Item 8 - Appendix 2
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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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
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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.
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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.
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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.
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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:
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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
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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
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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
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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.
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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.
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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
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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
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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
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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
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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
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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