Item 8 - Appendix 2
West Dunbartonshire Council · 21 May 2025
Back to Infrastructure, Regeneration & Economic Development Committee — 21 May 2025 and its agenda
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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
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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.
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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.
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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.
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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
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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
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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.
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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
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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.
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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.
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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
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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
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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
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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
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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
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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