Document Pack (Bookmarked) IRED 20 05 26
West Dunbartonshire Council · 20 May 2026
Back to Infrastructure, Regeneration & Economic Development Committee — 20 May 2026 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Agenda Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 20 May 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 John Millar Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor William Rooney Councillor Gordon Scanlan Councillor Hazel Sorrell Councillor 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: 7 May 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, 20 MAY 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 MEETING 5 - 8 Submit for approval, as a correct record, the Minutes of the Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 4 February 2026. 7 ROADS AND NEIGHBOURHOOD 25/26 DELIVERY PLAN YEAR-END REPORT AND ROADS AND NEIGHBOURHOOD 26/27 DELIVERY PLAN 9 - 54 Submit report by the Chief Officer – Roads and Neighbourhood setting out the year- end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27. Page 3
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8 REGULATORY AND REGENERATION DELIVERY PLAN 2025/26 - ECONOMIC DEVELOPMENT YEAR-END PROGRESS AND REGULATORY AND REGENERATION DELIVERY PLAN 2026/27 - ECONOMIC DEVELOPMENT 55 - 84 Submit report by the Chief Officer – Regulation and Regeneration setting out the year-end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27 in relation to Economic Development. 9 RESOURCES DELIVERY PLAN 2025/26 YEAR-END PROGRESS (ASSET MANAGEMENT) AND RESOURCES DELIVERY PLAN 2026/27 (ASSET MANAGEMENT) 85 - 103 Submit report by the Chief Officer – Resources setting out the year-end progress of the 2025/26 Delivery Plan and presenting the new Delivery Plan for 2026/27 in relation to Asset Management. 10 TRAFFIC REGULATION ORDER REVIEW PANEL 105 - 121 Submit report by the Chief Officer – Roads and Neighbourhood seeking approval for the detailed process for the review and approval of new Traffic Regulation Orders. 11 REVIEW OF 20MPH STREET TRO OBJECTIONS 123 - 146 Submit report by the Chief Officer – Roads and Neighbourhood seeking approval to proceed with Traffic Regulation Orders to support reduction of speed limits on the road’s detailed within the Appendix 1 of the report. 12 INFRASTRUCTURE, REGENERATION AND ECONOMIC 147 - 160 DEVELOPMENT REVENUE MONITORING REPORT 2025/256 TO PERIOD 10 (31 JANUARY 2026) Submit report by the Chief Officer – Resources providing an update on the revenue financial performanceto 31 January 2026 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. 13 INFRASTRUCTURE, REGENERATION AND ECONOMIC 161 - 173 DEVELOPMENT CAPITAL MONITORING REPORT 2025/26 TO PERIOD 10 (31 JANUARY 2026) Submit report by the Chief Officer – Resources providing an update on the capital financial performance to 31 January 2026 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, 4 February 2026 at 10.00 a.m. Present: Councillors David McBride, Kevin Crawford, Michelle McGinty. Lawrence O’Neill, Chris Pollock, Martin Rooney, William Rooney, Hazel Sorrell, Clare Steel and Sophie Traynor. Attending: Gail Macfarlane, Chief Officer – Roads and Neighbourhood; Laurence Slavin, Chief Officer – Resources; Michelle Lynn, Asset Manager; Christopher Anderson, Section Head and Principal Solicitor; and Nicola Moorcroft and Scott Kelly, Committee Officers. Apologies: Apologies for absence were intimated on behalf of Councillors Lauren Oxley and Gordon Scanlan. . 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 Councillor Lawrence O’Neill declared an interest in the item ‘Pride in Place Impact Fund Allocation’, being Chair to the Board of a funding recipient, and indicated that he would leave the meeting during consideration of this item. RECORDING OF VOTES The Committee agreed that all votes taken during the meeting be carried out by roll call vote to ensure an accurate record. ITEM 6 Page 5
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OPEN FORUM The Committee noted that no open forum questions had been submitted by members of the public. MINUTES OF PREVIOUS MEETING The Minutes of Meeting of the Infrastructure, Regeneration and Economic Development Committee held on 12 November 2025 were submitted and approved as a correct record. UPDATE ON ACTIVITY BY CLYDEBANK PROPERTY COMPANY LTD A report was submitted 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. 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:- (1) to note that the Clydebank Property Company returned a 2024/25 net loss of £0.060m; and (2) to note that as at 31 March 2025, Clydebank Property Company had total reserves of £2.883m of which £2.464m were non-distributable and £0.419m were distributable. Having previously declared an interest in the following item, Councillor O’Neill left the meeting at this point. PRIDE IN PLACE IMPACT FUND ALLOCATION A report was submitted by the Chief Officer – Regulatory and Regeneration seeking approval for allocation of funding from the Pride in Place Impact Fund. After discussion and having heard the Chief Officer – Roads and Neighbourhood in further explanation and in answer to Members’ questions, Councillor McBride, seconded by Councillor Sorrell, moved that the Committee:- (1) notes that the Council has been allocated £1.5M of Pride in Place Impact Fund in 2025/26 and 2026/27; (2) approves the allocation of £0.240M to Holm Park improvement, Clydebank; (3) approves the allocation of £0.060M to Western Titans BMX Club track improvements, Clydebank; Page 6
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(4) approves the allocation of £0.600M to create new destination playparks in Alexandria (Christie Park) and Dumbarton (Dumbarton Common); (5) approves the allocation of £0.600M to community grants for capital projects which meet the aims and objectives of the fund; (6) 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 (7) 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. As an amendment, Councillor Pollock, seconded by Councillor Traynor, moved:- That the Committee agrees to the recommendations as set out in the report with the following amendment to recommendation (7):- That in the event of any project not appearing to be deliverable within the desired timescales or requirements of the funding conditions, then the Chief Officer – Regulatory and Regeneration brings the matter back for consideration to a future IRED Committee or hold a Special IRED Committee meeting to determine how the funding should be allocated. On a roll call vote being taken, 3 Members voted for the amendment namely Councillors Crawford, Pollock, and Traynor and 6 Members voted for the motion namely, Councillors McBride, McGinty, Martin Rooney, William Rooney, Steel and Sorrell. The motion was accordingly declared carried. Note: Councillor O’Neill rejoined the meeting at this point. INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT REVENUE MONITORING REPORT 2025/256 TO PERIOD 7 (31 OCTOBER 2025) A report was submitted by the Chief Officer – Resources providing an update on the revenue financial performance to 31 October 2025 of those services under the auspices of the Infrastructure, Regeneration and Economic Development Committee. 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 a projected adverse variance against budget of £0.416m (2.41% of total budget); and (2) to note the current projected use of earmarked reserves of £0.504m. Page 7
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INFRASTRUCTURE, REGENERATION AND ECONOMIC DEVELOPMENT CAPITAL MONITORING REPORT 2025/26 TO PERIOD 7 (31 OCTOBER 2025) A report was submitted 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. After discussion and having heard the Chief Officer – Roads and Neighbourhood and the Asset Manager 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 one project detailed in Appendix 2 to the report, reported to Council on 17 December 2025; (3) to note the reprofiling of three projects in Appendix 3 to the report, reported to Council on 17 December 2025; (4) to note additional capital budget of £0.500m for food waste vehicles reported to Council on 17 December 2025, as detailed in paragraph 4.4 of the report; (5) to grant delegated authority to the Chief Officer – Regulatory and 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; and (6) to grant delegated authority to Chief Officer – Roads and Neighbourhood, in consultation with the Procurement Manager, to award any procurement and contract awards for projects related to the vehicle replacement programme. Note: Councillor Steel left the meeting during consideration of this item. The meeting closed at 10.48 a.m. Page 8
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Roads and Neighbourhood Infrastructure, Regeneration and Economic Development Committee on 20 May 2026 Subject: Roads and Neighbourhood Delivery Plan 2025/26 - Year-end Progress & Roads and Neighbourhood Delivery Plan 2026/27 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Infrastructure, Regeneration and Economic Development Committee on 21 May 2024 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. ITEM 7 Page 9
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4.3 The progress of the Plan’s 34 actions is summarised below: Progress No. (%) Completed 30 (88%) Overdue 4 (12%) 4.4 Overdue actions relate to the following and will be carried forward and progressed / completed in 2026/27: • Progress plan to increase the number of 4G pitches – 50% complete. • Develop a new local bio diversity action plan – 75% complete. • Provide recommendations to Council based on draft Surface Water Management Plans – 87% complete. • Work force planning; Develop and implement wellbeing, employee engagement quality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce – 83% complete 4.5 Year-end data is available for 22 of the Plan’s 24 PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 15 (68%) Target significantly missed 3 (14%) Target marginally missed 4 (18%) Performance Over Time No. (%) Improved over short term (or maintained high level of performance) 4 (18%) Improved over longer term (or maintained high level of performance) 6 (27%) 4.6 Where target was significantly missed, this relates to the following PIs: • % Residents satisfied with the waste service overall; 51% against a target of 70%. • % Residents satisfied with roads maintenance; 20% against a target of 40%. • % residents satisfied with the street cleaning service; 46% against a target of 60%. 4.7 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. Page 10
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2026/27 Delivery Plan 4.8 The 2026/27 Delivery Plan is set out at Appendix 2. 4.9 Key priorities include: • Progress phased delivery of public and fleet electric charging points. • Progress preparatory work for Gruggies Burn Flood Management, progress flood management improvement plans and provide recommendations on draft Surface Water Management Plans. • Progress strategy to implement 20 miles speed limit in residential areas • Progress the delivery of the Exxon City Deal Project • Progress ash die back action plan and finalise a new local biodiversity action plan • Progress plan to increase the number of 4G pitches and complete the upgrade of 4 existing play parks and deliver two new destination parks. • Revise service provision of litter collection and street cleaning of trunk road • Revise service provision of Crematorium • Within Working4U, ensure compliance with External Funding requirements and continue partnership working. • Develop a new employability partnership investment plan and explore the potential for securing training and opportunities in the green energy sector • Compile and publish the local child poverty actions and manage and deliver the Community Learning Development partnership and plan. • Reduce Working4U team and realign the service. • Develop Strategy for transition to electric fleet and introduce operational management of the corporate fleet. 4.10 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration and Economic Development Committee around November 2025 and May 2026 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. Page 11
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6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Roads and Neighbourhood may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Gail Macfarlane Service Area: Roads and Neighbourhood Date: 6 May 2026 _____________________________________________________________ Person to Contact: Karen Connelly Performance & Strategy Business Partner karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: Roads and Neighbourhood Delivery Plan 2025/26 - Year-end Progress Appendix 2: Roads and Neighbourhood Delivery Plan 2026/27 Page 12
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Background Papers: Roads and Neighbourhood Delivery Plan 2025/26 - Infrastructure Regeneration and Economic Development Committee, 21 May 2025 Roads and Neighbourhood Delivery Plan 2025/26 Mid- year Progress - Infrastructure Regeneration and Economic Development, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 13
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Appendix 1 - R&N Delivery Plan Year-end Progress 25/26 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of non serious road related defects repaired within 7 working days of being reported 93.3% 86.5% 85% Target achieved. Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 80.97% 86.3% 85% Target achieved. Over 4% improvement on previous year with upward trend. Liam Greene Percentage of emergency road related defects repaired within 4 hours of being reported 99.08% 98.25% 95% Continue to exceed target. Liam Greene Percentage of all traffic light repairs completed within 48 hours 98% 98% 98% Target met. Liam Greene Percentage of all street light repairs completed within 7 days 97.7% 95% 95% Target met. 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 complete. Officers to monitor pavement parking violations identified by Parking enforcement Officers to review resource requirements to support future Council wide enforcement and policy recommendations. Liam Greene ITEM 7 - APPENDIX 1 Page 14
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Action Status Progress Due Date Note Owner Progress plan to introduce Parking Enforcement 31-Mar-2026 Action complete. All consolidation orders are promoted to introduce parking enforcement. Issuing of Penalty Charge Notice (PCN) for parking violations commenced in November 2025. Liam Greene Implement revised service provision for school crossing patrollers 31-Mar-2026 Action complete. 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 complete. Lining and signing works completed. Liam Greene Prepare strategy to implement 20 miles speed limit in residential areas 31-Mar-2026 Action complete. Traffic order promoted with phase 1 to go live in May 2026. Liam Greene Objective 2. Our residents 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 complete. We have completed 4 new Multi Use Games Areas (MUGA) at Bonhill, Goldenhill Park, Milton Park and Breval Crescent. In addition, five further play areas were delivered and located at Dennistoun Forge, Lusset Park, Braes Avenue, Dalmuir Park and Balloch Country Park. Ian Bain Progress plan to increase the number of 4G pitches 31-Mar-2026 Action will be carried forward to 2026 due to delaying receiving planning permission. Work will commence on Argyle Park in May with Mount Blow estimated to be delivered October 2026. Ian Bain 2. Our Environment Page 15
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Objective 4. Our local environment is protected, enhanced and valued Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Tonnage of biodegradable municipal waste landfilled 8,001 4,533.17 13,300 Target exceeded with Significant improvement over the year. All general waste is now sent to an energy-from-waste processing facility, with only residual waste going to landfill. Target will be reviewed for 2026/27. Ian Bain % Residents satisfied with the Waste service overall 60% 51% 70% Performance significantly missed target and trending down. Of the 300 responses to this question, comments include; people very unhappy or disagree with the introduction of the charge for brown bin / garden waste collections and changes to bin collection frequency. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. Ian Bain Percentage of missed bins collected within 3 working days of being reported 96% 92% 95% Target marginally missed. Due to significant service change in the early stages there were a higher number of missed bins and extended recollection times Ian Bain % of total household waste that is recycled 54.5% 60% Year end data will be available mid May Ian Bain % residents satisfied with the street cleaning service 62% 46% 60% Performance significantly missed target and continuing a downward trend. Of the 290 responses to this Ian Bain Page 16
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4 Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note question, 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. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. % Residents satisfied with Parks & open spaces 72% 68% 75% Performance narrowly missed target and down by 4% from previous year. Of the 268 responses to this question, Comments include dissatisfaction with the lack of grass cutting and reduced flower planting and high levels of dog fouling. There were positive comments on Levengrove park and the improvement in grass cutting. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. Ian Bain Action Status Progress Due Date Note Owner Explore funding opportunities for delivery of Dumbarton Common allotments 31-Mar-2026 Action complete. Final allotment site at Dumbarton Common will be complete early in May. This will provide 50 individual allotments together with a community growing site. Ian Bain Page 17
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Action Status Progress Due Date Note Owner Develop a new local biodiversity action plan 31-Mar-2026 Action carried over to 26/27 due to delay in Scottish Government publishing the national plan and guidance. Draft plan nearing completion and expected to be presented to September IRED Committee. 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 and deal with low and medium risk trees. 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. 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 complete, next phase will progress next year. High level locations for spread of public chargers developed with City Region. All site details provided to consultants. Glasgow City Council as project lead will issue tender with proposed implementation date of 2026. Liam Greene Implement the Prioritisation of collection of recycling project. 31-Mar-2026 Action complete. Implementation resulted in some early challenges with service delivery the service in Ian Bain Page 18
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Action Status Progress Due Date Note Owner the main is now business as usual. Early indications show that tonnages of recycling waste have increased. this was the main aim of the introduction of the new collection schedule Objective 6. Our neighbourhoods are sustainable and attractive Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note % of Class A roads that should be considered for maintenance treatment 19.2% 21.8% 24% Target met. Liam Greene % of Class B roads that should be considered for maintenance treatment 19.9% 24.5% Data will be available mid-May Liam Greene % of Class C roads that should be considered for maintenance treatment 23.3% 27.3% 30% Target met. Liam Greene Percentage of unclassified roads that should be considered for maintenance treatment 30.2% 31.2% 37% Target met. Liam Greene % Residents satisfied with roads maintenance 24% 20% 40% Performance significantly missed target and down by 4% from previous year. Of the 295 responses to this question, Comments include concern at the number and size of potholes, poor general maintenance of roads and concern shown over lack of white lines in a number of locations. Satisfaction data is now sourced from the Council’s Citizens’ Panel. This change has resulted in a smaller respondent base, meaning that variations in satisfaction levels are more pronounced. As a result, findings should be viewed as indicative rather than fully representative. Liam Greene Page 19
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note The service continue to show satisfactory results in the operational performance measures, including response to reported repairs. We also continue to investment in the road network in line with the Roads Asset Management Plan. Action Status Progress Due Date Note Owner Implement Greenspace Service Redesign 31-Mar-2026 Action complete. Staffing restructure complete across greenspace service, service reviewed and changes to ground maintenance programme agreed Ian Bain Review and Implement Changes to Grounds Maintenance Programme 31-Mar-2026 Action complete. Service reviewed and changes to ground maintenance programme agreed and in progress. Ian Bain Award contract for Gruggies Burn Flood Management design 31-Mar-2026 Action complete. Contract awarded to Balfour Beatie for construction phase which will begin Autumn 2026. Liam Greene Provide recommendations to Council based on draft Surface Water Management Plans 31-Mar-2026 Action carried forward to 2026, delays in completion due to additional consultations required with Network Rail and Scottish Water. Report to be issued to IRED committee in 2026. Liam Greene Progress Flood Management Improvement plans for Dumbarton and Vale of Leven 31-Mar-2026 Action complete. Final surface water actions will be submitted to Council for consideration. 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 Page 20
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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 09-Apr-2026 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. 09-Apr-2026 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. 07-Apr-2026 Significant investment in resurfacing works. Service continues to respond to reported defects across the network. Number of internal controls and monitoring in place. Whilst Street lighting columns are inspected there are significant number that are over their expected life span. Likely hood reassessed to unlikely taking account of investment plan, roads maintenance plans and monitoring results. Matrix change, from 3X2 to 3X1 Liam Greene Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council’s fails to deliver on the three service areas within Roads & Neighbourhood: Roads & Transportation, Waste & Greenspace and Fleet & Working 4 You. 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 providing 09-Apr-2026 Monitoring and action plans in place to manage risk. No change to Risk Matrix Gail Macfarlane Page 21
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner working 4 you services such as employability, child poverty plan, access to benefits etc. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Action Status Progress Due Date Note Owner Support the progress of Exxon City Deal Project – construction phase (next phase) 31-Mar-2026 Action complete. Works began on site began in February, and all works progressing as per programme. Liam Greene Objective 8. Our residents are supported to access employment and training opportunities Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Number of local people entering education or training 1,175 1089 750 The annual target was exceeded, with support delivered through a wide range of accredited and Stephen Brooks Page 22
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note community-based learning, targeted employability programmes, and apprenticeship opportunities. UKSPF and No One Left Behind funding focused on removing barriers and improving long-term employability for priority groups across West Dunbartonshire. Number of local people gaining an accredited qualification 996 829 450 Performance exceeded targets, with Working4U delivering a broad range of qualifications and awards, from Modern and Foundation Apprenticeships to community-based and accredited courses, all focused on improving employability and removing barriers. Stephen Brooks Number of local people entering employment through Working 4U Adult Employability 537 459 400 Performance exceeded target. During 2025/26, W4U employability teams focused on supporting economically inactive and vulnerable people, helping 459 individuals into employment—exceeding the target of 400. Support included 1-to-1 key worker assistance, training, barrier removal, and job-matching through internal provision and commissioned NOLB and UKSP funding Stephen Brooks Value (£) of debt managed £1,441,721 £1,348,076 £1,520,000 Performance marginally missed target. Figures show that from 1st April 2025 to 31st March 2026, 131 unique residents have been supported to manage £1,348,076 of debt. There have been lower recorded debt levels than might otherwise be expected Stephen Brooks Page 23
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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 complete. Strategic Partnership Group continues to meet and submitted CLD Key performance indicators nationally to CLD Managers Scotland for West Dunbartonshire for 24/25. Figures for 25/26 will be collated and submitted around Dec 2026. 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 complete. As all commissioned services reach the end of their service delivery their final position with regards to achievement of key performance indicators is being compiled and reported to external funders and the Strategic Employability Group. Stephen Brooks Objective 9. Our partnerships will support economic development to deliver increased prosperity for our area Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Number of local people receiving support through Working 4U 7,490 6,885 4,510 Target exceeded. In response to increased levels of need linked to the cost-of-living crisis and unemployment, alongside service reviews and the addition of specialist provision funded through No One Left Behind and UK Shared Prosperity Fund resources, this target was significantly exceeded The service supported a total of 6,885 people through Work, Learn and Money support. Stephen Brooks Number of people receiving support through Working 4U with more than one barrier to employment (aggregate) 1,507 1,198 854 Target exceeded. The Adult Learning team and the Employability teams target services to those individuals with barriers to employment. Barriers include, lack of qualifications, low skills, disability or a health condition, care Stephen Brooks Page 24
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Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note experienced, carer, justice impacted, lived experience of substance misuse, long term unemployed, mental health issues among others. Total Value (£) of Income Generated £9,218,527 £9,337,471 £6,000,000 Target exceeded. Working4U Money supporting residents to increase income by £9.34m through benefit, grant and debt management support. Despite reduced resources, the service now focuses on providing advice, signposting and case monitoring to maximise reach and ensure outcomes are secured. Stephen Brooks Percentage of local people supported - with increased or sustained income through reduced debt liability/debt management 83.1% 81.1% 85% Performance marginally missed target. With the help of Working4U, 284 local residents were supported with debt advice/issues. 148 of these were assisted to manage £1.3 million worth of debt. 81.1% proceeded with their agreed debt strategy options, with the remaining 18.9% being undecided at this time. Progression to debt strategy options can be limited by financial instability, fear of consequences, emotional barriers, eligibility restrictions, and practical engagement challenges. In many cases, clients require additional time, reassurance, or stabilisation support before proceeding. Stephen Brooks Action Status Progress Due Date Note Owner Develop a new employability partnership action plan 31-Mar-2026 Action complete. Commissioning for 26-27 has been agreed by the Strategic Employability Group based on data in West Dunbartonshire and the priority groups identified through No One Left Behind Funding and Local Growth Funding. Stephen Brooks Page 25
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Action Status Progress Due Date Note Owner Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar-2026 Action complete. The Strategic Employability Group have analysed data within West Dunbartonshire to inform commissioning priorities for 26-27. A focus on green jobs remains a key policy area for No One Left Behind funding. Stephen Brooks Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31-Mar-2026 Action complete. The annual child poverty plan is published. Stephen Brooks 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 08-Apr-2026 The Family Prosperity Network develop 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. 08-Apr-2026 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 Page 26
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Action Status Progress Due Date Note Owner Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2026 Action progressing. Roads Structure Review undertaken, identifying single point dependencies, Grounds and Waste Review commenced. Working 4UWe have 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. 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 devise, this activity will carry over into 2026/27. Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2026 Action complete. 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. 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 complete. Cross service review undertaken to review service capacity and resources. Roads and Transport service review complete and complies with Standard Operating Model (SOM). Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2026 Action complete. Drivers have been put through large Goods Vehicle (LGV) training and medium sized goods (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 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 complete. Project board established with alternate chairing between Glasgow and WDC. Workstreams established and meetings underway to Gail Macfarlane Page 27
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Action Status Progress Due Date Note Owner develop actions. This will now progress as Business as Usual. Progress and manage service level agreements for Fleet management. 31-Mar-2026 Action complete. We have established a set of tailored service agreements with all services that operate fleet vehicles. These agreements clearly define roles and responsibilities and are supported by key performance metrics. The metrics will strengthen the information available to inform future fleet requirements and associated costs. We are reviewing and finalising these agreements through regular meetings with key staff from each service area. Overall, the agreements aim to improve fleet efficiency, support sustainability, enhance operational transparency, and strengthen 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 complete. We have established a set of dashboard indicators that take into account the resources available for delivery. These provide data for performance management and help us identify areas of increasing demand. Stephen Brooks 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. 09-Apr-2026 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 Page 28
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner 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-Apr-2026 Council participates in the Scottish Government Liquid Fuels Framework and contributes to the work of the Scottish Government Fuel Resilience Group. The fuel situation is being monitored closely at this time due to the conflict in Iran. 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 Getting worse Short Term Trends Improving No change Getting worse Page 29
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2026/27 ROADS & NEIGHBOURHOOD ITEM 7 - APPENDIX 2 Page 30
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Contents 1. Introduction .................................................................................................................................................................................................... 3 2. Performance Review ...................................................................................................................................................................................... 3 3. Strategic Assessment .................................................................................................................................................................................... 7 4. Resources .................................................................................................................................................................................................... 15 Appendix 1: Action Plan .......................................................................................................................................................................................... 17 Page 31
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1. Introduction Roads & Neighbourhood comprises a wide range of services covering Roads and Transportation and Environment and Neighbourhood, including Greenspace and Waste Management, Working 4U and Fleet Management. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve this are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Infrastructure, Regeneration and Economic Development Committee twice yearly, at mid-year and year-end. 2. Performance Review The Roads & Neighbourhood management team completed a detailed review of 2025/26 performance, focusing on the following: 2025/26 Delivery Plan year end progress; Local Government Benchmarking Framework (LGBF) comparative data; Association for Public Service Excellence (APSE) comparative data; Citizens’ Panel feedback; Complaints; and Continuous Improvement This review highlighted our key achievements in 2025/26 as well as the challenges to be addressed in 2026/27. These are summarised below. Key Achievements in 2025/26 Listed below are some of the major achievements. All services achieved many other key outcomes for the Council and its residents throughout the year which are not recorded here but are as important. Strategic Team The collaborative approach between West Dunbartonshire Council and the wider City Region to increase resilience, share best practice and identify opportunities in the delivery of Electric Vehicle Strategy and Waste management is now embedded. The Net Zero Cooperation Agreement with Glasgow City Council continues to deliver financial savings, shared learning and reduction of duplication and also identifies further opportunities for joint working. Page 32
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Greenspace & Waste Management As a result of introducing a prioritised recycling waste project, significant improvements have been made, waste sent to landfill has reduced substantially—from 8,001 tonnes per year to 4,533 tonnes. The new collection regime is a significant change for residents and the introduction was supported with a communications strategy providing information on recycling. Developed a major extension to North Dalnottar Cemetery that will secure a long-term sustainable burial site for local residents. Provided training and employment opportunities for 10 modern apprentices and engaged with over 300 volunteers to carry out environmental improvement work. Secured external funding from Scottish Government and Nature Scotland to recruit a conservation volunteer trainer. This has allowed us to increase the number of volunteers working within West Dunbartonshire. Roads & Transport Progressed speed reduction measures to improve road safety by securing external funding to implement mandatory 20mph speed limits in residential streets with the first 5 areas scheduled for going live in May 2026. Continued to lead on the delivery of the project transforming the former Exxon site into a key strategic development site. Completed key project milestone with construction of the western under-bridge at A82/A814 Glasgow Road junction through partnership with Network Rail. Primary works were completed in advance to allow for the excavation and installation of new under-bridge below the main train lines over the Christmas Period 2025. Successfully applied for transfer of parking enforcement powers to West Dunbartonshire Council and completed the necessary back-office management and road marking upgrades to begin enforcement. Supported colleagues in Housing Operations to develop new service structure to create parking enforcement team with 4 full-time equivalent parking enforcement officers now carrying out regular patrols within our town centres and key strategic enforcement areas. Worked with delivery partners to complete Gruggies Burn Detailed design and successfully completed contract negotiations to have construction contract in place with Balfour Beatty by the 31st March 2026 Scottish Government deadline. Funding has now been secured to deliver the £48m flood alleviation project over the next 4 years. Working4U & Fleet Management Achieved national recognition and received an Adult Learning Award in Wellbeing. Extended support to particularly vulnerable groups through the Family Poverty Network and strengthened governance arrangements. The Family Poverty Network successfully secured Fairer Futures Partnership funding to support families affected by involvement in the justice Page 33
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system, alongside Child Poverty Accelerator funding to provide targeted support for families with children and young people with Additional Support Needs. Supporting two full‑time equivalent staff, to deliver focused, preventative interventions. Funding has been secured to deliver maritime engineering focused interventions, aligned with Glasgow City Region Skills Investment Scottish Government funding for 2025–2027. Supports 0.5 full-time equivalent staff and the commissioning of a local training provider to deliver targeted skills provision. Successfully completed Her Majesty’s Inspectorate of Education Progress Visit for Community Learning and Development. Awarded South of Scotland Regional Lead for Macmillan welfare rights services, moving from annual to a three-year funding cycle. Reduced vehicle hire costs in consultation with services by 35%. Developed a procurement strategy to establish the basis for the transition from internal combustion engines to electric powered vehicles. (13.1 % of fleet hybrid or EV). All mechanics completed Institute of the Motor Industry 3 & 4 level Electric Vehicle certification. This was successfully funded by Working4U's No One Left Behind commissioned provision. Key Challenges from 2025/26 Along with the achievements noted above, there were significant challenges in 2025/26. Cross Service Resilience / Capacity Challenges. The ongoing rationalisation of resources and development of service efficiencies and savings has resulted in many service changes. There are a range of challenges linked to a continuing and increased reduction to front line services, both employee reductions and service delivery rationalisation. This has resulted in a number of initiatives taking longer than anticipated, increased demand on staff, reduction in service satisfaction levels and increased complaints. This will require strict prioritisation going forward and delivering services in a different way including service delivery redesign where required. Demographic of Workforce. R&N has an aging demographic within the workforce and this is also the case nationally. We will continue to carry out workforce analysis to identify skills gaps to provide upskilling appropriate training and succession planning to allow the Council to plan for the future. Staff. The national skills shortage of qualified and experienced officers in Roads and Neighbourhood Services resulting in reduced staff complements across services and increased demands on existing staff. Due to high demand outstripping the labour supply, labour rates continue to increase together with challenges recruiting and retaining skilled staff. Annual external funding results in staff being recruited into fixed term contracts for the financial year with a key drawback being that it creates job insecurity and makes retaining skilled staff more Page 34
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challenging. This means that we will have to optimise staff retention and improve recruitment practices to ensure job roles are in line with demand. Climate Change. Due to more adverse weather condition and extreme weather events due to climate change Roads and Neighbourhood require to make changes to operational ongoing service delivery and response to events. In particular flood risk management plans. Greenspace & Waste Management Development of the revised ground management model to respond to reduction in budget and capacity reflecting the resources available. This will potentially impact on the perception of service delivery and resident satisfaction. Due to suppliers leaving the market we expect there will be challenges in getting suppliers / contracts in place for waste treatment options for organic food/garden waste. This is likely to lead to increased costs. Roads & Transport Flood risk management including prioritisation and progress of initiatives continues to be a challenge. Scottish Government Cycle 2 funding for major flood alleviation projects has been paused indefinitely and whilst we await confirmation about any future funding it is expected that due to the rising construction costs for flood alleviation projects there will be more of a focus on flood resilience rather than alleviation. Pavement parking strategy and implementation is dependent on the capacity of parking enforcement officers and identifying funding and resources. Any large-scale enforcement would require additional enforcement resources to manage. Construction and material costs continue to rise, and with reductions in capital budgets the volume of carriageway and footway resurfacing works that can be completed each year is continuously reduced. The Council has aged Street Lighting assets with 60% of existing columns beyond their 25-year life expectancy. Limited Capital budgets mean that the service is unable to address such issues in a large, targeted replacement programme with only severe or dangerous assets being able to be prioritised. Working4U & Fleet Management Working4U Rising living costs and the growing challenges faced by people experiencing disadvantage are driving a continual increase in demand for support. As more individuals seek welfare and benefits advice, community-based learning opportunities, and employability assistance, services are coming under significant pressure. Macmillan are moving to a Regional Lead model for the delivery of Welfare Rights services to people affected by cancer from June 2026. As Regional Lead there is funding for project management however overall, there is a reduction in available funds for the subsequent 3 years of the programme which will impact partners. Page 35
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UK Shared Prosperity funding ceased at the end of March 2026 with new funding through the Local Growth Fund for 2026-29 having a focus on capital investment and a subsequent reduction in revenue funding affecting employability and learning delivery within Working 4U. UK Shared Prosperity funding supported 12 full-time equivalent posts and commissioned employability interventions from local private and third sector organisations. Local authorities as part of the Glasgow City Region will work across the region to design and deliver services, potentially reducing local flexibility to meet needs within West Dunbartonshire. No One Left behind and Local Growth Fund have a focus on employment as opposed to UK Shared Prosperity funding focus on wellbeing/anti-poverty approach. Pride in Place funding through UK Government has been allocated to Clydebank with some focus on learning and employability support – the strategic plan has been agreed with UK Government and implementation will commence from 2026. At this point the delivery of the interventions for employability and skills development are not known. Scottish Government funding for both Modern and Foundation Apprenticeship programmes will transfer from Skills Development Scotland to the Scottish Funding Council in line with the Tertiary Education and Training Bill. Discussions are ongoing focussed on potential impacts to local contracts for delivery. From April 2026, Council Apprenticeship Investment funding (£1.0m over a four‑year period) will cease. This will result in a reduction in the number of apprentices employed by both the Council and local businesses, with a likely adverse impact on participation and attainment rates. Reduced funding increases contract risk, making it harder to retain staff and maintain partner confidence Fleet Management The financial constraints faced by the Council and subsequent challenge in maintaining a 7 and 10 year vehicle replacement programme and transition to electric fleet may result in increased reliance on hire vehicles. Services face significant challenges and transformation resulting in difficulty in establishing comprehensive information about current use and future service fleet requirements. This presents challenges around fleet planning, management and meeting service requirements. Transition to electric fleet and associated charging infrastructure implementation is constrained within current property/accommodation. Progress will be dependent on the development of the plans for maintenance and fleet depot. Ongoing challenges remain due to cross-service dependencies and reliance on other teams to apply required frameworks and guidance. Ongoing budget reduction requirements and resulting staffing changes are diminishing organisational expertise, awareness, and understanding of responsibilities around data capture and process input, increasing the risk of compliance issues. Ongoing challenges due to the high specifications and costs to upgrade garage infrastructure to maintain electric vehicles. 3. Strategic Assessment The Roads & Neighbourhood management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27 and identified a range of key factors recognised as significant. These are summarised below. Page 36
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Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Roads and Neighbourhood, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients, and external clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In Roads and Neighbourhood, budgets which have been identified as being more susceptible to fluctuations include; R&N income budgets given the uncertainties surrounding demand and the costs relating to Waste Services can be susceptible to fluctuation depending on tonnage being disposed of. Roads & Neighbourhood Action Plan Greenspace & Waste Management Ash Die Back Ash dieback is a serious disease of ash trees caused by a fungus. The disease causes leaf loss and crown dieback in affected trees and can lead to the death of the tree. Of the 10 million ash trees in Scotland 90% may die due to this disease. Infected trees need to be identified and removed to prevent or minimise the spread of the disease. We carried out a full audit of affected trees, and an action plan was developed Page 37
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identifying the extent of the issue and the associated cost pressures. In 2025/26 we progressed the Ash Die back action plan, including dealing with trees that are categorised as requiring immediate action and high risk. In 2026/27 we will implement phase two of the removal plan Bio Diversity Strategy The new Scottish Biodiversity Strategy is being developed with the aim of halting biodiversity decline by 2030 and having nature restoration underway by 2045. Giving full consideration to the strategy the Service will develop a new local Biodiversity Action Plan identifying local actions that will contribute to the overall aims of the national strategy. The final Scottish Government delivery plan was not published until December 2024, which was later than expected. In 2025/26, following consideration of the national strategy, we progressed the development of a local Biodiversity Action Plan. In 2026/27 the Plan will be presented to Committee. Play Parks and Recreation Facilities We have developed plans and upgraded 8 play parks throughout West Dunbartonshire, investing £465K to improve accessibility and inclusivity. We have completed 4 new Multi Use Games Areas (MUGA) at Bonhill, Goldenhill Park, Milton Park and Brevel Crescent to provide additional sports facilities for young people throughout West Dunbartonshire. In addition, five further play areas were delivered in 2025/26 and located at Dennystoun Forge, Lusset Park, Braes Avenue, Dalmuir Park and Balloch Country Park. In 26/27 we will complete the upgrade of 4 existing play parks located at; Linnvale, Onslow Rd Clydebank, Ross Head Alexandria and Dalmonach Bonhill. Increase Number of 4G Pitches The savings options agreed to delivery 2024/25 budget have resulted in changes to sports pitches. The Grounds Service maintain grass pitches utilised for sports activities throughout West Dunbartonshire. This original proposal was to build 3 new 4G pitches to replace six underutilised grass pitches located in Alexandria, Dumbarton and Clydebank. In 2024/25 we undertook the design and preparation of tender documents to deliver the 4G pitches. In 2025/26 we progressed the procurement of Argyle Park with plans submitted to Planning for Mount Blow site. There was no suitable site located in Dumbarton therefore the Service will now deliver 2 4G pitches. Work will commence on Argyle Park in May with Mount Blow estimated to be delivered October 2026. Due to delays in gaining planning permission the construction of these 2 pitches will be carried forward into 2026/27. Destination Playparks – Pride in Place The Council has secured £600,000 of funding through the Pride in Place programme to support the development of two new destination playparks. The funding allocation is evenly split, with £300,000 earmarked for Dumbarton Common and £300,000 for Christie Park. These projects are intended to deliver large-scale, high-quality destination playparks, designed to serve not only local communities but also attract families from across the wider area. Destination playparks typically offer a broader range of inclusive, modern play equipment, improved landscaping, accessibility features, and supporting infrastructure, helping to encourage longer visits and increased use of surrounding green spaces. The projects are currently at the early stages of development. Page 38
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Street Sweeping and Litter Collection of Trunk Road The savings options agreed to deliver the 2026/27 budget have resulted in a service adjustment. The Greenspace Team undertake street cleaning and litter collection of the A82 trunk road which is owned and maintained by Transport Scotland. The current cost to undertake is £150,000 per annum. While there is a statutory obligation to undertake these activities, there is no set level of maintenance required. In 2026/27 we will make a saving by reducing the frequency of litter collection and street cleaning of the trunk road. Reduce apprenticeships The savings options agreed to deliver the 2026/27 budget have resulted in a reduction in apprentices in Roads and Greenspace service. The Council’s Roads and Greenspace teams currently offer 11 apprenticeships across both services, with 1 in Roads and the remainder in Greenspace. These posts have been typically difficult to fill, with 5 currently vacant. Under this option, these 5 apprenticeships would be deleted, removing the Roads apprentice opportunity, and bringing Greenspace opportunities to 6. No apprentices in post will be impacted and as deleted posts are currently vacant there will be no service reduction. In 2026/27 we will reduce the number of apprentice posts. Crematorium Weekend Operations The savings options agreed to deliver the 2026/27 budget have resulted in a change to the service at the crematorium. Cremations have been offered Monday to Friday and on a Saturday morning. In addition, the Book of Remembrance has been open for viewing seven days per week, including three hours on a Saturday and five hours on a Sunday. In 2024 and 2025, there were adequate available weekday slots to accommodate cremations held on a Saturday. Cremations and viewings of the Book of Remembrance will now be offered Monday to Friday only, with the crematorium closed to the public at weekends. Overtime would still be utilised to cover essential activities including crematorium cooldown after cremations taking place later in the day. In 2026/27 we will adjust the service provision of the Crematorium. Roads & Transport Electric Charging Points This continues to be a priority initiative with a collaborative approach to the phased delivery of public and fleet charging infrastructure in partnership with the City Region. We have finalised with City Region the strategy to engage with external suppliers to support and increase our Electric Vehicle Charging Point infrastructure for both on and off-street parking. This was presented to Elected Members for consideration; it includes the Implementation Strategy and Expansion Plan and detail of the proposed procurement model to implement a phased delivery of public and fleet charging infrastructure. In 2025/26 we worked with City region and the appointed consultant to prepare the tender to bring in an external company to supply and maintain the ECP’s. High level locations for spread of public chargers developed with City Region. All site details provided to consultants with tender issued. In 2026/27, this will be progressed with Glasgow City Region acting as project lead, including issuing the tender, with implementation proposed from 2026. Fleet charging points will be developed in conjunction with Depot Project Page 39
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Gruggies Burn The service has completed the detailed design with a contract in place to construct the new flood alleviation scheme. Total construction costs are £48m with 80% secured funding from Scottish Government completed by 31st March 2026 deadline. In 2026/27 we will progress the preparatory work with on site works expected in Autumn 2026. Surface Water Management Plan (SWMP) The Clyde and Loch Lomond Flood Risk Management Plan highlights action which need to be undertaken by local Councils to address flooding in the area. These actions are split into 6 year cycles to make outcomes easier to achieve and spread costs. Following the improvement study for Dumbarton and Vale of Leven to modal the surface water, pluvial and sewer flooding to ensure suggested actions identified in the SWMP for Dumbarton and the Vale were appropriate and provide high level estimates and designs for the implementation of any actions. This has highlighted what actions can be undertaken in the area to address flooding and support the development of the SWMP for Clydebank. Feasibility and cost benefit analysis for flood management improvement study for Dumbarton and Vale of Leven has been undertaken. In 2025/26 additional work will progress in Dumbarton and Vale of Leven. The recommendations in the draft SWMP have been given consideration with high level plans developed and assessment of options complete. There have been delays in completion due to additional consultations required with Network Rail and Scottish Water. This action will carry forward to 2026/27, and we will present a report and recommendations to IRED committee in 2026. Implement 20 Miles Speed Limit The Council is committed to improving road safety in and around residential areas. In 2025/26 the service developed a wider 20mph policy for residential streets for West Dunbartonshire for consideration and approval. New traffic regulation orders have been promoted and road markings upgraded to support implementation in initial phase areas. Service will work to secure additional funding for 2026/27 to expand on current 20mph streets. In 2026/27 we will progress the implementation of the agreed three year strategy. Exxon – City Deal Project The Glasgow City region deal is an agreement between the UK Government, the Scottish Government and eight Local Authorities across Glasgow and the Clyde Valley to invest in communities across Scotland. A major industrial and commercial development at the former ExxonMobil terminal in Bowling West Dunbartonshire is underway with detailed planning approval received in January 2024. In 2026/27 we will continue to progress with the construction phase of the Exxon Project in line with the current programme. A specific Exxon Project Board meets to discuss this project providing governance and monitoring. Page 40
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Working 4U and Fleet Management Working 4U Local Growth Fund The Local Growth Fund officially launched in January 2026 with several critical components still being finalised. Further details on delivery, including specific investment themes and intervention frameworks, are expected to be published later in Q1 2026/27. Local Growth Fund allocations have now been determined at a Regional Economic Partnership / City Region level, rather than individual Local Authority level with a focus on capital investment and a decreased amount allocated to revenue funding with significant implications for Working 4U activity and delivery for internal teams and commissioned services. No One Left Behind, Child Poverty and Specialist Employment Support has been secured from Scottish Government with support focused on target groups which include families at risk of child poverty, people with disabilities and long‑term health conditions, ethnic minority communities, those who are economically inactive, and vulnerable young people. In 2026/27, we will ensure full compliance with funding requirements by working in partnership, commissioning specialist services, reviewing and further developing access to welfare rights and debt management support, and continuing to provide employability services. Local Employability Developments / Fair work The No One Left Behind Strategic Plan for 2024-2027 focuses on improving employability services in Scotland, aiming to support individuals facing barriers to employment through tailored and integrated approaches. West Dunbartonshire Council acts as lead partner to manage the funds and work with private and third-sector service providers to identify local needs and make informed decisions about how best to support employability. The Strategic Employability Group is a partnership to ensure that we co-ordinate employability service provision in an effective way. The Local Growth Funding available for use to support employability and learning is still to be agreed with the Glasgow City Region and UK Government. In 2026/27 the Strategic Employability Group will collaboratively create a new Annual Investment Plan to identify priorities and co-ordinate the use of resources to achieve the outcomes expected by No One Left Behind and Local Growth funds. Employment: Green jobs We will work closely with employers to identify in‑demand skills and qualifications. Through our Employer Support offer, and by using our Employer Recruitment Incentive where appropriate, we will also help employers advance their carbon‑reduction goals. We will map relevant courses and apprenticeship pathways and, where needed, commission specialist training providers to deliver the required skills training. This approach will help jobseekers gain industry‑standard qualifications and improve their employability and career progression within the expanding carbon and green energy sectors. Page 41
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Supporting Vulnerable People People are considered vulnerable when they are unable to maintain the standard of living that most others take for granted. Addressing vulnerability requires more than focusing on specific groups; it demands an understanding of the everyday circumstances, life transitions, and barriers that families and individuals face. To date, we have established a local employability partnership to ensure that we coordinate employability service provision in an effective way. In addition to No One Left Behind, Parental Employability Support and Modern Apprenticeship programme funds we will also manage the delivery of UK Local Growth fund priorities. We will integrate strategic management of the funds into the Strategic Employability Group approach to maximise the benefits for West Dunbartonshire residents The Family Prosperity Network works collaboratively to address the drivers of poverty and compiles and publishes the local child poverty report to demonstrate our actions to address poverty and disadvantage. The Community Learning and Development Strategic partnership manages, delivers and monitors the three-year CLD plan and continues to provide access to community-based learning opportunities. Working4U Team Reduction and Service Realignment The savings options agreed to deliver the 2026/27 budget have resulted in a reduction in the Working 4U Service. The Working 4U Service will progress a review of the service to reduce the number of employees funded by the Council. Grant conditions stipulate the need for: strategic and operational delivery plans; partnership management and working with the third sector through the provision of grants and contracts. This includes the development of assurance/risk management frameworks; service quality assurance; and extensive progress and finance monitoring and reporting (grant lifecycle management). Without council funded posts to deliver these elements the external funds may be at risk. Reduction in the Council funded workforce will impact services and activities delivered directly by Working 4U and commissioned partners to support residents. In 2026/27 we will reduce the Service by 6 full-time equivalent council funded posts. Fleet Management Transition to Electric Fleet The service is developing a transition to electric fleet strategy in response to the National agenda for decarbonising transport. We require to increase the percentage of either hybrid or EV vehicles year on year until the final date for decarbonisation in 2035, failure to meet this deadline will result in fines. The strategy will set out a programme of implementation of fleet procurement and disposal, charging infrastructure and consider financial implications for each future financial year. In 2025/26 we increased the percentage of hybrid and EV vehicles to 13.1% a move from 4.5% and set up a fleet Board. The strategy has now been refined. In 2026/27 we will work with services to embed the strategy. Operational Management of Fleet To further enhance the operational management of Fleet to deliver efficiencies and cost-effective solutions over 2025/26 we will develop customised service agreements with departments using fleet vehicles. This will provide them with the information they require to make effective Page 42
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decisions about their service fleet needs. This will also incorporate practical support and identification of potential effective/efficient alternatives for their fleet to ensure they have the right size of fleet for their service. This action will progress further in 2026/27 Purchase of Vehicles to Replace Hire Cars The savings options agreed to deliver the 2026/27 budget include a reduction in ongoing costs of the use of hire vehicles The Council has for the past five years hired a number of vehicles for use in the delivery of essential work in Roads, Grounds and other service throughout the council. We plan to reduce the Council outgoings by purchasing the required vehicles, bringing the annual cost for the vehicles down. In 2026/27 we will progress the purchase of vehicles to replace the hire fleet. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Roads & Neighbourhood priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: performance indicators and targets that will enable progress to be monitored and reported to stakeholders. strategic workforce actions strategic and/or service risks In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership; while service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Page 43
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4. Resources Finance Roads & Neighbourhood has a net revenue budget of £19.660m and a capital budget of £25.557m in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) Transport, Fleet & Maintenance Services 5.013 -5.013 0.00 1.440 Roads Services 6.792 -4.083 2.709 20.323 Outdoor Services 0.290 -0.020 0.270 0.000 Burial Grounds 0.622 -0.796 -0.174 0.000 Crematorium 0.568 -1.525 -0.957 2.573 Waste Services 12.948 -1.889 11.059 0.500 Depots 0.562 -0.562 0.000 0.325 Ground Maintenance & Street Cleaning Trading A/c 7.194 -2.147 5.047 0.000 UK Shared Prosperity Fund (UKSPF) 1.045 -1.045 0.000 0.396 Working4U 4.294 -2.588 1.706 0.000 Total 39.328 -19.668 19.660 25.557 Employees Employee Numbers The headcount and full time equivalent staff in each service area (as of 31st March 2026) are as follows: Page 44
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Absence in 2025/26 The quarterly absence statistics for Roads & Neighbourhood are shown below together with the Council average for the same periods for comparison. The figures have been lower than the Council average in 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Roads & Neighbourhood 4.76% 5.14% 5% 5.59% 12.06 COUNCIL WIDE TOTAL 6.17% 5.39% 7.2% 7.65% 14.38 Service Area Headcount FTE Waste 92 89.4 Greenspace 139 129.7 Roads & Transportation 42 41.5 Working4U & Fleet (new for 2025) 131 123.5 TOTAL 405 385.1 Page 45
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Appendix 1: Action Plan 1. Our communities Objective 1. Our neighbourhoods are safe, resilient and inclusive Performance Indicator Target 26-27 Owner Percentage of emergency road related defects repaired within 4 hours of being reported 95% Liam Greene Percentage of non-serious road related defects repaired within 7 working days of being reported 85% Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 85% Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 98% Liam Greene RL3: Percentage of all street light repairs completed within 7 days 95% Liam Greene Action Due Date Owner Progress strategy to implement 20 miles speed limit in residential areas 31-Mar-2027 Liam Greene Objective 2. Our resident’s health and wellbeing remains a priority Page 46
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Action Due Date Owner Complete the upgrade of 4 existing play parks 31-Mar-2027 Ian Bain Progress plan to increase the number of 4G pitches - Argyle Park and Mount Blow. 31-Mar-2027 Ian Bain Progress plan to develop two new destination play parks 31-Mar-2027 Ian Bain 2. Our Environment Objective 4. Our local environment is protected, enhanced and valued Performance Indicator Target 26-27 Owner Percentage of missed bins collected within 3 working days of being reported 95% Ian Bain Percentage of total household waste that is recycled 60% Ian Bain Tonnage of biodegradable municipal waste landfilled 6000 Ian Bain Action Due Date Owner New Bio Diversity Action Plan will be presented to Committee 31-Mar-2027 Ian Bain Remove trees affected by Ash Die Back- phase two of plan 31-Mar-2027 Ian Bain Page 47
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Objective 5. Our resources are used in an environmentally sustainable way Action Due Date Owner Progress phased delivery of public electric charging points 31-Mar-2027 Liam Greene Work with Depot Project to prepare the plan for expansion of fleet Charging points 31-Mar-2027 Stephen Brooks Embed the Strategy for Transition to Electric Fleet. 31-Mar-2027 Stephen Brooks Objective 6. Our neighbourhoods are sustainable and attractive Performance Indicator Target 26-27 Owner Percentage of Class A roads that should be considered for maintenance treatment 24% Liam Greene Percentage of Class B roads that should be considered for maintenance treatment 24.5% Liam Greene Percentage of Class C roads that should be considered for maintenance treatment 30% Liam Greene Percentage of unclassified roads that should be considered for maintenance treatment 37% Liam Greene Page 48
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Action Due Date Owner Progress preparatory work for Gruggies Burn Flood Management with contractor 31-Mar-2027 Liam Greene We will make a recommendation on SWMP following approval we will progress next steps 31-Mar-2027 Liam Greene Revise service provision of litter collection and street cleaning of trunk road. 31-Mar-2027 Ian Bain Risk Description Current Assessment Target Assessment Owner Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of R&N services Ian Bain Failure to maintain road network during adverse weather A significant period of adverse weather may result in failure to deliver key operational functions of R&T services Liam Greene Failure to manage and maintain the road network effectively Failure to manage and maintain the road network effectively will have an adverse impact on user safety, traffic movement, air quality, economic growth and reduce access to facilities and amenities. The Council’s reputation as a place to live and work with access to employment, education, leisure and health opportunities would be adversely affected. Liam Greene Page 49
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Risk Description Current Assessment Target Assessment Owner Challenges in delivering effective services in relation to Roads & Neighbourhoods The risk that the Council fails to deliver on the three services within Roads & Neighbourhood: Roads & Transportation, Fleet & Waste and Greenspace. These areas provide services across a range of areas including managing and maintain roads, footpaths and associated infrastructure, managing flood risk, grounds maintenance, street cleaning, burial and cremation, outdoor facilities, waste and recycling and vehicle fleet management. Failing to ensure these services are not fully fit for purpose could result in adverse consequences in relation to delivering efficient and effective services. Gail Macfarlane 3. Our Economy Objective 7. Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Objective 8. We will support our residents to access employment and training opportunities Action Due Date Owner Support the progress of Exxon City Deal Project – (next phase) 31-Mar-2027 Liam Greene Page 50
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Performance Indicator Target 26-27 Owner Value (£) of debt managed £1,350,000 Stephen Brooks Number of local people entering employment through Working 4U 300 Stephen Brooks Number of local people entering education or training 750 Stephen Brooks Number of local people gaining a full qualification 500 Stephen Brooks Action Due Date Owner Manage, deliver and monitor the Community Learning and Development (CLD) partnership and associated plan. 31-Mar-2027 Stephen Brooks We will meet all funding requirements by working in partnership, commissioning specialist services 31-Mar-2027 Stephen Brooks Objective 9. We will work with partners to support economic development to deliver increased prosperity for our area Performance Indicator Target 26-27 Owner Total Value (£) of Income Generated £6,000,000 Stephen Brooks Number of local people receiving support through Working 4U 4,500 Stephen Brooks Action Due Date Owner Develop a new employability partnership action plan 31-Mar-2027 Stephen Brooks Explore the potential for securing training and opportunities in the carbon/green energy sectors 31-Mar-2027 Stephen Brooks Page 51
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Action Due Date Owner Compile and publish the local child poverty report to demonstrate our actions to address poverty and disadvantage 31-Mar-2027 Stephen Brooks Risk Description Current Assessment Target Assessment Owner Failure to respond to child poverty legislation Failure to respond to child poverty legislation will have a significant impact on the Council’s reputation, more importantly an opportunity to raise issues and respond more effectively to child poverty issues will be lost Stephen Brooks The cost-of-living crisis will lead to a substantial demand for access to welfare/debt support services. We will monitor the changing levels of demand and target our resources to individuals and areas that are most in need. We will seek to work with partners to ensure we receive appropriate referrals who can benefit from our support. Stephen Brooks Objective 4. Our Council Objective 10. Our workforce is resilient and skilled where digital technology supports service delivery for our residents Page 52
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Action Due Date Owner Workforce Planning: Develop and implement wellbeing, employee engagement, equality and learning and development plans to enable capabilities, improve resilience and promotion of a diverse workforce 31-Mar-2027 All Managers Workforce Planning: Develop and implement employee life cycle plans in line with the People First Strategy to attract and retain the workforce. 31-Mar-2027 All Managers Workforce Planning: Implement service review process including role design, use of new technology and new ways of working to add resilience, address gaps, and establish opportunities for efficiencies 31-Mar-2027 All Managers Workforce Planning: Develop and implement learning and development opportunities to improve capabilities and resilience within the workforce. 31-Mar-2027 All Managers Objective 11. Our Council is adaptable and focused on delivering best value for our residents Action Due Date Owner Reduce Apprentices within Roads and Greenspace Service 31-Mar-2027 Ian Bain Revise service provision of Crematorium 31-Mar-2027 Ian Bain Progress W4U Team Reduction and Service Realignment 31-Mar-2027 Stephen Brooks Progress and Manage Service Level Agreements for Fleet Management. 31-Mar-2027 Stephen Brooks Progress Purchase of Required Vehicles to replace agreed Hire Vehicles 31-Mar-2027 Stephen Brooks Page 53
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Risk Description Current Assessment Target Assessment Owner Challenge to delivery of burial and cremation services A number of factors may impact on ability to deliver these services. For example, a pandemic would create significant immediate demand on services. Ian Bain Inability to deliver priority services as a result of fuel shortages A fuel shortage would significantly impacting on our ability to provide priority service across West Dunbartonshire. Gail Macfarlane Page 54
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Regulatory & Regeneration Committee: Infrastructure, Regeneration & Economic Development Committee 20 May 2026 Subject: Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development Year-end Progress & Regulatory & Regeneration Delivery Plan 2026/27 - Economic Development 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new 2026/27 Delivery Plan, both in relation to Economic Development. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Delivery Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Infrastructure, Regeneration & Economic Development Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Delivery Plan’s ten Economic Development actions is summarised below: Progress No. (%) Completed 8 (80%) Overdue 2 (20%) ITEM 8 Page 55
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Official 4.4 Overdue actions relate to the following and will be carried forward and completed in 2026/27: • Develop the Local Heat and Energy Efficiency Strategy Delivery Plan - 50% complete • Explore commercial opportunities in our town centres and wider regeneration sites - 75% complete 4.5 Year-end data is available for one of the Plan’s four Economic Development PIs and this exceeded target: Number of businesses given advice and assistance to start up through Business Gateway. 4.6 The full set of PIs will be reported through the Council’s annual performance reporting process once all data becomes available. 2026/27 Delivery Plan 4.7 The 2026/27 Delivery Plan is set out at Appendix 2. 4.8 Key priorities include: • delivering sustainable, quality services within the context of significant financial challenges • delivering key regeneration sites across West Dunbartonshire • promoting the next phase of Queens Quay Housing • exploring commercial opportunities in our town centres and wider regeneration sites • supporting town centre revitalisation • finalising the Visitor Levy Scheme • developing a new Economic Development Strategy • developing a Climate Change Strategy and action plan • completing the Local Heat and Energy Efficiency Delivery Plan • reviewing the Scheme for Establishment of Community Councils • developing Community Planning • contributing to the Community Learning and Development Plan 4.9 Implementation of the Plan will be monitored by the management team with mid-year and year-end progress reported to Corporate Services Committee and Infrastructure, Regeneration and Economic Development Committee (economic development elements only) around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. Page 56
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Official 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Economic Development may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Alan Douglas Service Area: Regulatory & Regeneration Date: 23 April 2026 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development Year-end Progress Appendix 2: Regulatory & Regeneration Delivery Plan 2026/27 - Economic Development Background Papers: Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development, Infrastructure, Regeneration & Economic Development Committee, 21 May 2025 Regulatory & Regeneration Delivery Plan 2025/26 - Economic Development Mid-year Progress, Infrastructure, Regeneration & Economic Development Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 57
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Official Appendix 1: Regulatory & Regeneration Delivery Plan 2025/26 – Economic Development Year-end Progress Our Environment Our resources are used in an environmentally sustainable way Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Tonnage of carbon dioxide emissions from Council operations and assets 18,235 18,188 2025/26 data is available in November when all utilities bills and waste figures are validated in advance of preparing our annual mandatory climate change report for submission to the Scottish Government in November 2026. 2024/25 data, reported in November 2025, shows significant progress. The value of 18,235 tonnes represents 33.8% reduction on the previous year, 44.7% reduction on the 2012/13 baseline and 5.7% ahead of projected target. These are positive steps. However, the main reduction is from the Council's scope 3 waste emissions, which is a result of shifting a significant amount of waste from landfill to incineration through the Net Zero Cooperation Agreement with Glasgow City Council. Both scope 1 and 2 emissions increased slightly for 2024/25 period. To reach a 61% reduction by 2030/31 we need to reduce a further 16.3% in just over five years and investment in required to reduce gas, electricity and diesel consumption. Amanda Kean ITEM 8 - APPENDIX 1 Page 58
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Official Action Status Progress Due Date Note Owner Co-ordinate, monitor and report the progress of the Council’s Climate Change Action Plan for 2025/26 31-Mar- 2026 Completed as planned. The Climate Change Action Group meets regularly to progress and monitor this work stream. To encourage wider engagement, service specific meetings have been arranged and are now underway. Amanda Kean Develop the Local Heat and Energy Efficiency Strategy Delivery Plan 31-Mar- 2026 Overdue. Recruitment for the Local Heat and Energy Efficiency post has taken longer than anticipated. Due to other commitments, there is not the capacity within the climate team to finalise the Local Heat and Energy Efficiency Delivery Plan. Once the post is filled, the Delivery Plan will be finalised. This action will be carried forward in 2026/27 and completed. Amanda Kean Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish 01-Apr- 2026 The risk assessment remains unchanged from mid-year. The Council's most recent emissions, reported in November 2025 for 2024/25, showed significant progress. (Details are set out under the PI ‘Tonnage of carbon dioxide emissions from Council operations and assets’ above.) The long-term Climate Change Coordinator vacancy has been Alan Douglas; Amanda Kean; Gail Macfarlane Page 59
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Government in light of the Climate Emergency. filled internally; this currently leaves another vacancy within the energy team that will be filled as soon as possible. Participation from service areas has increased at Climate Change Action Plan meetings and emission reductions actions and projects are forthcoming. The Council also has the opportunity to utilise ClimateView and track trajectory to Net Zero, allowing actions and projects to be prioritised and a more collective, strategic approach to be implemented. The Strategic Risk will be reviewed at the next Climate Change Action Plan meeting for relevance and an amended risk / set of risks will be reported to future meetings. Page 60
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Official Our neighbourhoods are sustainable and attractive Action Status Progress Due Date Note Owner Promote the next phases of Queens Quay Housing 31-Mar- 2026 Completed as planned. Officers continue to progress this site and support delivery. A planning application for residential development on part of the site has been submitted and further residential applications are expected Q2 2026/2027. Michael Mulgrew; Magda Swider Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Number of businesses given advice and assistance to start up through Business Gateway 190 188 180 Target exceeded. During 2025/26, 188 businesses were provided with advice to start-up through Business Gateway, exceeding the target of 180. Gillian Scholes Number of business gateway start-ups per 10,000 population 21.32 19.78 2025/26 data for this Local Government Benchmarking Framework (LGBF) indicator will be available at a later date following publication by the Improvement Service. Based on the LGBF comparative data for the previous year (2024/25) published by the Improvement Service in February 2026, performance was better than the Scottish average of 12.3, and better than the family Gillian Scholes Page 61
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note group average of 12.2, with a ranking of 2 of 32 local authorities, down 1 place from the previous year. Proportion of properties receiving superfast broadband 99.8% 99% 2025/26 data for this LGBF indicator will be available at a later date following publication by the Improvement Service. Based on the LGBF comparative data for the previous year (2024/25) published by the Improvement Service in February 2026, performance was better than the Scottish average of 97.1%, and better than the family group average of 99.1%, with a ranking of 1 of 32 local authorities, consistent with the previous year. Gillian Scholes Action Status Progress Due Date Note Owner Deliver key regeneration sites across West Dunbartonshire 31-Mar- 2026 Completed as planned. • Work to support the regeneration of the Exxon and Scottish Marine Technology Park (SMTP) is progressing well. SMTP was approved as an Investment Zone project in November 2025 and Malin Group are currently preparing an Outline Business Case. Investment Zone funding will contribute £20m towards development of the SMTP over the next 10 years. • An application for Regeneration Capital Grant funding progressed to Stage 2 and results are expected in Spring. Magda Swider Page 62
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Official Action Status Progress Due Date Note Owner • Construction works on the Exxon site are progressing well, with a significant milestone achieved in January 2026 when the western underbridge was completed by Network Rail. Work is also underway on marketing the Exxon site and further updates will be provided to the project board. Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar- 2026 Progress has been achieved in a number of areas over the year including discussions with prospective developers with regards to the Queens Quay development and appointment of consultants to develop a Tourism Strategy for the West Dunbartonshire. However, one milestone relating to the Council's consideration of the Planning Permission in Principle (PPIP) application for the Masterplan Dumbarton Artizan redevelopment has been delayed due to prolonged engagement with the Scottish Environmental Protection Agency (SEPA) which is a statutory consultee. SEPA objected to the application on the grounds that it does not comply with Policy 22 of the National Planning Framework 4 and provided comments on our Flood Risk Assessment. The Flood Risk Assessment was subsequently amended to address their feedback and re-submitted to Planning and we are currently awaiting SEPA’s response. SEPA’s objection will not be lifted, however, once their response is received, the PPIP will be considered by the Council. It is expected to be Spring or early Summer 2026. Magda Swider Page 63
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Official Action Status Progress Due Date Note Owner Deliver business support interventions through the UK Shared Prosperity Fund 2025/26 31-Mar- 2026 Completed as planned. Business grants available through the UK Shared Prosperity Fund have been promoted through social media, council website and directly to eligible businesses. The UK Government has extended the deadline for grant spend until the end of September 2026. We will continue to appraise and process applications to maximise funding through this period. Gillian Scholes Support town centre revitalisation 31-Mar- 2026 Completed as planned. In Alexandria, we have been working with the Business Improvement District to develop designs for Mitchell Way/main Street improvements. We have also appointed a contractor for the Alexander Street improvements, another of the Alexandria Masterplan projects. In Clydebank, a big milestone was achieved when the Pride in Place Plan was submitted to the UK Government. Once approved it will unlock up to £20m funding over the next 10 years. In Dumbarton, delivery of the UK Government funded regeneration works in the town centre is progressing well, with Phase 1 of Artizan redevelopment now on site. Magda Swider Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the 11-Mar- 2026 Risk remains unchanged. Delivery of site remains embedded in service workstreams. Michael Mulgrew; Magda Swider Page 64
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner business case for the District Heating Network. Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. 11-Mar- 2026 Risk remains unchanged. Individual projects continue to progress and are regularly reviewed, reducing the likelihood of undesirable outcomes. Embedded in workstreams to ensure sufficient resource to support delivery of projects within required timescales. Michael Mulgrew; Magda Swider Our Council Our residents are engaged and empowered Action Status Progress Due Date Note Owner Continue the development of Community Planning 31-Mar- 2026 Completed as planned. The development of Community Planning has progressed well during 2025/26. A review of Delivery Improvement Groups was completed and a recommendations paper was submitted to the Management Board in November setting out recommendations on partnership reporting. A pilot in Alexandria looking at access to services was established and the initial engagement stage was completed in 2025/26. Next steps will be identified, and this work will continue in 2026/27. Colin Smith Page 65
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Official Action Status Progress Due Date Note Owner Continue to contribute to the Community Learning and Development Plan 2024/27 31-Mar- 2026 Completed as planned. The Communities Team continues to deliver community development support to groups across West Dunbartonshire to maximise their impact. This can be through support to secure external funding, promotion or by developing skills and improving governance arrangements. The team is represented on the Community Development Alliance and plays a key role in supporting communities through the development of Locality Plans. Of particular note, we supported the completion of two community-led Local Place Plans in Old Kilpatrick and Central Alexandria, both of which have been approved and adopted at Planning Committee. Colin Smith Conclude the Cash First Project including evaluation 31-Mar- 2026 Completed as planned. The Cash First Project is a Scottish Government initiative to end the need for food banks in Scotland through providing funds or vouchers to people in financial crisis. Delivered jointly by the Communities Team and Working 4U, it has been very successful, with the available funding reaching those most in need through a network of trusted partner referrals. The Communities Team has developed and carried out the evaluation engagement to support the Cash-First programme. This will be submitted to the Scottish Government as the end of the project draws to a successful close. Colin Smith Page 66
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. 11-Mar- 2026 A partnership approach to Community engagement is being undertaken led by the Community Planning Partnership and associated partnerships - Community Learning and Development and Community Development Alliance in particular. The Communities Team and other partners deliver community development work which seeks to raise awareness of community planning and Community Empowerment in communities. Locality plans, community-led place planning and work to support the Clydebank Neighbourhood Board’s community engagement means this risk is unchanged. Colin Smith Page 67
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Official Action Status Overdue Completed PI Status Target met or exceeded Risk Status Warning OK Long Term Trends Getting worse Short Term Trends Getting worse Page 68
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Official Appendix 2: Regulatory & Regeneration Delivery Plan 2026/27 - Economic Development 1. Introduction Regulatory & Regeneration comprises a wide range of services covering legal, trading standards, licensing, records management, planning, building standards, environmental health, democratic and registration services, economic development, community planning and procurement. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. The progress of this Plan will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (economic development elements only) twice yearly, at mid- year and year-end. 2. Performance Review The management team completed a detailed review of 2025/26 performance, focusing on the following: 2025/26 Delivery Plan year-end progress; Local Government Benchmarking Framework comparative performance; Citizens’ Panel feedback; and Complaints. This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements in 2025/26 Economic Development and Regeneration Completed formal visitor levy consultation and obtained Council approval to implement a 5% visitor levy from 1 July 2027. With support from the Council, the Malin Group and Strathclyde University succeeded in securing £20m funding for the Scottish Marine Technology Park from the City Region’s Advanced Manufacturing and Precision Engineering Investment Zone. ITEM 8 - APPENDIX 2 Page 69
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Official Contributed to numerous strands of the UK Shared Prosperity Fund delivery, including providing support to 190 new business start-ups and delivering a range of business growth interventions and successfully delivering a series of community soup events to increase local democracy. Started construction works on site for Phase 1 of the UK Government funded redevelopment of the Artizan shopping centre in Dumbarton. Supported the Clydebank Neighbourhood Board in developing a Regeneration Plan (including a 4-year Investment Plan) which outlines the main priorities for Clydebank to be delivered over the next 10 years with (up to) £20m of Pride in Place funding. Worked with Alexandria BID and wider Alexandria community to develop proposals for the Main Street improvements, progressing delivery of projects originating from the Alexandria Masterplan. Worked with the Loch Lomond and Trossachs National Park to develop Balloch Pierhead Action Plan. Submitted 5 applications to the Scottish Government's Regeneration Capital Grant Fund with the application for Scottish Marine Technology Park progressing to Stage 2. Reported significant progress in reducing carbon emissions from Council operations and assets based on the latest 2024/25 figure of 18,235 tonnes. This represents a 33.8% reduction on the previous year, a 44.7% reduction on 2012/13 baseline and 5.7% ahead of projected target. Delivered 5 Community Soup Events in Old Kilpatrick, Dalmuir and Dumbarton, with two additional themed Soups working with West Dunbartonshire secondary schools and groups engaged in biodiversity activities. Some were organised by the Communities Team with community input while others were led by communities with support from the Team. Over £6,000 in small grants were awarded to local community groups supporting community activity. Delivered 250 appointments and co-ordinated 670.30 hours of volunteer activity (2025 calendar year) through the Community Transport’s Health Appointments Transport Service. £30,000 in Strathclyde Partnership for Transport funding was brought into West Dunbartonshire. Supported Old Kilpatrick Community Council and Alexandria Community Council to complete Local Place Plans for their areas, which have subsequently been adopted at the Council’s Planning Committee. Page 70
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Official Key Challenges in 2025/26 Economic Development and Regeneration Delivering private sector homes at Queens Quay continued to be a challenge in 2025/26 but we meet with our commercial partner regularly and there were some positive discussions with potential developers. Businesses continued to face many economic challenges in 2025/26, including energy costs and employee recruitment and retention. The on-going advice available through Business Gateway will continue to help them to recover and grow in the year ahead. Significant proposed reductions in the UK Shared Prosperity Fund revenue budget for 2026/27 is likely to have an impact on the grant funding available to support local businesses with growth projects and job creation. Securing external funding to progress regeneration of our strategic sites and town centre assets is challenging. Regeneration team continue to explore funding streams and provide support to private owners to help them progress their projects. Significant proportion of privately owned buildings in our town centres which suffer from lack of maintenance and investment continues to be a challenge which hinders town centre revitalisation. Uncertainty regarding the regeneration funding in the Scottish Government’s budget and longer-term spending plans. Lack of funding to secure adequate long-term management and maintenance programme for new and existing regeneration projects, and public areas in general. Resourcing the operation and further development of the District Heating Centre remains very challenging due to inability to attract a lead officer within the Climate Change team. Despite carbon emissions for 2024/25 showing a significant reduction, it will be challenging to achieve future targets as outlined in our Climate Change Strategy. Emissions were reduced in 2024/25 due to new waste arrangements with Glasgow City Council while emissions from some other sources increased. To ensure Net Zero targets are met by 2045, consideration should be given to additional resources to ensure continued progress. The Climate Change Team had vacancies throughout the year which impacted on the completion of some tasks, particularly the Local Heat and Energy Efficiency Delivery Plan. The cost-of-living crisis and the increase in various renewable energy technologies within the Council’s new supply housing have seen a significant uplift in the number of residents requiring Energy Efficiency support. This has proved challenging to facilitate within our existing resources. Page 71
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Official 3. Strategic Assessment The Regulatory & Regeneration management team completed a detailed strategic assessment to determine the major influences on service delivery and priorities in 2026/27 and beyond. This covered a review of local and national political priorities, new legislation and technology, Council policies, and our continued recovery from the pandemic, cost of living crisis and the financial challenges facing the Council. The key issues are outlined below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Regulatory & Regeneration, this means that available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. In Regulatory & Regeneration there were no budgets identified as being more susceptible to fluctuations. However, on a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short-term borrowing. Page 72
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Official Key Strategic Regeneration Sites Delivery of a number of key regeneration projects, which span multiple years, will continue to be progressed in 2026/27. The main focus will be the Bowling Strategic Opportunity on the former Exxon site and the Scottish Marine Technology Park on the former Carless oil terminal site, led by the Malin group. For the Exxon site, the focus will be on delivering the infrastructure and developing the marketing strategy to realise the economic benefits of the site. Funding opportunities to deliver the proposed Dunglass Castle Community Parkland will also be explored. For the Carless site, the Council will continue to support the Malin group in the delivery of the first phase of the proposed Scottish Marine Technology Park. Actions: Deliver key strategic regeneration sites across West Dunbartonshire Queens Quay Infrastructure works for this 80-acre residential waterfront development were completed in 2020/21. In the year ahead, the focus on securing housing developments across the site in partnership with site owner Clydeside Regeneration Ltd. will continue. This is a challenge, particularly in relation to flatted private homes which the market is finding commercially challenging. Discussions will continue with a range of public and private sector parties. Missives are being concluded for one site with a further site expected in quarter 1 2026/27. Action: Promote the next phases of Queens Quay Housing Key Commercial Opportunities Identifying commercial opportunities in conjunction with the private sector will continue to be a priority in 2026/27. Discussions with developers who may wish to enter a partnership with the Council to achieve joint benefits from a commercial, housing and low carbon perspective will be progressed. The Regeneration Capital Fund of £12.40m has been allocated across a number of projects. The Fund’s key operating principles and allocations to specific projects agreed by Committee will be progressed. Opportunities include: Page 73
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Official Exxon: As infrastructure works progress, the Council will consider how to promote and deliver the best uses for the site and, working with the City Region and Scottish Enterprise, will encourage developer interest in the site to meet the growth targets set out in the City Deal business case. NHS Golden Jubilee: We will seek to deliver the extension of the District Heating network to the hospital and explore opportunities presented by the expansion of the hospital for development and regeneration of Queen Quay and Clydebank, generally. Scottish Marine Technology Park: We will continue to work with the Malin Group in their ambition to deliver the Scottish Marine Technology Park at the former Carless site near Old Kilpatrick and assist them in attracting business and funding to the site. A joint project board continues to provide support and direction as the Malin Group progress the development through the planning and infrastructure implementation stages. Clydebank: We will support the Neighbourhood Board in undertaking a feasibility study to explore redevelopment and investment opportunities for the southern part of the shopping centre, Artizan: We will explore opportunities and undertake a feasibility study to explore investment opportunities in future phases of the Artizan redevelopment. Action: Explore commercial opportunities in our town centres and wider regeneration sites Visitor Levy Scheme West Dunbartonshire Council approved the decision to introduce a 5% visitor levy scheme at Council committee in November 2025. The start date for the levy will be 1 July 2027. The income raised must be used to develop, support, and sustain facilities and services which are substantially used by visitors and is estimated to be approximately £1.7 million per annum. Action: Finalise the Visitor Levy Scheme for introduction in July 2027 Page 74
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Official Economic Development Strategy 2027-2032 A new Economic Development Strategy will be developed which will provide an updated economic vision and strategic priorities for West Dunbartonshire for a five-year period from 2027 to 2032. This new strategy will build on the foundations established in the previous 2022-2027 Economic Development Strategy. Action: Develop a new Economic Development Strategy 2027- 2032 Town Centre Revitalisation Assisting town centres to adjust to the current shopping trends and embrace new challenges will be our focus in 2026/27, with support for high street businesses a key priority. We will continue to develop projects to make our town centres attractive places and take advantage of the external funding, including the UK Government’s funding streams and Place-Based Investment Programme funds provided by the Scottish Government. We will also work with and support community groups or businesses which plan to invest in and establish themselves in our town centres, and whose plans align with our town centre regeneration agenda. Clydebank has been awarded £20 million funding from the UK Government as part of the Pride in Place Programme (former Plan for Neighbourhood). This funding will support delivery of the projects which reflect the priorities of the local community. Many projects align with the Clydebank Development Framework which provides a vision for how the town will be transformed, from reducing retail dominance to a vibrant mixed use and inhabited town centre that meets the needs of the whole community. A Clydebank Neighbourhood Board (former Town Board), chaired by Liz Connolly, oversees the Fund and the Pride in Place Plan which has been submitted to the UK Government for review. The first tranche of capital funding is expected in April 2026. Meanwhile, capacity funding has already been awarded to support engagement and initial project development costs. In Dumbarton, the focus for the next year will be on completing the Levelling Up Fund programme of works, including the refurbishment and reuse of Glencairn House as a library and museum, and the revitalisation of the Artizan Centre. We are also exploring other ways to improve the High Street over the coming years and will continue supporting Planning with the Heritage and Place Programme application which could fund works to some of the most prominent town centre historic properties. Over the next year we expect to be working with the landowner Turnberry Homes in preparations for delivery of the waterfront Page 75
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Official pathway on their land, planned to start in 2027.We will also continue working in partnership with Historic Environment Scotland and the Maritime Museum to make Dumbarton town centre and waterfront a more attractive place for visitors. In Alexandria, the next phase of the 2021 Masterplan will be delivered, with an emphasis on Alexander Street improvements which align with Green Heritage Corridors and Cycling and Walking Network masterplan priority projects. We will also continue to work with Alexandria BID and the local community to develop detailed designs for Mitchell Way and Main Street improvements, with works expected to start on site in early 2027. Action: Support town centre revitalisation Climate Change Strategy 2026-2031 and Action Plan 2026/27 The Council has a Climate Change Strategy for 2021 to 2026 which was developed in response to the climate emergency and to provide a route map towards meeting Scotland’s national net zero carbon target by 2045. A revised Strategy will be developed in the year ahead, building on the accomplishments and progress set out in the current strategy and reinforcing the ambition to deliver a just transition to net zero emissions. It will focus on reducing the Council’s carbon emissions and adapting to the impacts of climate change over a five-year period from 2026 to 2031. An annual action plan will be developed to support delivery, with actions devolved to relevant service areas to take forward. Progress against the 2026/27 action plan will be monitored and reported to senior management and Council on a regular basis. Action: Develop the Climate Change Strategy 2026-2031 and associated Action Plan for 2026/27 Local Heat and Energy Efficiency Delivery Plan The Local Heat and Energy Efficiency Strategy 2024-2029 sets out the long-term plan for heat decarbonisation and improved energy efficiency of buildings throughout the Council area. It sets out the changes to each sector of buildings stock that are needed, identifying strategic heat decarbonisation zones and prioritising delivery areas. Development of the existing Queens Quay District Heat Network will continue and other opportunities for area-based heat decarbonisation and energy efficiency will be progressed. A Delivery Plan will be completed in 2026/27 to support the implementation of the Strategy. Action: Complete the Local Heat and Energy Efficiency Delivery Plan for implementation Page 76
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Official Scheme for the Establishment of Community Councils in West Dunbartonshire The Scheme for the establishment of Community Councils in West Dunbartonshire requires to be reviewed in 2026 (every four years). The review will comprise a three-stage consultation process commencing with a review of the existing community council boundaries in February 2026 and ending with a revised scheme in October 2026. The review will be led by the Manager of Democratic and Registration Services and supported by the Communities Team who will assist with the consultation process and engage with all community councils and the Community Council Forum. Action: Review the Scheme for Establishment of Community Councils Community Planning West Dunbartonshire The Community Empowerment (Scotland) Act 2015 sets out clear requirements for public bodies in promoting a greater level of local decision-making and empowerment of citizens. Empowered communities can deliver a range of benefits that include improved physical and mental health, increased confidence and social networks, reduced sense of isolation and can reduce demand on public sector resources. Our approach to community empowerment focuses on Community Planning and the development of locality plans, specific projects that promote local participation and empowerment and regular engagement with local people, particularly in our most disadvantaged communities. Progress will be monitored by Community Planning West Dunbartonshire and reported through the Empowered Delivery Improvement Group. Action: Continue the development of Community Planning Community Learning and Development The Community Learning and Development (Scotland) Regulations 2013 place a statutory requirement on local authorities to publish a plan every three years. The plan should outline how the Council will co-ordinate and secure ‘adequate and efficient’ Community Learning and Development provision with other sector partners. We continue to deliver against our current Community Learning & Development Plan 2024/27 to provide community-based learning opportunities throughout West Dunbartonshire. Page 77
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Official For 2026/27, we will contribute to the delivery of the Community Learning and Development Plan through community planning and community development work and further development of and participation in the Empowered Delivery Improvement Group /Community Development Alliance. Action: Contribute to the Community Learning and Development Plan 2024-2027 Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Regulatory & Regeneration priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: performance indicators that will enable progress to be monitored and reported to stakeholders; strategic workforce actions to address workforce issues identified in the planning process; and strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, we aim to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 78
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Official 4. Resources Finance Regulatory & Regeneration has a net revenue budget of £5.829m and a capital budget of £11.471m in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27 (£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27 (£m) (Figures subject to ongoing verification) Democratic & Registration 1.832 0.115 1.717 0.000 Environmental Health 1.056 0.374 0.682 0.000 Licensing 0.272 0.465 -0.193 0.000 Legal Services & Trading Standards 1.016 0.088 0.928 0.000 Procurement 0.789 0.080 0.709 0.000 Building & Planning 1.461 0.743 0.718 0.000 Economic Development 1.887 0.619 1.268 11.471 Total 8.313 2.484 5.829 11.471 Page 79
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Official Employees Employee Numbers The headcount and full time equivalent (FTE) staff in each service area (as of 31st March 2026) are as follows: Absence The 2025/26 quarterly absence figures for Regulatory & Regeneration are shown below together with the Council average for the same periods for comparison. Absence was lower than the Council average throughout 2025/26: Absence in 2025/26 Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE* days lost per FTE employee Regulatory & Regeneration 3.08% 2.94% 1.71% 2.2% 6.35 Council Wide Total 6.17% 5.39% 7.2% 7.65% 14.38 Regulatory and Regeneration Headcount FTE Democratic and Registration Services 28 19.8 Economic Development 19 17.8 Legal Services 21 19.3 Planning, Building Standards and Environmental Health 35 33.6 Regulatory Management 2 2 Procurement 11 10.8 TOTAL 116 103.3 Page 80
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Official Appendix 1: Action Plan Please Note: PI targets for 2026/27 are indicative until 2025/26 year-end values are available. 1. Our communities Our residents are supported to increase life and learning skills Action Due Date Owner Continue to contribute to the Community Learning and Development Plan 2024-2027 31-Mar-2027 Colin Smith 2. Our Environment Our resources are used in an environmentally sustainable way Performance Indicator 2026/27 Owner Target Tonnage of carbon dioxide emissions from Council operations and assets 17,035 Amanda Kean Action Due Date Owner Develop the Climate Change Strategy 2026-2031 and associated Action Plan for 2026/27 31-Mar-2027 Amanda Kean Complete the Local Heat and Energy Efficiency Delivery Plan for implementation 31-Mar-2027 Amanda Kean Page 81
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Official Risk Description Current Assessment Target Assessment Owner Inability to reduce carbon footprint in line with targets The risk that the Council will be unable to achieve net zero emissions by 2045, both in relation to mitigating carbon emissions and adapting to the impacts of climate change. Net zero refers to achieving an overall balance between emissions produced and emissions taken out of the atmosphere. This target has been developed in a way that mirrors the emission reduction trajectory set by the Scottish Government in light of the Climate Emergency. Alan Douglas; Amanda Kean; Gail Macfarlane Our neighbourhoods are sustainable and attractive Action Due Date Owner Finalise the Visitor Levy Scheme for introduction in July 2027 31-Mar-2027 Gillian Scholes 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Performance Indicator 2026/27 Owner Target Number of businesses given advice and assistance to start up through Business Gateway 180 Gillian Scholes Number of business gateway start-ups per 10,000 population 19.78 Gillian Scholes Proportion of properties receiving superfast broadband 99% Gillian Scholes Page 82
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Official Action Due Date Owner Deliver key strategic regeneration sites across West Dunbartonshire 31-Mar-2027 Magda Swider Promote the next phases of Queens Quay Housing 31-Mar-2027 Michael Mulgrew; Magda Swider Explore commercial opportunities in our town centres and wider regeneration sites 31-Mar-2027 Magda Swider Support town centre revitalisation 31-Mar-2027 Magda Swider Develop a new Economic Development Strategy 2027-2032 31-Mar-2027 Gillian Scholes Risk Description Current Assessment Target Assessment Owner Failure to deliver Queens Quay Masterplan Following completion of Council investment there is a risk the housing plot sales do not materialise in the next 3-7 years, with implications for the return on investment and the business case for the District Heating Network. Michael Mulgrew; Magda Swider Inability to meet demands of Council to progress regeneration projects within desired timescales The number and complexity of regeneration projects is putting considerable strain on the resources available which can be exacerbated by delays out with the control of the service and when pinch points on different projects occur at roughly the same time. Manager of Legal and Democratic Services; Michael Mulgrew; Magda Swider Page 83
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Official 4. Our Council Our residents are engaged and empowered Action Due Date Owner Continue the development of Community Planning 31-Mar-2027 Colin Smith Review the Scheme for Establishment of Community Councils 31-Mar-2027 Colin Smith; Manager of Legal and Democratic Services Risk Description Current Assessment Target Assessment Owner Engaging positively with Residents, Communities & Partnerships The risk that the Council fails to adequately engage, establish and maintain positive relationships with local residents and communities in addition to partnership bodies. Colin Smith Page 84
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Official WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Committee: Infrastructure, Regeneration and Economic Development Committee 20 May 2026 Subject: Resources Delivery Plan 2025/26 - Asset Management Year-end Progress & Resources Delivery Plan 2026/27 - Asset Management 1 Purpose 1.1 This report sets out the year-end progress of the 2025/26 Delivery Plan and presents the new Delivery Plan for 2026/27, both in relation to Asset Management. 2 Recommendations 2.1 It is recommended that Committee notes the progress achieved at year-end and the new Plan for 2026/27. 3 Background 3.1 In line with the Strategic Planning & Performance Framework, each Chief Officer develops an annual Delivery Plan which sets out actions to help deliver the Strategic Plan and address the performance challenges and service priorities identified in the planning process. The Plan also provides an overview of services and resources, including employees and budgets, sets out the performance indicators (PIs) for monitoring progress and considers the relevant risks. 4 Main Issues 2025/26 Year-end Progress 4.1 The 2025/26 Delivery Plan was presented to Infrastructure, Regeneration and Economic Development Committee on 21 May 2025 and mid-year progress reported on 12 November 2025. 4.2 Full details of year-end progress are set out in Appendix 1. 4.3 The progress of the Delivery Plan’s seven Asset Management actions is summarised below: Progress No. (%) Completed 7 (100%) ITEM 9 Page 85
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Official 4.4 Year-end data is available for all five of the Delivery Plan’s Asset Management PIs. The performance of those PIs is summarised below: Performance Against Target No. (%) Target met or exceeded 5 of 5 (100%) Performance Over Time (As one of the five PIs is new for 2025/26, this section relates to four PIs) No. (%) Improved over short term (or maintained a high level of performance) 3 of 4 (75%) Improved over longer term (or maintained a high level of performance) 3 of 4 (75%) 2026/27 Delivery Plan 4.5 An extract from the 2026/27 Delivery Plan is set out at Appendix 2. This outlines Asset Management’s achievements and challenges over the past year, as well as the priorities for the year ahead. These include: • progressing the disposal of key strategic sites • maximising rental income from the Council’s non-operational property portfolio • reviewing non-domestic rates of the Council’s operational property portfolio • completing the Artizan redevelopment • completing the Faifley Community Campus development • progressing the buildings upgrades programme • progressing the depot refurbishment programme • supporting Council services to deliver the asset related savings agreed by Council 4.6 Implementation of the Delivery Plan will be monitored by the management team with mid-year and year-end progress reported to Infrastructure, Regeneration and Economic Development Committee around November 2026 and May 2027 respectively. 5 People Implications 5.1 There are no direct people implications arising from this report. 6 Financial & Procurement Implications 6.1 There are no direct financial or procurement implications arising from this report. 7 Risk Analysis 7.1 Failure to deliver on the actions assigned to Asset Management may have a direct impact on the delivery of the Council’s Strategic Plan. It is essential that Page 86
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Official remedial action is taken to ensure strategic delivery plans achieve the commitments detailed. 8 Equalities Impact Assessment 8.1 Screening and impact assessments will be carried out on specific activities as required. 9 Consultation 9.1 The delivery plans were developed through consultation with officers from the strategic service areas. 10 Strategic Assessment 10.1 The delivery plans set out actions to support the successful delivery of the strategic priorities and objectives of the Council. Chief Officer: Laurence Slavin Service Area: Resources Date: 20 April 2026 _____________________________________________________________ Person to Contact: Lynn Henderson lynn.henderson@west-dunbarton.gov.uk Appendices: Appendix 1: Resources Delivery Plan 2025/26 - Asset Management Year-end Progress Appendix 2: Resources Delivery Plan 2026/27 - Asset Management Background Papers: Resources Delivery Plan 2025/26 - Asset Management, Infrastructure, Regeneration and Economic Development Committee, 21 May 2025 Resources Delivery Plan 2025/26 - Asset Management Mid-Year Progress, Infrastructure, Regeneration and Economic Development Committee, 12 November 2025 Strategic Planning & Performance Framework 2022/27 Wards Affected: All Page 87
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Official Appendix 1: Resources Delivery Plan 2025/26 – Asset Management Year end Progress Our Communities Our residents are supported to increase life and learning skills Action Status Progress Due Date Note Owner Complete the redevelopment of Glencairn House 31-Mar-2026 Completed as planned. The redevelopment of Glencairn House, a heritage-led regeneration initiative to transform a historically significant building in Dumbarton town centre into a vibrant cultural and community hub, was completed and handed over to the responsible service area for final preparations before it opens to the public later this year. Michelle Lynn Progress the Faifley Community Campus development 31-Mar-2026 Completed as planned. This £34.5 million investment creates a modern, sustainable, purpose-built campus that brings together education, community, and leisure facilities under one roof. It provides state-of-the-art classrooms, flexible learning spaces, and enhanced digital infrastructure to support improved educational outcomes. Phase 2 works relating to the demolition of the old school buildings, the construction of outdoor sports facilities, and external landscaping, are due to be completed in 2026. Michelle Lynn ITEM 9 - APPENDIX 1 Page 88
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Official Our Environment Our neighbourhoods are sustainable and attractive Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of Consultancy Services project deliverables for General Services projects delivered as planned New for 2025/26 100% 80% N/A N/A Target exceeded. Michelle Lynn Action Status Progress Due Date Note Owner Progress the building upgrades programme 31-Mar-2026 Completed as planned. All works were completed on schedule and within budget. They included improvements across a range of assets, from education and community facilities to operational depots, embedding sustainability principles such as energy-efficient systems, low-carbon materials, and improved accessibility. Our strong performance is further demonstrated through the latest Local Government Benchmarking Framework data for 2024/25, where West Dunbartonshire exceeded both the Scottish and family group averages for suitability and condition of operational buildings. We achieved a national ranking of 6th for suitability and 13th for condition out of 32 councils, reflecting the positive impact of sustained investment and effective asset management. Michelle Lynn Page 89
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Official Our Council Our Council is adaptable and focused on delivering best value for our residents Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% 97% 97% Target met with performance consistently high over both the short and long term. Michelle Lynn Percentage of capital receipts achieved as forecast 100% 90% 90% Target achieved in 2025/26 as per programme. Michelle Lynn Proportion of operational buildings that are suitable for their current use 95% 95% 93% Target exceeded. Based on the LGBF comparative data for 2024/25 published by the Improvement Service in February 2026, performance was better than the Scottish average of 85.7% and better than the family group average of 86.1%, with a ranking of 6 of 32 local authorities, up 4 places from the previous year. Michelle Lynn Proportion of internal floor area of operational buildings in satisfactory condition 93% 93% 91% Target exceeded. Based on the LGBF comparative data for 2024/25 published by the Improvement Service in February Michelle Lynn Page 90
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Official Performance Indicator 2024/25 2025/26 Owner Value Status Value Target Short Trend Long Trend Note 2026, performance was better than the Scottish average of 91.0%, and better than the family group average of 90.1%, with a ranking of 13 of 32 local authorities, consistent with the previous year. Action Status Progress Due Date Note Owner Progress the disposal of key strategic sites 31-Mar-2026 Completed as planned. We implemented the Council’s Disposal Strategy, ensuring surplus and underutilised assets were identified, marketed, and sold in line with strategic objectives, delivering the agreed capital receipts. Michelle Lynn Progress the depot refurbishment programme 31-Mar-2026 Completed as planned. The successful refurbishment of Council depots ensures these operational hubs remain fit for purpose and compliant with health, safety, and environmental standards and that they embed sustainability principles to reduce environmental impact and support the Council’s net-zero targets, including energy efficient systems, improved insulation, and low- carbon materials. Michelle Lynn Develop and implement plans and support services to achieve the asset related savings agreed by Council 31-Mar-2026 Completed as planned. We consulted with services to support them to achieve the asset related savings due in 2025/26. Michelle Lynn Page 91
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Official Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are the Council’s property portfolio. 01-Apr- 2026 The risk score remains low due to the ongoing programme of capital works. The Property Action Plan 2023-28, approved at Infrastructure, Regeneration and Economic Development Committee in February 2023, will monitor all requirements to maintain the risk score. Michelle Lynn Our residents are engaged and empowered Action Status Progress Due Date Note Owner Engage with relevant community groups over the potential to lease Dalmuir Golf Course 31-Mar-2026 Completed as planned. Lease transaction to the existing users was completed 1 July 2025. Michelle Lynn Action Status Completed PI Status Target met or exceeded Risk Status OK Long Term Trends Improving No change Getting worse Short Term Trends No change Getting worse Page 92
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Official Appendix 2: Resources Delivery Plan 2026/27 - Asset Management 1. Introduction Resources comprises Finance, Business Support, Internal Audit & Fraud and Asset Management. It provides accountancy, treasury management, business support, internal audit and fraud and asset management services to the Council and external clients including the West Dunbartonshire Leisure Trust, the Valuation Joint Board, Clydebank Property Company, charities and trusts, and West Dunbartonshire Energy Ltd. Company. In addition, it provides direct services to residents of West Dunbartonshire. It is one of seven strategic areas responsible for delivering the Council’s Strategic Plan. Key actions to help achieve that are set out in this Delivery Plan, together with actions to address any performance issues and service priorities identified in the planning process. Progress will be monitored and managed by the management team and reported to Corporate Services Committee and Infrastructure, Regeneration & Economic Development Committee (asset management elements only) twice yearly, at mid-year and year-end. 2. Performance Review The Resources management team completed a detailed review of 2025/26 performance, focusing on: 2025/26 Delivery Plan year-end progress Local Government Benchmarking Framework (LGBF) comparative performance Citizens’ Panel feedback Complaints. This review highlighted our key achievements and challenges in 2025/26. These are summarised below. Key Achievements in 2025/26 Asset Management Progressed the delivery of the Glencairn House project which is an ambitious heritage-led regeneration initiative to transform a historically significant building into a vibrant cultural and community hub, preserving its architectural character while introducing modern facilities. ITEM 9 - APPENDIX 2 Page 93
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Official Delivered the Faifley Campus project which is a £34.5million investment to create a modern, purpose-built campus that brings together education, community, and leisure facilities under one roof and provides state-of-the-art classrooms, flexible learning spaces, and enhanced digital infrastructure to support improved educational outcomes. Played a pivotal role in advancing the development phase of the Exxon City Deal Project, a major regeneration initiative designed to unlock economic growth and improve connectivity across West Dunbartonshire. This phase focused on complex preparatory work, including extensive stakeholder engagement with landowners, statutory bodies, and community representatives to ensure alignment with planning and infrastructure requirements. Played a critical role in the successful refurbishment of Council depots and the school estate, ensuring these operational hubs remain fit for purpose and compliant with health, safety, and environmental standards and embed sustainability principles, incorporating energy efficient systems, improved insulation, and low-carbon materials to reduce environmental impact and support the Council’s net-zero targets. Completed the Posties Park project which was a flagship development to transform Posties Park into a state-of-the-art sports hub, delivering on the Council’s commitment to high-quality facilities that promote community engagement, health, and leisure. Originally moved to Asset Management in January 2025, the project overcame earlier delays and was successfully managed to ensure steady progress and adherence to the revised schedule. By completing and renaming the development as Lachie Stewart Memorial Park in October 2025, the Council has delivered a sustainable, inclusive facility that enhances local wellbeing and supports active lifestyles. Key Challenges in 2025/26 Asset Management Staff turnover, coupled with the time required to recruit, and train employees, continued to present significant challenges and is expected to remain a pressure point into 2026/27. Retaining skilled staff and accelerating onboarding processes will be critical to maintaining service continuity and delivering planned projects. The national skills shortage of qualified and experienced officers in Asset Management has led to a reduced workforce and increased demands on existing teams. This has required the introduction of alternative service delivery models, including greater use of external consultants and shared service arrangements, which will need careful management to ensure quality and cost control. Increasing supply chain issues driven by rising energy, transport, and raw material costs, continue to impact the availability of labour and materials and ultimately project costs and delays. Page 94
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Official 3. Strategic Assessment The Resources management team completed a strategic assessment to determine the major influences on service delivery and priorities in 2026/27. The key factors are summarised below. Key Factors Financial Challenges The entire public sector is continuing to face significant financial challenges due to a range of factors including inflationary cost increases, pay awards not being fully funded by the Scottish Government and insufficient overall funding to support the delivery of front line and back-office services. The Council is currently faced with an estimated cumulative funding gap in 2027/28 of £10.905m rising to £44.028m by 2030/31. We will continue to monitor the overall financial position of the Council and updates on estimated future budget gaps will be reported to Elected Members throughout 2026/27. These challenges require further action to balance our budget and protect services for residents. Within Resources, this means available funding will be reduced over time and we will need to reconfigure how we work, what we do, where we work, and potentially reduce the number of people employed. In this context, we will aim to continue to provide a sustainable, quality service to internal and external clients and the public. Budget Sensitivity Analysis In reviewing the service budget projections, consideration has been given to the sensitivity of these budgets, in particular for higher risk/ higher value budgets which may have a significant impact on budgetary control and future budget projections. The analysis has considered sensitivity around demand, costs and charges, and income levels. Within Resources, budgets which have been identified as being more susceptible to fluctuations include: Building materials which are subject to global supply chain pressures and price volatility. Labour costs which are impacted by national skills shortages and recruitment challenges Transport fuel costs which are influenced by energy markets trends and inflation Capital plan delivery which is exposed to delays and cost escalation due to procurement and contractor availability Page 95
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Official From an Asset Management perspective, additional sensitivity arises from: Property maintenance and lifecycle costs, which can increase significantly due to inflation in construction and compliance requirements. Land acquisition and disposal values, which fluctuate with market conditions and economic uncertainty. Sustainability and compliance investments, where costs for energy efficient upgrades and carbon reduction measures may rise due to regulatory changes and technology pricing. On a more Council-wide basis, the Council’s cost of borrowing is susceptible to fluctuations in the bank interest rate due to the level of the Council’s short to medium term borrowing. Income from Capital Receipts Continuing to secure income for the Council is a key priority and the Corporate Asset Management Framework supports this through the delivery of capital receipts from the disposal of key strategic sites. The Framework will highlight non-performing property assets, inform the process for considering future disposals, and generate additional income through the disposal of redundant assets. In 2026/27, we will monitor progress against the Framework and the disposal of key strategic sites and provide an annual update on progress. We are in the process of phasing out the reliance placed on capital receipts as part of the annual budget setting process. Income from Non-Operational Portfolio In addition to generating capital receipts through disposals, the Council’s non-operational property portfolio continues to provide an important source of recurring income. Asset Management actively manages these assets (such as leased commercial properties, industrial units, and land holdings) to maximise rental income and ensure strong occupancy levels. This involves regular lease reviews, rent negotiations, and proactive marketing of vacant units, alongside maintaining compliance with statutory obligations and delivering value for money. By optimising the performance of the non-operational portfolio, the Council secures a sustainable revenue stream that supports service delivery and reduces reliance on one-off capital receipts. Looking ahead to 2026/27, Asset Management will continue to monitor market conditions, explore opportunities for portfolio rationalisation, and identify potential for income growth through strategic investment and improved asset utilisation. Review of Non-Domestic Rates of Operational Portfolio Asset Management has continued to review and monitor Non-Domestic Rates (NDR) liabilities across the Council’s operational property portfolio to ensure accuracy and value for money. This work involves validating rateable values, challenging discrepancies, and identifying opportunities for reliefs or exemptions where applicable. The review process also supports budget forecasting and financial planning, as NDR represents a Page 96
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Official significant cost for operational assets such as schools, offices, and depots. By maintaining up-to-date property data and engaging with the Assessor’s Office, Asset Management ensures compliance while actively seeking to minimise unnecessary expenditure. Looking ahead, the team will continue to explore efficiency measures, including rationalisation of underutilised space and leveraging changes in property use to reduce rate liabilities, contributing to the Council’s wider financial sustainability objectives. Artizan Redevelopment The Levelling Up Fund is a UK government initiative for regenerating town centres and high streets, upgrading local transport, and investing in cultural and heritage assets. Following a successful bid to the Fund, work is underway to progress the redevelopment of Artizan in Dumbarton town centre. Planning permission has been approved and a contractor appointed. In 2026/27, we will complete the redevelopment in line with the agreed plan and report progress to the Levelling Up Project Board. Faifley Community Campus Development In September 2023, the Council approved plans to create a new education and community campus on the site of the current St Joseph’s Primary School. This significant capital investment project brings together a range of education and community facilities within the Faifley Schools Community Campus. Following planning approval and the start of construction in February 2024, Phase1 was completed in 2025/26. This has delivered modern, purpose-built school buildings for St Joseph’s and Edinbarnet Primary Schools, integrated early learning and childcare facilities, and shared community spaces designed to support local engagement and wellbeing. The campus includes state-of-the-art classrooms, digital learning infrastructure, sports facilities, and landscaped outdoor areas, all built to high sustainability standards with energy-efficient systems and low-carbon materials. Governance and oversight have continued through the dedicated Learning Estate Project Board, with regular updates provided to the Education Committee and Council via budgetary reports. The completion of Phase 1 represents a major milestone in creating a vibrant, inclusive hub for education and community life in Faifley. Work is now progressing on the second and final phase of the project, due for completion in 2026/27. This will focus on demolishing the old buildings and creating new car parking and external landscaped spaces, including an all-weather sports pitch and multi-use games area. Building Upgrades The 2026/27 programme for delivering corporate asset building upgrades will focus on renovation, remodelling, and refreshing key corporate buildings in line with the objectives of the Corporate Asset Management Plan. This includes improving building functionality, compliance with statutory standards, and enhancing energy efficiency to support the Council’s net-zero ambitions. Works will target priority assets identified through condition surveys and lifecycle assessments, ensuring investment is directed where it delivers the greatest operational and financial Page 97
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Official benefit. Upgrades will incorporate modernised office layouts to support hybrid working, improved accessibility, and sustainability measures such as LED lighting, insulation improvements, and low-carbon heating systems. In 2026/27, we will progress the building upgrades programme in accordance with the agreed plan and timeframe, while maintaining robust governance, cost control, and stakeholder engagement to minimise disruption and deliver long-term value. Depot Refurbishment The Council’s depot estate has been identified as no longer fit for purpose, impacting operational efficiency and compliance. Following a comprehensive review and feasibility assessment, it was agreed that refurbishment of the existing estate offered the most cost-effective solution compared to a full new-build programme. In 2026/27, the Depots Project Board will continue to lead the delivery of the refurbishment programme, building on the progress achieved in 2025/26. This phase will focus on modernising facilities to meet health and safety standards, improving welfare areas for staff, upgrading fleet maintenance workshops, and incorporating sustainability measures such as energy-efficient lighting, improved insulation, and low-carbon heating systems. The programme will also address site security, digital connectivity, and layout optimisation to support operational needs and future service delivery models. Robust governance and stakeholder engagement will remain central to ensure works are delivered on time, within budget, and with minimal disruption to frontline services. Asset Related Council Savings In line with the Council’s agreed savings options for 2026/27, a number of initiatives involve changes to the Council’s asset base that will require dedicated support from the Asset Management team. These initiatives include rationalisation of underutilised properties, space optimisation within corporate buildings, and potential disposal or repurposing of non-essential assets to reduce operating costs and generate income. Throughout the year, Asset Management will work in close partnership with relevant services to develop detailed implementation plans, ensuring that changes are delivered in a way that supports service continuity and compliance with statutory obligations. The team will also provide technical advice, property data analysis, and project management expertise to enable informed decision-making and timely delivery of agreed savings. By embedding sustainability and efficiency principles into these initiatives, Asset Management will help the Council achieve its financial targets while maintaining a fit-for-purpose estate that supports operational needs. Continuous Improvement Continuous improvement is central to all that we do. The actions set out in this section, as well as those at an operational level not included in this Delivery Plan, demonstrate our commitment to continuous improvement and take account of the wider Best Value focus on vision and Page 98
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Official leadership; governance and accountability; effective use of resources; partnerships and collaborative working; working with communities; sustainability; and fairness and equality. Action Plan The challenges identified in Section 2 and the key factors identified in Section 3 have informed Resources priorities for 2026/27. Appendix 1 sets out the action plan to address them. It also includes: performance indicators and targets that will enable progress to be monitored and reported to stakeholders strategic workforce actions to address workforce issues identified in the planning process strategic and/or service risks. In relation to the latter, strategic risks represent the potential for the Council to take advantage of opportunities or fail to meet stated strategic objectives and those that require strategic leadership. Service risks relate to service delivery and represent the potential for impact on individual services, or the experience of those who work within the services, i.e. employees, partners, contractors and volunteers, or service users and clients in receipt of the services provided. In identifying the relevant risks for 2026/27 and actions to mitigate them, the aim is to improve or maintain the current position (i.e. the current risk score) set out in the appendix. Page 99
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Official 4. Resources Finance Resources has a net revenue budget of £6.209m and a capital budget of £13.049m in 2026/27. A breakdown by service area is set out below. We will make the best use of the resources available to deliver on key priority areas and secure external/match funding where this is possible. Service Area Gross Expenditure 2026/27 (£m) Gross Income 2026/27(£m) Net Expenditure 2026/27 (£m) Capital Budget 2026/27(£m) (Figures subject to ongoing verification) Audit 0.387 0.057 0.330 0.000 Finance 1.862 0.135 1.727 0.554 Rent Rebates & Allowances 32.426 30.225 2.201 0.000 Revenue & Benefits 3.159 0.443 2.716 0.000 Finance Service Centre 0.545 0.069 0.476 0.000 Cost of Collection of Rates 0.091 0.120 -0.029 0.000 Cost of Collection of Council Tax 0.074 1.162 -1.088 0.000 Office Accommodation 1.538 0.396 1.142 0.000 Central Repairs & Maintenance 1.453 0.000 1.453 0.000 Corporate Asset Maintenance 2.729 2.729 0.000 12.495 Corporate Assets 2.712 5.431 -2.719 0.000 Total 46.976 40.767 6.209 13.049 Page 100
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Official Employees Employee Numbers The headcount and full-time equivalent staff in each service area (as of 31 March 2026) are as follows: *Figures do not reflect matrix management arrangements and resources shared with other services. Absence The 2025/26 quarterly absence figures for Resources are shown below, together with the Council average for the same periods for comparison. The figures for Resources were lower than the Council average throughout 2025/26. 2025/26 Absence Quarter 1 Quarter 2 Quarter 3 Quarter 4 Annual FTE days lost per FTE employee Resources 4.45% 4.25% 5.68% 3.33% 11.38 Council Wide Total 6.17% 5.39% 7.2% 7.65% 14.38 Service Area Headcount FTE Audit & Fraud 4 3.1 Finance 35 31.6 Asset Management* 20 19.2 Business Support 75 67.5 Total 134 121.4 Page 101
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Official 5. Action Plan 1. Our Communities Our residents are supported to increase life and learning skills Action Due Date Owner Complete the Faifley Community Campus 31-Mar-2027 Michelle Lynn 2. Our Environment Our neighbourhoods are sustainable and attractive Action Due Date Owner Progress the building upgrades programme 31-Mar-2027 Michelle Lynn 3. Our Economy Our area has the infrastructure for sustainable and inclusive growth where businesses can flourish Action Due Date Owner Complete the Artizan redevelopment 31-Mar-2027 Michelle Lynn 4. Our Council Our Council is adaptable and focused on delivering best value for our residents Page 102
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Official Performance Indicator 2026/27 Owner Target Percentage of council buildings in which all public areas are suitable for and accessible to disabled people 97% Michelle Lynn Percentage of capital receipts achieved as forecast 90% Michelle Lynn Percentage of income from non-operational portfolio achieved as forecast 85% Michelle Lynn Proportion of operational buildings that are suitable for their current use 93% Michelle Lynn Proportion of internal floor area of operational buildings in satisfactory condition 91% Michelle Lynn Action Due Date Owner Progress the disposal of key strategic sites 31-Mar-2027 Michelle Lynn Maximise income from non-operational portfolio 31-Mar-2027 Michelle Lynn Review non-domestic rates of operational portfolio 31-Mar-2027 Michelle Lynn Progress the depot refurbishment programme 31-Mar-2027 Michelle Lynn Develop and implement plans and support services to achieve the asset related savings agreed by Council 31-Mar-2027 Michelle Lynn Risk Description Current Assessment Target Assessment Owner Maintaining Council Assets that are fit for purpose The risk that the Council's assets and facilities are not fully fit for purpose with consequent adverse impact on our ability to deliver efficient and effective services. Assets included in this assessment are the Council’s property portfolio. Michelle Lynn Page 103
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Unmarked WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer Roads and Neighbourhood Infrastructure, Regeneration and Economic Development on 20 May 2026 Subject: Traffic Order Review Panel 1. Purpose 1.1 To agree the detailed process for the review and approval of new traffic regulation orders. 2. Recommendations 2.1 It is recommended that the Committee: a) Note the contents of this report; b) Approve the noted procedures; and c) Delegate to the Chief Officer the implementation of the Orders in accordance with the associated statutory procedures where no objections are received. 3. Background 3.1 Under the Road Traffic Act 1984, local authorities are the traffic authorities for non-trunk roads and have the power to make various traffic regulation orders, including alterations to speed limits and new parking restrictions orders on their network. ‘The Local Authorities’ Traffic Orders (Procedure) (Scotland) Regulations 1999’ sets out the statutory requirements for promotion, consultation and confirmation of new traffic orders. 3.2 As part of that process ‘The Traffic Orders (Procedure), Regulation 4 requires that the appropriate statutory consultation is undertaken with any organisations or persons likely to be affected by any provision of a proposed order including key stakeholders such as Emergency services, local transport partners (SPT), Elected Members and all local Community Councils. 3.3 Where possible key stakeholders are notified by email of any proposed orders with a Public Notice also published in the Clydebank Post newspaper to advise the wider local community. 3.4 These Notices publicises the consultation and advises where a copy of the draft Order, including a plan showing the extent of the roads affected and a Statement of Reason for making the Order, can be viewed and where any representations or objections to the proposals should be sent. Details of the proposals are also published on the Council’s various social media platforms. ITEM 10 Page 105
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Unmarked 3.5 Should any proposed Order be subject to an objection, the Roads and Transportation team will first engage with the objector and to try and resolve their concerns. Where appropriate the order may be amended by the Service to resolve the issue causing the objection. 3.6 Where representations or objections cannot be resolved or removed by the objector the ‘Procedure’ requires that the authority consider all objections made to try and resolve the issue or amend the proposal. 3.7 The Traffic Order (Procedure) Regulation 12 requires the authority to consider any objections that are duly made and not withdrawn, but it does not require those objection to be referred to Scottish Ministers as a matter of course, and allows for these objections to be considered at a local level before deciding whether to proceed with the Order. 4. Main Issues 4.1 The Council has recently implemented Parking Enforcement within West Dunbartonshire and officers are regularly patrolling our town centres and key enforcement areas to manage existing parking restrictions. 4.2 The Roads and Transportation team have also been working to introduce mandatory 20mph speed limits around our schools and residential streets with a 20mph Strategy being agreed by the IRED committee on 21st May 2025. 4.3 In previous years the service has introduced only limited new permanent traffic regulation orders, with parking concerns generally referred to Police Scotland or managed through informal means. 4.4 The continuing development of these two initiatives will require the Roads and Transportation service to introduce a number of new traffic regulation orders to support their implementation. As it is anticipated that any new orders, particularly any new parking restrictions, will receive objections from local residents and businesses, an appropriate method of managing these objections is required. 4.5 Escalating these objections to the Scottish Ministers for review would result in prolonged timescales for any implementation of new orders and officers have consulted with our colleagues in Legal as well as various other local authorities on their consideration and approval process to identify a more appropriate way to manage these at a local level. 4.6 Through these discussions it has been identified that all other local authorities will present details of any new orders and maintained objections to the appropriate Committee for review and decision. 4.7 It is proposed that the IRED Committee undertake the role of the Traffic Order Review Panel for West Dunbartonshire Council and any proposed new Orders which receive objections presented to the Committee for their consideration. Page 106
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Unmarked 4.8 In line with requirements of the Local Authorities Traffic Order (Procedures) 1999 officers will provide reports detailing the Schedule of Orders, the Statement of Reason for the orders as well as details of the objections received and officer recommendations for consideration. 4.9 Where any new Traffic Orders are promoted and no objections are received, these will be delegated to the Chief Officer for Roads and Neighbourhood for implementation in accordance with the associated statutory procedures. 4.10 There are some instances where new orders must be escalated to the Secretary of Sate for final decision. These include: - Orders which impact the trunk road network Stopping Up orders 5. People Implications 5.1 There are no people implications for this proposal. 6. Financial and Procurement Implications 6.1 There are no financial or procurement implications associated with this proposal. 7. Risk Analysis 7.1 All traffic orders to support this strategy will be promoted via permanent orders and whilst it is anticipated the introduction of this strategy will be generally well received amongst residents there is the potential for isolated objections for some locations which may impact the delivery times and proposed budget. 8. Equalities Impact Assessment (EIA) 8.1 This proposal will help the socio-economically disadvantaged as there are more likely to be the victims of road traffic accidents. Improves the health and well-being of our residents by providing safer roads to encourage walking and cycling. Equality impact assessments were completed for both the introduction of parking enforcement and the 20mph Street Strategy. 9. Consultation 9.1 Consultations will be undertaken through the statutory traffic regulation order consultation process. Page 107
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Unmarked 10. Strategic Assessment 10.1 The review sets out actions to support the successful delivery of the strategic priorities and objectives of the Council, in particular: Our Neighbourhoods are sustainable and attractive. Chief Officer Gail Macfarlane Service Area Roads and Neighbourhood Date: 30 April 2026 Person to Contact: Liam Greene, Roads and Transport Manager, Liam.greene@west-dunbarton.gov.uk Appendix 1 - 20mph Strategy EIA 2 - Parking Enforcement EIA Wards Affected: All wards Page 108
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Assessment No 1274 Owner liam.greene Resource Transformation Service Education, Learning & Attainment FirstName Surname Job Title Head Officer Liam Greene Roads and Transportation Manager Members Gail MacFarlane - Chief Officer Roads and Neighbourhood Raymond Walsh - Roads Network Coordinator (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title Implementation of 20mph Street Strategy The aim, objective, purpose and intended out come of policy Implement 20mph limit strategy across the whole of West Dunbartonshire Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Scottish Government Elected Members Transport Scotland Does the proposals involve the procurement of any goods or services? No If yes please confirm that you have contacted our procurement services to discuss your requirements. No SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) Yes Relevance to Human Rights (HR) Yes Relevance to Health Impacts (H) Yes Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All local residents and traffic that use the local road network Who will be/has been involved in the consultation process? Discussions with Scottish Government and Transport Scotland ITEM 10 - APPENDIX 1 Page 109
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age The Equality Act 2010 requires local authorities (amongst others) to provide equality of opportunity between people who share a protected characteristic and those who do not. Of particular relevance to 20mph limits are children, older persons, those with disabilities, and women, who are more likely to be dependent on walking rather than car use, or seen as more vulnerable road users. Children are more likley to be seriously injured/killed in a collision. This risk is significantly reduced when speeds are reduced to 20mph or below A 20mph limit will provide a safer environment for children Surveys have shown that children are more likely to cycle/walk locally more after the introduction of 20mph limits benefits of 20mph limits to be focused around safety, including safer environments , safer crossing facilities for pedestrians (particularly for older people and those with disabilities) Page 110
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Disability The Equality Act 2010 requires local authorities (amongst others) to provide equality of opportunity between people who share a protected characteristic and those who do not. Of particular relevance to 20mph limits are children, older persons, those with disabilities, and women, who are more likely to be dependent on walking rather than car use, or seen as more vulnerable road users. Implementing 20mph limits prevents road injury and disability. It helps the less able to get about. 20mph limits increase accessibility and opportunities for the most vulnerable and leads to fairer, healthier more social lives. Equality and inclusivity improves, raising quality for everyone including carers and those with dependent family Benefits of 20mph limits to be focused around safety, including safer environments , safer crossing facilities for pedestrians (particularly for older people and those with disabilities) Slower speeds improve access, especially for those with restricted mobility, vision, hearing or mental health. The ability to get around safely and affordably increases opportunities for work and friendship. With low accessibility, people can become lonely. Social isolation has been linked to poor mental and physical health and mortality. Residents of heavy traffic areas know fewer neighbours than in light traffic streets. With few, slow car movements people enjoy the street scene. They chat. It is quieter and not so dangerous or polluted. Inclusivity and social cohesion increase when traffic slows down. Gender Reassign Marriage & Civil Partnership Pregnancy & Maternity Important to check how this Protected characteristic is affected and how it crosscuts In effect will cross cut with sex In terms of impacts these will likely be similar on those for women under 'sex' Race We need to assess potential differential impacts, including how these interact with economic and social factors Most BME groups have less access to cars than most white ethnic groups Positive Religion and Belief Sex We need to assess potential differential impacts, including how these interact with economic and social factors Women have less access to cars than men. Women are the majority of care givers, for example of children, relatives and friends. They are more likely to be using pushing chairs for example. Positive especially for women Sexual Orientation Page 111
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Human Rights Human Rights Act/European Convention on Human Rights (ECHR)Article 8 UNCRC especially in terms of the 'Protection' and the 'best interests' of children 20mph limits will deliver changes in traffic speed and casualty rates, influence travel behaviour, Surveys have shown that children are more likely to cycle/walk locally more after the introduction of 20mph limits benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) 20mph schemes have the potential to deliver a wide range of benefits, and in the longer term, health, environmental and Positive both in terms of the ECHR and UNCRC Page 112
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Health Under the Health and Social Care Act 2012, local authorities have public health responsibilities; of relevance to 20mph limits given the strong links between road safety and public health. 20mph limits will deliver changes in traffic speed and casualty rates, influence travel behaviour, and lead to associated environmental, health, community and economic benefits The World Health Organisation (WHO, 2017) recommends 20mph limits as best practice in residential areas, and states that ‘a safe speed on roads with possible conflicts between cars and pedestrians, cyclists or other vulnerable road users is 30kmh/20mph 20 mph limits cut the number and severity of road fatalities and injuries. Some collisions are avoided or impact speed is less, reducing the harm done by a crash. Surveys have shown that people are more likely to cycle/walk locally more after the introduction of 20mph limits benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) 20mph schemes have the potential to deliver a wide range of benefits, and in the longer term, health, environmental and community benefits could be greater than the more obvious road safety benefits Existing research suggests that 20mph limits (signed only) have the potential to improve health and wellbeing and reduce pressure on the NHS, as a result of an overall increase in use of active travel modes, and an overall reduction in injuries from vehicle collisions as a result of a reduction in speed Health promoting activities like walking, cycling and being outdoors are encouraged as speeds reduce. This builds a positive spiral of increased activity bringing reduced illness from diseases associated with obesity, heart disease and stress. Health inequalities in life expectancy are reduced by 20 mph limits as poorer people (especially boys) are more often road victims. Page 113
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Social & Economic Impact Safer and more attractive local environments were expected to encourage more social interaction Scottish Consumer Duty: We have screened for relevance to the Duty and concluded that there nothing that might be relevant that it is not already addressed in this impact assessment. The majority of people agree that the 20mph speed limit is beneficial for residents. However, child safety still appears to be a concern This proposal will help the socio-economically disadvantaged as there are more likely to be the victims of road traffic accidents. Benefits of 20mph limits to be focused around safety, including safer environments around schools, safer crossing facilities for pedestrians (particularly for older people and those with disabilities) Creates and environment where streets feel safer and is a more desirable place to live Cross Cutting Important to consider cross cutting effects Evidence shows benefits for various groups Available evidence have shown that implementation of 20 mph limits has minimal effect on journey Crossing cutting positive benefits Page 114
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Positive impact - Opportunities to improve local environment and road safety Will the impact of the policy be monitored and reported on an ongoing bases? Accident and crash data can be monitored and reported on Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation EIA 1274: The implementation of 20mph limits has some potential positive impacts for children and young people, disabled people and women, and those ethnic groups who have less access to cars, especially. 20 mph may also support health and well being by encouraging more active travel and improving road safety and reducing casualty rates. Page 116
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Assessment No 480 Owner GMacfarlane2 Resource Regeneration, Environment and Growth Service Environment and Neighbourhood FirstName Surname Job Title Head Officer Gail Macfarlane Chief Officer - Roads & Neighbourhood Members Roads Service (Please note: the word 'policy' is used as shorthand for strategy policy function or financial decision) Policy Title EIA 480 Savings Option Introduction of Decriminalised Parking/Pavement Parking The aim, objective, purpose and intended out come of policy Introduction of decriminalised parking enforcement fully or limited to pavement parking enforcement Service/Partners/Stakeholders/service users involved in the development and/or implementation of policy. Roads Service Police Scotland Transport Scotland Does the proposals involve the procurement of any goods or services? Yes If yes please confirm that you have contacted our procurement services to discuss your requirements. Yes SCREENING You must indicate if there is any relevance to the four areas Duty to eliminate discrimination (E), advance equal opportunities (A) or foster good relations (F) No Relevance to Human Rights (HR) No Relevance to Health Impacts (H) No Relevance to Social Economic Impacts (SE) Yes Who will be affected by this policy? All road users, pedestrians, cyclists and vehicles Who will be/has been involved in the consultation process? Statutory Consultees Transport Scotland ITEM 10 - APPENDIX 2 Page 117
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Please outline any particular need/barriers which equality groups may have in relation to this policy list evidence you are using to support this and whether there is any negative impact on particular groups. Specific group to consider Needs Evidence Impact Age Enforcement of parking restrictions improves road safety for all users and those that are older or younger can be more vulnerable Inconsiderate parking can cause access and visibility issues that can impact on road safety that can increase for those younger and older members of the community Positive Cumulative and intersectional impacts Disability Members of the community that are disabled require safe access to footways and parking Misuse of disabled parking spaces, inconsiderate pavement parking and parking at bus boarders etc can make access more difficult for disabled people Positive Social & Economic Impact Access to town centre amenities and facilities improved by enforcement of time restrictions and improving turnover .Good parking management recognised as a method to support town centres and access to amenities Positive Sex Gender Reassign Health Those walking or cycling are adversely affected by inconsiderate parking Walking and cycling and access to public transport supported by enforcement of no parking restrictions to improve road safety Positive Human Rights Marriage & Civil Partnership Pregnancy & Maternity Inconsiderate parking can cause difficulty for those that are pregnant or with young families Potentially members of the community more likely to have prams or pushchairs and require footway access Positive Race Page 118
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Policy has a negative impact on an equality group,but is still to be implemented, please provide justification for this. Will the impact of the policy be monitored and reported on an ongoing bases? Yes Q7 What is you recommendation for this policy? Intoduce Please provide a meaningful summary of how you have reached the recommendation The introduction of decriminalised parking and/or pavement parking enforcement will support access to town centres and other amenities but also improve road safety for all users. This will allow the council to reduce inconsiderate parking such as in bus stops, in the proximity of schools or in disabled parking bays. In relation to pavement parking enforcement this will reduce vehicles that park with 2 wheels on pavements making safe movement of pedestrians difficult and obstructing wheelchairs and use of prams/pushchairs. Page 121
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Unmarked WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer Roads and Neighbourhood Infrastructure, Regeneration and Economic Development on 20 May 2026 Subject: Review of 20mph Street TRO Objections 1. Purpose 1.1 To seek approval to proceed with Traffic Regulation Orders to support reduction of speed limits on the road’s details in Appendix 1. 2. Recommendations 2.1 It is recommended that the Committee: a) Notes the contents of this report; b) Approves the making and confirmation of the enclosed Traffic Regulation Orders; and c) Delegate to the Chief Officer the implementation of the Orders in accordance with the associated statutory procedures. 3. Background 3.1 The Council 20mph Strategy was presented and approved by the Committee on 21 May 2025. This strategy introduced mandatory 20mph speed limits on residential streets within the authority. 3.2 As part of the development of the Strategy 26 individual 20mph zones were created across the authority based on priority and physical boundaries such as major roads, railways, natural barriers, and changes in area character. 3.3 Scottish Government funding was received in August 2025 to support the roll out of mandatory 20mph limits across the country as part of their national commitment to extend 20mph speed limits to appropriate roads in built-up areas by the end of 2025 to improve road safety and to help encourage alternative modes of travel. 3.4 In line with the funding provided, the Roads and Transportation Team promoted new traffic regulation orders for the first 7 zones and undertook the upgrade of road markings within these areas. The service also carried out pre-implementation speed surveys on 10% of the streets included and purchased the associated signage. ITEM 11 Page 123
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Unmarked 3.5 A statutory consultation on the proposed reduction to the speed limit was carried out between 21st November 2025 and 22nd December 2025 in compliance with regulations. Key stakeholders were contacted directly via email and a Public Notice placed in the Clydebank Post and through the Councils social media platforms. Details of the Orders are provided in Appendix 1 and the Statement of Reasons provided in Appendix 2. 3.6 This process provided details of the proposed new Orders, a Statement of Reason, and details where any objections or representations should be sent. 4. Main Issues 4.1 In November 2025, we formally consulted Police Scotland’s Traffic Management team to request their view on the Council’s pending rollout of the 20mph speed limit Order. In December 2025, Police Scotland acknowledged our proposal, and a meeting took place regarding signage which they were happy with our approach however no formal response was provided by Police Scotland. 4.2 The approach by Police Scotland is that enforcement measures are only carried out where speed limits being exceeded are observed, with additional patrols carried out where there is a perceived increased or known risk. However, the use of signs to restrict and lower speed limits has been found to be effective, with behavioural shifts evidenced in Edinburgh despite no additional patrols or traffic calming measures. 4.3 During the statutory consultation period, 20 representations were received of which 3 confirmed support for the proposals, 2 were objections against the proposals and 15 did not confirm either way 4.4 In accordance with the ‘Local Authorities’ Traffic Orders (Procedure) (Scotland) Regulations 1999, where objections to a proposed Traffic Regulation Order are duly made and not withdrawn, the local authority is required to consider those objections before deciding whether to make the Order 4.5 Objector 1 - stated that the reduction of the speed limit on Round Riding Road was unnecessary, as they did not consider it to be a residential street. The objector also expressed concern that the introduction of 20 mph limits had not been made clear in elected members’ election manifestos and objected in principle to the wider introduction of 20 mph speed limits 4.6 Officers advised that Round Riding Road is an unclassified residential road with residential frontage and direct vehicular access along its length. The road also functions as an access route serving a further seven residential streets, a care home, and a primary school. On this basis, the road meets the criteria for inclusion within a residential 20 mph speed limit. Page 124
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Unmarked 4.7 Officers further clarified that the introduction of 20 mph limits forms part of national Scottish Government policy and guidance, which recommends lower speed limits on residential streets to improve road safety, rather than being linked to individual election manifestos. 4.8 Objector 2 - considers the proposed 20 mph speed limit to be unnecessary and impractical for the area. They believe it will increase journey times, cause congestion, and negatively impact residents’ daily routines. The objector states that the existing 30 mph limit is appropriate given the width, condition and visibility of the roads, low pedestrian activity, and an apparent long-term absence of collision history. They also raised concerns that modern vehicle safety systems reduce the need for lower speed limits and argue that enforcement of a 20-mph limit would be disproportionate. The objector suggests that parking issues associated with school activity are the primary traffic problem in the area and should be addressed instead of introducing a lower speed limit. 4.9 Officers advised that evidence from other 20 mph schemes indicates only a minimal impact on journey times, typically around a 3% increase impact on journey time. It was noted that 20 mph limits are intended for residential streets, which typically form the start or end of journeys, while strategic routes remain subject to higher speed limits. Experience elsewhere suggests that congestion does not materially increase and that lower, more consistent speeds can improve traffic flow and reduce harsh braking and acceleration. 4.10 Officers acknowledged the historically low collision record in the area but highlighted that national and local policy prioritises preventative road safety measures. While modern vehicle safety features are beneficial, reduced vehicle speeds remain critical in lowering collision severity and improving reaction times, particularly for pedestrians and cyclists. 4.11 Although the roads are described as wide and well maintained, they serve residential areas where pedestrians and school-related activity occur. The proposals are consistent with national guidance recommending 20 mph limits on residential streets. Issues relating to inconsiderate parking are being addressed separately through enforcement and do not remove the wider safety benefits of lower speeds. Clear signage and communications will accompany the scheme to minimise driver confusion. The proposed 20 mph limit forms part of a national initiative supported by the Scottish Government to improve road safety and encourage active travel. 4.12 After responses were provided by officers both objectors were given the opportunity to reconsider their position. Objector 1 confirmed they did not wish to remove their objection, and no response was received from Objector 2. Page 125
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Unmarked 4.13 Several representations were received in support of the proposed 20 mph speed limits. Supporters cited frequent speeding on residential streets, concerns for pedestrian and child safety particularly on routes used by school pupils, and potential benefits in reducing traffic noise. Support was also expressed for the principle of lower speed limits being accompanied by effective monitoring and enforcement to ensure compliance and maximise safety benefits. 4.14 The Scottish Government’s Road Safety Framework to 2030 sets out the five pillars of a ‘safe system’ approach to road safety. These are Safe Road Use; Safe Vehicles; Safe Speeds; Safe Roads and Roadsides; and Post-Crash Response. Improvement in all of these pillars is required to achieve the Scottish Government’s vision. Introducing 20mph speed limits will make an important contribution to achieving a ‘safe system’ and supplement rather than replace other efforts. 4.15 There is strong evidence that safety concerns discourage greater uptake of cycling. Research funded by Transport Scotland in 2023 identified poor perceptions of safety as one of the key deterrents to cycling. Unlike some of the other issues identified, such as weather and practicality, safety can be directly influenced by local and national government. 4.16 No significant adverse changes to vehicle journey times are anticipated. The proposed Order focuses on residential streets typically used for a short distance at the start or end of a journey. Main roads will retain their speed limits, and hence journey times on the vast majority of a typical journey’s length would be unaffected 5. People Implications 5.1 There are no people implications associated with these proposals. 6. Financial and Procurement Implications 6.1 All materials and large-scale works have been completed with only limited cost associated with the erection of signage to support the new speed limits. The majority of these signs will be erected on existing infrastructure. 6.2 No funding confirmation for 26/27 has been provided by Scottish Government for future package roll out. 6.3 Failure to proceed may result in request from Scottish Government to pay back funding received. Page 126
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Unmarked 7. Risk Analysis 7.1 Potential risk of requiring to pay back Scottish Government funding received for the implementation of 20mph limits should the decision be taken not to proceed. 8. Equalities Impact Assessment (EIA) 8.1 This proposal will help the socio-economically disadvantaged as there are more likely to be the victims of road traffic accidents. Improves the health and well-being of our residents by providing safer roads to encourage walking and cycling. An EIA was completed the 20mph Street Strategy. 9. Consultation 9.1 As a Scottish Government initiative consultation with appropriate key stakeholders has been undertaken on a national level. Local consultations have been completed through the statutory process. 10. Strategic Assessment 10.1 The review sets out actions to support the successful delivery of the strategic priorities and objectives of the Council, in particular: Our Neighbourhoods are sustainable and attractive. Chief Officer Gail Macfarlane Service Area Roads and Neighbourhood Date: 30 April 2026 Person to Contact: Liam Greene, Roads and Transport Manager, Liam.greene@west-dunbarton.gov.uk Appendix 1 - Traffic Regulation Orders 2 - Statement of Reasons Wards Affected: All wards Page 127
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Official APPENDIX 1 PROPOSED ORDERS THE WEST DUNBARTONSHIRE COUNCIL WEST DUNBARTONSHIRE COUNCIL (ALEXANDRIA NORTH) (20MPH SPEED LIMIT) ORDER 202[] West Dunbartonshire Council in exercise of the powers conferred on them by Section 84(1)(a) of the Road Traffic Regulation Act 1984 (which Act of 1984 is herein referred to as “the said Act”) and all other powers enabling them in that behalf and after consultation with the Chief Constable in accordance with Part 111 of Schedule 9 to the Act hereby make the following Order: - 1. This Order may be cited as West Dunbartonshire Council (Alexandria North) (20mph Speed Limit) Order 202[] and shall come into operation on the [DATE]. 2. The Interpretation Act 1978 shall apply for the interpretation of this Order as it applies for the interpretation of an Act of Parliament. 3. No person shall drive a motor vehicle on any lengths of roads specified in the Schedule to this Order at a speed exceeding 20 miles per hour. 4. The Order will apply only when such a restriction is identified as applying to that road by means of the display of appropriate traffic signs as prescribed by the Traffic Signs Regulations and General Directions 2016. 5. This Order shall have effect subject to the following variations of existing orders: The provisions of any existing orders whether made or having effect as if made under the Road Traffic Regulation Act 1984, as amended, or under any other enactment are hereby varied to the extent that the provisions are inconsistent with this Order. SIGNED at WEST DUNBARTONSHIRE on the X day of X TWO THOUSAND AND TWENTY FIVE. Chief Officer Roads and Neighbourhood Services Council Offices Church Street Dumbarton G82 1QL ITEM 11 - APPENDIX 1 Page 128
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Official SCHEDULE The effect of the Order is as follows: No person shall drive or cause or permit any vehicle to be driven at a speed in excess of 20mph on the lengths of road in West Dunbartonshire specified in the table below: SCHEDULE Name Extents Argyll Street For its entire length Baird Crescent For its entire length Bannachra Crescent For its entire length Broomley Crescent For its entire length Burn Street For its entire length Cameron Drive For its entire length Campbell Crescent For its entire length Craig Avenue For its entire length Cullen Street For its entire length Engels Street For its entire length Gaitskell Avenue For its entire length Hardie Street For its entire length Kirkpatrick Crescent For its entire length Lansbury Street For its entire length Lomond Crescent For its entire length Lomond Drive For its entire length Lomond Road For its entire length Luss Road For its entire length McColl Avenue For its entire length McColl Place For its entire length McCulloch Lane For its entire length Muir Crescent For its entire length Muir Street For its entire length Russell Drive For its entire length Swanson Road For its entire length Taylor Street For its entire length Tullichewan Crescent For its entire length Tullichewan Drive For its entire length Woodbank Court For its entire length Woodbank Gardens For its entire length Woodlands Court For its entire length Page 129
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Official THE WEST DUNBARTONSHIRE COUNCIL WEST DUNBARTONSHIRE COUNCIL (BELLSMYRE & SURROUNDING AREA) (20MPH SPEED LIMIT) ORDER 202[] West Dunbartonshire Council in exercise of the powers conferred on them by Section 84(1)(a) of the Road Traffic Regulation Act 1984 (which Act of 1984 is herein referred to as “the said Act”) and all other powers enabling them in that behalf and after consultation with the Chief Constable in accordance with Part 111 of Schedule 9 to the Act hereby make the following Order: - 1. This Order may be cited as West Dunbartonshire Council (Bellsmyre & Surrounding Area) (20mph Speed Limit) Order 20[] and shall come into operation on the [DATE]. 2. The Interpretation Act 1978 shall apply for the interpretation of this Order as it applies for the interpretation of an Act of Parliament. 3. No person shall drive a motor vehicle on any lengths of roads specified in the Schedule to this Order at a speed exceeding 20 miles per hour. 4. The Order will apply only when such a restriction is identified as applying to that road by means of the display of appropriate traffic signs as prescribed by the Traffic Signs Regulations and General Directions 2016. 5. This Order shall have effect subject to the following variations of existing orders: The provisions of any existing orders whether made or having effect as if made under the Road Traffic Regulation Act 1984, as amended, or under any other enactment are hereby varied to the extent that the provisions are inconsistent with this Order. SIGNED at WEST DUNBARTONSHIRE on the X day of X TWO THOUSAND AND TWENTY FIVE. Chief Officer Roads and Neighbourhood Services Council Offices Church Street Dumbarton G82 1QL Page 130
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Official SCHEDULE The effect of the Order is as follows: No person shall drive or cause or permit any vehicle to be driven at a speed in excess of 20mph on the lengths of road in West Dunbartonshire specified in the table below: SCHEDULE Name Extents Aitkenbar Circle For its entire length Aitkenbar Drive For its entire length Allan Crescent For its entire length Argyll Avenue For its entire length Argyll Place For its entire length Auchenreoch Avenue For its entire length Barnhill Road For its entire length Barwood Hill For its entire length Bellsmyre Avenue For its entire length Brackenhurst Street For its entire length Braeside Drive For its entire length Broomhill Drive For its entire length Brown Avenue For its entire length Campbell Avenue For its entire length Campbell Drive For its entire length Campbell Terrace For its entire length Carman View For its entire length Crosslet Avenue For its entire length Fraser Avenue For its entire length Garshake Avenue For its entire length Garshake Road For its entire length Garshake Terrace For its entire length Garshake Row For its entire length Garshake Wynd For its entire length Glebe Park For its entire length Glenpath For its entire length Glenside Road For its entire length Hillfoot Avenue For its entire length Howatshaws Road For its entire length Hunters Avenue For its entire length Langlands Terrace For its entire length Loaninghead Drive For its entire length Lomond Drive For its entire length Lomondgate Drive For its entire length Long Crags View For its entire length Macphie Road For its entire length Mansewood Drive For its entire length Maryland Road For its entire length McGregor Drive For its entire length McLeod Road For its entire length Merkins Avenue For its entire length Muir Road For its entire length Murray Place For its entire length Murroch Avenue For its entire length Penniecroft Avenue For its entire length Pinewood Court For its entire length St Andrews Brae For its entire length St Andrews Crescent For its entire length Page 131
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Official Stirling Road From its extended kerbline with A82 (Barloan Toll Roundabout) in a general north-westerly direction for a distance of 815 Metres or Thereby. Stoneyflatt Avenue For its entire length Stoneyflatt Court For its entire length Stoneyflatt Gardens For its entire length Stoneyflatt Road For its entire length Strowans Well Road For its entire length Stuart Road For its entire length Sutherland Drive For its entire length Valeview Terrace For its entire length Whiteford Avenue For its entire length Whiteford Crescent For its entire length Whiteford Gardens For its entire length Whiteford Place For its entire length Page 132
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Official THE WEST DUNBARTONSHIRE COUNCIL WEST DUNBARTONSHIRE COUNCIL (BONHILL & HALDANE) (20MPH SPEED LIMIT) ORDER 202[] West Dunbartonshire Council in exercise of the powers conferred on them by Section 84(1)(a) of the Road Traffic Regulation Act 1984 (which Act of 1984 is herein referred to as “the said Act”) and all other powers enabling them in that behalf and after consultation with the Chief Constable in accordance with Part 111 of Schedule 9 to the Act hereby make the following Order: - 1. This Order may be cited as West Dunbartonshire Council (Bonhill & Haldane) (20mph Speed Limit) Order 202[] and shall come into operation on the [DATE]. 2. The Interpretation Act 1978 shall apply for the interpretation of this Order as it applies for the interpretation of an Act of Parliament. 3. No person shall drive a motor vehicle on any lengths of roads specified in the Schedule to this Order at a speed exceeding 20 miles per hour. 4. The Order will apply only when such a restriction is identified as applying to that road by means of the display of appropriate traffic signs as prescribed by the Traffic Signs Regulations and General Directions 2016. 5. This Order shall have effect subject to the following variations of existing orders: The provisions of any existing orders whether made or having effect as if made under the Road Traffic Regulation Act 1984, as amended, or under any other enactment are hereby varied to the extent that the provisions are inconsistent with this Order. SIGNED at WEST DUNBARTONSHIRE on the X day of X TWO THOUSAND AND TWENTY FIVE. Chief Officer Roads and Neighbourhood Services Council Offices Church Street Dumbarton G82 1QL Page 133
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Official SCHEDULE The effect of the Order is as follows: No person shall drive or cause or permit any vehicle to be driven at a speed in excess of 20mph on the lengths of road in West Dunbartonshire specified in the table below: SCHEDULE Name Extents Auchincarroch Road For its entire length Barton Avenue For its entire length Brooke Avenue For its entire length Brown Street For its entire length Buchanan Avenue For its entire length Buchanan Court For its entire length Burn Street Lane For its entire length Burn Street For its entire length Cables Drive For its entire length Carmona Drive For its entire length Cook Road For its entire length Craiglynn Gardens For its entire length Dalmonach Road For its entire length Davidson Road For its entire length Dumbain Crescent For its entire length Dumbain Road For its entire length Elmbank Drive For its entire length First Avenue For its entire length Glen Avenue For its entire length Golfhill Drive For its entire length Haldane Terrace For its entire length Hall Street For its entire length Hillbank Street For its entire length Levenbank Terrace For its entire length Lindsay Quadrant For its entire length Page 134
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Official Manse Drive For its entire length Martin Avenue For its entire length McFarlane Road For its entire length McGregor Avenue For its entire length McInnes Street For its entire length McKinlay Avenue For its entire length Miller Road For its entire length Napierston Road For its entire length Northfield Drive For its entire length Northfield Road For its entire length Oakburn Gardens For its entire length Oakburn Walk For its entire length Oakfield Drive For its entire length Peters Avenue For its entire length Roy Young Avenue For its entire length Sandbank Crescent For its entire length Second Avenue For its entire length Shandon Brae For its entire length Shandon Crescent For its entire length Shearer Quadrant For its entire length Simpson Quadrant For its entire length Steadings Drive For its entire length Steele Crescent For its entire length Steele Walk For its entire length Talbot Road For its entire length Third Avenue For its entire length Union Street For its entire length Union Street Lane For its entire length Woodburn Avenue For its entire length Woodside Crescent For its entire length Page 135
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Official THE WEST DUNBARTONSHIRE COUNCIL WEST DUNBARTONSHIRE COUNCIL (BOWLING & OLD KILPATRICK) (20MPH SPEED LIMIT) ORDER 202[] West Dunbartonshire Council in exercise of the powers conferred on them by Section 84(1)(a) of the Road Traffic Regulation Act 1984 (which Act of 1984 is herein referred to as “the said Act”) and all other powers enabling them in that behalf and after consultation with the Chief Constable in accordance with Part 111 of Schedule 9 to the Act hereby make the following Order: - 1. This Order may be cited as West Dunbartonshire Council (Bowling & Old Kilpatrick) (20mph Speed Limit) Order 202[] and shall come into operation on the [DATE]. 2. The Interpretation Act 1978 shall apply for the interpretation of this Order as it applies for the interpretation of an Act of Parliament. 3. No person shall drive a motor vehicle on any lengths of roads specified in the Schedule to this Order at a speed exceeding 20 miles per hour. 4. The Order will apply only when such a restriction is identified as applying to that road by means of the display of appropriate traffic signs as prescribed by the Traffic Signs Regulations and General Directions 2016. 5. This Order shall have effect subject to the following variations of existing orders: The provisions of any existing orders whether made or having effect as if made under the Road Traffic Regulation Act 1984, as amended, or under any other enactment are hereby varied to the extent that the provisions are inconsistent with this Order. SIGNED at WEST DUNBARTONSHIRE on the X day of X TWO THOUSAND AND TWENTY FIVE. Chief Officer Roads and Neighbourhood Services Council Offices Church Street Dumbarton G82 1QL Page 137
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Official SCHEDULE The effect of the Order is as follows: No person shall drive or cause or permit any vehicle to be driven at a speed in excess of 20mph on the lengths of road in West Dunbartonshire specified in the table below: SCHEDULE Name Extents Ashtree Court For its entire length Church Place For its entire length Clyde View Court For its entire length Erskine View For its entire length Gavinburn Gardens For its entire length Gavinburn Place For its entire length Gavinburn Street For its entire length Kirk Cescent For its entire length Kirkton For its entire length Lusset Road For its entire length Manse Road For its entire length Mansefield Crescent For its entire length Mount Pleasant Drive For its entire length Portpatrick Road For its entire length Roman Crescent For its entire length Scott Avenue For its entire length Thistle Neuk For its entire length Page 138
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Official THE WEST DUNBARTONSHIRE COUNCIL WEST DUNBARTONSHIRE COUNCIL (LINNVALE) (20MPH SPEED LIMIT) ORDER 202[] West Dunbartonshire Council in exercise of the powers conferred on them by Section 84(1)(a) of the Road Traffic Regulation Act 1984 (which Act of 1984 is herein referred to as “the said Act”) and all other powers enabling them in that behalf and after consultation with the Chief Constable in accordance with Part 111 of Schedule 9 to the Act hereby make the following Order: - 1. This Order may be cited as West Dunbartonshire Council (Linnvale) (20mph Speed Limit) Order 202[] and shall come into operation on the [DATE]. 2. The Interpretation Act 1978 shall apply for the interpretation of this Order as it applies for the interpretation of an Act of Parliament. 3. No person shall drive a motor vehicle on any lengths of roads specified in the Schedule to this Order at a speed exceeding 20 miles per hour. 4. The Order will apply only when such a restriction is identified as applying to that road by means of the display of appropriate traffic signs as prescribed by the Traffic Signs Regulations and General Directions 2016. 5. This Order shall have effect subject to the following variations of existing orders: The provisions of any existing orders whether made or having effect as if made under the Road Traffic Regulation Act 1984, as amended, or under any other enactment are hereby varied to the extent that the provisions are inconsistent with this Order. SIGNED at WEST DUNBARTONSHIRE on the X day of X TWO THOUSAND AND TWENTY FIVE. Chief Officer Roads and Neighbourhood Services Council Offices Church Street Dumbarton G82 1QL Page 139
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Official SCHEDULE The effect of the Order is as follows: No person shall drive or cause or permit any vehicle to be driven at a speed in excess of 20mph on the lengths of road in West Dunbartonshire specified in the table below: SCHEDULE Name Extents Attlee Avenue For its entire length Bevin Avenue For its entire length Cripps Avenue For its entire length Dalton Avenue For its entire length Greenwood Quadrant For its entire length Jowitt Avenue For its entire length Kirkwood Avenue For its entire length Livingstone Street For its entire length McNeil Avenue For its entire length Morrison Quadrant For its entire length Shinwell Avenue For its entire length Silkin Avenue For its entire length Strauss Avenue For its entire length Westwood Quadrant For its entire length Page 140
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Official THE WEST DUNBARTONSHIRE COUNCIL WEST DUNBARTONSHIRE COUNCIL (MILTON) (20MPH SPEED LIMIT) ORDER 202[] West Dunbartonshire Council in exercise of the powers conferred on them by Section 84(1)(a) of the Road Traffic Regulation Act 1984 (which Act of 1984 is herein referred to as “the said Act”) and all other powers enabling them in that behalf and after consultation with the Chief Constable in accordance with Part 111 of Schedule 9 to the Act hereby make the following Order: - 1. This Order may be cited as West Dunbartonshire Council (Milton) (20mph Speed Limit) Order 202[] and shall come into operation on the [DATE]. 2. The Interpretation Act 1978 shall apply for the interpretation of this Order as it applies for the interpretation of an Act of Parliament. 3. No person shall drive a motor vehicle on any lengths of roads specified in the Schedule to this Order at a speed exceeding 20 miles per hour. 4. The Order will apply only when such a restriction is identified as applying to that road by means of the display of appropriate traffic signs as prescribed by the Traffic Signs Regulations and General Directions 2016. 5. This Order shall have effect subject to the following variations of existing orders: The provisions of any existing orders whether made or having effect as if made under the Road Traffic Regulation Act 1984, as amended, or under any other enactment are hereby varied to the extent that the provisions are inconsistent with this Order. SIGNED at WEST DUNBARTONSHIRE on the X day of X TWO THOUSAND AND TWENTY FIVE. Chief Officer Roads and Neighbourhood Services Council Offices Church Street Dumbarton G82 1QL Page 141
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Official SCHEDULE The effect of the Order is as follows: No person shall drive or cause or permit any vehicle to be driven at a speed in excess of 20mph on the lengths of road in West Dunbartonshire specified in the table below: SCHEDULE Name Extents Colquhoun Road For its entire length Crannog Road For its entire length Hillview For its entire length Lennox Road For its entire length Milton Brae From a point 25 metres or thereby north of its western extended kerb line with (A82) Dumbarton Rd in a northern direction, for a distance of 380 metres or thereby. Milton Court For its entire length Whyte Corner For its entire length Page 142
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Official THE WEST DUNBARTONSHIRE COUNCIL WEST DUNBARTONSHIRE COUNCIL (SILVERTON) (20MPH SPEED LIMIT) ORDER 202[] West Dunbartonshire Council in exercise of the powers conferred on them by Section 84(1)(a) of the Road Traffic Regulation Act 1984 (which Act of 1984 is herein referred to as “the said Act”) and all other powers enabling them in that behalf and after consultation with the Chief Constable in accordance with Part 111 of Schedule 9 to the Act hereby make the following Order: - 1. This Order may be cited as West Dunbartonshire Council (Silverton) (20mph Speed Limit) Order 202[] and shall come into operation on the [DATE]. 2. The Interpretation Act 1978 shall apply for the interpretation of this Order as it applies for the interpretation of an Act of Parliament. 3. No person shall drive a motor vehicle on any lengths of roads specified in the Schedule to this Order at a speed exceeding 20 miles per hour. 4. The Order will apply only when such a restriction is identified as applying to that road by means of the display of appropriate traffic signs as prescribed by the Traffic Signs Regulations and General Directions 2016. 5. This Order shall have effect subject to the following variations of existing orders: The provisions of any existing orders whether made or having effect as if made under the Road Traffic Regulation Act 1984, as amended, or under any other enactment are hereby varied to the extent that the provisions are inconsistent with this Order. SIGNED at WEST DUNBARTONSHIRE on the X day of X TWO THOUSAND AND TWENTY FIVE. Chief Officer Roads and Neighbourhood Services Council Offices Church Street Dumbarton G82 1QL Page 143
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Official SCHEDULE The effect of the Order is as follows: No person shall drive or cause or permit any vehicle to be driven at a speed in excess of 20mph on the lengths of road in West Dunbartonshire specified in the table below: SCHEDULE Name Extents Alclutha Avenue For its entire length Alexander Street For its entire length Barloan Crescent For its entire length Boghead Avenue For its entire length Boghead Road For its entire length Broomfauld Gardens For its entire length Colquhoun Street For its entire length Crosslet Place For its entire length Crosslet Road For its entire length Douglas Road For its entire length Doveholm Avenue For its entire length Dumbuck Road For its entire length Dumbuie Avenue For its entire length Dunbrittion Road For its entire length Gibson Avenue For its entire length Gibson Street For its entire length Greenhead Avenue For its entire length Hartfield Court For its entire length Kilpatrick View For its entire length Latta Street For its entire length Lennox Road For its entire length Millburn Crescent For its entire length Millburn Road For its entire length Miller Court For its entire length Miller Street For its entire length Netherbog Avenue For its entire length Netherbog Road For its entire length Overtoun Avenue For its entire length Overwood Drive For its entire length Overwood Grove For its entire length Park Avenue For its entire length Park Street For its entire length Round Riding Road For its entire length Silverton Avenue For its entire length Smollett Road For its entire length Strowan’s Road For its entire length White Avenue For its entire length Willox Park For its entire length Page 144
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Official APPENDIX 2 STATEMENT OF REASONS THE WEST DUNBARTONSHIRE COUNCIL ROAD TRAFFIC REGULATION ACT 1984 It is considered necessary to make the above-named Order to - • Reduce vehicle speeds and enhance road safety for all users within West Dunbartonshire, particularly pedestrians and cyclists • Support active travel • Reduce the severity and likelihood of collisions The proposed speed limit aligns with Scottish Government’s National 20mph Strategy. ITEM 11 - APPENDIX 2 Page 146
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 22 May 2026 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Revenue Budgetary Control Report 2025/26 to Period 10 (31 January 2026) 1. Purpose 1.1 This report provides an update on the revenue financial performance to 31 January 2026 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 £0.478m (2.77% of total budget). • note the current projected use of earmarked reserves of £0.504m. 3. Background Revenue 3.1 The revised 2025/26 revenue budget presented to Committee in January was £17.243m. Since then, changes worth £0.001m have been agreed to the budget which revises the 2025/26 budget as follows: £m Budget as at Period 7 17.243 Minor Change 0.001 Revised Budget 17.244 4. Main Issues Revenue Budget 4.1 The summary report at Appendix 1 identifies a projected adverse variance (overspend) of £0.478m (2.77% of total budget). Detailed service reports are attached at Appendix 2. 4.2 Of the 13 services monitored 7 are showing either a favourable or nil variance, with 6 showing an adverse variance. Comments are provided in Appendix 3 when projected net annual variances exceed £0.050m or where the net variance is below £0.050m but there are offsetting variances of over £0.050m. ITEM 12 Page 147
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The table below shows the main reasons for the movement in the outturn since period 7. £m £m Variance at Period 7 0.416 Movement in Service Variance Roads, Neighbourhood and Transport Roads • Increase in contract payments for roadworks Crematorium • Reduction in anticipated cremation income Burial Grounds • Additional burial income Grounds Maintenance • Reduction in employee costs due to vacancies • Additional water rates payments • Additional equipment required to undertaken required services Outdoor Services • Credits received for electricity bills Waste Services • Reduction in waste collection costs 0.068 0.024 (0.045) (0.207) 0.028 0.060 (0.072) (0.042) Resources Asset Management • Costs relating Storm Eowyn 0.262 Other small variances across the Services (0.014) Total Movement in Service Delivery variance 0.062 General Fund variance at Period 7 0.478 4.3 Services are anticipating the use of £0.504m (Period 7: £0.504m) of earmarked reserves. Information on the earmarked reserve spend is shown in Appendix 4. 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 £0.378m 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 Page 148
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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: 16 April 2026 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 Page 149
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 IRED SUMMARY MONTH END DATE 31 January 2026 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Annual RAG Status Net Variance attributable to earmarked reserves spend Underlying Variance excluding earmarked reserves spend £000 £000 £000 £000 % £000 £000 (55) 145 (55) 0 0% 0 0 (99) (177) 0 99 -100% 0 99 2,397 3,396 2,575 178 7% 150 28 300 133 278 (22) -7% 0 (22) (245) (536) (241) 4 -2% 0 4 (1,072) (566) (884) 189 -18% 0 189 10,074 7,622 10,157 82 1% 0 82 (2,029) 4,145 (1,303) 727 -36% 228 499 1,204 1,301 1,123 (81) -7% 0 (81) 0 518 0 0 0% 0 0 2,039 2,227 1,959 (80) -4% 110 (190) 0 790 0 0 0% 0 0 4,731 5,423 4,617 (114) -2% 16 (130) 17,244 24,421 18,226 982 5.70% 504 478 Working 4 U Shared Prosperity Fund Roads Services Outdoor Services Burial Grounds Crematorium Waste Services Corporate Assets Economic Development Ground Maintenance & Street Cleaning Total Net Expenditure Depots Transport, Fleet & Maintenance Services Service / Subjective Summary Annual Variance 2025/26 Corporate Asset Maintenance ITEM 12 - APPENDIX 1 Page 151
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2026 10 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status £000 £000 £000 £000 £000 % £000 £000 18,087 Employee 22,511 17,712 21,374 (1,138) -5% 0 (1,138) 5,028 Property 4,587 3,337 4,743 156 3% 0 156 5,494 Transport and Plant 4,095 3,613 4,919 825 20% 0 825 13,313 Supplies, Services and Admin 12,421 9,666 12,557 136 1% 16 120 9,503 Payments to Other Bodies 4,279 2,367 4,689 410 10% 110 300 1,670 Other 114 122 141 27 24% 0 27 53,094 Gross Expenditure 48,008 36,817 48,424 416 1% 126 290 (33,977) Income (30,764) (12,396) (30,197) 566 2% 378 188 19,117 Net Expenditure 17,244 24,421 18,226 982 6% 504 478 £000 £000 £000 £000 £000 % £000 £000 1,735 Employee 1,970 1,370 1,645 (325) -16% 0 (325) 26 Property 18 24 29 11 61% 0 11 127 Transport and Plant 131 113 135 4 3% 0 4 1,873 Supplies, Services and Admin 1,308 1,095 1,176 (132) -10% 0 (132) 0 Payments to Other Bodies 0 0 0 0 0% 0 0 113 Other 114 95 114 0 0% 0 0 3,874 Gross Expenditure 3,541 2,697 3,099 (442) -12% 0 (442) (3,885) Income (3,596) (2,552) (3,154) 442 12% 0 442 (11) Net Expenditure (55) 145 (55) 0 0% 0 0 £000 £000 £000 £000 £000 % £000 £000 2,024 Employee 2,163 1,905 2,306 144 7% 0 144 108 Property 118 5 119 1 1% 0 1 1,688 Transport and Plant 1,665 1,651 2,149 484 29% 0 484 821 Supplies, Services and Admin 579 521 608 29 5% 0 29 1 Payments to Other Bodies 0 0 0 (0) -2% 0 (0) 0 Other 0 0 0 0 0% 0 0 4,642 Gross Expenditure 4,524 4,082 5,182 658 15% 0 658 (4,578) Income (4,624) (4,259) (5,182) (559) -12% 0 (559) 64 Net Expenditure (99) (177) 0 99 -100% 0 99 £000 £000 £000 £000 £000 % £000 £000 2,946 Employee 2,854 2,006 2,480 (373) -13% 0 (373) 254 Property 261 182 281 20 8% 0 20 890 Transport and Plant 384 421 703 319 83% 0 319 3,104 Supplies, Services and Admin 2,730 1,935 2,965 235 9% 0 235 893 Payments to Other Bodies 317 7 317 0 0% 0 0 0 Other 0 0 0 0 0% 0 0 8,088 Gross Expenditure 6,545 4,552 6,746 201 3% 0 201 (4,194) Income (4,149) (1,156) (4,171) (23) -1% 150 (173) 3,894 Net Expenditure 2,397 3,396 2,575 178 7% 150 28 Roads Services Service Summary Annual Variance 2025/26 All Services Corporate Asset Maintenance Transport, Fleet & Maintenance Services ITEM 12 - APPENDIX 2 Page 152
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2026 10 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % £000 £000 74 Employee 67 48 58 (9) -13% 0 (9) 179 Property 156 52 107 (49) -31% 0 (49) 0 Transport and Plant 0 0 0 0 0% 0 0 144 Supplies, Services and Admin 117 81 161 43 37% 0 43 17 Payments to Other Bodies 37 (0) 18 (19) -51% 0 (19) 0 Other 0 0 0 0 0% 0 0 414 Gross Expenditure 378 180 345 (33) -9% 0 (33) (117) Income (78) (47) (66) 12 15% 0 12 298 Net Expenditure 300 133 278 (22) -7% 0 (22) £000 £000 £000 £000 £000 % £000 £000 0 Employee 0 0 0 0 0% 0 0 29 Property 27 20 26 (1) -3% 0 (1) 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 20 512 (1) 0% 0 (1) (689) Income (758) (556) (753) 5 1% 0 5 (218) Net Expenditure (245) (536) (241) 4 -2% 0 4 £000 £000 £000 £000 £000 % £000 £000 215 Employee 194 186 222 29 15% 0 29 265 Property 304 217 262 (41) -14% 0 (41) 0 Transport and Plant 0 0 0 0 0% 0 0 21 Supplies, Services and Admin 18 21 25 7 39% 0 7 6 Payments to Other Bodies 18 18 18 0 0% 0 0 0 Other 0 0 0 0 0% 0 0 507 Gross Expenditure 534 442 528 (6) -1% 0 (6) (1,460) Income (1,606) (1,009) (1,412) 194 12% 0 194 (952) Net Expenditure (1,072) (566) (884) 189 -18% 0 189 £000 £000 £000 £000 £000 % £000 £000 3,583 Employee 3,685 3,220 3,828 144 4% 0 144 200 Property 182 55 207 25 14% 0 25 1,504 Transport and Plant 1,294 1,033 1,337 43 3% 0 43 6,503 Supplies, Services and Admin 6,775 5,222 6,710 (64) -1% 0 (64) 27 Payments to Other Bodies 37 28 43 6 17% 0 6 0 Other 0 0 0 0 0% 0 0 11,817 Gross Expenditure 11,972 9,558 12,125 154 1% 0 154 (1,362) Income (1,897) (1,936) (1,969) (71) -4% 0 (71) 10,455 Net Expenditure 10,074 7,622 10,157 82 1% 0 82 Burial Grounds Waste Services Outdoor Services Crematorium Page 153
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2026 10 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % £000 £000 864 Employee 1,377 1,005 1,226 (151) -11% 0 (151) 2,401 Property 2,345 2,140 2,635 290 12% 0 290 4 Transport and Plant 12 6 12 0 0% 0 0 (19) Supplies, Services and Admin 27 121 (23) (50) -184% 0 (50) 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 3,324 3,987 166 4% 0 166 (5,065) Income (5,850) 821 (5,289) 561 10% 228 333 (1,750) Net Expenditure (2,029) 4,145 (1,303) 727 -36% 228 499 £000 £000 £000 £000 £000 % £000 £000 620 Employee 1,114 832 986 (128) -11% 0 (128) 489 Property 41 29 29 (12) -30% 0 (12) 2 Transport and Plant 5 2 3 (3) -47% 0 (3) 13 Supplies, Services and Admin 112 43 127 15 13% 0 15 618 Payments to Other Bodies 550 494 562 11 2% 0 11 0 Other 0 0 0 0 0% 0 0 1,743 Gross Expenditure 1,823 1,399 1,706 (117) -6% 0 (117) (976) Income (619) (99) (583) 36 6% 0 36 767 Net Expenditure 1,204 1,301 1,123 (81) -7% 0 (81) £000 £000 £000 £000 £000 % £000 £000 0 Employee 0 0 0 0 0% 0 0 657 Property 759 517 647 (112) -15% 0 (112) 0 Transport and Plant 0 0 0 0 0% 0 0 (1) Supplies, Services and Admin 15 1 3 (12) -78% 0 (12) 0 Payments to Other Bodies 0 0 0 0 0% 0 0 0 Other 0 0 0 0 0% 0 0 656 Gross Expenditure 774 518 651 (123) -16% 0 (123) (656) Income (774) 0 (651) 123 16% 0 123 (0) Net Expenditure 0 518 0 0 0% 0 0 £000 £000 £000 £000 £000 % £000 £000 2,422 Employee 2,885 2,162 2,624 (261) -9% 0 (261) Property 0 0 0 0 0% 0 0 11 Transport and Plant 20 7 14 (5) -27% 0 (5) 50 Supplies, Services and Admin 45 17 49 5 11% 0 5 1,766 Payments to Other Bodies 1,695 1,429 2,011 316 19% 110 206 178 Other 0 27 27 27 0% 0 27 4,427 Gross Expenditure 4,644 3,642 4,726 82 2% 110 (28) (2,428) Income (2,605) (1,415) (2,767) (162) -6% 0 (162) 1,999 Net Expenditure 2,039 2,227 1,959 (80) -4% 110 (190) £000 £000 £000 £000 £000 % £000 £000 634 Employee 616 482 616 0 0% 0 0 Property 0 0 0 0 0% 0 0 2 Transport and Plant 0 2 0 0 0% 0 0 26 Supplies, Services and Admin 0 1 0 0 0% 0 0 2,149 Payments to Other Bodies 1,079 320 1,079 0 0% 0 0 0 Other 0 0 0% 0 0 2,811 Gross Expenditure 1,695 805 1,695 0 0% 0 0 (2,811) Income (1,695) (15) (1,695) 0 0% 0 0 (0) Net Expenditure 0 790 0 0 0% 0 0 Economic Development Depots Corporate Assets Working 4 U Shared Prosperity Fund Page 154
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WEST DUNBARTONSHIRE COUNCIL REVENUE BUDGETARY CONTROL 2025/26 IRED COMMITTEE DETAIL PERIOD END DATE 31 January 2026 10 Actual Outturn 2024/25 Total Budget 2025/26 Spend to Date 2025/26 Forecast Spend 2025/26 Use of Earmarked Reserves Variance after the use of Earmarked Reserves Annual RAG Status Service Summary Annual Variance 2025/26 £000 £000 £000 £000 £000 % £000 £000 6,003 Employee 5,588 4,496 5,381 (207) -4% 0 (207) 419 Property 377 96 401 23 6% 0 23 957 Transport and Plant 584 378 565 (18) -3% 0 (18) 852 Supplies, Services and Admin 695 608 755 60 9% 16 44 19 Payments to Other Bodies 0 19 19 19 0% 0 19 718 Other 0 0 0 0 0% 0 0 8,968 Gross Expenditure 7,244 5,598 7,121 (123) -2% 16 (139) (10,997) Income (2,513) (175) (2,504) 9 0% 0 9 (2,029) Net Expenditure 4,731 5,423 4,617 (114) -2% 16 (130) Ground Maintenance & Street Cleaning Page 155
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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 Roads Services 2,397 2,575 178 7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,072) (884) 0 189 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 10,074 10,157 0 82 0% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Variance after the use of EMR Budget Details Overspend anticipated. This service provides crematorium services within the Council area Employee costs are overspending (£29k) due to non achievement of turnover savings. Property costs are showing a favourable variance (£41k) due to utility costs being lowered than anticipated and income from cremations is anticipated to be £194k 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 remainder of the variance (£7k) is due to small variances within the service. The Service will continue to monitor and review costs and reduce overspends as appropriate. 31 January 2026 Employee costs are underspending by anticipated to underspend by £373k due to current levels of vacancies. Transport and plant are anticipating overspending of £319k due to the current vehicles on hire to ensure that planned works are undertaken and supplies and services are projecting an overspend of £235k mainly due to materials required to undertake planned works 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. 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 £144k mainly due to turnover not being met. Property Costs are overspending by £25K due to an increase in Pest Control visits required at Recycling Centres and an increase in Electricity costs due to Compactors at Recycling Centres. Transport Costs are currently overspending by £43K due to repairs and maintenance required on vehicles.The overspends are partially offset by an underspend in Supplies of £64k mainly due to anticipated reduction in the costs for tonnage in relation to waste collection and £71K additional Income manly due to Brown Bin Waste Permits. The remaining £5k variance is due to small variances throughout the service. This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols The Service will continue to monitor and review costs and reduce overspends as appropriate. Overspend anticipated. Overspend anticipated. ITEM 12 - APPENDIX 3 Page 156
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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 January 2026 Corporate Assets (2,029) (1,303) 228 499 -25% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Economic Development 1,204 1,123 0 (81) -7% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Working 4 U 2,039 1,959 (196) (276) -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Ground Maintenance & Street Cleaning 4,731 4,617 0 (114) -2% Service Description Provision of grounds maintenance and street cleaning services Main Issues / Reason for Variance Mitigating Action Anticipated Outcome An underspend is anticipated at the year end. Employee costs are underspending by £207k mainly due to current levels of vacancies. Property costs are expected to overspend of £23k driven mainly by higher than anticipated water rates. Transport costs are anticipating to underspend overall due to lower costs for Hiring of Vehicles (£51k) and lower fuel costs (£55k), These underspends are partially offset by a projected overspend of £64k in Fleet Maintenance and £25k in leasing charges. Supplies and services are expected to overspend by £60k, mainly due to payments being made for tools and equipment,. The remaining variance of £27k is due to small overspends in various areas. The Service will continue to monitor and review costs and reduce overspends as appropriate. £250k adverse variance due to asset rationalisation, with property disposals that were previously rental‑income‑generating now contributing capital receipts to the wider budget position. The variance also now reflects £262k of Storm Eowyn damage, which cannot be absorbed within the remaining repairs and maintenance budget due to the scale of the works. An ongoing cost pressure of £50k has been introduced for future years due to higher property valuation costs. Employee turnover savings are mitigating the 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. Underspend is anticipated. The favourable variance is mainly attributable to employee costs anticipating an underspend of (£128k). This is due to superannuation costs being lower than budgeted and current staff vacancies. This is partially off-set by a reduction in income( £36k).The remaining (£11k) is due to small variances in the service. The Service will continue to monitor and review costs. This service relates to Economic Development within West Dunbartonshire Provision of Working 4U Service. The underspend is mainly due to employee costs as a result of achieving savings within the current financial year and in year vacancies. The service received additional in year funding which offsets employee costs None Required Favourable variance anticipated. Page 157
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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. 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 ROADS & NEIGHBOURHOOD ITEM 12 - APPENDIX 4 Page 158
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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 ITEM 12 - APPENDIX 5 Page 159
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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 160
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WEST DUNBARTONSHIRE COUNCIL Report by the Chief Officer – Resources Infrastructure, Regeneration & Economic Development Committee: 20 May 2026 _________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Capital Budgetary Control Report 2025/26 31 January (Period 10) 1. Purpose 1.1 This report provides an update on the capital financial performance to 31 January 2026 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 6 projects detailed in appendix 2 reported to Council on 25 March 2026. iii) Note the reprofiling of 12 projects in appendix 3 reported to Council on 25 March 2026. 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 4.1 Exhibit 1 sets out the revised capital budget at period 7 as reported to Council on 17 December 2025 and Committee 4 February 2026. Exhibit 1: Revised Capital Budget as at 30 October 2025. 2025/26 (£m) Project Life (£m) Capital Budget Agreed 5 March 2025 56.791 209.142 Updates reported to Committee on 13 August, 12 November and 4 February plus adjustments for year-end carried forward balances 3.432 9.371 Reprofiling reported to Committee on 13 August, 19 November and 4 February. (9.028) 0 Revised Capital Budget as at Period 7 51.195 218.513 ITEM 13 Page 161
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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 6 projects currently showing as off-track, which is due to revised completion dates. • Project RES 6 (Strathleven Place) is off track as it is dependent on the completion of a linked project that has not yet reached its required milestones. • Project RES 7 (New Sports Changing Facility Dumbarton West) is off track due to dependency on the adjacent housing development which has not progressed in line with the original programme. • Project RR 6 (Place Based Investment Programme) is off track due to a project development and tendering taking longer than anticipated • Project RR8 (Levelling Up Capacity Funding) is off track as the delivery of the LUF programme is taking longer than originally anticipated. • Project RN 20 (Balloch Mountain Bike Track) is off track due to identifying a suitable site to satisfy planning and ecological concerns. • Project RN 33 (Shared Prosperity Funding – Open Places) is off track as the contract award has been extended to September 2026. 4.5 Appendix 3 highlights 12 projects where the project expenditure requires to be reprofiled but there is no need for approval of additional budget. 4.6 Exhibit 2 sets out the revised IRED capital budget at period 10 factoring in the decisions taken by Council on 17 December 2025. Exhibit 2: Revised Capital Budget 2025/26 (£m) Project Life (£m) Capital Budget as at 30 October 2025 51.195 218.513 New Funding – RR 13 Pride in Place Impact Fund (Para 4.9) 0.750 1.500 Approved Gruggies Burn Flood Alleviation Scheme (Para 4.10) 0 29.672 Approved review of capital programme (para 4.11) (0.926) (5.331) Page 162
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Project life removed (para 4.12) (0.980) Projects completed as at 31 January 2026 (para 4.13) (0.097) (1.192) Approved political savings with capital implications 0.453 Budget Agreed as at 4 March 2026 50.922 242.635 Reprofiling over project life (Appendix 3) (6.756) 0 Revised Capital Budget as at Period 10approved at Council25 March. 44.166 242.635 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 £50.922m. Spend as at period 10 is £21.370m (48.38%) of the current forecast spend of £44.166m. 4.9 Other minor changes to the capital plan included in the summarised plan in appendix 4 are: • New funding from Scottish Government for Pride in Place Impact Fund (RR 13) of £0.750m in 2025/26 with a further £0.750m in 2026/27. 4.10 Following the Gruggies Burn Flood Alleviation Scheme paper approved at council on 17 December 2025 an additional £29.672m has been added to the capital plan in RN 11. 4.11 Following the Review of West Dunbartonshire Councils Capital Programme paper approved at council on 17 December 2025 with one amendment per the motion, the below changes have been applied to the capital plan: • Projects removed (total £2.139m): o Installation of Solar PV at Clydebank Leisure Centre (RR 2) - £0.057m o Leisure Energy Projects (RR 3) - £0.226m o Waste Transfer Station (RN 17) - £1.821m o Kilmaronock Cemetery Extension (RN 22) - £0.005m o Securing Sites to make safe (RR 11) - £0.030m • Projects where budgets have been reduced (total £1.511m): o A813 Road Improvement Phase 1 (RN 9) - £0.121m o River Leven Flood Prevention Scheme (RN 12) - £0.420m o East End Park Resurfacing (RN 19) - £0.171m o Creation of 3 all new weather pitches (RN 23) - £0.799 • Projects with reduced recurring budget allocation (total £1.681m) o Regeneration/Local Economic Development (RR 4) - £1.233m o Public non-adopted paths and roads (RN 13) - £0.448m 4.12 Following the above adjustments, historic project life budgets for projects completed and removed have been applied which reduces project life by £0.980m Page 163
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4.13 Additionally the below projects have been completed at 31 January 2026: o Vale of Leven Cemetery (RN 15) o East End Park Resurfacing (RN 19) 4.13 As agreed in the Finance Update paper taken to council on 17 December 2025 3 Political savings options were approved by members which had capital implications. These have been added to the capital plan in 2026/27. o CCTV Upgrade at Depots (RN 37) - £0.050m o Gully Motor Purchase (RN 38) - £0.275m o Purchase of 3 mini buses (added to RN 5 Vehicle Replacement) - £0.128m 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. Page 164
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12. Strategic Assessment 12.1 Proper budgetary control and sound financial practice are cornerstones of good governance and support Council and officers to pursue the strategic priorities of the Council’s current Strategic Plan. This report forms part of the financial governance of the Council. ______________ Laurence Slavin Chief Officer – Resources Date: 16 April 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 165
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Official# Summary at Period 10 Project Life Budget Project Life Forecast Spend Project Life Variance On Track Off Track £'000 £'000 £'000 Resources 36,055 36,055 0 6 2 Regulatory and Regeneration 57,125 57,125 0 6 2 Roads and Neighbourhoods 149,455 149,455 0 31 2 Total 242,635 242,635 0 43 6 ITEM 13 - APPENDIX 1 Page 166
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Official# Projects that are Off Track at Period 10 Service Project Approved Project Life Cost Revised Project Life Cost Project Life Variance Initial Completion Date Revised Completion Date £'000 £'000 £'000 Resources RES 6 - Strathleven Place (formerly part of Glencairn House project) 1,590 1,590 - 31/03/2026 31/03/2027 Resources RES 7 - New Sports Changing Facility Dumbarton West (Old OLSP site) 349 349 - 31/03/2026 31/03/2027 Regulatory and Regeneration RR 6 - Place Based Investment Programme 775 775 - 31/03/2026 31/03/2027 Regulatory and Regeneration RR 8 - Levelling Up Capacity Funding 160 160 - 31/03/2026 31/03/2027 Roads and Neighbourhood RN 20 - Balloch Mountain Bike Track 443 443 - 31/03/2026 31/03/2027 Roads and Neighbourhood RN 33 - Shared Prosperity Funding - Open Places 396 396 - 31/03/2026 31/08/2026 Project Name: Project - RES 6 - Strathleven Place (formerly part of Glencairn House project) 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 Project Name: Project - RES 7 - New Sports Changing Facility Dumbarton West (Old OLSP site) 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 n/a Progress on this project has been delayed as it is dependent on the completion of a linked project that has not yet reached its required milestones. Key elements of the planned works cannot proceed until the preceding project is finalised, resulting in unavoidable slippage to the project’s delivery timeline. To ensure accurate financial planning and alignment with the revised programme, it is proposed that the associated budget be reprofiled into the next financial year. This reprofiling will allow expenditure to be matched to the updated schedule and will support efficient delivery once the prerequisite project is completed. Source of Funding: n/a Delivery of the sports changing facility has been delayed due to dependency on the adjacent housing development, which has not progressed in line with the original programme. The sequencing of works requires the housing development to reach specific construction stages before site access, utilities connections, and shared infrastructure can be finalised for the changing facility. As these prerequisite elements remain incomplete, the project cannot move into its planned construction phase. This has resulted in unavoidable slippage, and expenditure originally profiled for the current financial year will not be incurred as expected. It is therefore proposed that the budget for the sports changing facility be reprofiled into the next financial year to reflect the revised delivery timeline. This approach maintains alignment between project milestones and financial planning, ensuring that funding remains in place once the adjacent development has advanced sufficiently to allow works to proceed. Officers will continue to monitor progress on the housing development closely and will update the programme for the changing facility as soon as conditions permit. Source of Funding: ITEM 13 - APPENDIX 2 Page 167
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Official# Project Name: Project - RR 6 - Place Based Investment Programme Project Manager: Magda Swider Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: External grant funding from UK Government 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 Scottish Government funding What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RR 8 - Levelling Up Capacity Funding Project Manager: Magda Swider Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: External grant funding from UK Government 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 Scottish Government funding What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project Name: Project - RN 20 - Balloch Mountain Bike Track Project Manager: Ian Bain Initial Completion End Date: 31/03/2026 Revised End Date: 31/03/2027 How was this project initially funded: Please Detail any additional funding: External match funding from Sportscotland n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/03/2027 Sportscotland What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a Project development and tendering taking longer than anticipated. Source of Funding: n/a Delivery of the LUF programme is taking longer than originally anticipated. This funding will be used towards the end o fthe LUF programme, or if any funding gap is identiified earlier. Source of Funding: n/a Difficulty identifying a suitable site that satisfied planning and ecological concerns has delayed project progress. Suitable site located and project to progress in 26/27. Source of Funding: n/a Page 168
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Official# Project Name: Project - RN 33 - Shared Prosperity Funding - Open Places Project Manager: Ian Bain Initial Completion End Date: 31/03/2026 Revised End Date: 31/08/2026 How was this project initially funded: Please Detail any additional funding: UK Shared Prosperity Capital Funding n/a Why is the project classified as off track and what has caused the issues identified? What action will be taken to rectify the position? n/a New Completion Date: 31/08/2026 UK Shared Prosperity Capital Funding What are the implications on the actions proposed? Revenue Implications:- Virement Implications:- n/a n/a The Contract award extended to September 2026. Two projects planned, Westbridge End Project to upgarde community space including playpark with procurement contract awarded and work expected to start before end of March. Second project involves development of Allotment Site at Overburn Avenue for which work has gone out to tender amd awaiting bids. Source of Funding: Page 169
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Official# Changes to Capital Plan and Implications at P10 Project - RES 6 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 Strathleven Place (formerly part of Glencairn House project) 1,590 0 0 0 0 0 0 0 0 1,590 Strathleven Place (formerly part of Glencairn House project) Revised 31/03/2026 31/03/2027 1,590 0 1,590 0 0 0 0 0 0 0 1,590 Explanation Project - RES 7 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 New Sports Changing Facility Dumbarton West (Old OLSP site) 340 0 0 0 0 0 0 0 0 340 New Sports Changing Facility Dumbarton West (Old OLSP site) Revised 31/03/2026 31/03/2027 340 0 340 340 Explanation Project - RES 10 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 Depot Rationalisation 31/03/2027 31/03/2027 1,779 4,386 0 0 0 0 0 0 0 6,165 Depot Rationalisation Revised 1,279 500 5,665 0 0 0 0 0 0 0 6,165 Explanation Progress on this project has been delayed as it is dependent on the completion of a linked project that has not yet reached its required milestones. Key elements of the planned works cannot proceed until the preceding project is finalised, resulting in unavoidable slippage to the project’s delivery timeline. To ensure accurate financial planning and alignment with the revised programme, it is proposed that the associated budget be reprofiled into the next financial year. This reprofiling will allow expenditure to be matched to the updated schedule and will support efficient delivery once the prerequisite project is completed. Delivery of the sports changing facility has been delayed due to dependency on the adjacent housing development, which has not progressed in line with the original programme. The sequencing of works requires the housing development to reach specific construction stages before site access, utilities connections, and shared infrastructure can be finalised for the changing facility. As these prerequisite elements remain incomplete, the project cannot move into its planned construction phase. This has resulted in unavoidable slippage, and expenditure originally profiled for the current financial year will not be incurred as expected. It is therefore proposed that the budget for the sports changing facility be reprofiled into the next financial year to reflect the revised delivery timeline. This approach maintains alignment between project milestones and financial planning, ensuring that funding remains in place once the adjacent development has advanced sufficiently to allow works to proceed. Officers will continue to monitor progress on the housing development closely and will update the programme for the changing facility as soon as conditions permit. There has been a delay in progressing the Depot Rationalisation Project Board activities, resulting in revised timescales for key project milestones. ITEM 13 - APPENDIX 3 Page 170
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Official# Project - RR 5 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 Fund 31/03/2029 31/03/2029 200 1,074 1,670 880 3,824 Regeneration Fund Revised 150 50 1,074 1,820 880 0 0 0 0 0 3,824 Explanation Project - RR 6 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 Place Based Investment 31/03/2026 31/03/2027 775 0 0 0 775 Place Based Investment Revised 625 150 625 0 0 0 0 0 0 0 775 Explanation Project - RR 7 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 Fund 31/03/2026 31/03/2027 5,495 4,754 0 0 10,249 Levelling Up Fund Revised 1,116 4,379 5,870 0 0 0 0 0 0 0 10,249 Explanation Project - RR 8 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 Capacity Funding 160 0 0 0 0 0 0 0 0 160 Levelling Up Capacity Funding Revised 160 0 160 0 0 0 0 0 0 0 160 Explanation Project - RR 13 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 Pride in Place Impact Fund 750 750 0 0 0 0 0 0 0 1,500 Pride in Place Impact Fund Revised 750 0 1,500 0 0 0 0 0 0 0 1,500 Explanation Project - RN 5 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 Vehicle Replacement 31/03/2026 31/03/2026 4,975 1,168 1,040 1,027 1,027 1,027 1,027 1,027 1,027 13,345 Vehicle Replacement Revised -128 5,103 1,040 1,040 1,027 1,027 1,027 1,027 1,027 1,027 13,345 Explanation Project - RN 20 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 Balloch Mountain Bike Track 31/03/2026 31/03/2027 443 0 0 0 0 0 0 0 0 443 Balloch Mountain Bike Track Revised 428 15 428 0 0 0 0 0 0 0 443 Explanation Reprofiling relates to grant to an external partner taking longer than anticipated. Project development and tendering taking longer than anticipated. Project spend in Q3 and Q4 has been lower than originally anticipated due a delay in commencement of the landscaping works on site. Delivery of the LUF programme is taking longer than originally anticipated. This funding will be used towards the end of the LUF programme, or if any funding gap is identiified earlier. This is new external funding from UK Government, IRED Committee approval for spend/allocation expected to be obtained in February 2026, with projects developed and delivered in 26/27. £128k budget was approved at December 2025 Council for the purchase of 3 mini-buses with the budget added to 26/27. The buses will however be purchased before 31st March 2026, therefore budget required to be accelerared from 26/27 to fund purchase. Difficulty identifying a suitable site that satisfied planning and ecological concerns has delayed project progress. Suitable site located and project to progress in 26/27. Page 171
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Official# Project - RN 23 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 31/03/2027 31/03/2027 100 1,304 0 0 0 0 0 0 0 1,404 Creation of 3 new all weather pitches at Argyll Park, Lachie Stewart Memorial Park and Mountblow playing fields Revised 50 50 1,354 0 0 0 0 0 0 0 1,404 Explanation Project - RN 33 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 Shared Prosperity Funding - Open Places 31/03/2026 30/09/2026 395 0 0 0 0 0 0 0 0 395 Shared Prosperity Funding - Open Places Revised 395 0 395 0 0 0 0 0 0 0 395 Explanation Contract award extended to September 2026. Two projects planned, Westbridge End Project to upgarde community space including playpark with procurement contract awarded and work expected to start before end of March. Second project involves development of Allotment Site at Overburn Avenue for which work has gone out to tender amd awaiting bids. Tender has been issued for Argyll Park but not yet for Mountblow with discussions ongoing. It was previously anticipated that £50k would be spent on each of the two remaining sites at Argyll Park and Mountblow in 25/26, however with the dealy in tender issue for Mountblow, it is now expected only £50k will be spent on Argyll Park with £50k required to be rephased to 26/27 for project progression. Page 172
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Official# All Projects Approved at P10 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 2027 1,590 0 0 1,590 1,590 0 1,590 0 0 (1,590) RES 7 New Sports Changing Facility Dumbarton West (Old OLSP site) 31 March 2026 31 March 2027 349 9 0 340 349 0 340 0 0 (340) 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 1,569 2,536 0 RES 10 Depot Rationalisation 31 March 2027 31 March 2027 8,500 2,335 500 5,665 8,500 0 1,779 191 500 (1,279) 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 56 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 3,318 30,393 36,055 0 6,528 1,831 3,318 (3,209) RR 4 Regeneration/Local Economic Development 31 March 2026 31 March 2026 6,995 0 258 6,737 6,995 0 258 164 258 0 RR 5 Regeneration Fund 31 March 2028 31 March 2029 10,931 7,107 50 3,774 10,931 0 200 0 50 (150) RR 6 Place Based Investment 31 March 2026 31 March 2026 2,175 1,401 150 625 2,175 0 775 0 150 (625) RR 7 Level Up Funding 31 March 2026 31 December 2027 22,100 11,851 4,379 5,870 22,100 0 5,495 3,385 4,379 (1,116) RR 8 Level Up Capacity Funding 31 March 2026 31 March 2027 320 160 0 160 320 0 160 0 0 (160) RR 9 District Heating Network Expansion 31 March 2028 31 March 2028 11,104 259 201 10,644 11,104 0 201 (30) 201 0 RR 10 Clyde Mission Catalyst Fund 31 March 2026 31 March 2027 2,000 673 625 702 2,000 0 625 378 625 0 RR 13 Pride in Place Impact Fund 31 March 2026 31 March 2027 1,500 0 0 1,500 1,500 0 750 0 0 (750) Total Regulatory and Regeneration 57,125 21,450 5,663 30,012 57,125 0 8,464 3,896 5,663 (2,801) RN 1 Infrastructure - Roads 31 March 2026 31 March 2026 23,010 0 2,658 20,352 23,010 0 2,658 653 2,658 0 RN 2 Flood Risk Management 31 March 2026 31 March 2026 2,180 0 685 1,495 2,180 0 685 33 685 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 48 193 0 RN 5 Vehicle Replacement 31 March 2026 31 March 2026 13,345 0 5,103 8,242 13,345 0 4,975 1,824 5,103 128 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 52 52 0 RN 9 A813 Road Improvement Phase 1 31 March 2026 31 March 2026 1,579 1,379 201 0 1,579 0 201 8 201 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 44,700 987 882 42,832 44,700 0 882 256 882 0 RN 12 River Leven Flood Prevention Scheme 31 March 2026 31 March 2026 381 181 200 0 381 0 200 0 200 0 RN 13 Public non-adopted paths and roads 31 March 2026 31 March 2026 1,893 0 541 1,352 1,893 0 541 49 541 0 RN 14 Cemetery Extension, North Dalnotter 31 March 2026 31 March 2026 264 14 250 0 264 0 250 25 250 0 RN 16 Allotment Development 31 March 2026 31 March 2027 492 312 122 58 492 0 122 23 122 0 RN 18 Play Area Upgrade Programme 31 March 2030 31 March 2030 1,413 0 376 1,037 1,413 0 376 241 376 0 RN 20 Balloch Mountain Bike Track 31 March 2026 31 March 2027 450 7 15 428 450 0 443 4 15 (428) RN 21 Pappert 2G Pitch 31 March 2026 31 March 2026 251 8 242 0 251 0 242 123 242 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 1,450 47 50 1,354 1,450 0 100 0 50 (50) RN 24 Exxon City Deal 31 March 2028 31 March 2028 46,942 11,370 20,585 14,988 46,942 0 20,585 12,080 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 8 278 0 RN 27 Transport Scotland 24-25 Implementation 20MPH Speed Limits 31 March 2028 31 March 2028 458 0 458 0 458 0 458 44 458 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 32 150 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 August 2026 396 0 0 396 396 0 396 0 0 (396) 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 RN 37 CCTV Upgrade at Depots 31 March 2027 31 March 2027 50 0 0 50 50 0 0 0 0 0 RN 38 Gully Motor Purchase 31 March 2027 31 March 2027 275 0 0 275 275 0 0 0 0 0 Total Roads and Neighbourhood 149,455 19,312 35,185 94,958 149,455 0 35,931 15,642 35,185 (746) Overall Total 242,635 43,106 44,166 155,363 242,635 0 50,922 21,370 44,166 (6,756) Full Project Life In Year ITEM 12 - 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