Document Pack (Bookmarked) - IRED Committee 04 02 26
West Dunbartonshire Council · 4 February 2026
Back to Infrastructure, Regeneration & Economic Development Committee — 4 February 2026 and its agenda
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Agenda Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 4 February 2026 ___________________________________________________________________ Time: 10:00 ___________________________________________________________________ Format: Hybrid meeting ___________________________________________________________________ Contact: Nicola Moorcroft, Committee Officer nicola.moorcroft@west-dunbarton.gov.uk committee.admin@west-dunbarton.gov.uk Dear Member Please attend a meeting of the Infrastructure, Regeneration and Economic Development Committee as detailed above. Members will have the option to attend the meeting remotely, or in person, at the Civic Space, 16 Church Street, Dumbarton G82 1QL. The business is shown on the attached agenda. Yours faithfully PETER HESSETT Chief Executive Page 1
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Distribution:- Councillor David McBride (Chair) Councillor Kevin Crawford Councillor Michelle McGinty 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: 22 January 2026 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, 4 FEBRUARY 2026 AGENDA 1 STATEMENT BY CHAIR – AUDIO STREAMING The Chair will be heard in connection with the above. 2 APOLOGIES 3 DECLARATIONS OF INTEREST Members are invited to declare if they have an interest in any of the items of business on this agenda and the reasons for such declarations. 4 RECORDING OF VOTES The Committee is asked to agree that all votes taken during the meeting be done by roll call vote to ensure an accurate record. 5 OPEN FORUM The Committee is asked to note that no open forum questions have been submitted by members of the public. 6 MINUTES OF PREVIOUS MEETINGS 5 - 9 Submit for approval, as a correct record, the Minutes of the Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 12 November 2025. 7 UPDATE ON ACTIVITY BY CLYDEBANK PROPERTY COMPANY LTD. 11 - 14 Submit report by the Chief Officer – Resources providing an update on the financial position of Clydebank Property Company following completion of the audit of the 2024/25 accounts. Page 3
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8 PRIDE IN PLACE IMPACT FUND ALLOCATION 15 - 42 Submit report by the Chief Officer – Regulatory and Regeneration seeking approval for allocation of funding from Pride in Place Impact Fund. 9 INFRASTRUCTURE, REGENERATION AND ECONOMIC 43 - 58 DEVELOPMENT REVENUE MONITORING REPORT 2025/256 TO PERIOD 7 (31 OCTOBER 2025) Submit report by the Chief Officer – Resources providing an update on the revenue financial performanceto 31 October 2025 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. 10 INFRASTRUCTURE, REGENERATION AND ECONOMIC 59 - 67 DEVELOPMENT CAPITAL MONITORING REPORT 2025/26 TO PERIOD 7 (31 OCTOBER 2025) Submit report by the Chief Officer – Resources providing an update on the capital financial performance to 31 October 2025 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. Page 4
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT COMMITTEE At a Hybrid Meeting of the Infrastructure, Regeneration and Economic Development Committee held in the Civic Space, 16 Church Street, Dumbarton on Wednesday, 12 November 2025 at 10.00 a.m. Present: Councillors Kevin Crawford, David McBride, Michelle McGinty, 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; Michelle Lynn, Asset Manager; Ian Bain, Greenspace Manager; Stephen Brooks Working 4U and Fleet Manager; Christopher Anderson, Principal Solicitor and Section Head; and Nicola Moorcroft and Scott Kelly, Committee Officers. 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. OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. ITEM 6 Page 5
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MINUTES OF PREVIOUS MEETINGS The Minutes of Meetings of the Infrastructure, Regeneration and Economic Development Committee held on 13 August 2025 were submitted and approved as correct records. REGULATION AND REGENERATION DELIVERY PLAN 25/26 – ECONOMIC DEVELOPMENT - MID-YEAR PROGRESS A report was submitted by the Chief Officer - Regulatory and Regeneration setting out the mid-year progress of the 2025/26 Plan in relation to Economic Development. After discussion and having heard the Chief Officer - Regulatory and Regeneration in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. ROADS AND NEIGHBOURHOOD DELIVERY PLAN 25/26 MID-YEAR ROGRESS A report was submitted by the Chief Officer - Roads and Neighbourhood setting out the midyear progress of the Roads and Neighbourhood Delivery Plan 2025/26. After discussion and having heard the Chief Officer - Roads and Neighbourhood in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. RESOURCES DELIVERY PLAN 2025/26 – ASSET MANAGEMENT MID-YEAR PROGRESS A report was submitted by the Chief Officer - Resources setting out the mid-year progress of the 2025/26 Plan in relation to Asset Management. After discussion and having heard the Chief Officer - Resources and the Asset Manager in further explanation and in answer to Members’ questions, the Committee agreed to note the progress achieved at mid-year. LOCAL CHILD POVERTY ACTION REPORT A report was submitted by the Chief Officer - Roads and Neighbourhood providing an update on the Local Child Poverty Action Report 2024 - 25. After discussion and having heard the Working 4U and Fleet Manager in further explanation and in answer to Members’ questions, the Committee agreed:- (1) to note and support the actions set within the child poverty report; and Page 6
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(2) to note partners were asked to commit support, and representation where appropriate to the Family Prosperity Network and its aims. VISITOR LEVY A report was submitted by the Chief Officer - Regulation and Regeneration regarding the above. After discussion and having heard the Chief Officer - Regulatory and Regeneration in further explanation and in answer to Members’ questions, Councillor David McBride seconded by Councillor Lawrence O’Neill, moved that the Committee: (1) note the outcomes of the stage 1 and stage 2 consultations relating to a visitor levy scheme for West Dunbartonshire; (2) agree to implement the final West Dunbartonshire visitor levy scheme, as set out in Appendix 1 of the report; (3) agree to establish the West Dunbartonshire Visitor Levy Forum and to begin the process to identify a Chair for the forum, with the appointment subject to the approval of the Council; (4) agree to meet the additional set-up, tourism strategy and staff costs through the implementation period and offset these costs against future revenues raised through a visitor levy scheme; and (5 ) agree that this scheme may be amended from time to time by the Chief Officer – Regulatory and Regeneration in consultation with the Chief Executive and Chief Officer: Resources where it is deemed necessary to comply with any change in legislation, binding guidance or other provision of law and otherwise may be amended by Committee. As an amendment, Councillor Gordon Scanlan, seconded by Councillor Chris Pollock, moved that: Elected members did not receive oversight of this item until over a week after the initial papers were published and finally received the detail late on Thursday afternoon giving us just 3 working days to properly address and scrutinise both the public survey results and proposals. This is not adequate for making a decision on a matter of this magnitude and this item should be continued to a future meeting. On a roll call vote being taken, 5 Members voted for the amendment namely Councillors Crawford, Pollock, Oxley, Scanlan and Traynor and 7 Members voted for the motion namely, Councillors McBride, McGinty, O’Neill, Martin Rooney, William Rooney and Sorrell. The motion was, accordingly, carried. Page 7
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WASTE STRATEGY UPDATE A report was submitted by the Chief Officer - Roads and Neighbourhood updating on progress against the key actions identified in the Waste Strategy Action Plan, which provides an overarching route map to achieve our regulatory and legislative targets. After discussion and having heard the Chief Officer - Roads and Neighbourhood in further explanation and in answer to Members’ questions, the Committee noted the content of the report. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT REVENUE BUDGETARY CONTROL REPORT 2025/26 TO PERIOD 5 (30 AUGUST 2025) A report was submitted by the Chief Officer - Resources providing an update on the revenue financial performance to Period 5 (30 August 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). After discussion, the Committee agreed:- (1) to note a projected adverse variance against a budget of £0.745m (4.34% of total budget); and (2) to note the current projected use of earmarked reserves of £0.504m. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT CAPITAL BUDGETARY CONTROL REPORT 2025/26 TO PERIOD 5 (30 AUGUST 2025) A report was submitted by the Chief Officer - Resources providing an update on the capital financial performance to Period 5 (30 August 2025) of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee (IRED). After discussion and having heard the Chief Officer - Resources and the Chief Officer - Roads and Neighbourhood in further explanation, and in answer to Members’ questions, the Committee agreed:- (1) to note the current position of the 2025/26 IRED capital budget; (2) to note the revised completion dates in respect of 5 projects detailed in appendix 2 of the report, reported to Council on 29 October 2025; (3) to approve the reprofiling of 6 projects in appendix 3 reported to Council on 29 October 2025; Page 8
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(4) to note additional capital budget of £1.316m for plant and machinery reported to Council on 29 October 2025, paragraph 4.9 of the report for further details; (5) to note additional capital budget of £0.352m for vehicle replace programme reported Council on 29 October 2025, paragraph 4.10 for further details; and (6) to grant delegated authority to Chief Officer - Roads and Neighbourhood and Transport, in consultation with the Procurement Manager, to award contracts in relation to procurement of waste collection vehicles. The meeting closed at 11.52 a.m. Page 9
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Resources Infrastructure Regeneration and Economic Development Committee: 4 February 2023 ___________________________________________________________________ Subject: Update on activity by Clydebank Property Company Limited 1. Purpose 1.1 The purpose of this report is to update the Committee on the financial position of Clydebank Property Company following completion of the audit of the 2024/25 accounts. 2. Recommendations 2.1 It is recommended the Committee notes: (i) Clydebank Property Company returned a 2024/25 net loss of £0.060m (ii) as at 31 March 2025, Clydebank Property Company has total reserves of £2.883m of which £2.464m are non-distributable and £0.419m are distributable. 3. Background 3.1 In 2014 Clydebank Rebuilt closed its operation. As part of this closure West Dunbartonshire Council agreed to purchase its assets to allow those assets to continue to serve the business needs of the Clydebank Community. Details can be found in the background paper to the IRED Committee on 17 September 2014. 3.2 Updates on the progress of activity of Clydebank Property Company have been provided to the IRED Committee since November 2017. 4. Main Issues 4.1 A report was submitted to the IRED Committee on 27 September 2022 to note the activity on both property and Titan Crane. 4.2 The tender process for repainting the Crane concluded on 25 September 2024, with two submissions received at £1.129 million and £7.364 million respectively. Following a review of these costs, Clydebank Property Company determined that full repainting works will remain on hold at this time. Instead, the focus will be on undertaking essential maintenance and repairs to the ITEM 7 Page 11
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structure, while ensuring that the navigational lighting continues to operate effectively. 4.3 Clydebank Property Company continues to actively explore potential funding streams to support the future refurbishment and reopening of the Crane. 4.4 Occupancy levels across Clydebank Property Company’s commercial and industrial portfolio remain strong, with the majority of units fully let. This performance is particularly positive given the wider national trend of declining occupancy rates in similar sectors. The sustained demand for space within Clydebank reflects the area’s resilience and attractiveness for businesses, supported by ongoing regeneration efforts and strategic location advantages. High occupancy continues to contribute to stable rental income and underpins confidence in the local economy. 5. People Implications 5.1 There are no people implications arising from this report. 6. Financial and Procurement Implications 6.1 Following the year end, the distributable reserves as detailed below: Profit/(Loss) Reserves Dividend paid post year end 2023/24 (£0.20m) £0.544m £0.050m 2024/25 (£0.06m) £0.419m £0.050m 6.2 The year end financial position of a loss in year of £0.06m noted in 6.1 is after taxation and an upwards revaluation to investment properties of £0.020m. The taxation charge of £0.033m includes Corporation Tax of £0.007m and a re-measurement of Deferred Tax for changes in tax rates of £0.026m. The Deferred Tax is an estimate of the amount of tax payable in respect of the taxable profit for future reporting periods if the assets were sold. The Deferred Tax is held as a liability in the accounts and is not actually paid until the property is sold in a future accounting period. In 2024/25 the rate of Corporation tax assumed remains at 25%. FY 2024/2025 £m Loss on ordinary activities (0.047) Profit on revaluation of investment properties 0.020 Net Trading Profit (0.027) Net tax position (0.033) Net (loss) for the year (0.060) Page 12
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6.3 The primary reasons for the in year loss of £0.060m are set out in the table below. 6.4 Following the year end, the Company now holds £2.464m of non distributable reserves and £0.419m of distributable reserves as detailed in the table below: Non Distributable Reserve (£m) Distributable Reserve (£m) Total Reserves (£m) At 1 April 2024 2.449 0.544 2.993 Dividend paid 0 (0.050) (0.050) Remaining reserves 2.449 0.494 2.943 (Deficit)/Surplus for 2024/25 0.020 (0.047) (0.027) Adjustment for taxes (0.005) (0.028) (0.033) At 31 March 2025 2.464 0.419 2.883 The £2.464m of non-distributable reserves are due to changes to valuations of investment properties and are consequently not cash based. 6.5 The expectation is that the organisation will generate a surplus which should generate a dividend to the Council. The Council's budget assumed a dividend would be received from Clydebank Property Company each year from 2016/17 onwards (future projections assume £0.050m per annum). The company has continued to trade with increased levels of operational estate being let and following the approval of the audited accounts the Board has agreed to provide the Council with a dividend of £0.050m. 6.6 The Council acquired Clydebank Property Company for £273,000 as an investment, which was substantially lower than the maximum sum approved by Council of £800,000. Since its acquisition CPC has absorbed new costs charged from the Council associated with the running of its assets. This has inevitably reduced the surplus position of CPC, however the services would have been required to have been funded from elsewhere if not provided by the Council. 6.7 There are no procurement issues associated with this report. 7. Risk Analysis 7.1 The ownership of Clydebank Property Company is a low-level risk to the Council. The purchase price was minimal, given the assets owned by Impact £m Running costs and impairment of Titan Crane (0.234) Gain on disposal of John Knox Street plot 0.187 Revaluation of Investment Properties 0.020 Deferred tax charge (0.033) (0.060) Page 13
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Clydebank Property Company . The ongoing position is likely to remain favourable with likely dividends being provided to the Council. 7.2 The main risk to Clydebank Property Company and therefore the value of the Council’s ownership lies in the Titan Crane and the potential for significant costs should any major structural repairs, etc. be required. Clydebank Property Company attempts to mitigate against this risk by maintaining the crane and undertaking appropriate inspections on a regular basis. 8. Equalities Impact Assessment (EIA) 8.1 No significant issues were identified in relation to equality impact screening previously carried out. 9. Strategic Environmental Assessment 9.1 A Strategic Environmental Assessment is not required 10. Consultation 10.1 Consultation was undertaken with officers within Regulatory & Regeneration, Resources, and Citizen, Culture & Facilities. 11. Strategic Assessment 11.1 The company will continue to significantly contribute to improving economic growth and employability; and improving local housing and environmentally sustainable infrastructure. Laurence Slavin Chief Officer: Resources Date: 5 January 2026 Person to Contact: Michelle Lynn, Asset Manager Email: michelle.lynn@west-dunbarton.gov.uk Appendices: None Background Papers: Clydebank Rebuilt – Conclusion to the Purchase of Clydebank Property Company – Infrastructure, Regeneration and Economic Development Committee – 17 September 2014 Wards Affected: Ward 6 Page 14
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer (Regulatory & Regeneration) Infrastructure, Regeneration & Economic Development Committee 4 February 2026 Subject: Pride in Place Impact Fund allocation 1 Purpose 1.1 This report seeks Members’ approval for allocation of funding from Pride in Place Impact Fund. 2 Recommendations 2.1 It is recommended that Committee: I. Notes that the Council has been allocated £1.5M of Pride in Place Impact Fund in 2025/26 and 2026/27 II. Approves the allocation of £0.240M to Holm Park improvement, Clydebank III. Approves the allocation of £0.060M to Western Titans BMX Club track improvements, Clydebank IV. Approves the allocation of £0.600M to create new destination playparks in Alexandria (Christie Park) and Dumbarton (Dumbarton Common) V. Approves the allocation of £0.600M to community grants for capital projects which meets the aim and objectives of the fund. VI. Authorises the commencement of procurement processes relating to the projects as appropriate and the subsequent award of contracts by the Chief Officer: Regulatory and Regeneration. and: VII. Agrees that in the event of any project not appearing to be deliverable within the required timescale or requirements of the funding conditions then the Chief Officer: Regulatory and Regeneration may substitute an alternative project following consultation with the Convenor of IRED Committee. 3 Background 3.1 In September 2025 the UK Government announced Pride in Place Impact Fund, which is part of the wider long-term Pride in Place funding programme. The Council has been allocated £1.5M of capital funding over Financial Years 2025/26 & 2026/27. The Pride in Place Programme is a ITEM 8 Page 15
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continuation of the Neighbourhood Plan under which up to £20m has been awarded to Clydebank. The Pride in Place Impact Fund has 3 objectives: a. Community spaces: creating, extending, improving or refurbishing existing community facilities and enabling community organisations to take control or ownership of underused but valued local assets. b. Public spaces: enhancing the physical environment in public spaces. c. High street and town centre revitalisation: making these areas more attractive and welcoming places where people congregate and which encourage economic activity. 3.2 Pride in Place Impact Fund is a two-year non-competitive Programme. 2025/26 allocation has already been received, and 2026/27 allocation is expected in Spring 2026. All funding has to be spent or at least legally committed by the end of March 2027. The first report to the UK Government which will outline the funding allocation and delivery timescales is due on 16 February 2026. 3.3 The Council which will act as he accountable body for the funding should work in collaboration with Member of Parliament (MP) and other stakeholders to identify the interventions that will deliver the needs of the local residents and will deliver most benefits to the local area. 4 Main Issues 4.1 In considering the allocation of the funding, officers reviewed feedback from the recent community consultations, particularly in terms of their local need and ambitions, and consulted with the MP for West Dunbartonshire Douglas McAlister. The proposed project options were also assessed against the criteria and objectives of the Pride in Place Impact Fund to ensure compliance. 4.2 The proposed funding allocation is outlined below. £240k - Holm Park improvements, Clydebank £60k - Western Titans BMX Club track improvements, Clydebank £300k - Destination Playpark in Christie Park, Alexandria £300k - Destination Playpark on the Common, Dumbarton £600k - Community grants, Council-wide Page 16
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4.3 Holm Park is an important community asset which is under lease from and owned by West Dunbartonshire and is managed by Holm Park Facilities. It is a home football ground used by both Clydebank Football Club (the Club) and Yoker Athletic. Community engagement undertaken in Autumn 2025 for the Pride in Place Programme in Clydebank mentions the importance of Clydebank FC in boosting community pride and bringing all ages of the town together. Clydebank Football Club are currently a leader of the Scottish Lowland Football League. If they finish in 1st place they will be promoted to the Scottish Professional Football League (SPFL) for 2026/27 season. A requirement of entry is for the Club's facilities to have a Scottish Football Association (SFA) bronze licence. This bronze licence must be confirmed by March 2026, or alternatively convincing evidence must be provided to the SPFL that the licence status will be achieved and in place by the start of the new season in August 2026. The Club has funding in place for construction of a new spectator stand. The Pride in Place Impact Fund grant funding of £0.240M will enable the club to upgrade the pitch and floodlighting and install a stand-alone referee facility. All these measures are required to achieve the SFA Bronze licence and will benefit the wider community and other users of the facility. 4.4 Western Titans BMX Club is a small volunteer-run BMX club based in Clydebank. They host a number of racing events every year and have nationally ranked riders amongst their members, 6 of whom have qualified to compete in the World Championships in Brisbane in 2026. The race track which is open all year round, 24/7, allows children from the local community and further afield to visit the track, stay exercised, and be diverted from negative influences such as youth disorder and anti social behaviour. Due to continuous use the track has deteriorated and could face closure in the near future, unless the necessary upgrades can be undertaken. A grant of up to £0.060M will enable the club to upgrade the track. 4.5 New destination playparks in Alexandria and Dumbarton will create a modern, attractive and bespoke play area for the local families as well as a potential to draw visitors from further afield. The playparks will cater for both younger and older children and include provision for children with additional needs. Long terms strategy will include improvements to pedestrian links between the playparks and the town centres of Dumbarton and Alexandria. This has the potential to encourage additional visits to the town centre, contribute to increased overall footfall and dwell time and support town centre regeneration. 4.6 Community Grants will be awarded through a competitive process to local groups and organisations, with the aim of supporting delivery of capital Page 17
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projects which meet aims and objectives of the Pride in Place Impact Fund. It is envisaged that the grants would be advertised in March 2026, with the applications deadline in late April 2026. All applications will be assessed against the funding criteria, with deliverability within the funding timescales being the lead criteria to ensure use of funds are maximised. The Regeneration and Communities Teams have recent experience of running a community grants scheme along similar lines with the former Place Based Investment Fund grants. 4.7 The Regeneration team will monitor the progress of the projects to ensure that all funding is legally committed by the end of March 2027. If there is a significant risk that some funding is not legally committed by the deadline, it will be re-allocated to other quick-win projects. The decision on which alternative projects to fund will be delegated the Chief Officer Regulatory & Regeneration following consultation with the Convenor of IRED. A report will then follow to a future meeting of the IRED Committee for information. 6 People Implications 6.1 Existing staff within Greenspace team will deliver the Playpark projects. Existing staff within Regeneration and Communities will develop and implement the Community Grants, and support will be required at key stages from other Services, including Procurement, Legal and Finance. Holm Park improvements and Titan’s track improvements will be delivered by the grantees, with reports submitted to the Council at key stages to ensure compliance. 7 Financial & Procurement Implications 7.1 Pride in Place Impact Fund is new capital funding available to West Dunbartonshire Council. The Council is responsible for ensuring expenditure is spent in accordance with all applicable legal requirements. Where the funding is distributed as grants, the Council should ensure that procurements achieve value for money. 8 Risk Analysis 8.1 All projects are subject to a range of risks that may impact on them being delivered on time and on budget. In addition there is a higher risk of non- compliance for externally led projects. For Council led projects risk will be mitigated by availability of a suitable level of resource to progress the projects. For externally led projects, risk will be mitigated by ensuring that any grantees Page 18
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have suitable experience and resources to deliver the projects, through Grant conditions dictating stringent drawdown criteria and through monitoring the development and delivery of each project to ensure compliance with the funding terms and conditions. 8.2 Where it appears likely that any project may not be able to deliver the outcomes in line with timing, funding or grant conditions, the Chief Officer Regulatory and Regeneration may, after consultation with the Convenor of IRED, substitute the project for another which is likely to be able to comply. 9 Equalities Impact Assessment 9.1 Screening and impact assessments will be carried out on specific projects as they are further developed. 10 Environmental Sustainability 10.1 Environmental sustainability will be considered when developing individual projects to reflect the aims of the Council’s Climate Change Strategy. 11 Consultation 11.1 Proposed allocations of funding respond directly to feedback from recent community consultations, and address local needs and ambitions. 11.2 Legal and Finance Officers have been consulted on the contents of this report. 12 Strategic Assessment 12.1 The Council has agreed its four main strategic priorities for 2022 – 2027. The allocation of the PP Impact Funding is consistent with the following priorities: Our Communities: Resilient and Thriving Our Economy: Strong and Flourishing Alan Douglas Chief Officer: Regulatory and Regeneration Date: 12th January 2026 Page 19
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Person to Contact: Alan Douglas Alan.Douglas@west-dunbarton.gov.uk Appendix: 1 - Pride in Place EIA - Holm Park improvements grant 2 - Pride in Place EIA - Western Titans BMX improvements grant 3 - Pride in Place EIA - Destination Playparks in Christie Park, Alexandria & Dumbarton Common, Dumbarton 4 - Pride in Place EIA - Community Grants Fund Background Papers: None Wards Affected: All Page 20
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ITEM 8 - APPENDIX 1 Page 21
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ITEM 8 - APPENDIX 2 Page 26
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ITEM 8 - APPENDIX 3 Page 31
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ITEM 8 - APPENDIX 4 Page 36
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 4 February 2026 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Revenue Budgetary Control Report 2025/26 to Period 7 (31 October 2025) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 31 October 2025 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). 2. Recommendations 2.1 Members are asked to: note a projected adverse variance against budget of £0.416m (2.41% of total budget). note the current projected use of earmarked reserves of £0.504m. 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 5 March 2025, Members agreed the revenue estimates for 2025/26. A total net budget of £17.042m was approved for IRED services. Since then, budget changes to the value of £0.201m have occurred as detailed in the table below: Description £m Budget Agreed March 2025 17.042 Changes reported at period 5 0.115 Additional EPR allowance 0.186 Movement of School Crossing Patrollers to CCCF (0.099) Other Minor Changes (0.001) Revised Budget 17.243 4. Main Issues Revenue Budget 4.1 The summary report at Appendix 1 identifies a projected adverse variance (overspend) of £0.416m (2.41% of total budget). Detailed service reports are attached at Appendix 2. ITEM 9 Page 43
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4.2 Of the 13 services monitored 7 are showing either a favourable or nil variance, with 6 services showing an adverse variance. Comments are shown in Appendix 3 when there are projected net annual variances greater than £0.050m and where the net variance is below £0.050m but there are offsetting variances of over £0.050m within the service while the table below shows the main reasons for the movement in the outturn from period 5. £m £m Variance at Period 5 0.745 Movement in Service Variance Roads, Neighbourhood and Transport Roads Reduction in employees costs due to vacancies Increase in payments to contracts for works undertaken on roads Crematorium Reduction in income anticipated due to level of cremations being undertaken. Grounds Maintenance and Street Cleaning Reduction in employees costs due to vacancies Additional water rates Waste Services Reduction in costs relating to waste collection (0.181) 0.045 0.037 (0.226) 0.028 (0.046) Regulatory and Regeneration Environmental Health Reduction in employees costs due to vacancies Legal Services/Trading Standards Reduction in employees costs due to vacancies (0.028) (0.023) Resources Asset Management Reduction in level of rental income anticipated 0.050 Other small variances across the Services 0.015 Total Movement in Service Delivery variance (0.329) General Fund variance at Period 7 0.416 4.3 Services are anticipating the use of £0.504m (Period 5: £0.504m) of earmarked reserves. Information on the earmarked reserve spend is shown in Appendix 4. Page 44
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4.4 A list of agreed efficiencies and management adjustments totalling £3.011m is shown within Appendix 5. Current indications show that £2.633m is on target to be achieved. However, Appendix 6 also shows that it is anticipated that £0.m will not be achieved and will be funded by the smoothing fund 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. Officers are currently reviewing budgets and projections with a view to improving the position by financial year end and progress will be highlighted in future reports to committee. 7. Risk Analysis 7.1 The present variances should be viewed in the knowledge that there are a number of variable factors which could arise between now and 31 March and which could affect the year end results. 8. Equalities Impact Assessment (EIA) 8.1 The report is for noting and therefore no Equalities Impact Assessment was completed for this report. 9 Consultation 9.1 The views of both Finance and Legal services have been requested on this report and both have advised there are neither any issues nor concerns with the proposal. As the report is for noting no further consultation is envisaged. 10. Strategic Assessment 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: 8 January 2026 Page 45
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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 - Earmarked Balances Appendix 5 - Efficiencies & Management Adjustments Background Papers: None Wards Affected: All Page 46
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 IRED SUMMARY MONTH END DATE 31 October 2025 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend Annual RAG Status £000 £000 £000 £000 % £000 £000 (55) 0 (55) 0 0% 0 0 (99) (29) (0) 99 -100% 0 99 2,397 2,148 2,507 110 5% 150 (40) 299 25 349 50 17% 0 50 (245) (314) (196) 49 -20% 0 49 (1,057) (309) (893) 165 -16% 0 165 10,023 3,615 10,148 124 1% 0 124 (2,029) 4,093 (1,524) 506 -25% 228 278 1,204 1,011 1,115 (89) -7% 0 (89) 0 419 0 0 0% 0 0 2,039 1,532 1,945 (94) -5% 110 (204) 0 579 0 0 0% 0 0 4,767 3,670 4,766 (1) 0% 16 (17) 17,243 16,440 18,163 920 5.33% 504 416 Transport, Fleet & Maintenance Services Service / Subjective Summary Annual Variance 2025/26 Corporate Asset Maintenance Roads Services Outdoor Services Burial Grounds Crematorium Waste Services Corporate Assets Economic Development Ground Maintenance & Street Cleaning Total Net Expenditure Depots Working 4 U Shared Prosperity Fund ITEM 9 - APPENDIX 1 Page 47
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2025 7 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status £000 £000 £000 £000 £000 % £000 £000 18,087 Employee 22,455 11,707 21,963 (492) -2% 0 (492) 5,028 Property 4,587 2,482 4,740 152 3% 0 152 5,494 Transport and Plant 4,095 2,394 4,683 588 14% 0 588 13,313 Supplies, Services and Admin 12,201 5,579 12,389 187 2% 16 171 9,503 Payments to Other Bodies 4,317 1,716 4,464 148 3% 110 38 1,670 Other 114 94 141 27 24% 0 27 53,094 Gross Expenditure 47,770 23,972 48,379 609 1% 126 483 (33,977) Income (30,527) (7,531) (30,216) 310 1% 378 (68) 19,117 Net Expenditure 17,243 16,440 18,163 920 5% 504 416 £000 £000 £000 £000 £000 % £000 £000 1,735 Employee 1,970 1,149 1,970 0 0% 0 0 26 Property 18 15 26 8 44% 0 8 127 Transport and Plant 131 71 121 (10) -8% 0 (10) 1,873 Supplies, Services and Admin 1,088 995 1,256 168 15% 0 168 0 Payments to Other Bodies 0 0 0 0 0% 0 0 113 Other 114 67 114 0 0% 0 0 3,874 Gross Expenditure 3,321 2,297 3,487 166 5% 0 166 (3,885) Income (3,376) (2,297) (3,542) (166) -5% 0 0 (11) Net Expenditure (55) 0 (55) 0 0% 0 166 £000 £000 £000 £000 £000 % £000 £000 2,024 Employee 2,163 1,203 2,273 111 5% 0 111 108 Property 118 5 120 2 1% 0 2 1,688 Transport and Plant 1,665 1,101 1,907 243 15% 0 243 821 Supplies, Services and Admin 579 285 585 6 1% 0 6 1 Payments to Other Bodies 0 0 0 0 0% 0 0 0 Other 0 0 0 0 0% 0 0 4,642 Gross Expenditure 4,524 2,594 4,885 361 8% 0 361 (4,578) Income (4,624) (2,623) (4,885) (262) -6% 0 (262) 64 Net Expenditure (99) (29) (0) 99 -100% 0 99 £000 £000 £000 £000 £000 % £000 £000 2,946 Employee 2,854 1,293 2,543 (310) -11% 0 (310) 254 Property 261 139 267 6 2% 0 6 890 Transport and Plant 384 290 663 279 73% 0 279 3,104 Supplies, Services and Admin 2,730 1,080 2,715 (15) -1% 0 (15) 893 Payments to Other Bodies 317 5 318 1 0% 0 1 0 Other 0 0 0 0 0% 0 0 8,088 Gross Expenditure 6,545 2,807 6,505 (40) -1% 0 (40) (4,194) Income (4,149) (658) (3,999) 150 4% 150 0 3,894 Net Expenditure 2,397 2,148 2,507 110 5% 150 (40) Service Summary Annual Variance 2025/26 All Services Corporate Asset Maintenance Transport, Fleet & Maintenance Services Roads Services ITEM 9 - APPENDIX 2 Page 48
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2025 7 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % £000 £000 74 Employee 67 38 69 2 3% 0 2 179 Property 156 26 186 30 19% 0 30 0 Transport and Plant 0 0 0 0 0% 0 0 144 Supplies, Services and Admin 116 8 124 7 6% 0 7 17 Payments to Other Bodies 37 (0) 18 (19) -51% 0 (19) 0 Other 0 0 0 0 0% 0 0 414 Gross Expenditure 377 71 397 20 5% 0 20 (117) Income (78) (47) (48) 30 39% 0 30 298 Net Expenditure 299 25 349 50 17% 0 50 £000 £000 £000 £000 £000 % £000 £000 0 Employee 0 0 0 0 0% 0 0 29 Property 27 16 27 0 0% 0 0 0 Transport and Plant 0 0 0 0 0% 0 0 0 Supplies, Services and Admin 0 0 0 0 0% 0 0 442 Payments to Other Bodies 486 0 486 0 0% 0 0 0 Other 0 0 0 0 0% 0 0 471 Gross Expenditure 513 16 513 0 0% 0 0 (689) Income (758) (330) (709) 49 6% 0 49 (218) Net Expenditure (245) (314) (196) 49 -20% 0 49 £000 £000 £000 £000 £000 % £000 £000 215 Employee 194 124 207 13 7% 0 13 265 Property 304 171 301 (2) -1% 0 (2) 0 Transport and Plant 0 0 0 0 0% 0 0 21 Supplies, Services and Admin 18 8 23 5 26% 0 5 6 Payments to Other Bodies 33 8 10 (23) -70% 0 (23) 0 Other 0 0 0 0 0% 0 0 507 Gross Expenditure 549 311 542 (7) -1% 0 (8) (1,460) Income (1,606) (619) (1,434) 172 11% 0 172 (952) Net Expenditure (1,057) (309) (893) 165 -16% 0 164 £000 £000 £000 £000 £000 % £000 £000 3,583 Employee 3,648 2,030 3,764 116 3% 0 116 200 Property 182 34 203 21 12% 0 21 1,504 Transport and Plant 1,294 664 1,360 66 5% 0 66 6,503 Supplies, Services and Admin 6,775 2,653 6,795 21 0% 0 21 27 Payments to Other Bodies 22 28 28 6 28% 0 6 0 Other 0 0 0 0 0% 0 0 11,817 Gross Expenditure 11,920 5,410 12,151 231 2% 0 231 (1,362) Income (1,897) (1,796) (2,003) (106) -6% 0 (106) 10,455 Net Expenditure 10,023 3,615 10,148 124 1% 0 124 Outdoor Services Crematorium Burial Grounds Waste Services Page 49
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2025 7 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % £000 £000 864 Employee 1,377 665 1,274 (103) -7% 0 (103) 2,401 Property 2,345 1,559 2,383 38 2% 0 38 4 Transport and Plant 12 4 12 0 0% 0 0 (19) Supplies, Services and Admin 27 54 23 (4) -16% 0 (4) 65 Payments to Other Bodies 60 52 136 76 128% 0 76 0 Other 0 0 0 0 0% 0 0 3,315 Gross Expenditure 3,821 2,334 3,828 7 0% 0 7 (5,065) Income (5,850) 1,759 (5,352) 498 9% 228 270 (1,750) Net Expenditure (2,029) 4,093 (1,524) 506 -25% 228 278 £000 £000 £000 £000 £000 % £000 £000 620 Employee 1,114 547 991 (123) -11% 0 (123) 489 Property 41 16 41 0 1% 0 0 2 Transport and Plant 5 1 7 1 22% 0 1 13 Supplies, Services and Admin 112 20 112 0 0% 0 0 618 Payments to Other Bodies 550 456 550 0 0% 0 0 0 Other 0 0% 0 0 1,743 Gross Expenditure 1,823 1,040 1,702 (121) -7% 0 (121) (976) Income (619) (29) (587) 32 5% 0 32 767 Net Expenditure 1,204 1,011 1,115 (89) -7% 0 (89) £000 £000 £000 £000 £000 % £000 £000 0 Employee 0 0 0 0 0% 0 0 657 Property 759 419 765 6 1% 0 6 0 Transport and Plant 0 0 0 0 0% 0 0 (1) Supplies, Services and Admin 15 0 15 0 0% 0 0 0 Payments to Other Bodies 0 0 0 0 0% 0 0 0 Other 0 0 0 0 0% 0 0 656 Gross Expenditure 774 419 780 6 1% 0 6 (656) Income (774) 0 (780) (6) -1% 0 0 (0) Net Expenditure 419 0 0 0% 0 6 0 £000 £000 £000 £000 £000 % £000 £000 2,422 Employee 2,829 1,362 2,639 (190) -7% 0 (190) Property 0 0 0 0 0% 0 0 11 Transport and Plant 20 4 19 (1) -6% 0 (1) 50 Supplies, Services and Admin 46 8 43 (3) -6% 0 (3) 1,766 Payments to Other Bodies 1,732 888 1,839 107 6% 110 (3) 178 Other 0 27 27 27 0% 0 27 4,427 Gross Expenditure 4,627 2,289 4,567 (60) -1% 110 (170) (2,428) Income (2,588) (757) (2,622) (34) -1% 0 (34) 1,999 Net Expenditure 2,039 1,532 1,945 (94) -5% 110 (204) £000 £000 £000 £000 £000 % £000 £000 634 Employee 616 326 616 0 0% 0 0 Property 0 0 0 0 0% 0 0 2 Transport and Plant 0 1 0 0 0% 0 0 26 Supplies, Services and Admin 0 1 0 0 0% 0 0 2,149 Payments to Other Bodies 1,079 261 1,079 0 0% 0 0 0 Other 0 0 0 0 0% 0 0 2,811 Gross Expenditure 1,695 589 1,695 0 0% 0 0 (2,811) Income (1,695) (10) (1,695) 0 0% 0 0 (0) Net Expenditure 0 579 0 0 0% 0 0 Economic Development Depots Corporate Assets Working 4 U Shared Prosperity Fund Page 50
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 October 2025 7 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % 6,003 Employee 5,624 2,970 5,614 (9) 0% 0 (9) 419 Property 377 82 421 43 11% 0 43 957 Transport and Plant 584 258 594 10 2% 0 10 852 Supplies, Services and Admin 695 467 698 2 0% 16 (14) 19 Payments to Other Bodies 0 19 0 0 0% 0 0 718 Other 0 0 0 0 0% 0 0 8,968 Gross Expenditure 7,281 3,796 7,327 46 1% 16 30 (10,997) Income (2,513) (126) (2,560) (47) -2% 0 (47) (2,029) Net Expenditure 4,767 3,670 4,766 (1) 0% 16 (17) Ground Maintenance & Street Cleaning Page 51
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Variance Analysis Total Budget Projected Spend Use of EMR RAG Status £000 £000 £000 £000 % Transport, Fleet & Maintenance Services (99) (0) 0 99 -100% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,057) (893) 0 165 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Variance after the use of EMR Budget Details 31 October 2025 Overspend anticipated. This service provides crematorium services within the Council area Income from cremations is anticipated to be £165k less than budgeted mainly due to a new crematorium recently opened in East Dunbartonshire. This budget is uncontrollable and may change throughout the year. The Service will continue to monitor and review costs and reduce overspends as Transport services across WDC. Transport Services is operated on behalf of services across the Council. An under recovery on income is anticipated as while the service fully allocates all costs out to appropriate services there is currently a mis-alignment between the expenditure and income budgets. A cost pressure was agreed at Council 17 December to rectify this from 2026/27 budget. None available as cannot recharge out more than the service costs to run. Under recovery of income anticipated. ITEM 9 - APPENDIX 3 Page 52
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Budget Details 31 October 2025 Waste Services 10,023 10,148 0 124 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Corporate Assets (2,029) (1,524) 228 278 -14% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Economic Development 1,204 1,115 (89) (89) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Adverse variance due to asset rationalisation, with property disposals that were previous rental income generating capital receipts that contribute to the wider budget position. A review of rental income has taken place and a cost pressure has been added to 2026/27 budget. An ongoing cost pressure of £50k has been introduced for future years due to higher property valuation costs. Employee turnover savings are mitigating the £50k rise in Property costs linked to last year’s increases. The Service will continue to monitor and review costs and reduce overspends as appropriate. Overspend anticipated. Overspend anticipated. Underspend is anticipated. The favourable variance is mainly attributable to employee costs anticipating an underspend of £123k. This is due to superannuation costs being lower than budgeted and current staff vacancies. The current underspend in employee costs will be partially off-set by the reduction in recharge income of £32k.The remaining £2k is due to small vacancies in the service. The Service will continue to monitor and review costs. This service relates to Economic Development within West Dunbartonshire Waste Collection and Refuse disposal services The Service will continue to monitor and review costs and reduce overspends as appropriate. Employee costs are anticipated to overspend by £116k mainly due to turnover not being met. Supplies and Services are anticipated to overspend by £21k due to higher levels of tonnage than anticipated and levels of inflation. Transport costs are expected to overspend by £66k principally due to internal recharges of £28k which are required to ensure the Service can fully operate and £30k for repairs and maintenance of vehicles due to the age of the vehicles and fuel costs of £8k. Waste removal Income is expected to under-recover by £30k due to a reduction in the level of waste collection to external customers. This shortfall is off-set by additional income from internal recharges and general sales of £136k, resulting in an overall anticipated additional income of £106k.The remaining £26k variance is due to small variances throughout the service. Page 53
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2025/26 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Budget Details 31 October 2025 Working 4 U 2,039 1,945 (94) (204) -5% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Provision of Working 4U Service. The underspend is mainly due to staffing. Savings on staffing were allocated over a two year period (2025/26 and 2026/27). However, additional external funding from UK Shared Prosperity Fund (UKSPF) has been received which requires additional staffing. Therefore, staffing from posts which were taken as savings for next year have been moved to.UKSPF this year thereby allowing additional savings to be achieved in year one. None Required Favourable variance anticipated. Page 54
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER DEPARTMENT Amount b/fwd into 25/26 from 24/25 25/26 Transfers in/(Out) 25/26 Estimate 25/26 Spend to Date 25/26 Probable Outturn 25/26 to be released To be carried forward into 26/27 Description £ £ £ £ £ £ £ 13 Modern Apprentice 23/24 underspend 177,494 177,494 - - 177,494 The Balance will be used as part of the four year modern apprenticeship programme to cover payment across financial years. The funding will be fully utilised in year five of the programme. ROADS & NEIGHBOURHOOD ITEM 9 - APPENDIX 4 Page 55
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 MONITORING OF EARMARKED BALANCES 2025/26 BY CHIEF OFFICER DEPARTMENT Amount b/fwd into 25/26 from 24/25 25/26 Transfers in/(Out) 25/26 Estimate 25/26 Spend to Date 25/26 Probable Outturn 25/26 to be released To be carried forward into 26/27 Description £ £ £ £ £ £ £ 16 Set up a an energy Household Energy Support Fund using £250,000 15,990 15,990 12,000 12,000 3,990 Fund set up to support residents who require crisis support to ensure their properties remain heated. 19 Cost of Living 3: Additional Support for Apprenticeships. £50,000 per year for 4 years. 150,000 150,000 50,000 50,000 100,000 The Apprenticeship Investment Programme being part of a broader programme which is over a four year period. Payments can cover more than one financial year and therefore the reserves ensures continuity of the programme. 21 Cost of Living 6: Transitional Funding Support to Y-Sort-It over 4 years. £39,000 per year 78,000 78,000 39,000 39,000 39,000 Transitional funding support for Y-Sort It over a four year period to give them time to secure external funding. 23 Provide £ 64,000 for family fund day events in 2023/24 and the following three years (approx 32 events at £2,000 per event) 32,000 32,000 16,000 16,000 16,000 Provision of Family fun days within West Dunbartonshire Council over a four year period This is year three of the four years and therefore £16k will be carried forward inot 2026/27 to be used. 25 £12k over 3years to Renton Community Food Hub from April 2024 to March 2028 (formerly Tontine Food Parcels) 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. 26 £12k over 3 years to Lomond Food Pantry from April 2024 to March 2028 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. 27 £12k over 3 years to Time for Tully from April 2024 to March 2028 9,000 9,000 3,000 3,000 6,000 Subsidy provided to food banks over a three year period to asist with the provision of food parcels. TOTAL USE OF SERVICE RESERVES 480,484 - 480,484 126,000 126,000 - 354,484 29 Smoothing Fund - Corproate Assets - - 228,000 - 228,000 - - This is part of the overall council smoothing fund and is being used to cover savings options not being fully achieved in 2025/26 for caretakers restructrure (RES008) and office rationalisation (SDP05) 30 Smoothing Fund - Roads - - 150,000 - 150,000 - - This is part of the overall council smoothing fund and is being used to cover savings options not being fully achieved in 2025/26 for parking enforecment (RN05) TOTAL USE OF STRATEGIC RESERVES - - 378,000 - 378,000 - - TOTAL USE OF EARMARKED RESERVES 480,484 - 858,484 126,000 504,000 - 354,484 STRATEGIC RESERVES COST OF LIVING Page 56
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WEST DUNBARTONSHIRE COUNCIL MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment Parking Enforcement RN05 G Macfarlane 325 175 150 The implementation of DPE commenced a soft roll out in October with tickets being issued from November.There will be a part year income and therefore the use of the smoothing fund is required for the period of the year before DPE is in place. Office/ Depot Rationalisation SDP05 L Slavin 380 176 204 Relates to two properties (Kilbowie Road and Elm road where tenants have yet to be identified. 24/25 shortfall to be funded from the smoothing fund. A review has been undertaken and a cost pressure has been added to the budget for 2026/27. Electric Vehicle Charging RN13 G Macfarlane 11 11 - complete School crossing patrollers - adhere to best practice RN01 G Macfarlane 25 25 - complete Introduce £60 Garden Waste Charge RN02 G Macfarlane 180 180 - complete Amend roads service activities to support education to statutory level RN04 G Macfarlane 37 37 - complete Reduce the Consultancy Services/Capital Investment Team by 25% RN18 G Macfarlane 15 15 - complete Reduce the roads operations service from 29 FTE to 26 FTE which will reduce resilience in the team RN21 G Macfarlane 60 60 - complete Reduce maintenance costs through replacing 6 under utilised grass pitches with 3 new 4G pitches RN22(24- 25 option) G Macfarlane 50 50 - Not complete, planning approval process underway and if approved will issue tender. Structural Patching RN23 G Macfarlane 50 50 - Complete Review compliance with Strategic Opening Model to identify areas where teams or posts can be merged CCF26 G Macfarlane 50 50 - Not currently progressed, reviewing options for delivery. Review Allotment charges RN03 G Macfarlane 5 5 - Complete, charges updated April 25 Special Uplift Charge RN26 G Macfarlane 22 22 - Complete, charges updated April 25 Stopping Saturday burials RN01 G Macfarlane 10 10 - Complete Capitalise Play Park Fitter RN07 G Macfarlane 40 40 - Complete Further replacement of hire vehicles RN09 G Macfarlane 171 171 - Vehicles have been procured and are expected to arrive late Summer Reduce Working4U service by 50% HE02 G Macfarlane 206 206 - complete School Crossing Patrollers -Retain 17 Crossing Patrollers RN17 G Macfarlane 23 23 - Underway, 2 locations still to be resolved Review or remove provision of footway gritting - Cease Footway Gritting RN18 G Macfarlane 68 68 - complete Close or reduce Dalmuir golf course - Close completely RN20 G Macfarlane 184 184 - Completed Cease the Care of Gardens scheme RN21 G Macfarlane 143 143 - Complete Review levels of street cleaning - Reduce by 2 staff RN22 (2025-26 option) G Macfarlane 26 26 - Complete Review of park maintenance RN24 G Macfarlane 60 60 - Complete 2023/24 Efficiencies not achieved 2025/26 Efficiencies and Management Adjustments Page 57 ITEM 9 - APPENDIX 5
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 MONITORING OF EFFICIENCIES AND MANAGEMENT ADJUSTMENTS 2025/26 Efficiency Detail Ref Chief Officer Budgeted Amount £000 Projection of Total Saved £000 Projection of Total Not Saved £000 Comment Remove open space maintenance on non council land RN28 G Macfarlane 20 20 - Complete Review Event Support by Grounds Service RN29 G Macfarlane 15 15 - Complete. Costs will be recharged to event organisers Road Network & Capital Management Reduction RN30 G Macfarlane 50 50 - Part complete, 0.6FTE reduction with further employee reduction being assessed Review Winter Plan RN31 G Macfarlane 55 55 - Complete, Plan approved. Reduce Grass Cutting RN35 G Macfarlane 150 150 - Complete Review Footway Gritting Operational Method RN14 G Macfarlane 60 60 - Complete Historical Lease Review RES13 L Slavin 44 44 - Saving anticipated to be achieved Remove one Council officer RES09 L Slavin 8 8 - Saving anticipated to be achieved Reduce number of caretakers RES08 L Slavin 24 - 24 Saving cannot be realised due to full salary recharge. Income Generation through Commercialisation RES09 L Slavin 15 15 - Saving anticipated to be achieved Further asset rationalisation SDP04 L Slavin 99 99 - Saving anticipated to be achieved External Consultancy Income SDP09 L Slavin 25 25 - Saving anticipated to be achieved Review of charges for use of offices by external parties RES09 L Slavin 7 7 - Saving anticipated to be achieved Historical lease review RES13 L Slavin 15 15 - Saving anticipated to be achieved Reduce size of Building Services RES15 L Slavin 228 228 - Saving anticipated to be achieved Review Asset Management team RES19 L Slavin 55 55 - Saving anticipated to be achieved TOTAL AGREED SAVINGS OPTIONS & MANAGEMENT ADJUSTMENTS 3,011 2,633 378 Page 58
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Infrastructure, Regeneration & Economic Development Committee: 4 February 2026 _________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Capital Budgetary Control Report 2025/26 31 October (Period 7) 1. Purpose 1.1 This report provides an update on the capital financial performance to 31 October 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 2025/26 IRED capital budget. ii) Note the revised completion dates in respect of 1 project detailed in appendix 2 reported to Council on 17 December 2025. iii) Note the reprofiling of 3 projects in appendix 3 reported to Council on 17 December 2025. iv) Note additional capital budget of £0.500m for food waste vehicles reported to Council on 17 December 2025. See paragraph 4.4 for further details. v) Grant delegated authority to the Chief Officer Regulatory & Regeneration, in consultation with the Procurement Manager, to award procurement and contract awards for projects relating to the Local Economic Development Plan to develop Mitchell Way and Main Street in Alexandria. vi) Grant delegated authority to Chief Officer Roads & Neighbourhood, in consultation with the Procurement Manager, to award any procurement and contract awards for projects related to the vehicle replacement programme. 3. Background 3.1 On 5 March 2025 the Council approved the updated General Services Capital Plan for 2025/26 to 2034/35. The three years from 2025/26 to 2027/28 were approved in detail with the remaining years being indicative. The budget agreed under the auspice of IRED Committee was £56.791m for 2025/26 and £209.142m for the project life budget. 4. Main Issues ITEM 10 Page 59
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4.1 Exhibit 1 sets out the revised capital budget at period 5 as reported to Council on 29 October 2025 and Committee 12 November 2025. Exhibit 1: Revised Capital Budget as at 31 August 2025. 2025/26 (£m) Project Life (£m) Capital Budget Agreed 5 March 2025 56.791 209.142 Updates reported to Committee on 13 August and 12 November plus adjustments for year-end carried forward balances 3.063 8.502 Reprofiling reported to Committee on 13 August and 19 November (7.346) 0 Revised Capital Budget as at Period 5 52.508 217.644 4.2 Progress against the 2025/26 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 1 project currently showing as off-track, which is due to a revised completion date. Project RN23 (Creation of 3 all new weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields), is off track due to a delay in planning and Argyll and Mountblow now expect to go to tender early 2026. 4.5 Appendix 3 highlights 3 projects where the project expenditure requires to be reprofiled but there is no need for approval of additional budget. 4.6 Decisions taken on 17 December 2025 at Council on the Financial Update (savings taken) and the Review of West Dunbartonshire Council’s Capital Programme will be applied to the P10 Capital BCR due to the timing differences of the reports. 4.7 Exhibit 2 sets out the revised IRED capital budget at period 7 factoring in the decisions taken by Council on 17 December 2025. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Page 60
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Capital Budget as at 31 August 2025 52.508 217.644 Approved Capital Bid – RN36 Food Waste Vehicles (Para 4.9) 0 0.500 Additional Funding – RN 6 Place Based Investment Programme (Para 4.8) 0.369 0.369 Proposed revised Capital Budget as at Period 7 52.877 218.513 Reprofiling over project life (Appendix 3) (1.682) 0 Revised Capital Budget as at Period 7 approved at Council 17 December. 51.195 218.513 4.8 Appendix 4 shows all projects with approved in year and project life budgets as well anticipated expenditure. It highlights that the 2025/26 budget is £51.195m. Spend as at period 7 is £13.512m (26.39%) of the current forecast spend of £51.195m. 4.9 Other minor changes to the capital plan included in the summarised plan in appendix 4 are: Additional funding from Scottish Government for Place Based Investment Programme (RR 06) of £0.369m 4.10 Members are asked to note a capital budget of £0.500m to Roads and Neighbourhood for Food Waste Vehicles which was approved at Council on 17 December 2025. This bid has been reviewed by the Strategic Asset Management Group who recommend that £0.500m is added to the Capital plan to procure 4 food waste vehicles to allow food waste to be recycled separately from garden waste. An element of this cost will be funded through the Extended Producer Responsibility funding. This project has been included in Appendix 4 (RN 36) 4.11 This report also asks the Committee to approve any procurement and contract award of projects under the Regeneration/Local Economic Development Project to deliver aspects of Alexandria Town Centre budget in relation to Mitchell Way and Main Street in Alexandria to be made by the Chief Officer Regulatory and Regeneration, in consultation with the Procurement Manager provided the contract costs remain within the approved budget, and the tenders adhere to standard procurement parameters. 4.12 The Fleet Service have undertaken a prioritisation exercise to determine the corporate fleet requirements to be delivered through the vehicle replacement programme. To facilitate the purchase of the vehicles approval is sought to undertake the procurement and contract award of the Vehicle Replacement Programme 2026/27 by the Chief Officer – Roads and Neighbourhood in consultation with the Procurement Service and to appoint the contractor of the returned tender if the contract cost being within the approved budget and the tender being in line with normal tender parameters. Page 61
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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 Page 62
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Date: 8 January 2026 Person to Contact: Jackie Nicol-Thomson Council Offices, Church Street, Dumbarton E-mail: jackie.nicolthomson@west-dunbarton.gov.uk Appendices: Appendix 1 - Project Life Summary Appendix 2 - Off Track Projects Appendix 3 - Changes to Capital Plan and Implications Appendix 4 - All Projects Approved Background Papers: General Services Capital Plan Update - Council 5 March 2025 Wards Affected All Wards Page 63
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Summary at Period 7 Project Life Budget Project Life Forecast Spend Project Life Variance On Track/Complete Off Track £'000 £'000 £'000 Resources 36,055 36,055 0 8 0 Regulatory and Regeneration 57,327 57,327 0 11 0 Roads and Neighbourhoods 125,131 125,131 0 35 1 Total 218,514 218,514 0 54 1 ITEM 10 - APPENDIX 1 Page 64
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Projects that are Off Track at Period 7 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Roads and Neighbourhood RN23 - Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields 2,203 2,203 - 31/03/2026 31/03/2027 Project Name: Project - RN23 - Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields Project Manager: Michelle Lynn Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: Prudential Borrowing 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? New Completion Date: 31/03/2027 Prudential Borrowing What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Argyll and Mountblow have experienced a delay in planning and now expected to go to tender early 2026. It is anticpated half the works will be complete by end of 2025/26 with remaining budget required to be rephased to 2026/27 for project completion. Source of Funding: n/a ITEM 10 - APPENDIX 2 Page 65
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Changes to Capital Plan and Implications at P7 Project - RR4 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Regeneration/Local Economic Development Recurring budget Recurring budget 758 2,840 1,300 830 500 500 500 500 500 8,228 Regeneration/Local Economic Development Revised 320 438 3,160 1,300 830 500 500 500 500 500 8,228 Explanation Project - RR7 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Levelling Up 31/12/2026 31/12/2027 6,176 4,073 0 0 0 0 0 0 0 10,249 Levelling Up - Revised 681 5,495 4,754 0 0 0 0 0 0 0 10,249 Explanation Project - RN23 Initial End Date Revised End Date Reprofiling Current Year 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32 2032/33 2033/34 Total Capital Plan £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields 31/12/2026 31/12/2027 781 1,423 - - - - - - - 2,203 Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park, and Mountblow playing fields Revised 681 100 2,103 - - - - - - - 2,203 Explanation Project development on multiple projects, including Alexandria masterplan projects are slower than anticipated due to resourcing issues, resulting in some spend delay. Budget rephased to align with revised anticipated progression. Project delivery taking longer than expected, delays to site start and programme extension are related to planning requirements. Argyll and Mountblow have experienced a delay in planning and now expected to go to tender early 2026. It is anticpated half the works will be complete by end of 2025/26 with remaining budget required to be rephased to 2026/27 for project completion. ITEM 10 - APPENDIX 3 Page 66
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All Projects Approved at P7 Service Project Completion Date Revised End Date Project Life Budget Spend to 31/03/2025 Spend Projected in Current Year Projected Future Spend Total Projected Spend Project Variance Approved Budget 2025/26 Actual to date 2025/26 Projected Spend In Year Variance £000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 £'000 RES 6 Strathleven Place (formerly part of Glencairn House project) 31 March 2026 31 March 2026 1,590 0 1,590 0 1,590 0 1,590 0 1,590 0 RES 7 New Sports Changing Facility Dumbarton West (Old OLSP site) 31 March 2026 31 March 2026 349 9 340 0 349 0 340 0 340 0 RES 8 Building Upgrades and H&S - lifecycle & reactive building upgrades 31 March 2026 31 March 2026 24,704 0 2,536 22,168 24,704 0 2,536 285 2,536 0 RES 10 Depot Rationalisation 31 March 2027 31 March 2027 8,500 2,335 1,779 4,386 8,500 0 1,779 79 1,779 0 RES 12 Community Sports Facility at Millburn 31 March 2028 31 March 2028 500 0 20 480 500 0 20 16 20 0 RES 13 Holm Park Community Football Academy Accesibility Project 31 March 2026 31 March 2026 75 0 75 0 75 0 75 0 75 0 RES 14 4G Football pitch at Faifley Knowles 31 March 2026 31 March 2026 150 0 0 150 150 0 0 0 0 0 RES 15 Design, Creation, Installation of Digital Content for Glencairn House 31 March 2026 31 March 2026 187 0 187 0 187 0 187 0 187 0 Total Resources 36,055 2,344 6,527 27,184 36,055 0 6,527 379 6,527 0 RR 2 Installation of Solar PV at Clydebank Leisure Centre 31 March 2026 31 March 2027 61 4 0 57 61 0 0 0 0 0 RR 3 Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing 31 March 2026 31 March 2027 290 64 0 226 290 0 0 0 0 0 RR 4 Regeneration/Local Economic Development 31 March 2026 31 March 2026 8,228 0 438 7,790 8,228 0 758 118 438 (320) RR 5 Regeneration Fund 31 March 2028 31 March 2029 10,931 7,107 200 3,624 10,931 0 200 0 200 0 RR 6 Place Based Investment 31 March 2026 31 March 2026 2,175 1,401 775 0 2,175 0 775 0 775 0 RR 7 Level Up Funding 31 March 2026 31 December 2027 22,100 11,851 5,495 4,754 22,100 0 6,176 2,581 5,495 (681) RR 8 Level Up Capacity Funding 31 March 2026 31 March 2026 320 160 160 0 320 0 160 0 160 0 RR 9 District Heating Network Expansion 31 March 2028 31 March 2028 11,104 259 201 10,644 11,104 0 201 12 201 0 RR10 Clyde Mission Catalyst Fund 31 March 2026 31 March 2027 2,000 673 625 702 2,000 0 625 375 625 0 RR11 Securing sites to make safe 31 March 2026 31 March 2026 66 35 30 0 66 0 30 0 30 0 RR12 Hybrid Meetings Equipment 31 March 2026 31 March 2026 53 0 53 0 53 0 53 0 53 0 Total Regulatory and Regeneration 57,327 21,553 7,977 27,797 57,327 0 8,978 3,087 7,977 (1,001) RN 1 Infrastructure - Roads 31 March 2026 31 March 2026 23,010 0 2,658 20,352 23,010 0 2,658 616 2,658 0 RN 2 Flood Risk Management 31 March 2026 31 March 2026 2,180 0 685 1,495 2,180 0 685 24 685 0 RN 3 Street lighting and associated electrical infrastructure 31 March 2026 31 March 2026 900 0 100 800 900 0 100 0 100 0 RN 4 Flood Prevention 31 March 2026 31 March 2026 450 257 193 0 450 0 193 45 193 0 RN 5 Vehicle Replacement 31 March 2026 31 March 2026 13,217 0 4,975 8,242 13,217 0 4,975 1,107 4,975 0 RN 6 Auld Street Clydebank - Bond 31 March 2026 31 March 2026 256 214 42 0 256 0 42 0 42 0 RN 7 Clydebank Charrette, A814 31 March 2026 31 March 2026 4,303 4,251 52 0 4,303 0 52 (0) 52 0 RN 8 Roads Plant 31 March 2026 31 March 2026 79 79 0 0 79 0 0 0 0 0 RN 9 A813 Road Improvement Phase 1 31 March 2026 31 March 2026 1,700 1,379 322 0 1,700 0 322 8 322 0 RN 10 Traffic Signal Updates 31 March 2026 31 March 2026 300 286 14 0 300 0 14 0 14 0 RN 11 Gruggies Burn Flood Prevention 31 March 2028 31 March 2028 15,028 987 882 13,160 15,028 0 882 95 882 0 RN 12 River Leven Flood Prevention Scheme 31 March 2026 31 March 2026 801 181 620 0 801 0 620 0 620 0 RN 13 Public non-adopted paths and roads 31 March 2026 31 March 2026 2,341 0 541 1,800 2,341 0 541 31 541 0 RN 14 Cemetery Extension, North Dalnotter 31 March 2026 31 March 2026 264 14 250 0 264 0 250 0 250 0 RN 15 Vale of Leven Cemetery 31 March 2025 31 March 2025 925 912 13 0 925 0 13 13 13 0 RN 16 Allotment Development 31 March 2026 31 March 2027 492 312 122 58 492 0 122 23 122 0 RN 17 Waste Transfer Station 31 March 2026 31 March 2029 1,980 159 0 1,821 1,980 0 0 0 0 (0) RN 18 Play Area Upgrade Programme 31 March 2030 31 March 2030 2,007 594 376 1,037 2,007 0 376 185 376 0 RN 19 East End Park Resurfacing 31 March 2026 31 March 2026 385 183 202 0 385 0 202 23 202 0 RN 20 Balloch Mountain Bike Track 31 March 2026 31 March 2026 450 7 443 0 450 0 443 4 443 0 RN 21 Pappert 2G Pitch 31 March 2026 31 March 2026 251 8 242 0 251 0 242 120 242 0 RN 22 Kilmaronock Cemetery Extension 31 March 2026 31 March 2026 50 45 5 0 50 0 5 0 5 0 RN 23 Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields 31 March 2026 31 March 2027 2,250 47 100 2,103 2,250 0 781 0 100 (681) RN 24 Exxon City Deal 31 March 2028 31 March 2028 46,942 11,370 20,585 14,988 46,942 0 20,585 7,602 20,585 0 RN 25 Active Travel 31 March 2028 31 March 2028 942 0 942 0 942 0 942 46 942 0 RN 26 Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides 31 March 2028 31 March 2028 278 0 278 0 278 0 278 0 278 0 RN27 Transport Scotland 24-25 Implementation 20MPH Speed Limits 31 March 2028 31 March 2028 458 0 458 0 458 0 458 13 458 0 RN 28 Review of schools speed Limits 31 March 2028 31 March 2028 75 0 75 0 75 0 75 0 75 0 RN 29 Roads Lining and Signing 31 March 2027 31 March 2027 150 0 150 0 150 0 150 0 150 0 RN 30 Plant and Machinery Replacement 31 March 2026 31 March 2026 1,316 0 516 800 1,316 0 516 78 516 0 RN 31 Bus Infrastructure Fund 31 March 2026 31 March 2026 50 0 50 0 50 0 50 0 50 0 RN 32 People and Places - Transport Scotland 31 March 2026 31 March 2026 35 0 35 0 35 0 35 0 35 0 RN 33 Shared Prosperity Funding - Open Places 31 March 2026 31 March 2026 396 0 396 0 396 0 396 0 396 0 RN 34 Nature Restoration Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 14 185 0 RN 35 Road Safety Improvement Fund 31 March 2026 31 March 2026 185 0 185 0 185 0 185 0 185 0 RN 36 Food Waste Vehicles 31 March 2027 31 March 2027 500 0 0 500 500 0 0 0 0 0 Total Roads and Neighbourhood 125,131 21,285 36,691 67,155 125,131 0 37,372 10,047 36,691 (681) Overall Total 218,513 45,182 51,195 122,137 218,513 0 52,877 13,512 51,195 (1,682) Full Project Life In Year ITEM 10 - 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