the responsibility of Transport Scotland. Additionally, all other Council owned land, and properties would be subject to the treatment procedures of the relevant responsible service departments. Gail Macfarlane Chief Officer - Roads and Neighbourhood Page 107
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Page | 3 WINTER PLAN 2025-30 | Version 1 April 2025 Contents 1. Statement of Policies and Responsibilities 1.1 Statutory Obligations and Policies 1.2 Responsibilities 1.3 Decision Making Process 1.4 Arrangements with Adjacent Authorities 2. Document Control 2.1 Document Control 3. Treatment Route Planning 3.1 Carriageways 3.2 Footways /Footpaths 3.3 Treatment Policy 3.4 Location and Maintenance of Salt / Grit Bins 4. Weather Prediction and Information 4.1 Support Information 4.2 Timing and Circulation of Information 4.3 Reporting Procedures 4.4 Maintenance of Ice Detection Equipment 5. Organisational Arrangements and Personnel 5.1 Organisational Chart and Responsibilities 5.2 Training 5.3 Health and Safety 6. Plant, Vehicles and Equipment 6.1 Location of Plant, Vehicles and other Equipment 6.2 Servicing and Maintenance Arrangements 6.3 Additional Resources 6.4 Calibration Procedures Page 108
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Page | 4 WINTER PLAN 2025-30 | Version 1 April 2025 7. Salt and De-Icing Materials 7.1 Location and Capacity of Stocks 7.2 Testing Arrangements 7.3 Loading Arrangements 7.4 Treatment Requirements 7.5 Salt Spread Rates 7.6 Salt Purchasing Arrangements and Supplies 8. Operational Communications 8.1 Technical Systems Information 8.2 Reporting Arrangements and Protocols 9. Information and Publicity 9.1 Local Press and Broadcast Information 9.2 Publicity 9.3 Other Key Local and National Contact Information 9.4 Records 10. Contingency Arrangements for Severe Events 10.1 Incident Management 10.2 Incident Escalation – Major Incident Co-ordination 10.3 Footways 10.4 Footways / Footpaths 10.5 Communications 10.6 Operations Logs 10.7 End of Operations and Debrief Page 109
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Page | 5 WINTER PLAN 2025-30 | Version 1 April 2025 1. Statement of Policies and Responsibilities 1.1 Statutory Obligations and Policy Section 34 of the Roads (Scotland) Act 1984 states “a roads authority shall take such steps as they consider reasonable to prevent snow and ice endangering the safe passage of pedestrians and vehicles over public roads”. In this context “public roads” means all carriageways, footways, footpaths, pedestrian precincts etc. entered in a roads authority’s List of Public Roads. Adjacent Roads Authorities have responsibility for those section of infrastructure under their control. These Authorities include Transport Scotland for the Trunk Road Network, Glasgow City Council, East Dunbartonshire Council, Stirling Council and Argyll and Bute Council. The Trunk Roads within West Dunbartonshire are currently managed and maintained by Amey Highways on a contractual basis. Any cross-boundary gritting carried out for adjacent authorities shall be carried out in accordance with these procedures. The aim of this Winter Plan is to set out how the Winter Service for roads will be provided for West Dunbartonshire and the aims of our Winter Service are to: (i) Provide a standard or service on public roads that will permit safe movement of vehicle and pedestrian traffic consistent with the Council’s priorities, the prevailing weather conditions and the available resources. (ii) Establish a pattern of working which will keep delays, diversions or road closures to a minimum during adverse weather conditions. (iii) Conduct operations having regard to the requirements of the Health and Safety at Work Act 1974. 1.2 Responsibilities Roads and Neighbourhood Services is responsible for the delivery of the Council’s Winter Service. The overall Roads function within the Department is managed by the Chief Officer of Roads and Neighbourhood Services with the enabling and delivery of the Winter Service the responsibility of the Roads and Transportation Manager. The management structure is detailed below: Page 110
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Page | 6 WINTER PLAN 2025-30 | Version 1 April 2025 Chief Officer Roads and Transportation Manager Roads Operations Services Co-ordinator The responsibilities of Roads Operations include: • Designing a service to cope with an average winter while having the capability to be extended or adapted when winters are more severe or of a longer duration than average. • Production and distribution of the Winter Plan. • Carrying out an annual review of all aspects of the service and updating the Winter Plan. • Liaising with adjacent roads authorities and Transport Scotland and their agents (who have responsibility for the Trunk Road network) in the preparation of the Winter Plan to ensure continuity of service across boundaries. • Providing a list of roads designated for salting treatment. • Providing a list of footways and pedestrian areas for salting / gritting treatment where appropriate. • Providing a list of roads that make up the strategic routes for snow clearing. • Providing decision – making advice and guidance for those involved in the Winter Service. • Liaising with the Winter Service Duty Managers and Officers to provide help and advise to ensure the service is delivered in the most effective, efficient and economical way, including establishing operational priorities during extreme or prolonged severe weather conditions. • Arranging for weather forecasts, ice prediction reports and road and weather monitoring information to be available throughout the winter period. • Arranging for the specialist vehicles and equipment to be available throughout the winter period. • Arranging for supplies of salt to be available at the start of the winter season. Page 111
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Page | 7 WINTER PLAN 2025-30 | Version 1 April 2025 • Monitoring the salt usage and ensuring supplies are replenished to maintain an appropriate level of salt in the stockpile. • Establishing contact numbers for access to emergency services control rooms, public transport operators, local media and the motoring organisations. • Passing of information on road conditions to councillors, the council’s press officer, local media or general public as and when required. • Monitoring all aspects of the winter service and providing information on performance indicators for the service. • Maintaining full and comprehensive records of all winter service activities. • Directing all salting and snow clearing resources at their disposal. • Liaising, when necessary, with the Road Weather Forecaster. • Monitoring the ‘ice prediction’ forecasts and weather conditions. • Assessing the requirement to carry out precautionary or post salting treatment or snow clearance on the defined network, deciding appropriate start times and rates of spread and arranging for the work to be carried out, monitoring treatments and amending instructions, when necessary, due to a change of road or weather conditions; • Assessing the need to carry out post salting or snow clearance to footways and ensuring the works are carried out when necessary. • Assessing the need to carry out post salting or snow clearance of the remaining road network during prolonged spells of sub-zero temperatures, and ensuring the works are carried out when necessary. • In the event of deteriorating conditions, notably major blockages to the primary route network and/ or severe drifting snow to contact: a) The Council’s Civil Contingencies Service b) The Emergency Services Control Rooms (Police, Ambulance, Fire). c) The Council’s Communications Team. d) The Convenor for Infrastructure, Regeneration and Economic Development. Page 112
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Page | 8 WINTER PLAN 2025-30 | Version 1 April 2025 • Maintaining a list of contractors and other Council Departments with suitable plant for snow clearing purposes and hiring in such plant when necessary to do so. • Liaising on operational matters when appropriate with the adjacent Local Authorities and Transport Scotland and their agents (who have responsibility for the Motorway and Trunk Road network) to ensure continuity of treatment across authority boundaries. • Liaising when appropriate with the Emergency Services and Public Transport Operators. • Providing accurate and timely information to the Council’s Customer Contact Centre. • Ensuring the Transport workshops are notified of any vehicle faults and that they are repaired without delay. • Arranging with the Transport workshops for appropriate staff to be available to deal with any serious mechanical breakdowns as required • Checking and calibrating salt spreading equipment. • Ensuring all operatives receive adequate and appropriate training in Winter Service activities and that drivers are issued with route cards. 1.3 Decision Making Process The day-to-day routine operational decisions will be made by the Winter Service Duty Manager, which is normally a Service Manager or Works Manager on a rota basis, using Met Desk weather forecasts and the road and weather monitoring data. The winter period will be from the beginning of October to the end of April. On receipt of a weather forecast or update throughout the winter period the Winter Service Duty Manager will reach a decision on action for the next 24 hours. If treatment is planned a decision record will be produced which will include the required salt spread rate. If the decision record includes post salting and / or snow clearance this will be noted on the decision record and noted on the record sheets. This decision will be distributed to appropriate operational personnel as described in section 4.2. Page 113
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Page | 9 WINTER PLAN 2025-30 | Version 1 April 2025 The Council will endeavour to ensure that salt is spread, as necessary, prior to the formation of ice or the settling of snow on the network as dictated by our defined priorities. 1.4 Arrangements with Adjacent Authorities Reciprocal arrangements have been made with adjacent authorities to ensure the most efficient and consistent treatment of routes at boundaries. These arrangements will be attached to the Winter Plan for information in advance of the Winter Service commencing. 2. Document Control 2.1 Document Control This Winter Plan will be issued and updated in a controlled manner and a record of distribution will be maintained by the Roads and Transportation Manager. The Winter Plan will be reviewed annually and issued for information to the Emergency Services and other relevant parties and organisations. A full distribution list will be attached to the Winter Plan. 3. Treatment Route Planning 3.1 Carriageways Routes for treatment are reviewed on an annual basis, including route optimisation when appropriate, taking into account any alterations to the roads which are treated under the specified gritting criteria. Carriageway Priorities: (P1) ‘A’ class roads and main radial routes within West Dunbartonshire (P2) ‘B’ class roads and main distributor and main bus routes including, where appropriate, access routes to hospitals; ambulance depots, main police stations and fire stations and schools. (P3) Local distributor roads including those serving industrial estates, isolated communities or dependent establishments. (P4) Local access roads within communities and local rural roads. Page 114
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Page | 10 WINTER PLAN 2025-30 | Version 1 April 2025 Generally, only priorities 1 and 2 will be treated outwith normal working hours. The route priorities are set around the requirements to pre-treat in advance of freezing conditions or react to developed hazards within a reasonably practicable timescale within the confines of the resources available. Under standard conditions, pre-treatment routes are designed to be completed within 4 hours of mobilisation. Where hazards re-occur after treatment or in conditions where instantaneous hazards occur, resources may be required to concentrate on re-application of several treatments prior to moving on. In such circumstances the highest priority routes, experiencing such conditions, will generally be treated first and resources will only be released to other priorities once it is determined that treatments have an expectation of remaining effective. All priority 3 and 4 roads will only be treated during periods of prolonged inclement weather and even then, only when resources allow, and the priority 1 and 2 roads are running clear. Our priority 3 and priority 4 routes can often take a number of days to complete and in many circumstances weather conditions may dissipate before any treatment can be carried out. 3.2 Footways / Footpaths The treatment of footways will only be undertaken in periods of severe weather or prolonged hazards and when additional resources are unable to undertake their normal duties as a direct result of the weather conditions. In such instances the Winter Service Duty Manager, in consultation with senior management officers, may take the decision to divert resources to the treatment of our priority footways should operatives be unable to undertake normal working activities. There will be no pre-treatment of the footways as part of our standard day to day gritting activities. Any footway treatment undertaken will be restricted to normal working hours and the above. The footway routes will be reviewed annually based on the following priorities. Priority 1 - Urban Shopping Areas and Precincts Priority 2 - Other areas of high pedestrian concentration, e.g. in the vicinity of hospitals and schools. Priority 3 - Steep hills in housing developments and in the vicinity of residential homes for the elderly. Page 115
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Page | 11 WINTER PLAN 2025-30 | Version 1 April 2025 3.3 Treatment Policy (i) When instructed all priority 1 and 2 carriageways shall be treated prior to the morning peak traffic either by pre-grit or early morning treatment. (ii) All routes designated, or action shall be commenced within 1 hour of a call-out. (iii) Drivers will be familiarised with routes as appropriate and route cards carried in gritters. (iv) All Roads Operatives should be experienced and updated in winter service plant and procedures prior to 1 October each year. (v) Plant shall be calibrated and tested prior to 1 October each year. (vi) In marginal weather forecast conditions winter service treatment may be restricted to optimised patrol routes with the potential of extending the service in event of a deterioration in road conditions. 3.4 Location and Maintenance of Grit Bins Grit bins for use on public roads and footways are sited locally for self-help by the public and topped up with a combination of salt and grit throughout the winter by West Dunbartonshire Council as resources allow. The locations of all council grit bins are shown on the Council’s website winter pages. A grit bin location will only be considered where there is a clear and significant benefit to road users or pedestrians. Any requests for additional grit bins should meet the following criteria: a) The proposed location must be on and provide a service to a public road or footpath. b) The proposed location should have a steep gradient (in excess of 1:12) over a reasonable length or topographical feature which merits consideration. c) The proposed location must service and be of benefit to several properties (applications will not normally be considered where only an individual property is being serviced) d) any location which has historically displayed poor drainage locations and has a history of accidents e) The proposed location must be accessible for cleaning and filling the grit bin. Page 116
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Page | 12 WINTER PLAN 2025-30 | Version 1 April 2025 f) In normal circumstances grit bins will only be provided in urban areas. g) Siting of a grit bin shall be at the discretion of the Council after inspection of the site, and where appropriate in liaison with adjacent residents. h) The proposed location should not be within 300m of an existing grit bin. i) The total number of grit bins will be monitored and reviewed to reflect the operational capacity available within Greenspace to manage the filling/refilling. The Service will assess location specific conditions to determine if a site requires a departure from the criteria set. This is expected with limited applications. West Dunbartonshire Council reserves the right to remove a grit bin at any time for whatever reason. The Council will maintain the grit bins, i.e. refill as resources permit, clean the bins of refuse and repair or replace damaged bins. Grit bins will remain in position all year, only in exceptional cases where it is established that they are being subjected to vandalism would consideration be given to removing them, out with the winter period. 4. Weather Prediction and Information 4.1 Support Information The support information for use in decision making will usually be a combination of the Road Weather Forecast, Road and Weather Monitoring Data and Patrolling of the network. Planning and Transport is a partner in a collaborative contract with the Met Desk to supply forecasts for West Dunbartonshire each day over the period 1st October to 15th May. The road weather forecasts are provided by Met Desk via a computer link during the normal working day or a portable computer to the Winter Service Duty Manager outwith normal hours. Should any problems exist with the computer systems for obtaining the weather forecast alternative arrangements are in place. Ice Detection Outstations are installed at selected locations within the area. Access to information from the stations is available to the Winter Service Duty Managers via the web. The data available from the outstations, which can be presented in both graphic and tabular format include: - Page 117
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Page | 13 WINTER PLAN 2025-30 | Version 1 April 2025 a) road surface temperature b) deep road temperature c) air temperature d) wind speed and direction e) relative humidity f) precipitation g) surface state (including level of salt present on road surface) Met Desk received information from the outstations, improving the accuracy of their 24-hour forecasts, which are provided as follows: - a) Morning Summary – available from around 07:00 hours b) Main Lunchtime Forecast – available around 12:00 hours. This forecast contains a 24-hour text forecast giving: i) details and confidence of hazards from Ice, Hoar Frost, Snow, Fog, Strong Wind and Rain. ii) wind speed and direction, road state, and snow depth accumulations. iii) A 2–5-day forecast of expected hazards of Ice, Hoar Frost, Snow, Fog, Strong Wind and Rain with comments on the outlook. c) Evening Update – available from around 19:00 hours. This forecast provides the same information as the lunchtime forecast, with any changes highlighted. Met Desk carries out 24-hour monitoring of conditions and if these vary significantly, they will issue an updated forecast. Met Desk provides a 24-hour consultancy service for the Winter Service Duty Manager for advice and clarification of forecasts. 4.2 Timing and Circulation of Information The Winter Service Duty Manager will receive the weather forecast each day at around 12:00 hours and will assess and consult on the forecast and any other relevant data and decide what action to take if any. An instruction will then be circulated to the relevant staff and interested parties detailing the action proposed. Page 118
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Page | 14 WINTER PLAN 2025-30 | Version 1 April 2025 The Met Desk website will be used to circulate the Duty Manager’s decision. This website has a message board facility to document and e-mail all the actions for each day to a pre-determined distribution list. Updated forecasts are received at 19:00 hours each night and 07:00 hours each morning by the Winter Service Duty Manager who will then, if necessary, circulate revised instructions via the Met Desk website. If the weather changes out with these times Met Desk will contact the Winter Service Duty Manager with a revised forecast. Any amendment made to previous instructions after an update will be passed to the Winter Service Duty Officer immediately and the amended instructions will be circulated in the aforementioned manner. The Roads and Transportation Manager will ensure that the distribution list is kept up to date and that all records of decision are retained. 4.3 Reporting Procedures Routine operating decisions will be reported as in section 4.2 above. During extreme conditions, such as heavy snowfalls when the treatment is limited only to Snow Clearing Routes, appropriate senior personnel will be regularly updated on the situation. 4.4 Maintenance of Ice Detection Equipment Maintenance arrangements are in place for these outstations and the appropriate company carried out any essential maintenance. 5. Organisational Arrangements and Personnel 5.1 Organisational Chart and Responsibilities The chart below shows the organisational arrangement for day-to-day operation of the service: Winter Service Duty Manager Winter Service Duty Officer Winter Service Crew Page 119
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Page | 15 WINTER PLAN 2025-30 | Version 1 April 2025 Specific standby arrangements regulating the availability of labour resources for winter service come into effect from the start of the first full week of October and continue until the end of the last week in April, although the period may be extended beyond this date should conditions warrant such actions. These arrangements allow the designated Winter Service Duty Officers to mobilise resources quickly when action is required. Labour resources should be set at a level which reflects the Council’s objective to treat all routes defined in priority category 1 and 2 (Section 3.3) before the morning peak. The contact details and numbers for all winter service management and staff are retained at the Council’s Elm Road Depot during normal office hours. 5.2 Training Winter Service Duty Managers should receive Met Desk training. Winter Service Duty Officers and Winter Service Crew should receive training on all aspects of their duties. All Winter Service Crew will undergo a familiarisation exercise with all plant and procedures before the onset of the Winter Service period. All Winter Service Operatives either have an SVQ certificate in Winter Maintenance or are working towards achieving one. 5.3 Health and Safety The Winter Service Duty Manager is responsible for the Health and Safety Procedures for all Winter Service staff. During Winter Service operations, drivers / operatives must adhere to the following health and safety documentation: - • West Dunbartonshire Council Health and Safety Policies and Guidance. • Risk Assessments for Individual Activities • Safe Working Procedures Page 120
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Page | 16 WINTER PLAN 2025-30 | Version 1 April 2025 6. Plant, Vehicles and Equipment 6.1 Location of Plant, Vehicles and Other Equipment The Department’s fleet of gritters operates from the depot located at Elm Road, Dumbarton and Stanford Street, Clydebank. Additional vehicles, plant and equipment as necessary to enable the service to be delivered is provided as required. Global Positioning System (GPS) tracking equipment is installed in all the vehicles to establish accurate treatment records 6.2 Servicing and Maintenance Arrangements The maintenance of all vehicles used to provide the Winter Service is carried out by the Council’s Transport Section which is part of the Roads and Neighbourhood Service. Hired vehicles will be serviced by the hire company. 6.3 Additional Resources During severe weather conditions the Roads and Transportation Manager may augment resources from other West Dunbartonshire Council Departments, private contractors and farmers at rates agreed in advance by West Dunbartonshire Council. 6.4 Calibration Procedures Pre-winter checks and calibration on all vehicles, plant and equipment, used to provide the Winter Service will be carried out by the beginning of October and confirmation of their readiness given to the Roads and Transportation Manager. The Transport Section will ensure that the controls of all spreading equipment are calibrated and clearly marked for specified rates of spread up to a maximum of 40g/m2. Guidelines for spreading rates of salt are detailed in section 7.5. 6.5 Fuel Stocks and Locations Fuel stocks for the dedicated salt spreading and other vehicles being used for winter service operations are provided at the Council’s Elm Road Depot. Vehicles have 24hr access to fuel and a fuel card system is in operation. All vehicles should remain topped up ready for immediate use. Page 121
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Page | 17 WINTER PLAN 2025-30 | Version 1 April 2025 7. Salt and De-Icing Materials 7.1 Location and Capacity of Stocks Salt is the principal de-icing agent used in West Dunbartonshire, and this will be supplied in compliance with BS3247: 1991. Salt is stored within a salt dome at the Council’s Elm Road Depot and covered building in Stanford Street Depot, Clydebank. The storage capacity of the store is 4,000 tonnes and orders will be placed to ensure that the stores are fully stocked by 1 October each year. Minimum stock levels are key to providing a good level of resilience throughout the winter period and a minimum stock level of 2,000 tonnes will operate until the end of February each year. The Roads Operations team are responsible for ordering salt as required in accordance with section 7.6. 7.2 Testing Arrangements Salt for use on roads during winter should be fine rock salt to the requirements for BS3247: 1991 Specification for salt for spreading on highways for winter maintenance. Appropriate testing will be carried out to ensure compliance with this standard and the original test certificates will be retained by the Roads and Transportation Service. 7.3 Loading Arrangements The responsibility for delivering salt to the store lies with the salt supplier. The Winter Service Duty Manager will arrange for a contractor to load the salt into the store. This will require the contractor to produce a dynamic risk assessment, considering the salt levels in the store. The Winter Service Duty Manager will arrange for a review of the risk assessment. Loading of salt from the store to vehicles will be carried out in accordance with a safe working procedure developed by the Winter Service Duty Manager. 7.4 Treatment Requirements Pretreatment is the most effective way of dealing with both snow and ice. The gritters are to be set to salt the appropriate width of carriageway, which may be both lanes of single carriageways or both lanes of one side of a dual carriageway or 4 lane road. The gritter will generally travel in the left-hand lane and the spreading pattern will be set to cover both lanes unless multiple passes are required on a wide one-way road. Page 122
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Page | 18 WINTER PLAN 2025-30 | Version 1 April 2025 7.5 Salt Spread Rates The variable nature of winter conditions makes it difficult to define exact treatments and salt applications. Guidance on appropriate spread rates is given below: Precautionary Treatment – Salt Spread Rates Weather Conditions Treatment (g/m2) Ice and / or light snow expected 10 Freezing conditions expected after rain 20 Continuous snow expected 30-40 Precautionary Treatment – Salt Spread Rates Road Surface Conditions Air Temperature Treatment Ice formed Above -5oC stable 20-40g/m2 Hard packed snow / ice Below -5oC 20-40g/m2 successive Snow cover exceeds 30mm Above -5oC 20-40g/m2 and ploughing Snow accumulation – prolonged falls Above -5oC stable 20-40g/m2 and continuous ploughing Priority Footways – all above conditions - 40g/m2 salt / grit mix A salt / grit mix will be used in appropriate circumstances. Sustained low temperatures occur only rarely. In this event however, account will be taken of the need to increase the rate of spread of salt. Below -11oC the action of salt is ineffective. 7.6 Salt Purchasing Arrangements and Supplies Salt is purchased through a collaborative contract and bulk stored with the salt store in Elm Road and Stanford Street Depots. Supplies are ordered prior to the winter maintenance season. Prior to 1st October 2025, the Roads and Neighbourhood Manager will reassess stock levels together with committed deliveries against requirements and arrange for alternative sources of supply to make good any anticipated deficiencies. Page 123
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Page | 19 WINTER PLAN 2025-30 | Version 1 April 2025 During the season, the Winter Service Duty Manager will arrange for a weekly check to be made on the amount of salt used and for stocks to be augmented as necessary. 8. Operational Communications 8.1 Technical Systems Information Good communications are essential to ensure a speedy and effective response to winter conditions. The Roads and Transportation Manager will ensure that contact details, including telephone numbers, for communication with the Weather Forecast Provider, Police, Emergency Services, Public Transport Operators and Motoring Organisations are available to the Winter Service Duty Managers and Officers. The Roads and Transportation Manager should arrange for a review of the contact details at the start of each winter period to ensure that they are up to date. The Winter Service Duty Managers and Officers will be issued with mobile phones so that they can be contacted at any time regarding Winter Service operations. The Roads and Transportation Manager will keep a list of all telephone contact numbers for his operation personnel on Winter Service standby duties. This list will be distributed to the Winter Service Duty Managers, Officers and Depot Watchmen. It will be the responsibility of each individual to inform the Roads and Transportation Manager of any changes to the contact numbers. During salting and snow clearance operations each vehicle is fitted with an appropriate communications device to allow safe contact with the depot. All gritters are fitted with a GPS system which allows the sections of road which have been treated to be clearly identified along with a time of treatment. The Roads and Transportation Manager is responsible for ensuring that the operational communications equipment is functional. 8.2 Reporting Arrangements and Protocols The Winter Service Duty Manager will circulate the ‘Daily Decision’ to the Winter Service Duty Officer and Depot Watchman to allow the appropriate mobilisation of Winter Service Crew as soon as it has been reached. The ‘Daily Decision’ will be copied, for information, to appropriate staff within Roads and Transportation and other Council Departments. The standard method of distributing the ‘Daily Decision’ will be via e-mail through the Met Desk message board facility as described in Section 4.2. Page 124
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Page | 20 WINTER PLAN 2025-30 | Version 1 April 2025 The GPS system installed on vehicles will record the roads treated and the time of treatment. The Winter Service Duty Manager will prepare a daily report on the previous 24-hour road conditions and treatments for the Roads and Transportation Manager. The report will be required 09.45 hours daily Monday – Friday. The daily report will also report details of salt usage and gritting complaints. The Roads and Transportation Manager will report details of all additional plant and labour hired from other Departments or contractors as soon as practical. During prolonged spells of severe conditions special reporting arrangements may be required and this is dealt with in Section 10. 9. Information and Publicity 9.1 Local Press and Broadcast Information It is important that the general public is aware of and understands the Council’s approach to the Winter Service. Publicity is to be given before the beginning of the winter period describing the level of service provision and operations contact points. During the winter period and particularly during prolonged spells of snow and ice, information will be made available to the public via social media, press releases and local radio stations. 9.2 Publicity General advice and information for the public concerning the Winter Service will be catered for by: a) Including an article each winter in the Council’s local newspapers b) Publishing a Winter Advisory leaflet which will be available to the public at selected locations throughout West Dunbartonshire such as libraries etc. c) Publishing information on the Council’s website at www.west-dunbarton.gov.uk 9.3 Other Key Local and National Contact Information Reports from the Police of dangerous road conditions will be acted on as soon as practicable. The Roads and Transportation Manager will liaise with the Police when deteriorating winter weather conditions result in road closures. Page 125
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Page | 21 WINTER PLAN 2025-30 | Version 1 April 2025 West Dunbartonshire Council’s Customer Contact Centre is responsible for dealing with the general public’s telephone enquiries about the Winter Service. 9.4 Records All records produced through the operation of the Winter Service will be retained by the Council for 3 years and thereafter retained in archives for a further 7 years. 10. Contingency Arrangements for Severe Events 10.1 Incident Management Under normal winter conditions maintaining safe use of the road network is relatively routine. However, during particularly severe snow or ice events that are of an unusually extended duration, special arrangements will be required to develop and manage the Council’s response. In this circumstance, with a background of finite resources in terms of budgets, staff, machinery and stock, it is appropriate and essential to take a prioritised approach to the winter service activities. At the same time, extended snow or ice events can cause particular problems for other Council Departments and the wider community. It is therefore appropriate that the Council tailor its approach to the circumstances at the time. While the majority of the Council’s Winter Service response can be adequately managed and mitigated by the Winter Service Duty Manager, it is the responsibility of the Roads and Transportation Manager, in consultation with the Chief Officer of Roads and Neighbourhood or their delegate, to decide when deteriorating conditions require the implementation of a more corporate and co-ordinated multi-departmental or multi-agency response to the event. 10.2 Incident Escalation – Major Incident Co-ordination The co-ordination of a major incident response is provided through the Council’s well established Corporate Management Team (CMT). The CMT consists of the Chief Executive and Chief Officers from each department, who will provide the tactical and strategic direction to the Council’s response and support the operational effort at ground level. The CMT is supported by the Civil Contingencies Service (CCS) and Communication Officers and may also involve attendance by liaison officers from the emergency services and other agencies. Page 126
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Page | 22 WINTER PLAN 2025-30 | Version 1 April 2025 The activation of the CMT arrangements may be through the recommendation of the Chief Officer of Roads and Neighbourhood Services, based on current conditions or by the direction of the Chief Executive. Once a decision has been made to escalate the response, the CCS will alert and assemble the appropriate CMT members for an initial multi-departmental situation and assessment meeting. This key meeting will establish the current position and the effect on council services, public safety, etc and determine future action and priorities, including the establishment of the Council’s emergency response team. The emergency response team will • Take a prioritised approach to maintaining access by roads. • Assist, where possible, in ensuring that lifeline services are maintained by Council Departments, Police, Fire, Ambulance, Health Board and others. • Ensure that appropriate levels of materials and plant are available. • Mobilise and co-ordinate staff and resources from a range of Council service areas to support winter service operations. • Co-ordinate the response with neighbouring authorities and central government. • Provide clear communications on the situations to Councillors, the public and media organisations. 10.3 Roads When there are extreme conditions and salt supplies are limited, or other resources are restricted (such as fuel supplies or drivers) it may be necessary to treat a minimum winter network, and other gritting may have to be curtailed to ensure preservation of scarce resources. This may be a subset of the normal treatment network and will provide a minimum essential service to the public, including links to the strategic network, access to key facilities and other transport needs. 10.4 Footways / Footpaths The Roads and Transportation Service resources will be directed to the provision of our carriageway treatments. The service will make use of any available resources within our Greenspace team to undertake footway treatments when weather conditions dictate in line with details prescribed in Section 3.2 and only when resources are unable to undertake normal working activities. Page 127
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Page | 23 WINTER PLAN 2025-30 | Version 1 April 2025 10.5 Communications Communications are an essential element in dealing with any unusual circumstances and the Emergency Response Team will ensure that: • Early briefings take place for relevant Council managers, Councillors and the media. • The Council’s Customer Contact Centre is fully utilised with regular updates being provided to the staff. • Regular updates are provided on the situation through the media and the Council’s web pages. The Chief Officer of Roads and Neighbourhood Services will approve all media updates prior to release. 10.6 Operations Log It is essential that the Emergency Response Team maintains a log throughout the period of the severe snow or ice event. The log should include details and timings of all events and decisions. 10.7 End of Operations and Debrief When the Chief Officer determines that the severe snow or ice event is over, the ERT will inform all individuals and organisations that have been contacted during operations. All equipment must be returned to its original location. Where appropriate the necessary maintenance, repair and replenishment or stocks should be carried out as soon as practicable in readiness for the next snow or ice event. After an event of this nature, it is appropriate to debrief, assess the response and determine whether any possible improvements in the Council’s response can be identified. Page 128
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Assessment No 1275 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 Hugh Campbell, Road Operations Coordinator (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Winter Plan The aim, objective, purpose and intended out come of policy The main proposals of the Winter Roads Services Policy is to outline the operational arrangements of the Council in delivering these services. This includes details of the hours of service; prioritised routes; type of plant and equipment; and type and quantity of salt used in treatment. Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Transport Scotland Amey Neighbouring Authorities Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All users of WDC Public Road network are affected by the policy and service. This includes vehicle drivers, pedestrians and cyclists. Who will be/has been involved in the consultation process? Key internal staff are consulted during the process of reviewing the policy annually ITEM 10 - APPENDIX 2 Page 129
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age The elderly, disabled, the young could be more at risk from the affects of frozen roads and disrupted services. The affected group are less likely to be able to help themselves in severe weather conditions such as being stranded while travelling or in accessing key medical, fuel and food supplies. Schools are often affected by closures during severe snow events due to the inability of staff & pupils to access schools and colleges. Positive for children, as school routes prioritised. Potentially positive for older people who use buses more. The affected group are less likely to be able to help themselves in severe weather conditions such as being stranded while travelling or in accessing key medical, fuel and food supplies. Schools are often affected by closures during severe snow events due to the inability of staff & pupils to access schools and colleges. Disability There is a need to ensure that those with disabilities are not disproportionately affected by the impacts of climate change - notably being excluded from fairer and equal access to Sustainable Transport alternatives such as public transport Vulnerable people, could be more at risk from the affects of frozen roads and disrupted services. The affected group are less likely to be able to help themselves in severe weather conditions. Disabled people are more reliant on public transport and there is a need to ensure that access is maintained for access to local services and amenities to ensure easy accessibility. Ensure inclusive and equitable road travel for all. Including people with health conditions, those with different socio and economic needs, and the elderly. Gender Reassign There is a need to ensure that all trans people are not disproportionately affected by the impacts of climate change - notably being excluded from fairer and equal access to Sustainable Transport alternatives such as public transport. Sustainable Transport must feel safe and for all trans people use such transport or active travel alternatives without feeling threatened and/or alienated. Trans people are more likely to be more dependent on public transport. The effective and efficient Winter Plan has a positive affect all on citizens. Marriage & Civil Partnership Page 130
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Pregnancy & Maternity There is a need to ensure that people who are pregnant or are on maternity are not being excluded from fairer and equal access to public transport and local amenities People who are pregnant require better quality and adapted public transport and routes that are safe, in good condition and allow for easier access to local amenities The effective and efficient Winter Plan has a positive affect all on citizens and improve quality of routes and access to public transport for those who are pregnant or have young children. Race We need to assess potential differential impacts, including how these interact with economic and social factor Most BME groups have less access to cars than most white ethnic groups The effective and efficient Winter Plan has a positive affect all on citizens. Religion and Belief Sex There is a need to ensure that all sexes including other genders (nonbinary (e.g., genderqueer, genderfluid, etc.) or ungendered (e.g., agender, genderless)) are not disproportionately affected by the impacts of climate change - notably being excluded from fairer and equal access to Sustainable Transport alternatives such as public transport. Sustainable Transport must feel safe and allow for women and other non cisgender sexes to use such transport or active travel alternatives without feeling threatened and/or alienated. Women are less likely to have access to cars, and more likely to to rely on public transport. Women are more likely to be care givers. Women are more likely to have care of children and use buggies and prams. Positive. Statistics show that more females use buses, shopping centres and are more likely to take children to school Sexual Orientation Page 131
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Human Rights There is a need to ensure policies/projects/actions consider human rights, including Human Rights Act and UNCRC requirements. It is essential that the views and needs of children and also considered. here is a need to ensure that all people of any gender genders (nonbinary (e.g., genderqueer, genderfluid, etc.) or ungendered (e.g., agender, genderless)) are not disproportionately affected by the impacts of climate change - notably being excluded from fairer and equal access to Sustainable Transport alternatives such as public transport. Sustainable Transport must feel safe and allow for all people to use such transport or active travel alternatives without feeling threatened and/or alienated. Improved connectivity and safer streets increase access to jobs, services, and leisure activities, enabling individuals to exercise their right to movement. Right to Non- Discrimination ensures equal access for all groups, regardless of gender, age, disability, or socioeconomic background. This may include considering the safety of vulnerable populations. Positive, an effective Winter Plan ensures access to sustainable transportation options, reducing emissions, and creating greener, more livable urban spaces. It will provide safer streets and more reliable public services and improve the overall road condition Health There is a need to ensure policies/projects/actions consider human rights. It is essential that the views and needs of children and also considered. Use of road infrastructure can be hindered by safety concerns which limits where, who, and when people are willing to travel. Positive - use of road infrastructure can be hindered by safety concerns which limits where, who, and when people are willing to travel. Ensure inclusive and equitable access to a safe road network for all. Including people with health conditions, those with different socio and economic needs, and the elderly. Page 132
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Social & Economic Impact Need to have regard to the Fairer Scotland Duty and any likely socio-economic impacts We need to consider the Scottish Consumer Duty Fewer households in West Dunbartonshire own private vehicles than the national average, showing an existing reliance on public transport. Difficulty could be experienced in carrying their work or business due to a lack of full road network access. Safer and more attractive local environments were expected to encourage more social interaction There is no evidence of potential harm to consumers The winter maintenance service supports positive socio-economic impacts by taking reasonable steps to prevent snow and ice from endangering safe passage of pedestrians, cyclists and other road users. It will ensure that key infrastructure and location of strategic importance remain accessible throughout the winter season We are satisfied that there is nothing in the plan that would have any relevance to the Scottish Consumer Duty that is not already in effect meet the rest of the assessment. Cross Cutting Important to consider cross cutting effects Evidence shows benefits for various groups Crossing cutting positive benefits Page 133
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. A reduction in footway gritting may have an impact on some users however a more consistent approach to the distribution of grit bins will assist more residents Will the impact of the policy be monitored and reported on an ongoing bases? Policy will be reviewed annually to identify and lessons learned from the previous winter or to review issues highlighted over the winter season Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1275: 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. A reduction in footway gritting may have an impact on some users however a more consistent approach to the distribution of grit bins will assist more residents. Page 135
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer Roads and Neighbourhood Infrastructure, Regeneration and Economic Development on 21 May 2025 Subject: 20mph Strategy for West Dunbartonshire Council 1. Purpose 1.1 To provide an overview on the process of prioritising and implementing 20mph speed limits across the authority and agree an appropriate strategy. 2. Recommendations 2.1 It is recommended that the Committee: a) Notes the contents of this report; b) Approves the new policy for implementing 20mph streets throughout the authority; and c) Notes that a programme of implementation will be developed following confirmation of sufficient available external funding. 3. Background 3.1 A reduction in speed limits has been shown to reduce road collisions and severity with a person hit by a road vehicle travelling at 30mph seven times more likely to die than at 20mph. 3.2 In addition, reduced vehicle speeds improve road safety and lead to reductions in the number and severity of casualties. There are also benefits in terms of reduced noise, reduced congestion, more potential for social interaction and encouragement of active travel. Where widespread 20mph speed limits have been implemented, the impacts on car and bus journey times have been shown to be minimal. 3.3 The Scottish Government are committed to streets safer and through the Road Safety Framework 2030 aim to introduce 20mph limits across the country by the end of 2025. 3.4 West Dunbartonshire Council already has a commitment to the implementation of 20mph zones around schools, helping to reduce both the likelihood of incidents and seriousness of any potential accidents which may occur and have developed the attached (Appendix 1) strategy to introduce this across the authority. ITEM 11 Page 137
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3.5 In 2016, revisions were made to the Traffic Signs Regulations and General Directions (TSRGD) and following that, Transport Scotland published revised guidance on 20mph speed restrictions. This guidance relaxed the criteria for introducing 20mph limits, allowing them to be considered without traffic calming where the ‘existing mean speeds are no greater than 24mph’. 3.6 This relaxation helps ensure that areas where vehicle speeds are below 24mph, can have 20mph limits without the need for costly traffic calming measures such as speed cushions. This guidance also extended the definition of traffic calming by permitting the use of repeater signs and 20mph roundel road markings as traffic calming features. 3.7 As a result of these changes, it is now possible to introduce widespread 20mph limits on many city roads without physical traffic calming measures. This approach has been used widely in other Local Authorities and has resulted in significant cost savings over the traditional approach of providing traffic calming. 3.8 Using the above information the Roads and Transportation service have undertaken an assessment of the roads in West Dunbartonshire to identify the likely impact of introducing 20mph limits on our road network and have split these into 3 categories. • Green – those locations which would support the introduction of 20mph limits without the need for any supporting speed reduction infrastructure. • Amber – those locations where 20mph limits can be implemented but speed should be monitored after implementation to assess if any additional measures are required such as speed cushions, speed tables and chicanes. • Red – indicates those locations where 20mph can be introduced but the road would need additional speed reduction measures to support 20mph. 3.9 In addition, there are some locations which would remain above 30mph due to the strategic importance such as A and B roads with minimal frontages. 4. Main Issues 4.1 To assist officers in implementing the roll out of 20mph limits 26 individual 20mph zones were created across the authority using the RAG assessment, as well as physical boundaries such as major roads, railways, natural barriers, and changes in area character. 4.2 Each of these zones were then prioritised using criteria designed in line with the principles of the Scottish Transport Appraisal Guidance. Page 138
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4.3 Each zone was evaluated against: - • Collision History • Road Geometry and Engineering • Existing Speed Limits • Road User Composition • Location of active travel routes 4.4 The scores were then weighted appropriately and averaged across each zone to calculate an overall score with this score dictating the priority order. Details of the full scoring system and prioritisation list is provided as Appendix 2 – Technical Note Scoring System. 4.5 The Scottish Government has an aim of having 20mph limits in place across the country by the end of 2025 however in line with many other Local Authorities progress has been dictated by both physical and financial constraints and competing priorities. 4.6 The service will aim to prioritise the implementation of 20mph limits within the defined Amber and Green locations, subject to the statutory TRO process, however those locations which require additional assessment and speed reduction measures will take longer to implement. A programme will be developed following confirmation of available funding. 4.7 Existing staff resources are already fully committed on agreed parking and traffic projects. It is therefore anticipated that additional temporary staff would be required to progress this project within the anticipated programme. 4.8 The full introduction of a wider 20mph speed limit network throughout West Dunbartonshire Council based upon the policy principles set out above and subject to available funding and additional resource, could be achieved within 3 years providing benefits for communities and reducing the number and severity of accidents. 5. People Implications 5.1 An additional 1 FTE would be required to support the full delivery of the strategy. Recruitment would commence following confirmation of funding. 6. Financial and Procurement Implications 6.1 It has been indicated that sufficient funding will be made available by the Scottish Government for 2025/26 to support Councils in the implementation of 20mph however no decision has been provided for any future year’s support. Page 139
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6.2 The service will first seek funding from available external funding streams to support initial and future roll out. The extent of implementation will be determined by the availability of external funding. 7. Risk Analysis 7.1 All traffic orders to support this strategy will be promoted via permanent orders and whilst it is anticipated the introduction of this strategy will be generally well received amongst residents there is the potential for isolated objections for some locations which may impact the delivery times and proposed budget. 7.2 Where objections are received, the opportunity exists to promote a temporary traffic regulation order. This would allow the zone to be piloted and monitored in advance of the permanent order. The consultation process for permanent orders can be continued in a separate process. 8. Equalities Impact Assessment (EIA) 8.1 This proposal will help the socio-economically disadvantaged as there are more likely to be the victims of road traffic accidents. Improves the health and well-being of our residents by providing safer roads to encourage walking and cycling. 9. Consultation 9.1 As a Scottish Government initiative consultation with appropriate key stakeholders has been undertaken on a national level. Local consultations will be undertaken through the statutory traffic regulation order consultation process. 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: 7 May 2025 Page 140
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Person to Contact: Liam Greene, Roads and Transport Manager, Liam.greene@west-dunbarton.gov.uk Appendix 20mph Strategy Technical Note – Scoring System Equality Impact Assessment Wards Affected: All wards Page 141
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West Dunbartonshire Council 20mph Strategy West Dunbartonshire 241000 APRIL 2024 ITEM 11 - APPENDIX 1 Page 142
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West Dunbartonshire Council 20mph Strategy, West Dunbartonshire 241000-TA (0.0) Page 143
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West Dunbartonshire Council i 20mph Strategy, West Dunbartonshire 241000-TA (0.0) CONTENTS 1 CONTEXT ......................................................................................................................................... 1 Scotland’s 20mph vision ................................................................................................................... 1 Road Assessment Criteria for 20mph Speed Limits ......................................................................... 1 2 ASSESSING AND DEFINING 20MPH ZONES ............................................................................... 3 Red, Amber, Green (RAG) Rating .................................................................................................... 3 3 ZONE PRIORITISATION CRITERIA .............................................................................................. 6 History of Collisions .......................................................................................................................... 6 Road Geometry and Engineering ..................................................................................................... 7 Existing Traffic Speeds and/or Speed Limits .................................................................................... 7 Composition of Road Users .............................................................................................................. 7 Other Considerations ........................................................................................................................ 9 4 MONITORING STRATEGY ............................................................................................................ 13 FIGURES Figure 2-1 Clydebank RAG Rating ......................................................................................................... 3 Figure 3-1 PIA Data ................................................................................................................................ 7 Figure 3-2 Clydebank 200M Buffer ......................................................................................................... 8 Figure 3-4 SIMD West Dunbartonshire ................................................................................................. 10 Page 144
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West Dunbartonshire Council 1 20mph Strategy, West Dunbartonshire 241000-TA (0.0) 1 CONTEXT Scotland’s 20mph vision 1.1 The Scottish Government is committed to making streets safer by prioritising pedestrians and cyclists over motor vehicles, encouraging active travel such as walking, wheeling, and cycling for short journeys. A key focus is managing vehicle speeds to reduce road collisions and their severity. Research highlights that a person hit by a vehicle at 30mph is seven times more likely to die than at 20mph. To address this, Scotland aims to implement 20mph speed limits on appropriate roads by 2025, guided by the Scotland’s Road Safety Framework to 20301. 1.2 The RSF2030 adopts the “Safe System” approach, which recognises human vulnerability and the inevitability of errors but seeks to eliminate deaths or serious injuries. Lowering speed limits aligns with these principles by reducing collision risks, giving drivers more time to react, and minimising the severity of accidents. Traditional speed-setting methods emphasised traffic flow and accident response, while the new approach prioritises safety for vulnerable road users like pedestrians and cyclists. Road Assessment Criteria for 20mph Speed Limits 1.3 Since June 2022, road authorities in Scotland have been evaluating 30mph roads to determine suitability for a reduced speed limit of 20mph. A consistent set of criteria is applied, considering factors such as proximity to educational institutions, residential or retail density, public facilities, road user composition, and potential community benefits like improved quality of life or air quality. As part of this assessment a number of criteria were identified by Transport Scotland as part of the 20mph Bill as a basis for this assessment2. Key Assessment Factors: 1. Roads within 100m of educational facilities or public interest areas (e.g. community centres, hospitals, or playparks) 2. Roads with 20+ residential or retail premises over 400-600m 3. Publicly frequented buildings or areas that attract vulnerable road users 4. Conditions that favour active and sustainable travel or enhance the environment and community wellbeing 5. Local knowledge of community feedback to address anomalies where roads may not align strictly with the criteria but warrant exceptions 1.4 While most 30mph roads are presumed to be suitable for a 20mph limit, the legislation and accompanying guidance allows for some to remain at 30mph, especially A and B 1 Scotland’s Road Safety Framework to 2030, Transport Scotland, 2021 2 20mph Speed Limits in Scotland – Implementation Guide, 2021 Page 145
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West Dunbartonshire Council 2 20mph Strategy, West Dunbartonshire 241000-TA (0.0) roads with minimal pedestrian activity or frontage3. A minimum length of 400-600m for any 20mph limit (and any gaps between limits) is recommended for consistent implementation. 3 20mph Speed Limits in Scotland – Implementation Guide, 2021 Page 146
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West Dunbartonshire Council 3 20mph Strategy, West Dunbartonshire 241000-TA (0.0) 2 ASSESSING AND DEFINING 20MPH ZONES Red, Amber, Green (RAG) Rating 2.1 The roads within West Dunbartonshire Council have previously been assessed using the above criteria using a red, amber, and green grading system, based on road geometry and the engineering required to transition from the current speed limit to a 20mph limit. 2.2 A red score indicates that the road should have a 20mph limit applied but that the road would require additional design intervention or traffic calming measures to make the limit effective. An amber rating indicates that additional measures may be required but that traffic speeds should be monitored after the implementation of any limit, and a green rating indicates that the road is suitable to be a 20mph road and only signage will be needed. 2.3 An example of the assessment outcome showing the Clydebank RAG ratings is provided in Figure 2-1. This grading system informed the development of the implementation strategy with green areas likely to be zones where the 20mph limit can be introduced more quickly and efficiently with no requirement for additional infrastructure works and those with Amber and Red routes being zones that may require additional time and consideration to implement. Figure 2-1 Clydebank RAG Rating Page 147
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West Dunbartonshire Council 4 20mph Strategy, West Dunbartonshire 241000-TA (0.0) 2.4 Based on these RAG scores, a review was made of each major locality within the council area – Alexandria, Clydebank, and Dumbarton – to identify smaller implementation zones. 2.5 In addition to the RAG assessment, the zones were developed to take into account physical boundaries such as major roads, railways, natural boundaries and changes in character e.g. largely residential areas to define these zones which would form the basis of the 20mph rollout. 2.6 The initial proposed zones are as follows: Alexandria: • Alexandria Central • Alexandria North • Alexandria East • Balloch • Bonhill • Redburn • Renton Clydebank: • Clydebank Waterfront • Drumry • Duntocher • Faifley • Goldenhill • Mountblow • Old Kilpatrick • Dalmuir • Whitecrook • Linnvale • Kilbowie Dumbarton: • Castlehill • Dumbarton Central • Kirktonhill • Bellsmyre Page 148
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West Dunbartonshire Council 5 20mph Strategy, West Dunbartonshire 241000-TA (0.0) • Silverton • Highmains • Townend • Milton Page 149
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West Dunbartonshire Council 6 20mph Strategy, West Dunbartonshire 241000-TA (0.0) 3 ZONE PRIORITISATION CRITERIA 3.1 Having identified proposed zones to allow the phased implementation of 20mph limits across the Council area, it was necessary to consider an approach setting out how the zones would be prioritised. To do this, a multi criteria assessment framework (MCAF) has been developed which will allow a scoring system based on a range of criteria. A score of -3 indicates greater difficulty in implementing a 20mph zone, while a score of +3 signifies higher suitability for introducing a 20mph zone. The proposed criteria are outlined in the following section, drawing on guidance within the Safe System Approach which focusses on the safety for users. History of Collisions Personal Injury Collisions (PIC) data for the local highway network will be used to examine collision statistics from the most recent 5-year period covering the latest published data, 2018-2022, based on STAT19 data from the Department for Transport. Zones with a higher prevalence or severity of accidents would be assigned higher scores, as these areas would clearly benefit from reduced speeds. Typical examples of the collision statistics mapping is shown in Table 3-1 PIC Accident Data 3.2 , where yellow locations are slight accidents with no or minor injuries, red are serious accidents with resulting serious injuries, usually requiring hospital treatment, and any black locations indicate those places where a fatality has occurred. The analysis of PIC will also provide details of contributory factors and road conditions. This will help in determining whether there are design issues inherent to the public highway leading to a higher rate of PICs. Page 150
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West Dunbartonshire Council 7 20mph Strategy, West Dunbartonshire 241000-TA (0.0) Table 3-1 PIC Accident Data Road Geometry and Engineering 3.3 RAG scores, based on the road geometry and the engineering required to implement 20mph speed limits, would also be used as criterion for zone prioritisation. Zones with a higher prevalence of “green” roads were given higher scores as the roll out of 20mph limits is simpler and does not require significant infrastructure, while those with more amber and red roads were scored lower (e.g. all green = +3 score). Existing Traffic Speeds and/or Speed Limits 3.4 Existing traffic speeds and/or speed limits were assessed using the previous mapping conducted for the initial RAG assessment. Zones with a higher proportion of roads already either limited to 20mph or below, or already with advisory ‘twenty’s plenty’ would be assigned higher scores, as these areas would likely be easier to transition to a 20mph zone compared to roads with speed limits of 30mph or higher. Composition of Road Users 3.5 The composition of road users is an important consideration both in terms of the potential numbers of pedestrians likely to be present in an area as well as the type of pedestrians that will be present. The approach to assessing this will be to consider the amenities in each zone. For example, there are likely to be more pedestrians in areas around local Page 151
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West Dunbartonshire Council 8 20mph Strategy, West Dunbartonshire 241000-TA (0.0) shops or services. Areas with schools, colleges, or health services, and care homes would likely have a greater prevalence of vulnerable road users and as a result would obtain a higher score. Areas which lack amenities and tend to be more vehicular based in terms of transport such as industrial estates were given lower scores. This criterion would be broken down further to examine the following: Road Environment, including level of road-side development and possible impacts on residents 3.6 The road environment is linked to the assessment of local amenities and potential presence of pedestrians but also considers issues such as frontage onto roads. This was assessed as part of the buffer zone mapping, which identified key amenities such as healthcare facilities, schools, sports and leisure centres, churches and community centres within each area. 3.7 A 300m buffer was applied to highlight roads near these amenities, as shown in the Clydebank example in Error! Reference source not found.. Zones with a higher concentration of amenities were assigned higher scores, as these areas are likely to have more pedestrians, slower existing vehicle speeds, particularly in zones containing schools. Figure 3-1 Clydebank 200M Buffer Page 152
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West Dunbartonshire Council 9 20mph Strategy, West Dunbartonshire 241000-TA (0.0) Primary and Secondary Schools 3.8 To refine the assessment, amenities were further categorised to distinguish between primary and secondary schools. Zones with multiple primary schools were given higher scores compared to those containing only secondary schools, reflecting the typically greater volume of younger pedestrians in primary school areas. 3.9 The Safe Routes to School is an initiative aimed at improving the safety and accessibility of travel routes for children and young people travelling to and from school4. The programme seeks to encourage walking, cycling, and other active modes of transport by addressing barriers such as unsafe road conditions. One key approach to achieving this goal is the implementation of 20mph zones, particularly around primary schools and hence this is a further relevant consideration for the 20mph rollout. Active Travel Routes 3.10 Each area is also to be reviewed to map the existing and proposed path and cycling network as a further indicator for the prevalence of pedestrians and cyclists on the road network. Those areas with core paths and dedicated cycle routes will be ranked to have a higher priority for 20mph implementation than other areas. Other Considerations 3.11 There is a well-established link between socio-economic status and risk of being injured in road traffic accidents567, so any increase in risk due to higher traffic speeds disproportionately affects people in those areas with higher levels of deprivation. 3.12 The Scottish Index of Multiple Deprivation (SIMD) is a relative measure of deprivation across Scotland, capturing various factors beyond low income, such as limited resources or opportunities. It assesses deprivation across seven domains: income, employment, education, health, access to services, crime, and housing. Data zones are ranked from most to least deprived, with particular attention often given to the 5%, 10% 15% or 20% most deprived zones. The SIMD indices vary significantly across the Council area illustrated in Figure 3-2. 4 4 Safe Routes, National Centre for Safe Routes to School, 2024 5 The Marmot Review, Fair society, healthy lives, Marmot et al, 2010 6 Developing Safe Systems Road Safety Indicators for the UK, PACTS, with Ageas, October 2018 7 Circular Roads 4/90, Department for Transport, 1990 Page 153
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West Dunbartonshire Council 10 20mph Strategy, West Dunbartonshire 241000-TA (0.0) Figure 3-2 SIMD West Dunbartonshire Source: SIMD (2020) 3.13 Whilst it is not proposed that the SIMD be directly incorporated into the official scoring system, it will be an important consideration that the rollout of the 20mph zones addresses this specific issue. Table 3-2 Summary of Scoring Criteria History of Collisions • Accident data within the zones was analysed and categorised into three types, slight, severe, and fatal collisions. • A severity weight was assigned to each category, with slight collisions weighted at 20, severe collisions at 30, and fatal collisions at 50 • These weights were used to calculate a weighted average for each zone, where a higher score indicates areas with a greater need for traffic calming measures. • The weighted scores ranged from 0 to 3.7 and were divided into brackets of 0.6 to assign a numerical score between -3 and +3. Page 154
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West Dunbartonshire Council 11 20mph Strategy, West Dunbartonshire 241000-TA (0.0) Road Geometry and Engineering • RAG scores, reflecting the road geometry and the engineering required to implement a 20mph speed limit on each road, were applied. • Based on these scores, the percentage coverage of ‘Amber’ roads in each zone was used to assign a score ranging from -3 to +3. • For example, zones with 0-10% Amber coverage received a score of +3, while zones with 50-60% Amber road coverage received a score of -3, as these zones are more challenging for implementing a 20mph speed limit. Traffic Speed Limits • Roads in each zone were assessed to identify speed limits of 15mph, 20mph, ’20’s plenty’, 20 when lights flash’, and 30mph. • As all zones included roads with 30mph speed limits, these were excluded from the criteria. • The remaining roads were weighted, with 15mph and 20mph speed limits assigned a higher weight of 40, while ‘20’s plenty’ and ’20 when lights flash’ roads were weighted at 10. • This weighting produced a weighted average with scores ranging from 0 to 0.6, which was divided into 0.15 segments to assign an overall score between -3 and +3. Composition of Road Users • Each zone was assessed for the presence of various types of amenities, including community centres, sports and leisure centres, hospitals, healthcare centres, care homes, churches, primary schools and secondary schools • All amenities were assigned a weight of 10, except for primary schools, which were weighted at 30 to account for the greater Page 155
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West Dunbartonshire Council 12 20mph Strategy, West Dunbartonshire 241000-TA (0.0) number of younger pedestrians in these areas • These weighted averages resulted in scores ranging from 0 to 2.1, which were then mapped to a scoring system where -3 indicated a lack of amenities, and +3 reflected a higher number of amenities and/or a greater proportion of primary schools Active Travel Routes • Since all zones had adequate pedestrian walkways, active travel routes were assessed based on the presence of cycle networks • Zones with a cycle network were assigned a score of +1, while those without one received a score of -1, as areas with more active travel routes are considered a higher priority for implementing 20mph traffic calming measures Page 156
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West Dunbartonshire Council 13 20mph Strategy, West Dunbartonshire 241000-TA (0.0) 4 MONITORING STRATEGY 4.1 As part of the implementation of the 20mph limits there is a requirement to monitor the impact of any changes to the speed limits, particularly on routes classified as ‘Amber’ within the original assessment. This will allow the impact of the schemes to be appropriately assessed through comparison of traffic speeds and any changes in accident statistics within the 20mph areas. 4.2 As outlined above, the monitoring strategy will involve conducting a “before and after” traffic speed survey at key locations within each area to evaluate the effectiveness of the reduced speed limits. This should include a minimum of one survey within each 20mph zone and any ‘Amber’ routes identified within the original appraisal. 4.3 It is recommended to ensure consistent monitoring at the same location and with the same equipment that the installation of permanent traffic counters should be considered. 4.4 There are a number of options for permanent traffic data collection. The most established approach would see metal induction loops set into the road carriageway – with data able to be downloaded by connecting up to the counter as required. 4.5 Another option would be to use cameras to provide traffic count and traffic speed data. This would require a minimum of 2 cameras to allow an average speed to be calculated on a route which may provide a more representative traffic speed. Cameras could be permanently located or rotated across different areas to provide monitoring at different locations. 4.6 The provision of permanent counters may have higher upfront installation costs but can provide a cost-effective solution for ongoing monitoring. Identifying optimal locations for the counters and securing cost estimates for their installation are essential steps in the implementation and monitoring of 20mph streets. Page 157
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Technical Note West Dunbartonshire 20mph Scoring System Our reference: WDC/241000/TN01 – Rev00 1. Each major locality within the West Dunbartonshire council area – Alexandria, Clydebank and Dumbarton was initially divided into smaller zones for 20mph implementation. This division was based on the previous RAG assessment, as well as physical boundaries such as major roads, railways, natural barriers, and changes in area character. This process resulted in 26 zones spread across the localities with the detail of the approach set out within the standalone 20mph appraisal report. 2. To determine the order of priority for implementing 20mph zones, a scoring system was applied to each zone. The criteria included collision history, road geometry and engineering, existing traffic speed limits, the composition of road users, and active travel routes. Each criterion was scored individually on a scale from -3 to +3 (to align with the principles of Scottish Transport Appraisal Guidance). The scores were then averaged across each zone to calculate an overall score, which was subsequently used to establish the priority order. History of Collisions 3. Personal Injury Collisions (PIC) data from the 5-year period 2018-2022 was used to examine collision statistics. Accident data within the zones was analysed and categorised into three types: slight, severe, and fatal collisions. A severity weight was assigned to each category: slight collisions were weighted at 1, severe collisions at 12 and fatal collisions at 100, reflecting the substantial cost differences in Scotland in 2023, with fatal collisions costing £2,597,781 compared to £321,719 for severe and £32,945 for slight collisions. These weights were used to calculate a weighted average for each zone, where a higher score indicates areas with a higher number of collisions and/or more severe collisions. The weighted scores ranged from 0 to 1 and were divided into brackets of 0.17 to assign a numerical score between -3 and +3. Road Geometry and Engineering 4. RAG scores for each road, which reflect road geometry and the engineering required to implement a 20mph speed limit on each road, were used to analyse the percentage of ‘amber’ roads in each zone. These percentages were then translated into a score. For example, zones with 0-10% amber coverage received a score of +3, as they are simpler to implement as 20mph zones, requiring little or no additional infrastructure over and above appropriate signage. Zones with 40-60% amber coverage were assigned a score of -3 as these would almost certainly require some additional physical measures to support the 20mph roll out. Traffic Speed Limits 5. Roads in each zone were assessed to identify speed limits of 15mph, 20mph, ‘20’s plenty’, ’20 when lights flash’, and 30mph. As all zones included roads with 30mph, these were excluded from the scoring system. The remaining roads were weighted, with 15mph and 20mph roads assigned a higher weight of 40, while ‘20’s Plenty’ and ’20 When Lights Flash’ roads were ITEM 11 - APPENDIX 2 Page 158
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241000 / West Dunbartonshire 20mph, Scoring System Technical Note weighted at 10, as road which already have limits, be they advisory or statutory, of 20mph or below are likely to be more straightforward to introduce the 20mph limit. These weights were used to calculate a weighted average, producing scores ranging from 0 to 0.6. The scores were then divided into 0.15 segments to assign an overall score between -3 and +3. Composition of Road Users 6. This primarily sought to examine the type of road users and specifically pedestrian likely to be present in an area. To achieve this, each zone was evaluated for the presence of various amenities, including community centres, spots and leisure centres, hospitals, healthcare centres, care homes, churches, primary schools, and secondary schools. 7. All amenities were assigned a weight of 10, except for primary schools, which were weighted at 30 to account for the higher concentration of younger pedestrians in these area. These weights were used to calculate weighted averages for the number of amenities in each zone. 8. The resulting weighted averages ranged from 0 to 2.1. These averages were then translated into a scoring system where -3 indicated a lack of amenities (suggesting lower pedestrian activity), and +3 reflected a higher number of amenities and/or a greater presence of primary schools, signifying a higher priority for traffic calming measures. Active Travel Routes 9. Since all zones had adequate pedestrian walkways, active travel routes were assessed based on the presence of formal cycle networks. 10. Zones containing a cycle route were assigned a score of +1, while those without one received a score of -1, as areas with more active travel routes are considered a higher priority for implementing 20mph traffic calming measures. Scoring System 11. This system produced a score ranging from -3 to +3 for each criterion for each zone. These scores were then averaged to generate an overall score for each zone. 12. Figure 0-1 presents a radar diagram illustrating each criterion and its corresponding score for the Renton zone. Page 159
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241000 / West Dunbartonshire 20mph, Scoring System Technical Note Figure 0-1 Renton Criteria Scores 13. The overall scores were used to rank the zones in a priority list, with higher scores indicating higher priority. The priority order for each major locality is as follows: Alexandria: 1. Renton (1) 2. Alexandria Central (0.4) 3. Alexandria East (0.2) 4. Bonhill (-0.4) 5. Alexandria North (-0.6) 6. Redburn (-1.2) 7. Balloch (-1.6) Clydebank: 1. Kilbowie (2) 2. Whitecrook (1.4) 3. Drumry (1) 4. Clydebank Waterfront (0.8) 5. Old Kilpatrick (0.2) -3 3 22 1 History of Collisions Road Geometry and Engineering Traffic Speed LimitsComposition of Road Users Active Travel Routes Renton Renton Page 160
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241000 / West Dunbartonshire 20mph, Scoring System Technical Note 6. Duntocher (-0.2) 7. Faifley (-0.2) 8. Goldenhill (-0.2) 9. Dalmuir (-0.4) 10. Linnvale (-1) 11. Mountblow (-1.4) Dumbarton 1. Silverton (0.2) 2. Castlehill (0) 3. Townend (0) 4. Dumbarton Central (-0.2) 5. Bellsmyre (-0.4) 6. Highmains (-1.2) 7. Kirktonhill (-1.4) 8. Milton (-1.4) 14. Figure 0-2, Figure 0-3 and Figure 0-4 show the spatial distribution of the priority areas, where the dark blue zones indicate higher priority areas. Figure 0-2 Priority Rank Map - Alexandria Page 161
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241000 / West Dunbartonshire 20mph, Scoring System Technical Note Figure 0-3 Priority Rank Map - Clydebank Figure 0-4 Priority Rank Map - Dumbarton Page 162
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Assessment No 1274 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 Street Strategy The aim, objective, purpose and intended out come of policy Implement 20mph limit strategy across the whole of West Dunbartonshire Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Scottish Government Elected Members Transport Scotland Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All local residents and traffic that use the local road network Who will be/has been involved in the consultation process? Discussions with Scottish Government and Transport Scotland ITEM 11 - APPENDIX 3 Page 163
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age 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 , safer crossing facilities for pedestrians (particularly for older people and those with disabilities) Page 164
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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 , 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 Marriage & Civil Partnership Pregnancy & Maternity Important to check how this Protected characteristic is affected and how it crosscuts In effect will cross cut with sex In terms of impacts these will likely be similar on those for women under 'sex' 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 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, for example of children, relatives and friends. They are more likely to be using pushing chairs for example. Positive especially for women Sexual Orientation Page 165
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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 166
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Health Under the Health and Social Care Act 2012, local authorities 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 people 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 167
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Social & Economic Impact Safer and more attractive local environments were expected to encourage more social interaction Scottish Consumer Duty: We have screened for relevance to the Duty and concluded that there nothing that might be relevant that it is not already addressed in this impact assessment. The majority of people agree that the 20mph speed limit is beneficial for residents. However, child safety still appears to be a concern This proposal will help the socio-economically disadvantaged as there are more likely to be the victims of road traffic accidents. 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 Available evidence have shown that implementation of 20 mph limits has minimal effect on journey Crossing cutting positive benefits Page 168
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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 local environment and road safety 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 1274: The implementation of 20mph limits 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 and improving road safety and reducing casualty rates. Page 170
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 21 May 2025 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Revenue Budgetary Control Report 2024/25 to Period 10 (31 January 2025) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 31 January 2025 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 £2.530m (18.40%) at the year-end. ii) Grant delegated authority to Chief Officer for Roads, Neighbourhood and Transport, in consultation with the Procurement Manager, to award contracts in relation to: The Provision of the Treatment of Organic Waste (food and garden) and Reception, Processing and Treatment of Co-mingled Recyclate. 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 £0.969m have occurred as detailed in the table below: Description £m Budget Agreed March 2024 14.722 Previously Reported 05/02/2025 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 ITEM 13 Page 171
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Superannuation Saving (1.517) Additional Budget for Pay Award 0.258 Adjust for Central Support Allocation removed due to changes in the establishment. 0.070 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 Subsequent Change Additional Budget due to the disaggregation of the Communities Services 0.508 Revised Budget 13.753 4. Main Issues Revenue Budget 4.1 The summary report at Appendix 1 identifies a projected adverse variance of £2.530m, however, after taking into account £0.419m of earmarked reserves available the underlying adverse variance is £2.111m. The current projection shows a decline in the year end position from the figure reported at period 7 with an increase in the anticipated overspend of £0.165m as detailed in the table below. Detailed service reports are attached at Appendix 2. £m £m Net Underlying Adverse Variance at Period 7 1.946 Movement in Service Variances Explanation RNT Roads Services Use of the smoothing fund for previous saving whose implementation has been delayed. (0.378) Outdoor Services Reduction in golf course income 0.072 Ground Maintenance & Street Cleaning Trading Account Reduction in employee costs due to current level of vacances and anticipate overtime cost (0.119) Other service variances under £50k 0.027 Corporate Functions Corporate Assets Increase in level of repairs and maintenance required. 0.660 Other Service Variances under £50k (0.097) Total Movement in Service Variance 0.165 Net Underlying Adverse Variance at Period 10 2.111 Page 172
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4.2 Of the 14 services monitored, four are showing either a favourable or nil variance, with seven showing an adverse variance. Comments are shown in Appendix 3 when there are projected net annual variances greater than £0.050m and also where the net variance is below £0.050m but there are offsetting variances of over £0.050m within the service. 4.3 Appendix 4 to the report summarises the current position against the saving options agreed by the Council as part of setting the 2024/25 budget. 4.4 The Council’s Standing Orders have been changed to have contract authorisation submitted to service committees and delegated authority sought to appoint the contractor of the returned tender if the contract cost is within the approved budget and the tender is in line with normal tender parameters. 4.5 The Council are required to identify, procure and appoint suitably qualified competent service providers to carry out the processing, treatment and disposal of the co-mingled recyclate and the treatment of organic waste collected by Waste Services kerbside collections. The contracts will be awarded if the tender return is within the approved budget. This requirement will support the Council to meet their statutory recycling targets outlined by the Scottish Government. 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. Page 173
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9 Consultation 9.1 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged. 10. Strategic Assessment 10.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the five strategic priorities of the Council’s Strategic Plan. This report forms part of the financial governance of the Council. This report is for noting and, therefore, does not directly affect any of the strategic priorities. Laurence Slavin Chief Officer – Resources Date: 14 April 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 174
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 IRED SUMMARY MONTH END DATE 31 January 2025 Total Budget 2024/25 Spend to Date 2024/25 Forecast Spend 2024/25 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 % £000 £000 0 (25) (15) (15) 0% 0 -15 (779) 455 (673) 106 -14% 0 106 833 716 840 7 1% 0 7 2,583 2,513 3,156 572 22% 325 247 7,414 6,179 7,414 0 0% 0 0 206 185 280 74 36% 0 74 (296) (498) (143) 153 -52% 0 153 (1,229) (677) (1,002) 226 -18% 0 226 9,004 7,375 9,478 474 5% 0 474 (2,645) 2,840 (1,980) 666 -25% 94 572 Capital Investment Programme 28 244 1 (27) -95% 0 -27 1,034 808 1,083 49 5% 0 49 Depots 0 617 0 0 0% 0 0 (2,399) 5,762 (2,155) 244 -10% 0 244 13,753 26,492 16,283 2,530 18.40% 419 2,111 Waste Services Corporate Assets Economic Development Ground Maintenance & Street Cleaning Trading A/c Total Net Expenditure Roads Services Grounds Maintenance & Street Cleaning Client Outdoor Services Burial Grounds Crematorium Service / Subjective Summary Annual Variance 2024/25 Corporate Asset Maintenance Transport, Fleet & Maintenance Services Consultancy Services ITEM 13 - APPENDIX 1 Page 175
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2025 PERIOD 10 Actual Total Spend to Forecast RAG £000 £000 £000 £000 £000 % 19,445 Employee 19,420 15,758 19,409 (11) 0% 5,077 Property 3,977 3,357 4,874 897 23% 5,417 Transport and Plant 4,271 3,520 4,705 434 10% 12,169 Supplies, Services and Admin 10,941 9,107 12,583 1,642 15% 9,503 Payments to Other Bodies 9,469 7,115 9,564 96 1% 1,557 Other 660 89 669 9 1% 53,168 Gross Expenditure 48,738 38,947 51,805 3,067 6% (33,044) Income (34,984) (12,455) (35,521) (537) -2% 20,123 Net Expenditure 13,753 26,492 16,283 2,530 18% £000 £000 £000 £000 £000 % 2,067 Employee 1,803 1,578 1,894 91 5% 75 Property 18 15 18 0 0% 48 Transport and Plant 130 109 130 0 0% 723 Supplies, Services and Admin 561 1,469 1,675 1,114 199% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 98 89 107 9 9% 2,913 Gross Expenditure 2,610 3,260 3,824 1,214 47% (2,952) Income (2,610) (3,285) (3,839) (1,229) -47% (39) Net Expenditure 0 (25) (15) (15) 0% £000 £000 £000 £000 £000 % 2,024 Employee 1,908 1,766 2,113 205 11% 108 Property 99 4 94 (5) -5% 1,688 Transport and Plant 1,826 1,261 1,611 (215) -12% 821 Supplies, Services and Admin 509 454 591 82 16% 1 Payments to Other Bodies 0 0 0 0 30% 0 Other 0 0 0 0 0% 4,642 Gross Expenditure 4,342 3,486 4,409 67 2% (4,578) Income (5,122) (3,031) (5,082) 39 1% 64 Net Expenditure (779) 455 (673) 106 -14% £000 £000 £000 £000 £000 % 1,026 Employee 822 712 833 12 1% 0 Property 0 0 0 0 0% 3 Transport and Plant 7 1 1 (6) -81% 7 Supplies, Services and Admin 4 3 5 1 21% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 1,035 Gross Expenditure 833 716 840 7 1% (0) Income 0 0 0 0 0% 1,034 Net Expenditure 833 716 840 7 1% £000 £000 £000 £000 £000 % 2,946 Employee 2,731 2,147 2,561 (170) -6% 254 Property 250 123 240 (10) -4% 890 Transport and Plant 555 574 738 183 33% 3,104 Supplies, Services and Admin 2,665 1,946 3,047 382 14% 893 Payments to Other Bodies 823 342 907 84 10% 0 Other 0 0 0 0 0% 8,088 Gross Expenditure 7,024 5,132 7,493 469 7% (4,194) Income (4,441) (2,620) (4,338) 104 2% 3,894 Net Expenditure 2,583 2,513 3,156 572 22% Consultancy Services Roads Services Transport, Fleet & Maintenance Services Service Summary Annual Variance All Services Corporate Asset Maintenance ITEM 13 - APPENDIX 2 Page 176
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2025 PERIOD 10 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 6,179 7,414 0 0% 839 Other 0 0 0 0 0% 8,599 Gross Expenditure 7,414 6,179 7,414 0 0% 0 Income 0 0 0 0 0% 8,599 Net Expenditure 7,414 6,179 7,414 0 0% £000 £000 £000 £000 £000 % 74 Employee 128 57 68 (61) -47% 179 Property 151 80 164 13 9% 0 Transport and Plant 0 0 0 0 0% 144 Supplies, Services and Admin 117 145 149 32 27% 17 Payments to Other Bodies 37 0 17 (20) -54% 0 Other 0 0 0 0 0% 414 Gross Expenditure 434 283 398 (36) -8% (117) Income (228) (98) (119) 109 48% 298 Net Expenditure 206 185 280 74 36% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 29 Property 28 17 27 (1) -5% 0 Transport and Plant 0 2 2 2 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 19 514 0 0% (689) Income (810) (517) (657) 153 19% (218) Net Expenditure (296) (498) (143) 153 -52% £000 £000 £000 £000 £000 % 215 Employee 186 162 196 10 5% 265 Property 291 223 291 1 0% 0 Transport and Plant 0 0 0 0 0% 21 Supplies, Services and Admin 18 19 21 3 17% 6 Payments to Other Bodies 33 20 23 (10) -31% 0 Other 0 0 0 0 0% 507 Gross Expenditure 528 424 531 3 1% (1,460) Income (1,757) (1,101) (1,534) 223 13% (952) Net Expenditure (1,229) (677) (1,002) 226 -18% £000 £000 £000 £000 £000 % 3,583 Employee 3,173 2,830 3,326 153 5% 200 Property 152 44 163 11 8% 1,504 Transport and Plant 992 1,147 1,403 411 41% 6,503 Supplies, Services and Admin 6,367 4,385 6,160 (206) -3% 27 Payments to Other Bodies 22 28 28 6 30% 0 Other 0 0 0 0 0% 11,817 Gross Expenditure 10,705 8,433 11,081 376 4% (1,362) Income (1,701) (1,059) (1,603) 98 6% 10,455 Net Expenditure 9,004 7,375 9,478 474 5% Crematorium Burial Grounds Waste Services Grounds Maintenance & Street Cleaning Client Outdoor Services Page 177
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2024/25 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2025 PERIOD 10 Actual Total Spend to Forecast RAG Service Summary Annual Variance £000 £000 £000 £000 £000 % 864 Employee 822 600 746 (76) -9% 2,401 Property 1,982 2,063 2,641 660 33% 4 Transport and Plant 5 0 1 (4) -87% (19) Supplies, Services and Admin (53) (59) (57) (4) 8% 65 Payments to Other Bodies 42 72 60 18 42% 0 Other 0 0 0 0 0% 3,315 Gross Expenditure 2,798 2,676 3,391 593 21% (5,065) Income (5,443) 164 (5,371) 73 1% (1,750) Net Expenditure (2,645) 2,840 (1,980) 666 -25% £000 £000 £000 £000 £000 % 321 Employee 363 243 290 (73) -20% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 (0) -19% 0 Supplies, Services and Admin 1 1 1 (0) -12% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 321 Gross Expenditure 365 244 291 (73) -20% (321) Income (337) 0 (290) 47 14% 1 Net Expenditure 28 244 1 (27) -95% £000 £000 £000 £000 £000 % 620 Employee 974 898 1,022 48 5% 489 Property 24 19 25 1 5% 2 Transport and Plant 5 4 8 2 43% 13 Supplies, Services and Admin 87 16 107 20 23% 618 Payments to Other Bodies 611 447 602 (8) -1% 0 Other 0 0 0 0 0% 1,743 Gross Expenditure 1,701 1,384 1,764 63 4% (976) Income (667) (576) (681) (14) -2% 767 Net Expenditure 1,034 808 1,083 49 5% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 657 Property 631 614 784 153 24% 0 Transport and Plant 0 0 0 0 0% (1) Supplies, Services and Admin 15 3 8 (7) -44% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 656 Gross Expenditure 646 617 792 147 23% (656) Income (646) 0 (792) (147) -23% (0) Net Expenditure 0 617 0 0 0% £000 £000 £000 £000 £000 % 6,003 Employee 6,509 4,765 6,360 (149) -2% 419 Property 352 154 426 74 21% 957 Transport and Plant 751 422 812 61 8% 852 Supplies, Services and Admin 649 726 874 225 35% 19 Payments to Other Bodies 0 26 26 26 0% 718 Other 562 0 562 0 0% 8,968 Gross Expenditure 8,823 6,093 9,061 238 3% (10,997) Income (11,222) (332) (11,216) 6 0% (2,029) Net Expenditure (2,399) 5,762 (2,155) 244 -10% Economic Development Depots Ground Maintenance & Street Cleaning Trading A/c Corporate Assets Capital Investment Programme Page 178
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Corporate Asset Maintenance 0 (15) (15) 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transport, Fleet & Maintenance Services (779) (673) 106 -14% 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 and supplies and materials relates to increased work delivered by the in-house team in 2024/25. The increased spend is offset by higher recharges to client budgets. None required A favourable variance is anticipated 31 January 2025 Budget Details Variance Analysis Variance Overspend anticipated. Transport services across WDC Employee Costs are showing an anticipated overspend of £205k due to staffing levels required to meet user needs some of which is undertaken through overtime. Transport and Plant costs are underspending by £220k due to a reduction in the number of vehicles being hired. Supplies and Services are anticipating an overspend of £82k mainly due to level of equipment required to undertake the current service. An under recovery is anticipated on income at the WDC MOT station of £60k which is offset by favourable income variance within the service. The Service will continue to monitor and review costs and reduce ITEM 13 - APPENDIX 3 Page 179
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 31 January 2025 Budget Details Variance Analysis Variance Roads Services 2,583 3,156 572 22% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Outdoor Services 206 280 74 36% 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 There is an anticipated underspend of £60k on employee costs due to current level of vacancies. Income is anticipated as under recovering by £109k mainly due to the golf club as income assumed when setting the budget is higher than has been realised. This is an uncontrollable cost. The remaining £25k variance is due to small variances throughout the service. None at the moment. Overspend anticipated. This service relates to property costs of the two WDC depots The Service is anticipating an overspend in property costs of approximately £153k mainly due to increased utility costs. This overspend is fully reallocated to other Services within the Authority. None at the moment. Increase spend and increased income. Overspend anticipated. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols Employee costs are anticipated to underspend by £170k due to current levels of vacancies and planned roads programme. Transport and plant costs are anticipating an overspend of £183k, mainly due to plant hire costs of £153k and diesel of £30k. This is due to inflationary pressures and plant required to carry out planned programme. Salt for gritting is anticipated to overspend by £50k due to requirements for winter gritting programme. Street lighting is overspending by £45k due to increased utility costs. Income is projected to under recover by £104K, £325K is due to parking enforcement income saving which was not achieved and will be met by the smoothing fund however this is offset by increased projection of staffing recharges to capital projects. The remaining overspend (£360k) 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. The Service will continue to monitor and review costs and reduce overspends as appropriate. Page 180
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 31 January 2025 Budget Details Variance Analysis Variance Ground Maintenance & Street Cleaning Trading A/c (2,399) (2,155) 244 -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Burial Grounds (296) (143) 153 -52% Service Description This service provides burial services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,229) (1,002) 226 -18% Service Description This service provides crematorium services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 9,004 9,478 474 5% Service Description Waste Collection and Refuse disposal services Main Issues / Reason for Variance Mitigating Action Anticipated Outcome None at the moment. Under recovery of income anticipated Income from burials is less than budgeted (153k) which is uncontrollable. Under recovery of income anticipated overspend anticipated Income from cremations is less than budgeted (£223k) which is uncontrollable. The remaining variance is due to small variances throughout the service. None at the moment. The Service will continue to monitor and review costs and reduce overspends as appropriate. Employee costs are overspending by £153k mainly due to overtime costs to cover public holidays and periods of annual leave/sickness. Transport costs are anticipating an overspend of £411k principally due to internal recharges of £316k and vehicle hire costs of £95k. Supplies and Service are anticipating an underspend of £206k mainly due to waste removal. Various other areas are overspending by £18k which is due to current service requirements. Income is anticipated to under recover by £98k mainly due to sales being lower than anticipated. Trading operation providing grounds maintenance and street cleaning services Employee costs are underspending by £149k mainly due to current levels of vacancies and overtime anticipated. Property costs are anticipating an overspend of £74k mainly due to recharges from Grounds of £33k, and utilities of £30k. Transport costs are anticipating to overspend by £61k. This is due to an anticipated overspend on insurance costs of £150k and internal fleet maintenance charges of £43k, partially offset by a projected underspend of £132k in vehicle hire charges. The overspend on supplies and services is forecast to be £225k. This is mainly due to payments being made to contractors of £108k, £45k for materials and £43k for the repair and maintenance of vehicles. The remaining variance of £33k is due to small overspends in various areas. None at the moment. overspend anticipated Page 181
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2024/25 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 31 January 2025 Budget Details Variance Analysis Variance Corporate Assets (2,645) (1,980) 666 -25% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome The main reason for overspend is due to property costs of £660k. This is due to the level of repairs and maintenance required. The remaining £6k overspend is across the service. None currently available Overspend anticipated Page 182
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment December 2023 Management Adjustments 1 Seek commercial opportunities for Balloch Park kiosk RES12 L Slavin 15 10 5 The rental income was less than the assumption made at the savings exercise. 2 Rightsize income budgets as consequence of historical lease review RES15 L Slavin 25 25 - Complete 3 Procure vehicles considered permanently required rather than hiring them RN17 G Macfarlane 100 100 - In progress 4 Right sizing anticipated income from regulatory and regeneration fees RR12 A Douglas 130 130 - Complete March 2024 Saving Options 5 Remove one Council officer RES09 L Slavin 26 26 - Complete 6 School crossing patrollers - adhere to best practice RN01 G Macfarlane 24 24 - Complete 7 Introduce £60 Garden Waste Charge RN02 G Macfarlane 180 180 - Complete 8 Amend roads service activities to support education to statutory level RN04 G Macfarlane 37 37 - Complete 9 Reduce the Consultancy Services/Capital Investment Team by 25% RN18 G Macfarlane 10 10 - Complete 10 Reduce the roads operations service from 29 FTE to 26 FTE which will reduce resilience in the team RN21 G Macfarlane 80 80 - Complete 11 Reduce maintenance costs through replacing 6 under utilised grass pitches with 3 new 4G pitches RN22 G Macfarlane 10 10 - In progress 12 Implement new approach to road defect repairs which will capitalise costs previously charged to revenue RN23 G Macfarlane 200 200 - Complete 13 Reduce weed killing from twice a year to once a year RN26 G Macfarlane 50 50 - Complete 14 Increase commercial waste fees by 14% RN27 G Macfarlane 45 45 - Complete March 2024 Management Adjustments 15 Remove vacant posts in asset management RES22 L Slavin 99 99 Complete 16 Remove facility assistants at Aurora House bringing service in line with that provided at Clydebank Town Centre Office RES23 L Slavin 54 54 - Complete ITEM 13 - APPENDIX 4 Page 183
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2024/25 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment 17 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. 18 Right size water authority income budget RES26 L Slavin 25 25 - Complete 19 Outsourcing mgt of retail assets RES27 L Slavin 33 33 - Complete 20 Fund existing Grade 8 post from UK Towns Fund Support RR18 A Douglas 60 60 - Complete 21 Fund officer costs associated with Levelling Up from final year of Levelling Up Rev funding. RR19 A Douglas 60 60 - Complete 1,326 1,277 48 TOTAL EFFICIENCIES/MANAGEMENT ADJUSTMENTS Page 184
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Infrastructure, Regeneration & Economic Development Committee: 21 May 2025 _________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Capital Budgetary Control Report 2024/25 31 January (Period 10). 1. Purpose 1.1 This report provides an update on the capital financial performance to 31 January 2025 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 additional capital budget of £0.333m in respect of Posties Park, as agreed at Council 5 March 2025 and £2.617m for Exxon City deal both agreed at Council on 30 October 2024. iii) Note the revised completion date in respect of Allotment Developments detailed in appendix 2. iv) Note the reprofiling of various projects at appendix 3 as reported to Council on 5 March 2025. v) Note the project life total is currently on track. 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 4.1 Exhibit 1 sets out the revised capital budget at period 7 as reported to Committee 6 February 2025. Exhibit 1: Revised Capital Budget as at 31 January 2025. 2024/25 (£m) Project Life (£m) Capital Budget Agreed 6 March 2024 51.612 215.153 Updates Reported to Committee 14 August, 6 November and 6 February 2025. 1.437 3.907 ITEM 14 Page 185
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Reprofiling Reported to Committee 14 August, 6 November. (14.361) 0 Revised Budget at Period 7 38.688 219.06 Reprofiling reported at period 7 (4.680) 0 Reduction in budgets reported at period 7 (0.300) (0.300) New funding reported at period 7 0.562 0.562 Additional Budget approved for Posties Park at period 7 0.133 0.133 New Approved Budget at Period 7 34.403 219.455 4.2 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 4.3 The overall programme summary report at Appendix 1 shows that planned expenditure against the budget is currently on track. 4.4 Appendix 2 highlights that: • Project RN21 (Overburn Allotment Development) is off track due to a revised completion date as the project design work has been fully developed with the revised cost estimates indicating that a further £0.150m will be required to deliver project. This means there is insufficient budget to deliver the project, so it has not been possible to go out to tender. The Council is not being asked to approve further capital money at the current time as officers will first explore alternative funding options. If alternative funding is not identified, then Committee and Council will be provided with an updated position, and a decision will be required on a funding request or on the deliverability of the project. • Project RN17 (Posties Park) - Additional funding of £0.333m is required for Posties Park due to a review of financial forecasting. This includes future spend, contractor retentions, and ongoing running costs for utilities. The increases budget is required to ensure project completion and long-term sustainability of the project. This has already been approved by Council and therefore further approval is not required. • Project RN31 (Exxon City Deal) – Additional funding of £2.617m is required for the Exxon City Deal project. This is split between £1.817m from City Deal funding and £0.800m additional budget as approved at Council on 30 October 2024. The additional costs are due to the increase in construction costs which then prompted a scope review to be undertaken which identified full additional budget requirement to ensure the project is able to go to completion. This has already been approved by Council and therefore further approval is not required. 4.5 Appendix 3 highlights 13 projects where the project expenditure requires to be reprofiled but there is no need for approval of additional budget. There is also 1 project; Posties Park which requires reprofiling and additional budget. Page 186
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However, this has already been approved. See paragraph 4.4 for additional information. It also highlights 5 projects in the capital programme where additional funding has been made available from Scottish Government (see exhibit 2). 4.6 The following projects are now complete with 2 showing an overspend and 2 have completed under budget: • RR14 – Securing Sites • RN20 – Vale of Leven Cemetery • RN25 – Whitecrook Tennis Court Upgrade • RN30 – Kilmaronock Cemetery Extension 4.7 The following project is utilising a deferred grant and therefore no approval is required: • RR8 – Place Based Investment Programme. 4.8 Appendix 4 shows all projects with approved in year and project life budgets as well anticipated expenditure. It highlights that the 2024/25 budget is £28.783m. Spend as at period 10 is £15.859m (55.10%) of the current forecast spend of £28.783m 4.9 Exhibit 2 sets out the revised capital budget at period 10 following approval at Council on 5 March 2025 as part of the new capital programme. Exhibit 2: Revised Capital Budget £m £m 2024/25 (£m) Project Life (£m) Revised Capital Budget aat 31 January 2025 34.403 219.455 Updates agreed as part of Capital Plan 5 March 2025 (see appendix 2). 2.333 2.986 Reprofiling of Projects reported to Council 5 March 2025 (8.144) 0 New Funding – RN23 - Play Are Upgrade Programme. 0 0.508 New Funding – RN32 - Cycling, Walking and Safer Streets. 0 0.387 New Funding – RN35 - 20mph speed limits. 0.105 0.105 New Funding – RN34 - Park and Ride. 0.023 0.023 New Project Agreed Council 26 March 2025 – RN36 - School 20mph speed limits. 0 0.075 Place Based Investment Programme additional drawn down. 0 0.100 Overspend – RR14 – Securing Sites 0.059 0.059 Overspend – RN20 – Vale of Leven Cemetery 0.026 0.026 Underspend – RN25 – Whitecrook Tennis Court (0.014) (0.014) Underspend – RN30 – Kilmaronock Cemetery (0.008) (0.008) Revised Capital Budget Period 10 28.783 223.702 Page 187
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5. Option Appraisal 5.1 No option appraisal was required for this report. 6. People Implications 6.1 There are no people implications. 7. Financial and Procurement Implications 7.1 The report notes the projected in-year financial position for capital budgets. 8. Risk Analysis 8.1 The main risks are as follows: (a) The reported variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March which could affect the year end results for capital budgets. (b) 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: 16 April 2025 Person to Contact: Jackie Thomson Council Offices, Church Street, Dumbarton E-mail: jackie.nicolthomson@west-dunbarton.gov.uk Page 188
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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 Budgetary Control Report (P3) – Committee 14 August 2024 Capital Budgetary Control Report (P5) – Committee 6 November 2024 Capital Budgetary Control Report (P7) – Committee 6 February 2025 Wards Affected All Wards Page 189
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Summary at Period 10 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 35,844 35,844 0 4 0 Regulatory and Regeneration 57,375 57,375 (0) 12 0 Roads and Neighbourhoods 130,483 130,483 (0) 32 3 Total 223,702 223,702 (0) 48 3 ITEM 14 - APPENDIX 1 Page 190
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Projects that are Off Track at Period 10 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 6,385 6,718 333 31/03/2022 29/11/2025 RN 21 Allotment Development 492 492 - 31/03/2024 31/03/2026 RN 31 Exxon City Deal 44,325 46,942 2,617 31/03/2027 31/03/2028 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? 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: RN 21 Allotment Development Project Manager: Ian Bain Initial Completion End Date: 31/03/2024 Revised End Date: 31/03/2026 How was this project initially funded: Please Detail any additional funding: n/a Prudential Borrowing Why is the project classified as off track and what has caused the issues identified? The project design work for Overburn Allotments has been fully developed and the cost estimates now show that it will require an additional £150k to deliver at this site. What action will be taken to rectify the position? Additional funding required or project ceased. New Completion Date: 30/09/2024. What are the implications on the actions proposed? Revenue Implications Virement Implications n/a Additional funding required for contractor retentions, and ongoing running costs for utilities. Additional budget will ensure project completion and long term, sustainability of the project. Source of Funding:- Prudential Borrowing Prudential Borrowing of £333k has a revenue implication of £224,347 over 25 years due to the incurred interest on the debt. This equates to £8,974 per annum. Source of Funding:- Prudential Borrowing If additional budget approved, Prudential Borrowing of £0.150m has a revenue implication of £0.045m over 10 years due to the incurred interest on the debt. This equates to £0.019m per annum. ITEM 14 - APPENDIX 2 Page 191
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Projects that are Off Track at Period 10 Appendix 2 Project Name: RN 31 Exxon City Deal Project Manager: Patricia Rowley Initial Completion End Date: 31/03/2027 Revised End Date: 31/03/28 How was this project initially funded: Please Detail any additional funding: n/a Scottish Government & Prudential Borrowing Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? New Completion Date: 31/03/2028 What are the implications on the actions proposed? Revenue Implications Virement Implications n/a Source of Funding:- Scottish Government & Prudential Borrowing Prudential Borrowing of £1.282m (WDC allocation of £2.617m) has a revenue implication of £1.798m over 50 years due to the incurred interest on the debt. This equates to £0.036m per annum. The reason for reprofiling is that the construction costs increased significantly which prompted a scope review to allow the project affordability. The Project Board recommended reducing the original scope which was agreed at the Council meeting on 30 October 2024. The overall budget has increased to £46,942,156, which will be split between City Deal £23.991m and Council £22.951m. The total budget has been profiled to reflect the 30 October 2025 Council report. Page 192
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Changes to Capital Plan and Implications at P10 RESOURCES Project - RES 9 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Strathleven Place (1,500) 1,590 0 0 0 0 0 0 0 0 1,590 Strathleven Place - Revised 90 1,500 0 0 0 0 0 0 0 1,590 Explanation Project delayed due to internal resources. Project - RES 10 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 New Sports Changing Facility Dumbarton West (Old OLSP site) (340) 340 0 0 0 0 0 0 0 0 340 New Sports Changing Facility Dumbarton West (Old OLSP site) - Revised 0 340 0 0 0 0 0 0 0 340 Explanation Project - RES 11 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Building Upgrades and H&S - lifecycle & reactive building upgrades 80 3,122 2,781 2,781 2,781 2,781 2,781 2,781 2,781 2,781 25,370 Building Upgrades and H&S - lifecycle & reactive building upgrades - Revised 3,202 2,781 2,701 2,781 2,781 2,781 2,781 2,781 2,781 25,370 Explanation Acceleration of £80k budget required from 26/27 into 24/25 for retention invoices pertaining to District Heating. Project - RES 13 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Depot Rationalisation 1,000 500 2,000 4,351 0 0 0 0 0 0 7,851 Depot Rationalisation - Revised 1,500 2,000 4,386 0 0 0 0 0 0 7,886 Explanation Budget realignment to depot rationalisation at Overburn Avenue and Bridge Street efficiency savings. Programme has been delayed due to redevelopment of wider site. ITEM 14 - APPENDIX 3 Page 193
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Changes to Capital Plan and Implications at P10 Appendix 3 REGULATORY & REGENERATION Project - RR 6 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration/Local Economic Development (165) 375 2,232 2,055 760 500 500 500 500 500 7,922 Regeneration/Local Economic Development - Revised 210 2,232 2,220 760 500 500 500 500 500 7,922 Explanation These are multi-year programmes of work/projects that are subject to external factors. Project - RR 7 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration Fund (615) 615 1,530 974 705 0 0 0 0 0 3,824 Regeneration Fund - Revised - 2,145 974 705 0 0 0 0 0 3,824 Explanation These are multi-year programmes of work/projects that are subject to external factors. Project - RR 8 Deferred Grant Funds Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Place Based Investment Programme 100 3 306 0 0 0 0 0 0 0 406 Place Based Investment Programme - Revised 3 406 0 0 0 0 0 0 0 409 Explanation Project - RR 10 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 LUF (3,808) 9,133 6,197 0 0 0 0 0 0 0 15,330 LUF - Revised 5,325 10,005 0 0 0 0 0 0 0 15,330 Explanation Project delivery extended due to longer than anticipated project development and procurement timescales. Project - RR 13 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Clyde Mission Catalyst Fund (1,027) 1,197 388 0 0 0 0 0 0 0 1,585 Clyde Mission Catalyst Fund - Revised 170 1,415 0 0 0 0 0 0 0 1,585 Explanation Project delivered by an external partner, progress subject to external factors. Project - RR 14 Overspend Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Securing Sites 59 7 0 0 0 0 0 0 0 0 66 Securing Sites - Revised 66 0 0 0 0 0 0 0 0 66 Explanation Securing sites to make safe. The council plans to recoup costs from owners where appropriate. 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 194
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Changes to Capital Plan and Implications at P10 Appendix 3 ROADS & NEIGHBOURHOOD Project - RN 17 Overspend Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Posties Park Sports Hub 333 507 0 0 0 0 0 0 0 0 840 Posties Park Sports Hub - Revised 840 0 0 0 0 0 0 0 0 840 Explanation Project - RN 19 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Cemetery Extension, North Dalnotter (250) 250 - 0 0 0 0 0 0 0 250 Cemetery Extension, North Dalnotter Revised 0 250 0 0 0 0 0 0 0 250 Explanation Project - RN 20 Overspend Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Vale of Leven Cemetery 26 61 0 0 0 0 0 0 0 0 87 Vale of Leven Cemetery - Revised 87 0 0 0 0 0 0 0 0 87 Explanation Project - RN 21 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Allotment Development 4 150 127 0 0 0 0 0 0 0 277 Allotment Development - Revised 154 123 0 0 0 0 0 0 0 277 Explanation Project - RN 23 Funding Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Play Area Upgrade Programme 508 417 100 100 100 100 100 100 100 133 1,758 Play Area Upgrade Programme Revised 417 641 100 100 100 100 100 100 100 1,758 Explanation Project - RN 25 Underspend Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Whitecrook Tennis Court Up-grade (14) 1 0 0 0 0 0 0 0 0 1 Whitecrook Tennis Court Up-grade Revised 1 0 0 0 0 0 0 0 0 1 Explanation Additional Funding confirmed from Scottish Government and services for expenditure incurred in 2025/26. Project completed underbudget. Additional funding required for contractor retentions, and ongoing running costs for utilities. Budget shortfall will ensure project completion and long term, sustainability of the project. Project designs being developed with Roads Service. Works planned to commence July 2025. Overspend. Additional fill material required to comply with planning/SEPA requirements. Project design for Overburn Allotments being finalised with an estimated start date of June 2025. Page 195
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Changes to Capital Plan and Implications at P10 Appendix 3 Project - RN 28 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Balloch Mountain Bike Track (80) 100 350 0 0 0 0 0 0 0 450 Balloch Mountain Bike Track - Revised 20 430 0 0 0 0 0 0 0 450 Explanation Project - RN 30 Underspend Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Kilmaronock Cemetery Extension (8) 13 0 0 0 0 0 0 0 0 5 Kilmaronock Cemetery Extension - Revised 5 0 0 0 0 0 0 0 0 5 Explanation Project - RN31 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Exxon 2,000 2,500 20,000 11,607 4,056 0 0 0 0 0 40,163 Exxon Revised 4,500 20,000 10,970 4,693 0 0 0 0 0 40,163 Explanation Project - RN32 New Funding Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Cycling, Walking, Safer Routes Tier 1 (Active Travel) 387 645 0 0 0 0 0 0 0 0 1,032 Cycling, Walking and Safer Routes Tier 1 (Active Travel) 645 387 0 0 0 0 0 0 0 1,032 Explanation Additional funding from Scottish Government for 25/26. Project - RN 33 Reprofiling Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. (450) 500 1,750 0 0 0 0 0 0 0 2,250 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields - Revised 50 2,200 0 0 0 0 0 0 0 2,250 Explanation Project - RN 34 New Funding Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 23 310 0 0 0 0 0 0 0 0 333 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides - Revised 333 0 0 0 0 0 0 0 0 333 Explanation Additional funding from Scottish Government. Ecological and Planning issues have delayed the final design development. Project delivered under budget. The reason for reprofiling is that the construction costs increased significantly which prompted a scope review to allow the project affordability. The Project Board recommended reducing the original scope which was agreed at the Council meeting on 30 October 2024. The overall budget has increased to £46,942,156, which will be split between City Deal £23.991m and Council £22.951m. The total budget has been profiled to reflect the 30 October 2025 Council report. Tenders to be issued early April with an anticipated start date of July 2025 Page 196
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Changes to Capital Plan and Implications at P10 Appendix 3 Project - RN 35 New Funding Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Transport Scotland 24-25 Implementation 20MPH Speed Limits 105 0 0 0 0 0 0 0 0 0 105 Transport Scotland 24-25 Implementation 20MPH Speed Limits Revised 105 0 0 0 0 0 0 0 0 105 Explanation Project - RN 36 New Funding Current Year 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Review of Schools speed limits 75 0 0 0 0 0 0 0 0 0 75 Review of Schools speed limits Revised 0 75 0 0 0 0 0 0 0 75 Explanation Additional funding received from the Scottish Government funding to improve & support connectivity and equal access to Public transport and infrastructures for cycling. Additional funding received from the Scottish Government funding to review speed limits around schools as part of Asset Management Plan. Page 197
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All Approved Projects at Period 10 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 RES 9 Strathleven Place (formerly part of Glencairn House project) 31/03/2024 31/03/2025 1,590 0 35 1,555 1,590 0 90 35 90 0 RES 10 New Sports Changing Facility Dumbarton West (Old OLSP site) 31/03/2024 31/03/2025 349 9 9 340 349 0 0 0 0 0 RES 11 Building Upgrades and H&S - lifecycle & reactive building upgrades 31/03/2025 31/03/2025 25,370 0 1,138 24,232 25,370 0 3,202 1,138 3,202 0 RES 13 Depot Rationalisation 31/03/2025 31/03/2025 8,535 649 1,809 6,726 8,535 0 1,500 1,160 1,500 0 Total Resources 35,844 658 2,991 32,853 35,844 0 4,792 2,333 4,792 0 RR 3 Installation of Solar PV at Clydebank Leisure Centre 31/03/2023 31/03/2025 61 4 4 57 61 0 0 0 0 0 RR 4 Replace failed heating controls/valves & recommission 31/03/2023 31/03/2025 20 14 20 0 20 0 6 6 6 0 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 0 0 0 0 RR 6 Regeneration/Local Economic Development 31/03/2025 31/03/2025 7,922 0 133 7,789 7,922 0 210 133 210 0 RR 7 Regeneration Fund 31/03/2024 31/03/2028 10,931 7,107 7,107 3,824 10,931 0 0 0 0 0 RR 8 Place Based Investment 31/03/2023 31/03/2027 1,804 1,398 1,400 404 1,804 0 3 3 3 0 RR 9 Clydebank Can on the Canal 31/12/2022 31/12/2025 757 40 40 717 757 0 0 0 0 0 RR 10 Level Up Funding 31/03/2025 31/03/2026 22,100 6,770 10,828 11,272 22,100 0 5,325 4,059 5,325 0 RR 11 Level Up Capacity Funding 31/03/2023 31/03/2026 320 160 160 160 320 0 0 0 0 0 RR 12 District Heating Network Expansion 31/03/2024 31/03/2028 11,104 -40 85 11,019 11,104 0 250 125 250 0 RR 13 Clyde Mission Catalyst Fund 31/03/2024 31/03/2026 2,000 415 578 1,422 2,000 0 170 163 170 0 RR14 Securing sites 31/03/2025 31/03/2025 66 0 16 50 66 0 66 16 66 0 Total Regulatory and Regeneration 57,375 15,932 20,435 36,940 57,375 0 6,029 4,503 6,029 0 RN 1 Infrastructure - Roads 31/03/2025 31/03/2033 22,808 0 1,788 21,020 22,808 0 2,454 1,788 2,454 0 RN 2 Flood Risk Management 31/03/2025 31/03/2033 2,215 0 36 2,179 2,215 0 400 36 400 0 RN 3 Street lighting and associated electrical infrastructure 31/03/2025 31/03/2033 914 0 114 800 914 0 114 114 114 0 RN 4 Flood Prevention 31/03/2025 31/03/2025 450 161 203 247 450 0 289 42 289 0 RN 5 Vehicle Replacement 31/03/2024 31/03/2033 12,219 0 2,260 9,959 12,219 0 3,065 2,260 3,065 0 RN 6 Auld Street Clydebank - Bond 31/03/2024 31/03/2025 256 214 214 42 256 0 42 0 42 0 RN 7 River bank erosion repair - Levenhowe 31/03/2024 31/03/2025 20 0 0 20 20 0 20 0 20 0 RN 8 Clydebank Charrette, A814 31/03/2022 31/03/2025 4,303 4,215 4,251 52 4,303 0 88 36 88 0 RN 9 Roads Plant 31/03/2025 31/03/2025 80 14 79 1 80 0 66 65 66 0 RN 10 A813 Road Improvement Phase 1 31/03/2026 31/03/2027 1,700 1,057 1,379 322 1,700 0 643 321 643 0 RN 11 Pavement Improvements 31/03/2025 31/03/2025 1,000 958 958 42 1,000 0 42 0 42 0 RN 12 Traffic Signal Updates 31/03/2025 31/03/2025 300 274 285 15 300 0 26 10 26 0 RN 13 Gruggies Burn Flood Prevention 31/03/2024 31/03/2028 15,028 576 884 14,145 15,028 0 550 307 550 0 RN 14 Electrical Charging Points - Rapid Charge 31/03/2023 31/03/2025 314 299 314 0 314 0 15 15 15 0 RN 15 River Leven Flood Prevention Scheme 31/03/2024 31/03/2026 801 181 181 620 801 0 0 0 0 0 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 RN 17 Posties Park Sports Hub - New sports hub to include Gym & running track 31/03/2022 29/11/2025 6,718 5,878 6,680 38 6,718 0 840 802 840 0 RN 18 Public non-adopted paths and roads 31/03/2024 31/03/2033 2,419 0 219 2,200 2,419 0 619 219 619 0 RN 19 Cemetery Extension, North Dalnotter 31/03/2024 31/03/2025 264 14 14 250 264 0 0 0 0 0 RN 20 Vale of Leven Cemetery 31/03/2025 31/03/2025 828 741 828 0 828 0 87 87 87 0 RN 21 Allotment Development 31/03/2024 30/09/2024 492 215 369 123 492 0 154 154 154 0 RN 22 Waste Transfer Station 31/03/2024 31/03/2026 1,980 0 159 1,821 1,980 0 200 159 200 0 RN 23 Play Area Upgrade Programme 31/03/2028 31/03/2033 1,907 149 534 1,373 1,907 0 417 386 417 0 RN 25 Whitecrook Tennis Court 31/03/2024 31/03/2024 45 44 45 0 45 0 1 1 1 0 RN 26 East End Park Resurfacing 31/03/2024 31/03/2025 385 6 6 379 385 0 379 0 379 0 RN 27 Park Improvements and Multi Games Area - Goldenhill Park 31/03/2024 31/03/2025 150 0 150 0 150 0 150 150 150 0 RN 28 Balloch Mountain Bike Track 30/11/2023 30/09/2025 450 0 7 443 450 0 20 7 20 0 RN 29 Pappert 2G Pitch 31/03/2024 31/03/2025 250 8 8 242 250 0 242 0 242 0 RN 30 Kilmaronock Cemetery Extension 31/03/2023 31/03/2025 50 45 45 5 50 0 5 0 5 0 RN 31 Exxon City Deal 31/03/2027 31/03/2028 46,942 6,780 8,785 38,157 46,942 0 4,500 2,005 4,500 0 RN 32 Cycling, Walking, Safer Routes Tier 1 (Active Travel) 31/03/2025 31/03/2025 1,033 0 15 1,017 1,033 0 646 15 646 0 Full Project Life In Year ITEM 14 - APPENDIX 4 Page 198
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All Approved Projects at Period 10 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 RN 33 Creation of 3 new all weather pitches at Argyll Park, Posties Park and Mountblow playing fields. 31/03/2026 31/03/2026 2,250 0 30 2,220 2,250 0 50 30 50 0 RN 34 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 31/03/2025 31/03/2025 333 0 14 319 333 0 333 14 333 0 RN 35 Transport Scotland 24-25 Implementation 20MPH Speed Limits 31/03/2025 31/03/2025 105 0 0 105 105 0 105 0 105 0 RN 36 Review of Schools speed limits 31/03/2026 31/03/2026 75 0 0 75 75 0 0 0 0 0 Total Roads and Neighbourhood 130,483 21,829 30,854 99,631 130,483 0 17,962 9,023 17,962 0 0 Overall Total 223,702 38,419 54,280 169,424 223,702 0 28,783 15,859 28,783 0 Page 199