Item 8 - Appendix 1
West Dunbartonshire Council · 12 November 2025
Back to Infrastructure, Regeneration & Economic Development Committee — 12 November 2025 and its agenda
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Appendix1: Roads & Neighbourhood Delivery Plan 2025/26 -Mid Year Progress 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Percentage of non serious road related defects repaired within 7 working days of being reported 98.7% 85% 96% 85% Performance continues to exceed target. Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 86.5% 85% 86% 85% Performance exceeds target, improvement maintained since Q4 previous year. Liam Greene Percentage of emergency road related defects repaired within 4 hours of being reported 100% 95% 95% 95% Performance continues to meet or exceed target. Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 100% 98% 99% 98% Performance continues to exceed target. Liam Greene RL3: Percentage of all street light repairs completed within 7 days 100% 95% 95% 95% Performance continues to meet or exceed target. Liam Greene Action Status Progress Due Date Note Owner Progress the development of pavement parking enforcement strategy for consideration by relevant Committee 31-Mar-2026 Action progressing as planned. Following introduction of Decriminalised parking enforcement which will commence October 2025, resource and capacity will shape pavement parking policy for consideration by Committee. Liam Greene Progress plan to introduce Parking Enforcement 31-Mar-2026 Action progressing as planned. All consolidation orders are promoted to introduce parking enforcement. All lines/signs Liam Greene ITEM 8 - APPENDIX 1
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Action Status Progress Due Date Note Owner refreshed in strategic enforcement areas. Communications plan progressed. Parking enforcement to commence October 2025. Implement revised service provision for school crossing patrollers 31-Mar-2026 Action completed. Crossing patroller locations reduced and limited to priority locations. Liam Greene Implement 20 miles speed limit at Balloch Campus and Dalreoch Primary School 31-Mar-2026 Action progressing as planned. Lining and signing works completed. Liam Greene Prepare strategy to implement 20 miles speed limit in residential areas 31-Mar-2026 Action progressing as planned. Funding award submitted and successful. Service developing plan for implementation. Elected Member briefing scheduled. Liam Greene Objective 2. Our resident’s health and wellbeing remains a priority Action Status Progress Due Date Note Owner Complete construction of 4 new MUGA's and delivery of 2025/26 playpark improvement programme 31-Mar-2026 Action progressing as planned. Bonhill Multi Use Games Area (MUGA) now complete. Tender complete for Milton Park MUGA and 4 play area upgrades. Work due to start over November and December. Ian Bain Progress plan to increase the number of 4G pitches 31-Mar-2026 Action progressing as planned. Plans have been submitted to planning and discussion are underway and continue. Measures will be considered to progress permission. Ian Bain 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued
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Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Tonnage of biodegradable municipal waste landfilled 1,226.45 3,325 3,325 Q1 performance exceeded target. In line with our agreement with Glasgow City Council, who process WDC waste, the majority is incinerated with the residual being sent to landfill. Q2 data available early November Ian Bain Percentage of missed bins collected within 3 working days of being reported 96% 95% 95% Q1 performance exceeded target Q2 data available early November. Ian Bain % of total household waste that is recycled 44.04% 60% 60% Q1 performance significantly missed target but retaining improved recycling performance noted at the end of 2024/25. Recycling rates are expected to increase on commencement of recycling prioritisation project which begins 10 November. Currently more than half of the waste that is put in the general bin should go in the blue bin for recycling. Residents will be encouraged to recycle more correctly due to change in uplift with more limited space in the general bin. Full communication campaign has been run, and household information packs have been provided to all residents following elected members briefing sessions. Q2 data available early November Ian Bain H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner % Residents satisfied with the Waste service overall 56% 70% Performance significantly missed target and down by 4% from year end. Of the 131 residents who responded to this question, 73 were satisfied with the service and 58 indicated dissatisfaction. Recent changes across the service, particularly the introduction of a charge Ian Bain
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H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner for garden waste (brown bin) collection and the upcoming change in frequency to collections have impacted on the satisfaction. The Councils Citizens Panel is the new source for satisfaction measures following the removal of the telephone survey as part of 24/25 budget savings. This change has resulted in a reduction to the base numbers of respondents. With the base numbers being smaller fluctuations in satisfaction levels are expected. It is anticipated the year end will show a more representative result. % residents satisfied with the street cleaning service 47% 60% Performance significantly missed target and down by 15% from year end. Of the 129 residents who responded to this question, 60 were satisfied with the service and 69 indicated dissatisfaction. Recent changes across the service due to budget reductions have impacted on the satisfaction levels. Comments include lack of cleaning of streets, not seeing street cleaners, waste left when bins are collected, too much dog dirt, lack of litter bins and overfull litter bins, and high level of weeds. The reinstatement of weed spraying should support higher satisfaction. The change of data source to Citizens Panel online survey has resulted in a reduction to the base numbers of respondents with fluctuations in satisfaction levels expected. It is anticipated the year end will show a more representative result. Ian Bain % Residents satisfied with Parks & open spaces 65% 75% Performance marginally missed target and down by 7% from year end. Of the 115 who responded to this question, 75 were satisfied with the service and 40 indicated dissatisfaction. Comments include dissatisfaction with the lack of grass cutting and tree pruning, high level of litter, general lack of maintenance, overflowing bins. The continued progress of a number of initiatives which are underway and recently completed including improving play parks along with the reinstatement of planting and grounds maintenance within the destination parks should support increased satisfaction. The change of data source to Citizens Panel online survey has resulted in a reduction to the base numbers of respondents with fluctuations in satisfaction levels expected. It is anticipated the year end will show a more representative result. Ian Bain
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Action Status Progress Due Date Note Owner Explore funding opportunities for delivery of Dumbarton Common allotments 31-Mar-2026 Action progressing as planned, Funding secured from UK Shared Prosperity fund. Tender process is now complete, and the tender will be awarded at the end of October. Ian Bain Develop a new local biodiversity action plan 31-Mar-2026 Action progress delayed. A number of consultations have been completed, both internal and external. The outputs have been analysed and will be used to develop the action plan. There was a delay in progress due the delayed publication of National strategy and action plan which is now available. Local draft action plan now in development. Ian Bain Develop ash die back action plan – next phase 31-Mar-2026 Action complete. The action plan is in place, including dealing with high-risk trees that are categorised as requiring immediate action. We will continue to progress this plan and deal with low and medium risk trees accordingly. Ian Bain Objective 5. Our resources are used in an environmentally sustainable way Action Status Progress Due Date Note Owner Continue to refine the strategy for transition to an electric fleet 31-Mar-2026 Action progressing as planned, we have established a service plan that identifies our priorities as: . Enhance fleet efficiency: . Promote sustainability: . Increase operational transparency: . Improve fleet safety and compliance: Within this context we will promote sustainability by developing a vehicle replacement programme that tracks Government targets for the transition of the fleet to electric vehicles. We are exploring ways, in tandem, to establish and effective charging infrastructure. We have set clear targets for both elements to ensure we meet the policy requirements. Stephen Brooks Progress phased delivery of public and fleet electric charging points – next phase 31-Mar-2026 Action progressing as planned. High level locations for spread of public chargers developed with City Region. All site details provided to consultants with tender expected to be issued by November. Fleet charging points will be developed in conjunction with Depot Project. Liam Greene Implement the Prioritisation of collection of recycling project. 31-Mar-2026 Action progressing as planned following a short delay. Communications campaign in place including resident packs which have been issued containing all required details of changes. Ian Bain
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Action Status Progress Due Date Note Owner Whilst there has been a short delay the new waste collection frequencies will be implemented with commencement date of 10th November. Objective 6. Our neighbourhoods are sustainable and attractive H1 2025/26 Performance Indicator Status Value Target Short Trend Long Trend Note Owner % Residents satisfied with roads maintenance 23% 40% Performance significantly missed target and down by 1% from year end. Of the 129 who responded to this question, 30 were satisfied with the service and 99 indicated dissatisfaction. Comments include concern at the number and size of potholes, poor general maintenance of roads, lack of notification when roads works are planned and concern shown over lack of white lines in several locations. The change of data source to Citizens Panel online survey has resulted in a reduction to the base numbers of respondents with fluctuations in satisfaction levels expected. It is anticipated the year end will show a more representative result. The service continue to show satisfactory results in the operational performance measures, including response to reported repairs. We also continue to invest in the road network in line with the Roads Asset Management Plan. Liam Greene Action Status Progress Due Date Note Owner Implement Greenspace Service Redesign 31-Mar-2026 Action progressing as planned. Staffing restructure complete across greenspace service, service reviewed to agree an approach to achieve budget savings. Ian Bain Review and Implement Changes to Grounds Maintenance Programme 31-Mar-2026 Action progressing as planned. Staffing restructure is complete, and greenspace service reviewed. Changes to ground maintenance programme are in the process of being implemented. Following Council decision, the service are reinstating elements of grass cutting and ground maintenance. Ian Bain
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Action Status Progress Due Date Note Owner Award contract for Gruggies Burn Flood Management design 31-Mar-2026 Action progressing as planned. Confirmation letters sent to all stakeholders. Detailed design complete and construction cost expected Autumn 2025 for consideration. Liam Greene Provide recommendations to Council based on draft Surface Water Management Plans 31-Mar-2026 Action progressing as planned. High level plans developed and assessment of options complete. Awaiting consultation with Scottish water to finalise. Liam Greene Progress Flood Management Improvement plans for Dumbarton and Vale of Leven 31-Mar-2026 Action progressing as planned. High level plans developed and assessment of options complete. Cost benefit analysis underway. Liam Greene Develop new Roads and Transport Winter Plan for consideration at May Committee 31-Mar-2026 Action complete. Road and Transport winter plan was presented to Committee in May. Plan is in progress. 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 06-Oct-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. 08-Oct-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. 08-Oct-2025 Significant investment in resurfacing works. Service continues to respond to reported defects across the network. No change to Risk Matrix. Liam Greene
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner 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, grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling, vehicle fleet management and 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. 07-Aug-2025 Monitoring and action plans in place to manage risk. No change to Risk Matrix Gail Macfarlane 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 Support the progress of Exxon City Deal Project – construction phase (next phase) 31-Mar-2026 Action progressing as planned. Road diversions underway. Construction is progressing well on site. Road closures supported by a communications strategy. Liam Greene Objective 8. Our residents are supported to access employment and training opportunities
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Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of local people entering education or training 218 125 428 290 Targets were exceeded in both quarters, with local residents supported into education and training through Working4U and commissioned services. A wide range of learning opportunities were provided, focusing on employability and removing barriers for young people, parents in poverty, and other priority groups. Overall, the work demonstrates a strong commitment to improving skills, qualifications, and long-term employability across West Dunbartonshire. Stephen Brooks Number of local people gaining a full qualification 235 196 258 65 Targets were exceeded at the six-month stage, with local residents achieving accredited qualifications through Working4U Employability, Adult Learning, the Training Team, and commissioned services. Qualifications ranged from Modern and Foundation to community-based and confidence-building programmes. Adult Learning also delivered qualifications in English for speakers of other languages (ESOL), literacies, and IT, supporting residents to enhance their skills, confidence, and employability. Stephen Brooks Number of local people entering employment through Working 4U 84 80 103 100 Targets exceeded for both quarters. An increase in outcomes is anticipated in Q4, as contract completions are a key factor for funded grant providers at year-end. The focus remained on supporting the economically inactive, vulnerable young people, and families experiencing poverty. Employability teams provided one-to-one support, delivering a range of training, barrier removal, and job or apprenticeship opportunities through internal and external providers. Overall, the programme continues to connect residents with fair and sustainable employment that meets the needs of both individuals and local businesses. Stephen Brooks Value (£) of debt managed £145,095 £380,000 £389,353 £380,000 Progress in Q1 was slightly lower than in Q2, resulting in mid-year performance being below expectations. This is due to several factors, including ongoing challenges with client engagement, an increase in the complexity of cases, and a reduced staffing level. These factors have also affected the overall value of debt managed. The approach will be reviewed again in Quarter 3, considering case complexity, available resources, and the demand placed on staff. Stephen Brooks
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Action Status Progress Due Date Note Owner Manage, deliver and monitor the Community Learning and Development (CLD) partnership and associated plan. 31-Mar-2026 Action progressing as planned. The development and management of a three-year CLD Plan is set out as a statutory requirement. The team has compiled the document and manages a set of partnership groups to encourage and monitor local activity. The groups include: A Strategic Partnership Group supported by the Adult Learning Partnership, The Youth Alliance and Community Empowerment Delivery Improvement Group. Stephen Brooks We will ensure we are compliant with funding requirements including the need to work in partnership and commission specialist services. 31-Mar-2026 Action progressing as planned. We have established the relevant partnerships and processes for co-design of service provision that keeps us compliant with conditions of grant. However, there are a number of funding challenges facing Working4U. These centre on reductions in funding from Macmillan Cancer, UK Shared Prosperity and the Scottish Government 'No One Left Behind Programme. As such we will continually review our priorities and the scale of service provision, working with partners to meet funder requirements. Stephen Brooks Objective 9. Our partnerships will support economic development to deliver increased prosperity for our area Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Number of local people receiving support through Working 4U 1,733 1,070 1,976 1,240 Performance exceeded target in both quarters. Demand for Working4U services continues to exceed expectations, driven by increasing needs for benefits and debt advice, as well as higher participation in employability and learning programmes funded through the UK Shared Prosperity Fund and No One Left Behind (NOLB). The service plays a vital role in helping low- income individuals and families build financial resilience and access sustainable employment. Grant funding will continue to be strategically targeted to meet the needs of priority groups and ensure support reaches those most affected by poverty and economic hardship. Stephen Brooks
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Q1 2025/26 Q2 2025/26 Performance Indicator Status Value Target Status Value Target Short Trend Long Trend Note Owner Total Value (£) of Income Generated £2,318,733 £1,500,000 £2,286,888 £1,500,00 0 Targets have been exceeded in Q1 and Q2, highlighting the increase in demand for services. Working4U Money assisted residents to increase income through benefit/grant claims or debt management options. Stephen Brooks Action Status Progress Due Date Note Owner Develop a new employability partnership action plan 31-Mar-2026 Action progressing as planned. We have established the Local Employability Partnership to oversee the development and delivery of employability services. The partnership is responsible for: co-ordinating improved service delivery to West Dunbartonshire citizens accessing local employability services through an agreed agenda. improve opportunities for citizens to gain access to appropriate learning, education, volunteering, training and employment. co-ordinating existing resources to offer more effective and efficient services The partnership works with the Scottish Government to establish an annual delivery plan that underpins the use of No One Left Behind resources. Stephen Brooks Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar-2026 Action progressing as planned. We have established a sector specific focus within the context of our No One Left Behind Plan and our approach to the delivery of Foundation and Modern apprenticeships. We are prioritising support for the development of opportunities in carbon/green energy sectors where the potential arises. Stephen Brooks Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31-Mar-2026 Action progressing as planned. Working4U has the responsibility for compiling and publishing the Local Child Poverty Annual Report. This has been published. We have established the Family Prosperity Network to support the process and identify actions we have delivered or intend to deliver that will alleviate child poverty among the priority family groups. Stephen Brooks
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner 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 The Local Child Poverty Plan sets out what we will do to respond to child poverty, failure to respond 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 02-Oct-2025 We have established a process for developing the local child poverty report and will undertake a self-evaluation to assess the effectiveness of our approach. The self-evaluation will inform future developments. The Child Poverty Plan has been published and is available online. No change to Risk matrix. 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. 02-Oct-2025 Welfare rights team have improved the triage system for referrals being received from residents with most contacts being made within 4 working days of referrals being received. No change to risk matrix. Stephen Brooks 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Action Status Progress Due Date Note Owner Workforce Management Action; 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 Action progressing. Roads Structure Review commenced identifying single point dependencies, Grounds and Waste Review to commence. Grounds and Waste services will promote use of trickle with front line staff at the next “toolbox talks”. There is a significant amount of work to get front line staff to use personal devises. Working4Uhave continued to promote of roles with a gender bias across all genders. This includes sessions within schools to attract or encourage school students to have a broader understanding of the opportunities available to them. Gail Macfarlane Workforce Management Action Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2026 Action progressing. Fit for future actions progressed including training for mechanics and new ilearn developed within Fleet Services to promote development opportunities. Cross service consideration being given to hard to recruit roles. Gail Macfarlane
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Action Status Progress Due Date Note Owner Workforce Management Action 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 Action progressing. Cross service review underway to review service capacity and resources. Gail Macfarlane Workforce Management Action Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 Action progressing. Drivers have been put through LGV training and C1+E trailer training. This will provide resilience. Mechanics trained in maintenance of Electric vehicles. Also continue to monitor development of technology to stay up to date Gail Macfarlane Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Status Progress Due Date Note Owner Support the project board and monitor progress of the Net Zero Cooperation Agreement with Glasgow City Council 31-Mar-2026 Action progressing as planned. Project board established with alternate chairing between Glasgow and WDC. Workstreams established and meetings underway to develop actions. Gail Macfarlane Progress and manage service level agreements for Fleet management. 31-Mar-2026 Action progressing as planned We have established a set of customised service agreements with each of the services using fleet vehicles. The service agreements focus on roles and responsibilities and sets this alongside key metrics that will add to information available to inform future needs (and costs). We are reviewing these agreements at periodical meetings with key staff in the service departments. Our aim is to enhance fleet efficiency, promote sustainability, increase operational transparency and improve fleet safety and compliance. Stephen Brooks Prepare plans to close Dalmuir Golf Course 31-Mar-2026 Action complete. The golf course in no longer in Council ownership. The members have taken over the course by way of asset transfer. Ian Bain Road Construction Consent Charging review and team reduction 31-Mar-2026 Action complete. Team changes made. Appropriate council services advised of charging for Roads Construction Consent Charging (RCCC) in line with external charging regime. Liam Greene W4U Team Reduction and Service Realignment 31-Mar-2026 Action progressing as planned. The service faced a reduction in budget of £440,000 to be implemented over two years. Through a combination of actions, including moving staff to external funded posts, we have achieved that target. However, this has meant a revision of priorities and contribution to key performance Stephen Brooks
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Action Status Progress Due Date Note Owner indicators. We have set out a range of performance indicators that take this reduction into account. 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. 06-Oct-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. 09-Oct-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
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