Supplementary Document Pack (Bookmarked) IRED 17 08 22
West Dunbartonshire Council · 17 August 2022
Back to Infrastructure, Regeneration & Economic Development Committee — 17 August 2022 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Supplementary Agenda Infrastructure, Regeneration and Economic Development Committee Date: Wednesday, 17 August 2022 Time: 10:00 Format: Hybrid meeting Contact: Email: committee.admin@west-dunbarton.gov.uk Dear Member ITEMS TO FOLLOW I refer to the agenda for the above Meeting of the Infrastructure, Regeneration and Economic Development Committee which was issued on 4 August 2022 and now enclose copies of the reports relating to Items 6, 14 and 16, which were not available for issue at that time. Yours faithfully PETER HESSETT Chief Executive Page 53
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Note referred to:- 6 ROADS & NEIGHBOURHOOD DELIVERY PLAN 2021/22 57- 70 – YEAR END PROGRESS Submit report by the Chief Officer – Roads & Neighbourhood, providing the year-end progress of the 2021/22 Delivery Plan. 14 SUBLEASE OF 3 BIRCH ROAD AND 1 OVERBURN 71 - 74 AVENUE, BROADMEADOW INDUSTRIAL ESTATE, DUMBARTON Submit report by the Chief Officer – Supply, Distribution and Property, seeking approval of the Committee that the Council grant consent for the sublease of 3 Birch Road and 1 Overburn Avenue, Broadmeadow Industrial Estate, Dumbarton. 16 INFRASTRUCUTRE, REGENERATION & ECONOMIC 75 - 115 DEVELOPMENT BUDGETARY CONTROL REPORT 2022/23 TO PERIOD 3 (30 JUNE 2022) Submit report by the Chief Officer – Resources, providing an update on the financial performance to 30 June 2022 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee. Page 54
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Distribution:- Councillor Craig Edward Councillor David McBride (Chair) Councillor Jonathan McColl Councillor Michelle McGinty Councillor John Millar Councillor Lawrence O’Neill (Vice Chair) Councillor Lauren Oxley Councillor Chris Pollock Councillor Martin Rooney Councillor Gordon Scanlan Councillor Clare Steel Councillor Sophie Traynor All other Councillors for information Chief Executive Chief Officer – Regulatory and Regeneration Chief Officer – Supply, Distribution and Property Chief Officer – Roads and Neighbourhood Date of issue: 11 August 2022 Page 55
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer – Roads & Neighbourhood (Shared Service) Committee: Infrastructure, Regeneration and Economic Development Committee: 17 August 2022 Subject: Roads & Neighbourhood Delivery Plan 2021/22 Year End progress 1 Purpose 1.1 This report provides members with the year-end progress of the 2021/22 Delivery Plan. 2 Recommendations 2.1 It is recommended that Committee notes the year-end position for 2021/22. 3 Background 3.1 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 3.2 Progress is reported to this Committee twice yearly, at mid-year and year-end. 4. Main Issues 2021/22 Year-end Performance 4.1 The 2021/22 Delivery Plan was presented to IRED Committee on 12 May 2021 and mid-year progress reported on 17 November 2021. 4.2 Full details of year-end progress are set out at Appendix 1 and summarised below. 4.3 Of the 21 actions set out in the plan, 14 have been completed in year as planned and seven were outstanding. Incomplete actions relate to the following and will be carried forward and completed in 2022/23: Deliver new gymnasium, changing facilities and all weather running track Review business plans to align activities, identify opportunities to reduce duplication, an identify learning opportunities (under R&N services collaborative programme) ITEM 6 Page 57
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Finalise the delivery of a suitable new allotment site with provision for 40 traditional plots Continue to work collaboratively with Argyll & Bute and Inverclyde Councils to develop a best value proposal for procuring the reception, transportation, treatment and compliant disposal of biodegradable municipal waste Produce a business case for the development of a waste transfer station within Council’s boundary Complete phase 1 of the Fit for Service review of waste services Produce a revised service delivery model that reflects the changes in quantities of plastic and glass collections due to the introduction of a national deposit return scheme. 4.4 Data is available for eight of the 16 PIs set out in the plan. Five met or exceeded targets (green), one narrowly missed target (amber) and two were further adrift of targets (red). The latter relate to the following, both of which were impacted by an increase in waste; Tonnage of biodegradable municipal waste landfilled Percentage of total household waste that is recycled 4.5 Five performance indicators showed improvement in both the short and long term trend and one showed improvement in the short trend. 4.5 The full set of PIs will be reported through the Council’s annual performance reporting process later in 2021/22. 4.6 Quality standards were set out in the 2021/22 Delivery Plan to help define what service users can expect to receive, and remind both the organisation and employees of the challenges and obligations they face in delivering best value services. Of the ten PIs measuring quality standards, six met or exceeded targets (green) two narrowly missed target (amber) two were further adrift of the targets (red). Full details are set out in Appendix 2. 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 the service 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 and approved. Page 58
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8 Equalities Impact Assessment 8.1 An EIA is not required with this report, however 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 of the Council. Chief Officer: Gail McFarlane Service Area: Roads & Neighbourhood Date: 17 August 2022 ________________________________________________________________ Person to Contact: Karen Connelly karen.Connelly@west-dunbarton.gov.uk Appendices: Appendix 1: R&N Delivery Plan 2021/22 - Year-end Progress; Appendix 2: R&N Quality Standards 2021/22 - Year-end Progress Background Papers: 2021/22 R&N Delivery Plan Report – IRED Committee, 12 May 2021 2021/22 R&N Delivery Plan Mid-year Report – IRED Committee, 17 November 21 Wards Affected: All Page 59
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Appendix 1 - R&N Year End Delivery Plan 2021/22 2. Supported individuals, families and carers living independently and with dignity Improved wellbeing Action Status Progress Due Date Note Owner Deliver new gymnasium, changing facilities and all weather running track 31-Mar-2022 This action had not progressed as planned, pressures due to the pandemic caused delays in completion which is expected in the first half of 22/23. This action will carried forward to 22/23. Ian Bain 3. Meaningful engagement with active, empowered and informed citizens who feel safe and engaged Fully consulted and involved citizens who are able to make full use of the Community Empowerment Act Performance Indicator 2020/21 2021/22 Owner Value Status Value Target Short Trend Long Trend Note % of adults satisfied with parks and open spaces 86.5% N/A N/A 80% N/A N/A 2020/21 data for LGBF indicators will be available in the first quarter of 2023 following publication by the Improvement Service. Ian Bain % of adults satisfied with refuse collection 82.63% N/A N/A 91% N/A N/A Kenny Lang Page 60
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Performance Indicator 2020/21 2021/22 Owner Value Status Value Target Short Trend Long Trend Note % of adults satisfied with street cleaning 68.9% N/A N/A 82% N/A N/A Ian Bain 5. Efficient and effective frontline services that improve the everyday lives of residents A committed and skilled workforce Action Status Progress Due Date Note Owner Ensure working groups within R&N comprising workforce representatives and Trade Unions address operational concerns 31-Mar-2022 The working groups have been established and are developing and reviewing risk assessments across the Roads Service. The risk assessments have been updated to reflect social distancing requirement and will continue to be reviewed and updated through these established groups as restrictions change. Gail Macfarlane Ensure team meetings continue to take place virtually as a result of the pandemic 31-Mar-2022 The team meetings are in place and continue on a virtual basis. As the restrictions ease the meeting will move to a face to face basis. Gail Macfarlane A continuously improving Council delivering best value Action Status Progress Due Date Note Owner Review business plans to align activities, identify opportunities to reduce duplication, an identify learning opportunities (under R&N services collaborative programme) 31-Mar-2022 Due to the pandemic the majority of work was done on a reactive basis, which was undertaken on a fully collaborative basis. Business plans are under review for the new financial year to Gail Macfarlane Page 61
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Action Status Progress Due Date Note Owner identify sharing opportunities such as joint procurement exercises. Action carried forward to 2022/23. Risk Description Current Assessment Target Assessment Date Reviewed Note Owner COVID-19 impact on Roads & Neighbourhood Protection Roads & Neighbourhood is faced with significant demands for protection in relation to additional and constant changing legislation and guidelines, PPE requirements, supply chain, cost of PPE and ensuring workforce safety. 31-Mar-2022 In areas of front line dependency, resilience measures have been identified. Adequate PPE is available and provided as required in addition strong protocols are in place and with the continued rollout of the vaccine the likelihood of this risk is reduced. Contingency measures can be put in place if required for key service activity. No change to risk matrix Gail Macfarlane COVID-19 impact on Roads & Neighbourhood Service Delivery Roads & Neighbourhood is faced with significant delivery demands in relation to moving services online, disruption, reduction and quality. 31-Mar-2022 As a predominantly front line service, limited activities require to be on line and those that do are now in place. Whilst most services area at full operational, with the continued uncertainty regarding the easing of restrictions including isolation requirements this risk will remain at the same status until the stability is sustained. No change to risk matrix Gail Macfarlane COVID-19 impact on Roads & Neighbourhood Workforce Roads & Neighbourhood is faced with significant workforce demands in relation to absence, reduction, recruitment and wellbeing. 31-Mar-2022 The service has reviewed and updated risk assessments to reflect current restrictions and movement restrictions PPE is available as required to ensure workforce safety. With the continued uncertainty regarding the easing of restrictions including isolation requirements this risk will remain at the same status until the stability is sustained. No change to risk matrix Gail Macfarlane Page 62
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Sustainable and attractive local communities Performance Indicator 2020/21 2021/22 Owner Value Status Value Target Short Trend Long Trend Note Tonnage of biodegradable municipal waste landfilled 27,208 17,263 13,300 Whilst this figure is higher than target, we continue to make incremental improvements each quarter, with a significant improvement since previous year. There has been an increased in the overall tonnage collected which continues to impact on this indicator. Kenny Lang % Residents satisfied with roads maintenance 46% 38% 41.5% Based on the LGBF comparative data Liam Greene Cost of parks & open spaces per 1,000 population £ £42,733 .00 N/A N/A £41,500.00 N/A N/A 2020/21 data for LGBF indicators will be available in the first quarter of 2023 following publication by the Improvement Service. Ian Bain Net waste collection cost per premises £50.60 N/A N/A £55.80 N/A N/A Kenny Lang Net waste disposal cost per premises £132.20 N/A N/A £134.00 N/A N/A Kenny Lang Net cost of street cleaning per 1,000 population £ £21,734 .00 N/A N/A £21,500.00 N/A N/A Ian Bain Road maintenance cost per kilometre £ £13,622 .00 N/A N/A £14,000.00 N/A N/A Liam Greene Street Cleanliness Index - % Clean 84.9 94.1% 93 Target exceeded. Ian Bain % of Class A roads that should be considered for maintenance treatment 10-12 26.9% 19.5% 24% Target exceeded. Liam Greene % of Class B roads that should be considered for maintenance treatment 10-12 19% 18.9% 24.5% Target exceeded. Liam Greene % of Class C roads that should be considered for maintenance treatment 10-12 27% 26.9% 30% Target exceeded. Liam Greene Page 63
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Performance Indicator 2020/21 2021/22 Owner Value Status Value Target Short Trend Long Trend Note Percentage of unclassified roads that should be considered for maintenance treatment 40.8% 33.4% 37% Target exceeded. Liam Greene % of total household waste that is recycled 34.2% 37% 60% Year-end target significantly missed with shows low improvement in recycling figures, but indicates that we are moving towards a period of stability, and working towards, minimising waste to landfill. The impact of additional waste through residual collections has impacted on our recycling rate. Work is underway to educate the community and help deliver change, and allow WDC to meet our recycling objectives. Kenny Lang Action Status Progress Due Date Note Owner Finalise the delivery of a suitable new allotment site with provision for 40 traditional plots 31-Mar-2022 The overall delivery of this project has been delayed due to Covid-19. Draft plans have now been developed and the project will be progressed in 22/23. Action carried forward to 2022/23. Ian Bain Implement the Food Growing Strategy action plan for West Dunbartonshire 31-Mar-2022 Action completed successfully. Ian Bain Review the local bio diversity action plan in prep for developing new plan in 22/23 31-Mar-2022 Action completed successfully. A new plan will be developed in 22/23. Ian Bain Improve and increase local plant and animal species diversity, including greenspaces, parks and wider landscapes 31-Mar-2022 Action completed successfully. An audit of existing species has been completed as planned and additional areas have been developed that will increase species diversity. Ian Bain Explore alternative methods of weed control 31-Mar-2022 Trials of alternative non chemical methods of weed control have taken place. No suitable alternative has been identified and further trials will continue into 22/23. Ian Bain Continue to collaborate with the Scottish Government to identify opportunities for the transition to electric fleet and installation of electric charging points 31-Mar-2022 Action completed successfully. 7 charging points installed over 2021/22 with funding secured for an additional 2 in 2022/23. The team have also participated in workshops with the GCR to investigate future needs and opportunities for investment. Liam Greene Roll out the installation of electric vehicle charging points at key car parks 31-Mar-2022 Action completed successfully. Liam Greene Page 64
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Action Status Progress Due Date Note Owner Develop and implement active and sustainable travel routes to support a change in travel behaviour 31-Mar-2022 Action completed successfully. Active travel officer now recruited and developing active travel routes. Liam Greene Progress the Gruggies Burn flood alleviation scheme 31-Mar-2022 Action completed successfully. Roads Capital team progressing with site investigation works to finalise design. Liam Greene Review the proposed actions and interventions arising from the River Leven flood study 31-Mar-2022 Action completed successfully. Report currently with SEPA and await feedback on next steps and prioritisation. Liam Greene Participate in the Loch Lomond flood study 31-Mar-2022 Action completed successfully. The service continues to participate and liaise with National Park team as required. Liam Greene Continue to work collaboratively with Argyll & Bute and Inverclyde Councils to develop a best value proposal for procuring the reception, transportation, treatment and compliant disposal of biodegradable municipal waste 31-Mar-2022 This action is progressing and will continue over to 2022/23, the action will not be completed until around the same time as the landfill ban 2025. We will continue to liaise with key stakeholders to agree our approach, a draft proposal will be prepared and timelines agreed for our procurement exercise in advance of the current contract expiry. Kenny Lang Produce a business case for the development of a waste transfer station within Council’s boundary 31-Mar-2022 This action will continue over to 2022/23.Waste services will review the development of the first stage business plan with the consultants within 6 months and will report outputs to senior management thereafter. Kenny Lang Complete phase 1 of the Fit for Service review of waste services 31-Mar-2022 This action is progressing and will continue over to 2022/23, we have engaged with key stakeholders, to agree our approach. The next steps include, Design approach and timelines for activity including communications thereafter roll out changes/ improvements. Kenny Lang Produce a revised service delivery model that reflects the changes in quantities of plastic and glass collections due to the introduction of a national deposit return scheme. 31-Mar-2022 This action is progressing and will continue over to 2022/23. The Deposit return scheme has been delayed until August 2023. We continue to work internally towards the new deadline. Kenny Lang Review the composition of the vehicle fleet and ensure the conversion from the current diesel powered fleet to a low /zero CO2 emissions fleet is implemented in a planned and sustainable way (via Fleet Strategy) 31-Mar-2022 All milestones have been completed, and Fleet services are working towards a more sustainable fleet solution. Regular meetings with services users have been established, to discuss individual requirement and work towards a greener tomorrow. Kenny Lang Review the implications of the Transport (Scotland) Act 2019 in relation to pavement parking and develop an action plan in response to the requirement to enforce it, reflecting Scottish Government guidance 31-Mar-2022 Action completed successfully. Action plan prepared. Liam Greene Page 65
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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. 31-Mar-2022 There is a high likelihood of increased deaths in winter 2021 due to Covid-19 and influenza. However, we have well- rehearsed measures in place to deal with the challenges this will present. No change to risk matrix Ian Bain Impact of major adverse weather incidents on services A significant period of adverse weather may result on failure to deliver key operational functions of E&N services 31-Mar-2022 The Business Continuity Plan would come into effect in the event of a major adverse weather incident. No change to risk matrix Ian Bain; Kenny Lang 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. 31-Mar-2022 Status maintained. Cyclical maintenance undertaken to mitigate any risk. 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. 31-Mar-2022 The service continued to address urgent defects throughout the pandemic. As restrictions have eased the full roads service delivery has recommenced. No change to risk matrix. Liam Greene 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. 31-Mar-2022 Council participates in the Scottish Government Liquid Fuels Framework and contributes to the work of the Scottish Government Fuel Resilience Group. There are no issues with fuel at this time. No change to risk matrix. Kenny Lang Page 66
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Risk Description Current Assessment Target Assessment Date Reviewed Note Owner Councils Assets 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, housing stock, roads and lighting, fleet and open space 31-Mar-2022 The current plan will continue into 2022/23. The new 5 year Corporate Asset Management Strategy and Property Action Plan will be developed in 2022/23 to ensure it meets the aspirations of the new Strategic Plan. No change to risk matrix. Craig Jardine; Michelle Lynn; Gail Macfarlane; Alan Young Action Status Overdue Completed PI Status Significantly Missed Target Narrowly Missed Target Met or Exceeded Target Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Risk Status Alert High Risk Warning Page 67
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Appendix 2 - R&N Quality Standards 2021/22 Quality Standards 2021/22 Fleet & Waste Performance Indicator 2020/21 2021/22 Owner Value Status Value Target Short Trend Long Trend Note Percentage of missed bins collected within 3 working days of being reported 100% 98.5% 100% Kenny Lang WM5: Percentage of abandoned vehicles that require to be removed by the council that are removed within 14 days 100% 100% 100% Target achieved. Kenny Lang Greenspace Performance Indicator 2020/21 2021/22 Owner Value Status Value Target Short Trend Long Trend Note Percentage of offensive graffiti removed within 24 hours of being reported 100% 100% 100% Target achieved. Ian Bain Percentage of non-offensive graffiti removed within 5 working days of being reported 100% 100% 100% Target achieved. Ian Bain Page 69
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Roads & Transportation Performance Indicator 2020/21 2021/22 Owner Value Status Value Target Short Trend Long Trend Note Percentage of emergency road related defects repaired within 2 hours of being reported 100% 100% 100% Target achieved. Liam Greene Percentage of serious road related defects repaired within 2 working days of being reported 86.1% 85.1% 100% Adrift of target Reduction in available resources and backlog of works impacted response times. Additional resources and working practices will be reviewed to bring service levels back in line Liam Greene Percentage of non-serious road related defects repaired within 7 working days of being reported 78.2% 72.2% 100% Target not achieved. Reduction in available resources and backlog of works impacted response times. Additional resources and working practices will be reviewed to bring service levels back in line Liam Greene Percentage of routine road related defects repaired within 28 working days of being reported 46.7% 38.8% 100% Target not achieved. Reduction in available resources and backlog of works impacted response times. Additional resources and working practices will be reviewed to bring service levels back in line Liam Greene RL2: Percentage of all traffic light repairs completed within 48 hours 98.6% 100% 100% Improved performance from previous year. Target achieved. Liam Greene RL3: Percentage of all street light repairs completed within 7 days 100% 99% 99% Target achieved. Liam Greene PI Status Significantly Missed Target Narrowly Missed Target Met or Exceeded Target Long Term Trends Improving No Change Getting Worse Short Term Trends Improving No Change Getting Worse Page 70
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer: Supply, Distribution and Property Infrastructure Regeneration and Economic Development Committee: 17 August 2022 ___________________________________________________________________ Subject: Sublease of 3 Birch Road and 1 Overburn Avenue, Broadmeadow Industrial Estate, Dumbarton 1. Purpose 1.1 The purpose of this report is to seek the approval of the Committee that the Council grant consent to approve for the sublease of 3 Birch Road and 1 Overburn Avenue, Broadmeadow Industrial Estate, Dumbarton. 2. Recommendations 2.1 It is recommended that the Committee: (i) Approve the sublease of the 1 Overburn Avenue from Aggreko to Complete Paving Requirements (Scotland) Limited (SC236251) with a rental of £45,000pa for remainder of lease, which is for a further 76 years. (ii) Approve the sublease of the 3 Birch Road from Aggreko to HBR Dumbarton Limited (SC405581) with a rental of £21,750pa for remainder of lease, which is for a further 77 years. (iii) Authorise the Chief Officer, Supply, Property and Distribution to conclude negotiations. (iv) Authorise the Chief Officer, Regulatory and Regeneration to conclude the transaction on such conditions as considered appropriate. 3. Background 3.1 The sites are wholly owned by West Dunbartonshire Council and are classed as Common Good ground, these site must stay within West Dunbartonshire Council ownership. 3.2 Dumbarton District Council entered into the lease with Aggreko for 3 Birch Road on November 1st August 1990 for a period of 109 years. ITEM 14 Page 71
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3.3 West Dunbartonshire Council entered into the lease with Aggreko for 1 Overburn Avenue on 28th November 1998 for a period of 100 years. 3.4 The sites are currently occupied by Aggreko on long leases, however due to Aggreko having their new unit located at Lomond gate the sites at Birch Road and Overburn Avenue are now surplus to their requirements. 3.5 Two local companies have approached Aggreko looking to expand their business within the Dumbarton area and are keen to sublease the sites from Aggreko, to enable business expansion. 4. Main Issues 3 Birch Road 4.1 The site is let to Aggreko for a term of 100 years with 77 years remaining. 4.2 Aggreko have been approached by HBR Dumbarton Limited to sublease the site at 3 Birch Road. 4.3 HBR Dumbarton Limited are a local company who specialises in mechanical, accident repair and recovery. Along with specialising in body work, powder- coating and alloy restoration. They are a local business who have been operating within Dumbarton for 11 years, growing a successful business. 1 Overburn Avenue 4.4 The site is let to Aggreko for a term of 100 years with 76 years remaining. 4.5 Aggreko have been approached by CPR (Scotland) Limited to sublease the site at 1 Overburn Avenue. 4.6 CPR (Scotland) Ltd are a Resurfacing and Civil Engineering Contractor who have been trading within West Dumbarton for a period of 21 years, with their business successfully growing over the years. CPR are now looking to expand their business further. 4.7 Should either company cease trading then Aggreko would be liable for the remainder of the term of the lease thus the Council would not be at any detriment. 4.8 Both leases have been subject to recent rent reviews and this is reflective in the current rental figure and upward only rent reviews will take place every 5 years. Page 72
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5. People Implications 5.1 There are no significant people implications other than the legal department documentation to conclude the subleases. 6. Financial and Procurement Implications 6.1 The Council will benefit from a continued rental for a period of 76/77 years with 5 yearly upward only rent reviews. 6.2 The rental values reflect current market rents, which have been agreed as of this year. 6.3 There are no procurement implications arising from this report. 7. Risk Analysis 7.1 As with any transaction of this nature there is a risk of the sublease not proceeding due to issues which arise during the due diligence process and the site will fall back to the responsibility of Aggreko for the remainder of the leases. 8. Environmental Sustainability 8.1 We are keeping industrial businesses located within an area which is classed for industrial use. 9. Equalities Impact Assessment (EIA) 9.1 An Equality Impact Assessment is not applicable for the purpose of this report. 10. Consultation 10.1 Consultations of other departments are not applicable for the purpose if this report. 11. Strategic Assessment 11.1 By agreeing to this proposal the Council will benefit in terms of receiving an ongoing rental for a further period of 76/77 years with upwards only rent reviews. Page 73
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11.2 The sub leases would enable two local companies to expand their business’ providing more jobs within the local community thus contributing to the Council’s strategic priority for a strong local economy and improved job opportunities. Angela Wilson Chief Officer: Supply, Distribution and Property Date: 2 August 2022 Person to Contact: Michelle Lynn, Asset Coordinator. Email: michelle.lynn@west-dunbarton.gov.uk Cassie McAteer, Estates Surveyor. Email: cassie.mcateer@west-dunbarton.gov.uk Appendices: None Background Papers: None Wards Affected: Ward 3 Page 74
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WEST DUNBARTONSHIRE COUNCIL Report by Chief Officer - Resources Infrastructure, Regeneration & Economic Development Committee: 17 August 2022 ___________________________________________________________________ Subject: Infrastructure, Regeneration & Economic Development Budgetary Control Report 2022/23 to Period 3 (30 June 2022) 1. Purpose 1.1 This report provides an update on the financial performance to 30 June 2022 of those services under the auspices of the Infrastructure, Regeneration & Economic Development Committee (IRED). 2. Recommendations 2.1 Members are asked to: i) note the contents of this report showing the revenue budget forecast to overspend against budget by £0.486m (4.00%) at the year-end, of which £0.064m is COVID-19 related, therefore the non-covid variance is currently projected at £0.422m adverse; ii) note the net projected annual position in relation to relevant capital projects which is highlighting a projected variance of £1.962m (1.09%) due to slippage of £1.971m (1.10%) and an underspend of £0.009m (0.001%). iii) note the progress on efficiencies incorporated into budgets for 2022/23; and iv) note the projects to be accelerated. 3. Background Revenue 3.1 At the meeting of West Dunbartonshire Council on 9 March 2022, Members agreed the revenue estimates for 2022/23. A total net budget of £12.891m was approved for IRED services. Capital 3.2 At the meeting of Council on 9 March 2022, Members also agreed the updated 10 year General Services Capital Plan for 2022/2023 to 2031/2032. The next three years from 2021/22 to 2023/24 have been approved in detail with the remaining years being indicative at this stage. The total project life budget approved for projects that have either commenced or are due to commence in that period total £179.698m. ITEM 16 Page 75
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4. Main Issues Revenue Budget 4.1 The current budgetary position is summarised in Appendix 1. A more detailed analysis by service is given in Appendix 2. Of the 13 services monitored 7 are showing either a favourable or nil variance, with 6 services showing an adverse variance. Comments are shown in Appendix 3 when there are projected net annual variances greater than £0.050m and also where the net variance is below £0.050m but there are offsetting variances of over £0.050m within the service. 4.2 Appendix 1 shows the probable outturn for the services at £13.305m. As the annual budget is £12.819m there is currently a projected adverse variance for the year of £0.486m, of which £0.064m is COVID-19 related, therefore the non-covid variance is currently projected at £0.422m adverse. 4.3 Officers will continue to manage the budgets as closely as possible throughout the year and it is hoped that by tight budgetary control expenditure may be brought in on line. Capital Budget 4.4 The overall programme summary report is shown in Appendix 4. Information on projects in the red category for probable underspends or overspends in- year and in total is provided in Appendices 5 together with additional information on action being taken to minimise or mitigate slippage and/or overspends where possible and detail on projects within the green category are shown in Appendix 6.The analysis shows that for the in-year planned spend there is currently a projected in-year variance of £1.962m of which £1.971m relates to project slippage and an in-year underspend of £0.009m. Officers review regularly the in-year position to consider options to maximise the effective use of capital resources 4.5 From the analysis within the appendices it can be seen that there is one project with forecast slippage over £0.500m, as listed as follows: Project Name Slippage (£m) Bus Cycling and Walking Infrastructure 0.552 5. People Implications 5.1 There are no people implications. 6. Financial Implications 6.1 Other than the financial position noted above, there are no financial implications of the budgetary control report. Officers are currently reviewing Page 76
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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 for both the revenue and capital budgets. 7.2 Assumptions around service demand and timing of nationally agreed changes through the phasing out of lockdown change regularly and therefore there is a significant risk that the projected year end budgetary position will change from that reported. 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: 21 July 2022 Person to Contact: Jackie Thomson - Business Unit Finance Partner, 16 Church Street, Dumbarton, G81 1QL. e-mail jackie.nicol-thomson@west-dunbarton.gov.uk Appendices: Appendix 1 - Summary Budgetary Position (Revenue) Appendix 2– Detailed Budgetary Position (Revenue) Page 77
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Appendix 3 – Variance Analysis (Revenue) Appendix 4 – Budgetary Position (Capital) Appendix 5 – Variance Analysis Red Status (Capital) Appendix 6 - Variance Analysis Green (Capital) Background Papers: None Wards Affected: All Page 78
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 1 REVENUE BUDGETARY CONTROL 2022/23 IRED SUMMARY MONTH END DATE 30 June 2022 Total Budget 2022/23 Spend to Date 2022/23 Forecast Spend 2022/23 Annual RAG Status Net Variance Attributable to Covid Underlying Variance Excluding Covid £000 £000 £000 £000 % £000 £000 (266) (11) (206) 60 -23% 0 60 (592) (149) (493) 99 -17% 0 99 610 234 610 0 0% 0 0 2,933 842 3,013 80 3% 0 80 7,503 1,876 7,503 0 0% 0 0 187 (10) 168 (19) -10% 0 (19) (193) (113) (230) (37) 19% 0 (37) (1,031) (154) (991) 40 -4% 0 40 7,978 1,862 8,199 221 3% 221 (2,315) (198) (2,313) 2 0% 69 (67) 245.55 437 208 (38) -15% (5) (32) Depots 0 61 0 0 0% 0 0 (2,239) 1,662 (2,162) 78 -3% 0 78 12,819 6,339 13,305 486 4% 64 422 Transport, Fleet & Maintenance Services Service / Subjective Summary Annual Variance 2022/23 Corporate Asset Maintenance Consultancy Services Roads Services Grounds Maintenance & Street Cleaning Client Outdoor Services Burial Grounds Crematorium Waste Services Corporate Assets /Capital Investment Programme Economic Development Ground Maintenance & Street Cleaning Trading A/c Total Net Expenditure Page 79
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2022/23 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2022 PERIOD 3 Actual Outturn 2021/22 Total Budget 2022/23 Spend to Date 2022/23 Forecast Spend 2022/23 RAG Status £000 £000 £000 £000 £000 % 18,274 Employee 19,032 4,391 19,201 170 1% 3,921 Property 3,392 370 3,485 93 3% 4,547 Transport and Plant 4,571 543 4,736 164 4% 10,643 Supplies, Services and Admin 11,744 1,453 10,753 (991) -8% 9,414 Payments to Other Bodies 9,369 2,095 9,357 (12) 0% 390 Other 557 0 557 0 0% 47,189 Gross Expenditure 48,666 8,851 48,090 (576) -1% (32,144) Income (35,846) (2,512) (34,785) 1,062 3% 15,046 Net Expenditure 12,819 6,339 13,305 486 4% £000 £000 £000 £000 £000 % 2,006 Employee 1,676 426 1,706 30 2% 57 Property 49 12 49 0 0% 59 Transport and Plant 67 17 67 0 0% 1,329 Supplies, Services and Admin 3,070 183 1,980 (1,090) -36% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 3,451 Gross Expenditure 4,862 638 3,802 (1,060) -22% (3,648) Income (5,128) (649) (4,008) 1,120 22% (197) Net Expenditure (266) (11) (206) 60 -23% £000 £000 £000 £000 £000 % 1,721 Employee 1,758 396 1,719 (39) -2% 93 Property 81 0 84 2 3% 1,919 Transport and Plant 2,068 93 2,218 150 7% 509 Supplies, Services and Admin 567 19 567 0 0% 1 Payments to Other Bodies 0 (0) 0 0 0% 0 Other 0 0 0 0 0% 4,243 Gross Expenditure 4,475 508 4,588 113 3% (4,626) Income (5,067) (657) (5,081) (14) 0% (383) Net Expenditure (592) (149) (493) 99 -17% £000 £000 £000 £000 £000 % 1,092 Employee 833 232 833 0 0% 0 Property 0 0 0 0 0% 6 Transport and Plant 7 1 7 0 0% 4 Supplies, Services and Admin 5 1 5 0 0% 45 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 1,147 Gross Expenditure 845 234 845 0 0% (528) Income (235) 0 (235) 0 0% 619 Net Expenditure 610 234 610 0 0% £000 £000 £000 £000 £000 % 2,707 Employee 2,794 609 2,860 65 2% 226 Property 216 8 235 19 9% 697 Transport and Plant 552 122 556 4 1% 2,423 Supplies, Services and Admin 2,113 106 2,136 23 1% 817 Payments to Other Bodies 836 0 836 0 0% 0 Other 0 0 0 0 0% 6,871 Gross Expenditure 6,513 846 6,623 111 2% (4,212) Income (3,580) (4) (3,610) (30) -1% 2,658 Net Expenditure 2,933 842 3,013 80 3% Service Summary Annual Variance 2022/23 All Services Corporate Asset Maintenance Transport, Fleet & Maintenance Services Consultancy Services Roads Services Page 80
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2022/23 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2022 PERIOD 3 Actual Outturn 2021/22 Total Budget 2022/23 Spend to Date 2022/23 Forecast Spend 2022/23 RAG Status Service Summary Annual Variance 2022/23 £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 0 Property 0 0 0 0 0% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 7,360 Payments to Other Bodies 7,503 1,876 7,503 0 0% 0 Other 0 0 0 0 0% 7,360 Gross Expenditure 7,503 1,876 7,503 0 0% 0 Income 0 0 0 0 0% 7,360 Net Expenditure 7,503 1,876 7,503 0 0% £000 £000 £000 £000 £000 % 61 Employee 111 14 58 (53) -48% 84 Property 85 13 109 24 28% 0 Transport and Plant 0 0 0 0 0% 113 Supplies, Services and Admin 117 3 117 0 0% 62 Payments to Other Bodies 45 12 55 10 22% 0 Other 0 0 0 0 0% 320 Gross Expenditure 358 41 339 (19) -5% (144) Income (171) (51) (171) 0 0% 176 Net Expenditure 187 (10) 168 (19) -10% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 21 Property 23 1 24 1 4% 0 Transport and Plant 0 0 0 0 0% 0 Supplies, Services and Admin 0 0 0 0 0% 425 Payments to Other Bodies 442 0 442 0 0% 0 Other 0 0 0 0 0% 447 Gross Expenditure 465 1 466 1 0% (666) Income (658) (114) (696) (38) -6% (220) Net Expenditure (193) (113) (230) (37) 19% £000 £000 £000 £000 £000 % 199 Employee 191 49 194 3 2% 161 Property 166 16 180 14 8% 0 Transport and Plant 0 0 0 0 0% 18 Supplies, Services and Admin 18 3 19 0 2% 37 Payments to Other Bodies 33 6 31 (3) -8% 0 Other 0 0 0 0 0% 415 Gross Expenditure 409 75 424 15 4% (1,364) Income (1,440) (229) (1,415) 25 2% (949) Net Expenditure (1,031) (154) (991) 40 -4% £000 £000 £000 £000 £000 % 3,034 Employee 2,850 742 3,026 176 6% 175 Property 146 (8) 155 8 6% 1,066 Transport and Plant 1,037 187 991 (47) -4% 5,275 Supplies, Services and Admin 5,149 1,006 5,227 78 2% 2 Payments to Other Bodies 22 0 22 0 0% 0 Other 0 0 0 0 0% 9,551 Gross Expenditure 9,205 1,926 9,420 216 2% (1,118) Income (1,227) (63) (1,222) 5 0% 8,434 Net Expenditure 7,978 1,862 8,199 221 3% Grounds Maintenance & Street Cleaning Client Outdoor Services Crematorium Burial Grounds Waste Services Page 81
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 2 REVENUE BUDGETARY CONTROL 2022/23 IRED COMMITTEE DETAIL PERIOD END DATE 30 June 2022 PERIOD 3 Actual Outturn 2021/22 Total Budget 2022/23 Spend to Date 2022/23 Forecast Spend 2022/23 RAG Status Service Summary Annual Variance 2022/23 £000 £000 £000 £000 £000 % 1,138 Employee 1,405 273 1,406 1 0% 1,794 Property 1,767 237 1,769 2 0% 3 Transport and Plant 8 1 8 0 0% 74 Supplies, Services and Admin (39) 3 (39) (0) 0% 47 Payments to Other Bodies 43 8 42 (1) -2% 0 Other 0 0 0 0 0% 3,056 Gross Expenditure 3,185 522 3,186 2 0% (2,968) Income (5,500) (720) (5,500) (0) 0% 88 Net Expenditure (2,315) (198) (2,313) 2 0% £000 £000 £000 £000 £000 % 620 Employee 989 234 976 (13) -1% 489 Property 22 7 23 1 4% 2 Transport and Plant 4 0 1 (3) -78% 13 Supplies, Services and Admin 16 2 13 (3) -20% 618 Payments to Other Bodies 444 194 426 (18) -4% 0 Other 0 0 0 0 0% 1,743 Gross Expenditure 1,477 437 1,439 (38) -3% (976) Income (1,231) 0 (1,231) 0 0% 767 Net Expenditure 246 437 208 (38) -15% £000 £000 £000 £000 £000 % 0 Employee 0 0 0 0 0% 485 Property 504 63 510 7 1% 0 Transport and Plant 0 0 0 0 0% 16 Supplies, Services and Admin 15 (2) 15 0 0% 0 Payments to Other Bodies 0 0 0 0 0% 0 Other 0 0 0 0 0% 501 Gross Expenditure 519 61 525 7 1% (501) Income (519) 0 (525) (7) -1% 0 Net Expenditure 0 61 0 0 0% £000 £000 £000 £000 £000 % 5,696 Employee 6,425 1,416 6,425 0 0% 334 Property 332 21 347 16 5% 796 Transport and Plant 827 121 888 61 7% 869 Supplies, Services and Admin 712 129 713 1 0% 0 Payments to Other Bodies 0 0 0 0 0% 390 Other 557 0 557 0 0% 8,085 Gross Expenditure 8,852 1,687 8,929 78 1% (11,393) Income (11,091) (25) (11,091) 0 0% (3,308) Net Expenditure (2,239) 1,662 (2,162) 78 -3% Economic Development Depots Ground Maintenance & Street Cleaning Trading A/c Corporate Assets /Capital Investment Programme Page 82
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2022/23 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % Corporate Asset Maintenance (266) (206) 60 -23% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Transport, Fleet & Maintenance Services (592) (493) 99 -17% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome 30 June 2022 Budget Details Variance Analysis Variance This service manages and undertakes repairs and maintenance to public buildings Lower than budgeted income due to a reduced programme of CAMS work delviered by subcontractor partners None - although service will endeavour to reduce the adverse variance where possible Surplus to be less than target Surplus slightly less than target Transport services across WDC There is a favourable variance (£39k) against employee costs due to a number of vacancies. However this is more than offset by higher fuel costs (£150k), which will follow through to higher recharges to services. The level of internal recharges is under review Page 83
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2022/23 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 30 June 2022 Budget Details Variance Analysis Variance Roads Services 2,933 3,013 80 3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Outdoor Services 187 168 (19) -10% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome An adverse variance is anticipated This service relates to Roads operations, design, structures, street lighting, road safety and school crossing patrols Employee costs are adverse (£65k) because overtime is projected to be in excess of budget although this is partly offset by additional grant income (£30k). Electricity (£19k) and street lighting (£22k) costs have increased during the year to a level not anticipated when the budget was set. management will continue to monitor all budget heads with a view to minimising the overspend This service covers the outdoor sporting facilities provided by WDC and public conveniences Employee costs are favourable (£53k) because of a number of vacancies. This favourable variance has offset the adverse variance against electricity/gas (£24k). none necessary small favourable variance Page 84
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2022/23 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 30 June 2022 Budget Details Variance Analysis Variance Ground Maintenance & Street Cleaning Trading A/c (2,239) (2,162) 78 -3% Service Description Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Burial Grounds (193) (230) (37) 19% Service Description This service provides burial services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Crematorium (1,031) (991) 40 -4% Service Description This service provides crematorium services within the Council area Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Waste Services 7,978 8,199 221 3% Service Description Waste Collection and Refuse disposal services Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Trading operation providing grounds maintenance and street cleaning services Property costs are adverse due to electricity costs. Fuel (£41k) and tyre (£20k) costs have increased to a level not anticipated when the budget was set. None possible at this time A small adverse variance is anticipated Overspend anticipated Gas costs are higher than budgeted (£15k) while income is projected to be less than budgeted , particularly from plaques/books of remembrance etc (£25k) management will continue to monitor all budget heads with a view to minimising the overspend none possible at present Employee costs are higher (£176k) as projected savings from waste route optimisation ,which depend on operating from a single depot, are not yet achievable . Expenditure on bin replacements is higher (£71k) than anticipated when the budget was set. These have been partly offset by reduced vehicle hires (£45k). None necessary A favourable variance is anticipated Income from internments/lairs is projected to exceed budget. small overspend Page 85
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 3 REVENUE BUDGETARY CONTROL 2022/23 ANALYSIS FOR VARIANCES OVER £50,000 PERIOD END DATE Total Budget Forecast Spend RAG Status £000 £000 £000 % 30 June 2022 Budget Details Variance Analysis Variance Corporate Assets /Capital Investment Programme (2,315) (2,313) 2 0% Service Description This service provides asset and estate management Main Issues / Reason for Variance Mitigating Action Anticipated Outcome Overall Corporate Assets/ Capital Investment Programme has a small adverse variance of £3k. However, there are favourable and adverse variances which offset each other. The main ones being: There has been an over recovery of income of £35k due to good estates management and maximising income. There is also a favourable variance on employee costs of £70k due to current vacancies. However, there is an adverse variance because, Aon/BAM PPP issued an Insurance Cost Sharing Report in December 2020, with a cost share of £117k to the Authority. In May 2021 they issued a statement that there was an error in the report and the sum should have read a cost share of £18k and not £117k. All information was passed to WDC’s insurance broker for review who have recently confirmed there is no grounds to challenge the revised figure. This results in and adverse variance of £104k within supplies and services. Income and expenditure will continue to be monitored throughout the year. A small overspend is anticipated Page 86
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 4 GENERAL SERVICES CAPITAL PROGRAMME OVERALL PROGRAMME SUMMARY MONTH END DATE PERIOD Spend to Date Spend to Date £000 £000 Red 16 20% 6,066 12% 16 20% 525 64% Amber 0 0% 0 0% 0 0% 0 0% Green 65 80% 45,860 88% 65 80% 291 36% 81 100% 51,926 100% 81 100% 816 100% Budget Spend to Date Forecast Spend Forecast Variance Budget Spend to Date Forecast Spend Forecast Variance Slippage Over/ (Under) £000 £000 £000 £000 £000 £000 £000 £000 £000 £000 PL CY 33,016 6,066 32,842 (175) 14,898 525 4,682 (10,215) (9,471) (744) -1% -69% 0 0 0 0 0 0 0 0 0 0 #DIV/0! #DIV/0! 146,682 45,860 144,895 (1,788) 32,622 291 30,787 (1,836) (693) (1,144) -1% -6% 179,698 51,926 177,736 (1,962) 47,520 816 35,469 (12,052) (10,164) (1,888) 30 June 2022 03 January 1900 Project Status Analysis Project Life Status Analysis Current Year Project Status Analysis Number of Projects at RAG Status % Projects at RAG Status % Project Spend at RAG Status Number of Projects at RAG Status % Projects at RAG Status Red % Project Spend at RAG Status Red Projects are forecast to be overspent and/or experience material delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE Project Life Financials Current Year Financials Projects are on target both in relation to overall budget and the forecast stages in the project life cycle and no issues are anticipated at this time TOTAL EXPENDITURE Projects are forecast to be overspent and/or significant delay to completion Amber Projects are either at risk of being overspent and/or delay in completion (although this is unquantifiable at present) or the project has any issues that require to be reported at this time Green Page 87
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % Project Life Financials 61 3 5% 61 (0) 0% Current Year Financials 55 0 0% 58 3 5% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 Project Life Financials 342 237 69% 347 5 1% Current Year Financials 110 0 0% 16 (94) -85% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-24 31-Mar-24 Project Life Financials 80 19 24% 80 0 0% Current Year Financials 61 1 1% 30 (31) -51% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-24 31-Mar-24 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre Installation of Solar PV at Clydebank Leisure Centre. Planned End Date Forecast End Date Replace obsolete boilers (plant greater than 30 years old). Replace obsolete boilers (plant greater than 30 years old). Main Issues / Reason for Variance Technical scope currently being compiled and will be passed to procurement in July for tender issue. Anticipate works to start October 2022. Mitigating Action Opportunities to mitigate are limited at this stage. Anticipated Outcome Complete in 2022/23. Anticipated Outcome Retention for St Mary's Primary School and design fees this year. Insufficient budget available to carry out Hub works. Planned End Date Forecast End Date Main Issues / Reason for Variance Await chimney inspection report and appointment of consultant for HUB CEC. Due to complications in installing heat pump anticipate only design fees spend this year and release of the retention for works at St Marys Primary School, Alexandria. Mitigating Action None available at this time. Planned End Date Forecast End Date Main Issues / Reason for Variance Further orders have been raised and await invoices. Total expenditure this financial year estimated to be £0.030m with the rest of the funding to be carried forward into next financial year. Mitigating Action None available at this time Energy Projects quick wins Spend to Save projects. Anticipated Outcome Anticipate some spend this year and the remainder to be rephased into 2023/24. Page 88
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre Project Life Financials 344 86 25% 344 0 0% Current Year Financials 258 0 0% 80 (178) -69% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-24 31-Mar-24 Project Life Financials 160 0 0% 160 0 0% Current Year Financials 152 0 0% 50 (102) -67% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-24 31-Mar-24 Zero Carbon Fund Zero Carbon Fund. Planned End Date Forecast End Date Main Issues / Reason for Variance Works initiated to install a heat pump to complement HUB CEC boiler. Liasing with BAM FM and Asset Management to decide which site to install solar PV following successful installation at St Peters. Works will cross into next financial year. Upgrade obsolete heating controls (BEMS) across Council estate Upgrade obsolete heating controls (BEMS) across Council estate. Planned End Date Forecast End Date Mitigating Action None available at this time Anticipated Outcome Project delivered within budget. Main Issues / Reason for Variance Tender documentation currently being prepared. Work scheduled between October 2022 and March 2023 but suspect it will carry forward into the new financial year due to necessary disruption to heating in the buildings. Mitigating Action None available at this time. Anticipated Outcome Delivery of project within budget. Page 89
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre Project Life Financials 750 0 0% 0 (750) -100% Current Year Financials 750 0 0% 0 (750) -100% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Dec-22 30-Jun-23 Project Life Financials 22,100 1,806 8% 22,100 (0) 0% Current Year Financials 7,465 38 1% 2,851 (4,614) -62% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 Main Issues / Reason for Variance Due to factors outwith the Council's control, progress couldn’t be made on a timeline that would be acceptable to funders and as a result Scottish Government will withdraw the grant offer. Therefore the project cannot be progresses at this time. Mitigating Action None available at this time. Anticipated Outcome Repurposing and restoration of B listed former St Andrew's church in Alexandria for community arts uses. Viresco Studios and Arts Centre Viresco Studios and Arts Centre in Alexandria, aimed to encourage wider participation in the arts, creative enterprises and cultural activity in West Dunbartonshire. Planned End Date Forecast End Date LUF Year one LUF spend includes acquisition cost of Artizan Centre, and design development for Glencairn House and Connecting Dumbarton Planned End Date Forecast End Date Main Issues / Reason for Variance Connecting Dumbarton and Glencairn House are progressing per the agreed programme. A future programme for the Artizan Centre based on the Redevelopment Options consultancy will be reported to IRED, after which proposed in year spend may be adjusted. Costs will continue to be monitored by the LUF Project Board. Costs are being reported as per the first Programme Management Update (Nov 2021) and may not represent the current projections. Mitigating Action None available at this time. Anticipated Outcome Redevelopment of the Dumbarton Town Centre Page 90
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre Project Life Financials 382 388 102% 388 6 2% Current Year Financials 0 6 0% 6 6 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-21 31-Mar-21 Project Life Financials 400 44 11% 400 0 0% Current Year Financials 357 0 0% 100 (257) -72% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Oct-23 31-Oct-23 Main Issues / Reason for Variance Project completed over budget due to ground conditions on site. Final costs now charged. Mitigating Action None available at this time. Anticipated Outcome New sports changing facility completed. New Sports Changing Facility at Duntocher New Sports Changing Facility at Duntocher Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Two sites are being developed at Dillichip Loan Bonhill and Overburn Dumbarton. These sites will provide eighty traditional allotment plots together with community food growing facilities. It is anticipated that project works will commence in February 2023 with a completion date of October 2023. Mitigating Action None available at this time. Allotment Development To develop an allotment site. Anticipated Outcome Two new allotment sites with 80 plots and community growing space. Page 91
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre Project Life Financials 2,646 2,847 108% 3,210 565 21% Current Year Financials 844 480 57% 741 (103) -12% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-23 Project Life Financials 817 263 32% 817 (0) 0% Current Year Financials 553 0 0% 150 (403) -73% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 30-Sep-22 Posties Park Sports Hub - New sports hub to include Gym & running track Creation of a sports hub at Posties/Marinecraft to include a new changing pavilion/Gym, new all- weather 6 lane running track, conversion of blaze sports pitch to grass, new fencing, upgrade of existing floodlights and additional car parking. This combines the budget approved by the Council in February 2015 for Community Sports Facilities at Posties Park, draw down of budget from the generic sports facilities budget line. No match funding from Sport Scotland was received. Planned End Date Forecast End Date Vale of Leven Cemetery Extension Extension of existing cemetery in Vale of Leven. Main Issues / Reason for Variance Project start was delayed due to planning issues and COVID-19 restrictions. Work commenced January 2021 with a proposed completion date of March 2022 which has been extended to October 2022 due to design changes required by Planning. There is still a significant amount of work to be undertaken to complete the project and the cost of this work has been affected by Brexit and supply chain issues. A forecast is uncertain at this time pending discussions and negotiations with the contractor. Mitigating Action None required at this time. Anticipated Outcome New all weather running track and gymnasium. Anticipated Outcome Extension to existing cemetery providing a sustainable burial environment. Planned End Date Forecast End Date Main Issues / Reason for Variance Project is now being developed for tendering, with project commencing February 2023 and completion expected by 31 October 2023. It is anticipated that £0.150m will be spent this financial year mainly on consultant costs and enabling works. Mitigating Action None available at this time. Page 92
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre Project Life Financials 217 3 1% 217 0 0% Current Year Financials 214 0 0% 0 (214) -100% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Project Life Financials 400 358 90% 400 0 0% Current Year Financials 42 0 0% 0 (42) -100% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 Project Life Financials 500 11 2% 500 0 0% Current Year Financials 220 0 0% 0 (220) -100% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Bus Rapid Deployment Fund Funding has been awarded from Sustrans to assist with social distancing measures required as a Planned End Date Forecast End Date Main Issues / Reason for Variance Officers working with external partners to identify projects to support funding. Investigation on going however unlikely works will be able to progress this financial year. Mitigating Action None available at this time. Anticipated Outcome To improve journey times and reliability of bus services. Mitigating Action None available at this time. Anticipated Outcome To complete remaining civil works required. Auld Street Clydebank - Bond Completion of roadworks associated with Auld Street housing development. Creation of a footpath Planned End Date Forecast End Date Main Issues / Reason for Variance Road construction works completed in previous years. Remaining funds are insufficient to complete footpath construction. Works on hold until such time as additional funds can be secured. Main Issues / Reason for Variance Awaiting Scottish Government recommendations. Mitigating Action None available at this time. Anticipated Outcome Project to be delivered within budget. Mandatory 20mph Residential communities Mandatory 20mph Residential communities. Planned End Date Forecast End Date Page 93
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 5 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT RED ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Installation of Solar PV at Clydebank Leisure Centre Project Life Financials 1,000 0 0% 1,000 0 0% Current Year Financials 1,000 0 0% 0 (1,000) -100% Project Description Project Manager Kenny Lang Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Project Life Financials 2,817 0 0% 2,817 0 0% Current Year Financials 2,817 0 0% 600 (2,217) -79% Project Description Project Manager Kenny Lang Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Vehicle Replacement Strategy Replacement of refuse collection vehicles. Main Issues / Reason for Variance Vehicles are being ordered for delivery in this financial year but larger vehicles will be delayed into financial year 2023/2024. Mitigating Action None Required. Anticipated Outcome Replacement of fleet within budget. Anticipated Outcome Replacement of refuse collection vehicles. Vehicle Replacement Replacement of vehicles which have reached end of programmed lifespan (7 year heavy vehicles, 10 year light vehicles). Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Larger vehicles will be delayed due to supply chain issues. Delivery timescales anticipated at 18 months. Mitigating Action None available. Page 94
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 1 Project Life Financials 83 0 0% 83 0 0% Current Year Financials 83 0 0% 83 0 0% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 2 Project Life Financials 20 13 66% 20 0 0% Current Year Financials 7 0 0% 7 0 0% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 3 Project Life Financials 290 63 22% 290 0 0% Current Year Financials 216 0 0% 216 0 0% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 30 June 2022 Budget Details Project Life Financials Spend to Date Variance Mitigating Action None available at this time. Anticipated Outcome Physical works being carried out by 31/3/23. Replace existing main hall Air Handling unit at Clydebank Town Hall Replace existing main hall Air Handling unit at Clydebank Town Hall. Planned End Date Forecast End Date Main Issues / Reason for Variance Works are integrated with the new Baths refurbishment. Await design proposals from Vital for approval. Works to be complete by 31 March 2023 to compliment the district heating installation. Leisure Energy projects - air handling units, upgrade lighting, circulating pumps, and draught proofing Measures to be installed at both Meadow Centre & Vale of Leven Swimming Pool; new pool hall Air Handling Units, upgrade lighting, circulating pumps Vale of Leven Swimming Pool, internal and external lighting and draught proofing. Planned End Date Forecast End Date Main Issues / Reason for Variance Works to be passed to Consultancy Services and meeting to be arranged. Main Issues / Reason for Variance Further works ordered. Expect full spend by 31 March 2023. Mitigating Action None required. Anticipated Outcome Delivery of project with full budget spend. Replace failed heating controls/valves & recommission Replace failed heating controls/valves & recommission. Planned End Date Actual End Date Mitigating Action All works to be complete in one tender package. Anticipated Outcome All works to be completed next financial year 2023/24. Page 95
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 4 Project Life Financials 85 55 64% 85 (0) 0% Current Year Financials 30 0 0% 27 (3) -10% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 5 Project Life Financials 16 14 85% 16 0 0% Current Year Financials 2 0 0% 2 (0) 0% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 6 Project Life Financials 50 0 0% 50 0 0% Current Year Financials 50 0 0% 50 0 0% Project Description Project Manager Steven Milne/ John McKenna Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 Automatic Meter Readers - Water Automatic Meter Readers. Planned End Date Forecast End Date Water Meter Downsize Water Meter Downsize. Main Issues / Reason for Variance Water meter works to be carried out in the last quarter of the year. Previous works with electricity meter supplier did not meet expectations. Await resolutions before issuing further orders. Mitigating Action None required. Anticipated Outcome All works to be completed 2022/23. Anticipated Outcome Delivery of project within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Project integrated with Water AMR project. All works to be carried out in the last quarter of the year. Expect full spend. Mitigating Action None required Mitigating Action None available at this time. Anticipated Outcome Works complete 2022/23 Lighting upgrades to LED in schools and Corporate buildings Upgrade lighting in schools and corporate buildings. Planned End Date Forecast End Date Main Issues / Reason for Variance Initial building surveys being carried out with layout of existing lighting. Expect full spend depending on access restrictions and availability of DLO to carry out the work. Page 96
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 7 Project Life Financials 2,188 58 3% 1,651 (538) -25% Current Year Financials 1,651 58 4% 1,450 (201) -12% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-24 8 Project Life Financials 9,782 4,928 50% 9,797 15 0% Current Year Financials 2,223 30 1% 2,075 (148) -7% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Mar-24 31-Mar-24 9 Project Life Financials 1,166 1,023 88% 1,166 0 0% Current Year Financials 143 0 0% 143 0 0% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 Planned End Date Forecast End Date Main Issues / Reason for Variance LED budget is invested across our town centres and strategic sites and is used to develop and implement projects as well as providing match funding to lever in external funding. During 2022/2023 the key projects to be developed and delivered include a contribution towards Smollett Fountain public realm, enabling works at Mitchell Way subject to the timescale of the developer, development costs associated with Dumbarton Waterfront, the Arc of Attraction Strategy and in Clydebank implementation of the Development Framework and delivery of the Activities Centre. Many regeneration projects are subject to factors outwith Council control and close monitoring of the programming is required. A contingency is included for increasing costs and new funding opportunities. Mitigating Action None available at this time. Regeneration/Local Economic Development Budget to facilitate the delivery of Regeneration throughout West Dunbartonshire, aligned to the Economic Strategy. External funding will be sought to maximise opportunities for redevelopment of these sites. Town Centre Fund Scottish Government funding to help improve local town centres. Planned End Date Forecast End Date Main Issues / Reason for Variance The remaining Town Centre Fund will be spent on the Smollett Fountain public realm works which will be completed by the end of the financial year. Main Issues / Reason for Variance The remaining Regeneration Fund projects are Dumbarton Waterfront Path; the contribution towards the costs of Glencairn House; Connecting Dumbarton; and the Scottish Marine Technology Park at the former Carless site. As Levelling Up Fund is programmed to be spent before Regeneration Fund for Glencairn House and Connecting Dumbarton, it is not anticipated that any Regeneration Fund will be spent on these projects during this financial year and will be carried forward. Spend against The £2.0m Clyde Mission funding for SMTP will continue during the financial year 2022/2023 before an agreement is reached on the £2.0m of Regeneration Fund investment. Dumbarton Waterfront Path will be developed according to landowner timescales, and only some spend is anticipated this year. Mitigating Action Programme management approach to delivery. Anticipated Outcome Progress towards delivery of planned projects from Economic Development Strategy and Charrette Action Plans albeit later than originally anticipated. Anticipated Outcome Improved town centres and strategic sites across West Dunbartonshire. Regeneration Fund Funding to implement major regeneration projects linked to community charrettes. Planned End Date Forecast End Date Mitigating Action None available at this time. Anticipated Outcome Regenerated Town Centres. Page 97
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 10 Project Life Financials 1,456 139 10% 1,456 0 0% Current Year Financials 1,317 0 0% 1,112 (205) -16% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 11 Project Life Financials 747 0 0% 747 0 0% Current Year Financials 747 0 0% 747 0 0% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Dec-22 30-Jun-23 12 Project Life Financials 125 56 45% 125 0 0% Current Year Financials 69 0 0% 69 0 0% Project Description Project Manager Gillian McNamara/ Michael McGuinness Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 30-Jun-23 Anticipated Outcome Place-based improvements that advance Scottish Government's priorities of 20 min neighbourhoods and carbon zero. Clydebank Can On The Canal New activities centre in Clydebank Town Centre. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance The budget includes a £0.641m contribution to Titan Boulevard at Queens Quay and £0.441m towards implementation of Alexandria Masterplan projects. Mitigating Action Programme involves expenditure over a number of projects led by different services. Regular reporting between services will help early identification of risk. Place Based Investment Programme Scottish Government Funding to establish a Place-Based Investment Programme to ensure that all place based investments are shaped by the needs and aspirations of local communities. Mitigating Action None available at this time. Anticipated Outcome Successful LUF applications that meet UK Government's over-riding objective of Levelling Up and transformational regeneration. Levelling up Successful LUF applications that meet UK Government's over-riding objective of Levelling Up and transformational regeneration. Planned End Date Forecast End Date Main Issues / Reason for Variance This capacity funding was awarded by UK Government to assist with development of LUF bids. WDC has been awarded a grant from LUF Round 1 and the capacity funding will be used in part to produce Artizan Centre redevelopment options. The balance will be used for Roads/Transportation to develop a major transportation bid for LUF2. Main Issues / Reason for Variance Kier is appointed to design and deliver the Activities Centre at Clydebank Town Centre. Design of the project is underway and a commencement date for construction is to be confirmed however this will be later than anticipated due to some administrative delays. Mitigating Action None available at this time. Anticipated Outcome New community-run activities centre in Clydebank Town Centre. Page 98
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 13 Project Life Financials 21,578 21,628 100% 21,748 170 1% Current Year Financials 120 0 0% 120 0 0% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Peter Hessett Project Lifecycle 31-Mar-23 31-Mar-23 14 Project Life Financials 11,100 0 0% 11,100 0 0% Current Year Financials 3,600 0 0% 3,600 0 0% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Peter Hessett Project Lifecycle 31-Mar-24 31-Mar-24 15 Project Life Financials 34,050 2,726 8% 34,049 (1) 0% Current Year Financials 986 46 5% 986 (0) 0% Project Description Project Manager Patricia Rowley/ Craig Jardine Chief Officer Peter Hessett Project Lifecycle 31-Mar-27 31-Mar-27 Main Issues / Reason for Variance Consultancy costs financed by income received Mitigating Action None required Anticipated Outcome Consultancy costs for District Heating District Heating Consultancy Costs for District Heating Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Regular updates are provided at every Council meeting and monthly Project Board meetings and to City Deal. The main issues contained within the new Council's approved Outline Business Case are still valid, which include Exxon's remediation strategy, land transfer arrangements and issues relating to adjoining owners. WDC Consultants are monitoring the remediation process to ensure compliance with specification, also Esso are independently monitoring the remediation works. Final Business Case submission is November 2022. Through the Scape framework we are working closely with Balfour Beatty to achieve a formal pre construction agreement to allow the detailed design works to commence and the full construction programme to be developed. Agreements in principle are progressing with third party land owners. Mitigating Action None required. Mitigating Action None available at this time. Anticipated Outcome Project will be delivered on budget. Exxon City Deal As part of the City Deal project the WDC Exxon site at Bowling regeneration with alternative A82 route included. District Heating Network Expansion District Heating Network Expansion. Planned End Date Forecast End Date Main Issues / Reason for Variance Network expansion to GJNH (Golden Jubilee National Hospital) will commence pending approval to proceed by the GJNH Board. Anticipated Outcome Delivery of the project on time and within the increased budget. Page 99
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 16 Project Life Financials 8,535 124 1% 8,535 (0) 0% Current Year Financials 1,715 5 0% 1,715 0 0% Project Description Project Manager Sharon Jump/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-25 31-Mar-25 17 Project Life Financials 1,912 124 7% 1,912 0 0% Current Year Financials 1,912 124 7% 1,912 (0) 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-23 31-Mar-23 18 Project Life Financials 350 9 3% 350 0 0% Current Year Financials 0 0 0% 0 0 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-24 31-Mar-24 Depot Rationalisation Depot Rationalisation. Main Issues / Reason for Variance Works progressing. Mitigating Action None available at this time. Anticipated Outcome Full budget spend anticipated and request for FY22/23 acceleration of budget received. Anticipated Outcome Project business case will be brought back to project board and Council. Building Upgrades and H&S - lifecycle & reactive building upgrades Lifecycle and reactive building upgrades. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Design Team have been appointed to develop feasibility options for the DRP Project, currently in stage 1 of this phase reviewing service requirements. The conclusion of the feasibility report will provide input for the options appraisal exercise. The intention would be to bring a business case to the IRED Committee in November 2022. Mitigating Action None available at this time. Mitigating Action None available at this time. Anticipated Outcome To deliver new sports changing facility. New Sports Changing Facility Dumbarton West (Old OLSP site) New Sports Changing Facility Dumbarton West (Old OLSP site) Planned End Date Forecast End Date Main Issues / Reason for Variance The budget for this project has been rephased to FY 2023/2024. Page 100
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 19 Project Life Financials 150 16 11% 150 0 0% Current Year Financials 134 0 0% 134 (0) 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-21 31-Mar-23 20 Project Life Financials 750 664 89% 750 0 0% Current Year Financials 86 0 0% 86 (0) 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-22 31-Mar-23 21 Project Life Financials 2,375 87 4% 2,375 (0) 0% Current Year Financials 1,090 3 0% 1,090 (0) 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-22 31-Mar-24 Holm Park & Yoker Athletic FC Develop a new 3G pitch to act as a home venue for Clydebank FC with extensive community access. Planned End Date Forecast End Date Main Issues / Reason for Variance Project now complete awaiting invoices. Main Issues / Reason for Variance Project had been delayed due to a number of COVID-19 related issues and utilities issues. Unit is now in production but delay to site due to the utility disconnection and demolition works. Mitigating Action None available at this time. Anticipated Outcome To deliver new sports changing facility. New Sports Changing Facility at Lusset Glen in Old Kilpatrick New Sports Changing Facility at Lusset Glen in Old Kilpatrick Planned End Date Forecast End Date Anticipated Outcome New build community facility. Planned End Date Forecast End Date Main Issues / Reason for Variance Planning Permission received and currently working on internal room layouts to confirm overall budget required to complete project. Previous delays, include application for planning permission which Officers elongated due to requirement to go to design panel, and delays in additional information being able to be provided to Planning due to site visits not being able to be carried out because of COVID-19 restrictions. Currently room layouts are being discussed with the group, this will then allow a review of costs to minimise the additional budget required to complete the Mitigating Action None available at this time. Mitigating Action None available at this time. Anticipated Outcome Project delivered on budget. New Westbridgend Community Centre New Westbridgend Community Centre Page 101
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 22 Project Life Financials 150 0 0% 150 0 0% Current Year Financials 150 0 0% 150 0 0% Project Description Project Manager Michelle Lynn Chief Officer Angela Wilson Project Lifecycle 31-Mar-25 31-Mar-25 23 Project Life Financials 78 0 0% 78 0 0% Current Year Financials 78 0 0% 78 0 0% Project Description Project Manager Martin Feeney Chief Officer Angela Wilson Project Lifecycle 31-Mar-22 31-Mar-23 24 Project Life Financials 45 0 0% 45 0 0% Current Year Financials 45 0 0% 45 0 0% Project Description Project Manager Martin Feeney Chief Officer Angela Wilson Project Lifecycle 31-Mar-22 31-Mar-23 Changing Places Toilet Provision Changing places toilet provision in four public buildings - Balloch bus stance toilets, Concord Community Centre, Dalmuir Community Centre and Clydebank East Community Centre. Planned End Date Forecast End Date Mitigating Action None available at this time. Anticipated Outcome Project delivered within budget. Elevated Platforms (Building Services) Elevated Platforms (Building Services). Purchase of 3 Welfare Units At Council meeting on 30th August 2017 it was agreed to purchase 3 Welfare Units as a spend-to-save proposal. Planned End Date Forecast End Date Main Issues / Reason for Variance Welfare Units will be purchased by the end of the financial year. Main Issues / Reason for Variance Plans have been prepared and projects will be progressed by the end of the financial year. Mitigating Action None available at this time. Anticipated Outcome Project delivered within budget. Anticipated Outcome Project delivered within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance It is anticipated that spend will be achieved by the end of the financial year 2022/2023. Mitigating Action None available at this time. Page 102
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 25 Project Life Financials 405 2 0% 405 0 0% Current Year Financials 405 2 0% 405 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 26 Project Life Financials 472 406 86% 472 0 0% Current Year Financials 66 0 0% 66 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 27 Project Life Financials 1,726 1,718 100% 1,726 0 0% Current Year Financials 13 5 38% 13 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 Main Issues / Reason for Variance Projects are currently being developed to deliver better access in our parks, cemeteries and open spaces. Full budget spend anticipated in 2022/23. Mitigating Action None required at this time. Anticipated Outcome Better access with parks, cemeteries and open spaces. Public non-adopted paths and roads Upgrades to drainage and lighting to enhance the lifespan of paths and roads within facilities in public parks, cemeteries and civic spaces. Planned End Date Forecast End Date Anticipated Outcome Budget to be vired to Posties Park Project. Environmental Improvement Fund This fund has been created to deliver environmental improvement projects for communities throughout West Dunbartonshire. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance This fund has now closed. Funding to be vired to Posties Park project. Mitigating Action None required Community Sports Fund Match funding of up to 75% for local sports clubs to develop business cases to improve facilities. Main Issues / Reason for Variance Remaining budget rephased from 2021/22 to progress with tree planting in 2022/23 in line with the Councils Climate Change and Biodiversity action plans. Full budget spend anticipated. Mitigating Action None required at this time. Anticipated Outcome Improvements to the environment of West Dunbartonshire. Page 103
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 28 Project Life Financials 50 37 73% 50 (0) 0% Current Year Financials 13 0 0% 13 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 29 Project Life Financials 220 214 97% 220 0 0% Current Year Financials 7 0 0% 7 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 03-Apr-21 31-Mar-22 30 Project Life Financials 200 0 0% 200 0 0% Current Year Financials 30 0 0% 30 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 31 Project Life Financials 581 59 10% 581 (0) 0% Current Year Financials 122 0 0% 122 (0) 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-22 Mitigating Action None required at this time. Anticipated Outcome Sustainable burial environment for local residents. Kilmaronock Cemetery Extension Extension of existing cemetery at Kilmaronock. Planned End Date Forecast End Date Main Issues / Reason for Variance This budget will be used to develop an area of the existing Cemetery for additional burials. Project scope has now been developed and will be tendered under the minor civils framework. Budget spend anticipated in 2022/23. Main Issues / Reason for Variance Project works complete. Retentions to be paid in 2022/23. Mitigating Action None required at this time. Anticipated Outcome New all weather tennis courts. Sports Facilities Upgrades - Argyll Park - Construction of 3 All Weather Tennis Courts Project is part of wider investment in sporting facilities and is dependent on match funding from Sports Scotland. Agreement in principle to wider WDC strategic priorities. Planned End Date Actual End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Consultant and design team fees for resurfacing of 3G pitch at East End Park. Mitigating Action None required. East End Park Resurfacing Resurfacing of 3G pitch at East End Park. Main Issues / Reason for Variance Development of play areas to improve accessibility and inclusiveness of play areas throughout West Dunbartonshire. Mitigating Action None required at this time. Anticipated Outcome Renewal of play parks Anticipated Outcome Resurfacing of 3G pitch at East End Park. Play Parks Grant Funding Renew and replace play park equipment Planned End Date Forecast End Date Page 104
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 32 Project Life Financials 210 0 0% 210 0 0% Current Year Financials 10 0 0% 10 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 30-Nov-23 30-Nov-23 33 Project Life Financials 25 0 0% 25 0 0% Current Year Financials 25 0 0% 25 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 34 Project Life Financials 102 0 0% 102 0 0% Current Year Financials 102 0 0% 102 0 0% Project Description Project Manager Ian Bain Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 Balloch Mountain Bike Track Develop a mountain bike skills trail at Balloch Castle Country Park. Planned End Date Forecast End Date Main Issues / Reason for Variance Design fees to develop Mountain bike skills trail in Balloch country park. Project to commence April 2023 and works to be complete by November 2023. Anticipated Outcome Large bins provided for high traffic areas Knowes Nature Reserve Nature resource for Faifley Community Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Supply and install extra large litter bins as a pilot project within hotspot problem areas. Project is due to commence August 2022 and completion is anticipated by March 2023. Mitigating Action None required at this time. Mitigating Action None required at this time. Anticipated Outcome Mountain bike track Large bins for high traffic areas (pilot) Supply and install extra large litter bins as a pilot project within hotspot problem areas. Main Issues / Reason for Variance Funding received from Nature Restoration Fund to build nature resource for Faifley community. Project due to commence 1st April 2022 and completion anticipated by November 2022. Mitigating Action None required at this time. Anticipated Outcome Nature resource for Faifley Community Page 105
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 35 Project Life Financials 740 350 47% 350 (390) -53% Current Year Financials 390 0 0% 0 (390) -100% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Jul-22 31-Jul-22 36 Project Life Financials 683 0 0% 566 (117) -17% Current Year Financials 683 0 0% 566 (117) -17% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 37 Project Life Financials 203 0 0% 107 (96) -47% Current Year Financials 107 0 0% 107 (0) 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 Mitigating Action None required at this time. Anticipated Outcome To provide people of West Dunbartonshire additional space to help adhere to social distancing guidelines. Spaces for People Funding has been awarded from Sustrans to assist with social distancing measures required as a result of the COVID-19 pandemic. Planned End Date Forecast End Date Main Issues / Reason for Variance The programme is now complete and there will be no further expenditure. Main Issues / Reason for Variance To develop projects including Balloch Park Phase 2, and other projects principally around National Cycle Network 7 and further pedestrian dropped kerbs Mitigating Action None required at this time. Anticipated Outcome To improve connectivity and enhanced Cycling routes within West Dunbartonshire. Cycling, Walking and Safer Streets Introduction of enhanced walking routes and traffic calming schemes to introduce safer streets within West Dunbartonshire. Planned End Date Forecast End Date Mitigating Action None required at this time. Anticipated Outcome To improve Footways in West Dunbartonshire. Footways/Cycle Path Upgrades Renewal and/or enhancement of failed footpaths/cycle paths through West Dunbartonshire. Planned End Date Forecast End Date Main Issues / Reason for Variance Projects and locations still to be decided. Page 106
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 38 Project Life Financials 200 0 0% 5 (195) -97% Current Year Financials 5 0 0% 5 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 39 Project Life Financials 60 55 91% 60 0 0% Current Year Financials 5 0 0% 5 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 40 Project Life Financials 314 215 68% 314 (0) 0% Current Year Financials 100 0 0% 100 (0) 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 Planned End Date Forecast End Date Main Issues / Reason for Variance Budget to be used for retention payment from last years surfacing of Dumbarton East footways. Mitigating Action None required at this time. Additional Pavement Improvements Extra funding to accelerate pavement maintenance and improvements across West Dunbartonshire. Turnberry Homes - traffic calming/ management at Turnberry housing development off Castle Road Funding has been received from Turnberry Homes and will be used to introduce traffic calming and traffic management measures to mitigate the impact of additional traffic accessing the housing development off Castle Road, Dumbarton. Planned End Date Forecast End Date Main Issues / Reason for Variance Consultation completed 2021/2022 and speed humps will be installed prior to 31 March 2023. Anticipated Outcome To improve Footways in West Dunbartonshire. Anticipated Outcome To provide Electric Vehicle Charging points within West Dunbartonshire. Planned End Date Forecast End Date Main Issues / Reason for Variance Charging points to be installed at Moss O' Balloch park by the end of this financial year. Mitigating Action None required at this time. Mitigating Action None required at this time. Anticipated Outcome Traffic calming to be installed in Dumbarton East. Electrical Charging Points - Rapid Charge Funding has been awarded from Transport Scotland for the Installation of electrical charging points Page 107
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 41 Project Life Financials 1,257 0 0% 1,257 0 0% Current Year Financials 1,257 0 0% 1,257 0 0% Project Description Project Manager Raymond Walsh/ Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 42 Project Life Financials 500 0 0% 500 0 0% Current Year Financials 500 0 0% 500 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 43 Project Life Financials 149 0 0% 149 0 0% Current Year Financials 149 0 0% 149 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 Flood Risk Management Enhancement of drainage infrastructure to ensure compliance with Flood Risk Management Act 2009. Planned End Date Forecast End Date Mitigating Action None required at this time. Anticipated Outcome Projects should be complete within budget. Infrastructure - Flooding Essential renewal of failed drainage assets to minimise flood risk within West Dunbartonshire. Flood Prevention Various flood prevention projects. Planned End Date Forecast End Date Main Issues / Reason for Variance Plans are under consideration by officers. Main Issues / Reason for Variance A detailed design for Gruggies Burn will be undertaken by the end of the financial year. Mitigating Action None required at this time. Anticipated Outcome Project should be complete within budget. Anticipated Outcome Intention is to complete works within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Small value projects to tackle flooding events in various areas Mitigating Action None required at this time. Page 108
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 44 Project Life Financials 800 181 23% 800 0 0% Current Year Financials 620 0 0% 620 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 45 Project Life Financials 1,627 5 0% 1,075 (552) -34% Current Year Financials 1,627 5 0% 1,075 (552) -34% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 46 Project Life Financials 3,444 7 0% 3,444 0 0% Current Year Financials 3,444 7 0% 3,444 (0) 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 Main Issues / Reason for Variance Awaiting outcome of Scottish Government & SEPA deliberations, however officers are hopeful full budget spend can be incurred by the end of the financial year. Mitigating Action None required at this time. Anticipated Outcome Project should be completed within budget. River Leven Flood Prevention Scheme River Leven Flood Prevention Scheme. Planned End Date Forecast End Date Mitigating Action None required at this time. Anticipated Outcome Improve accessibility to Public Transport and improve journey time reliability. Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements & Park and Rides Strathclyde Partnership for Transport - Bus, cycling and walking infrastructure improvements. Planned End Date Forecast End Date Main Issues / Reason for Variance Work will be undertaken during this financial year for A8014 Kilbowie Rd, A814 Congestion Measures, Balloch Station Park & Ride and Bus Infrastructure Improvements. All of these projects will be undertaken by Roads Services. Main Issues / Reason for Variance Roads Operations are progressing an extensive surfacing program and have a number of schemes to be completed by the end of the financial year. Mitigating Action None required at this time. Anticipated Outcome Intention is to complete various surfacing works by the end of March 2023. Infrastructure - Roads Infrastructure - Roads. Planned End Date Forecast End Date Page 109
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 47 Project Life Financials 12 0 0% 12 0 0% Current Year Financials 12 0 0% 12 (0) 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 48 Project Life Financials 97 35 36% 97 (0) 0% Current Year Financials 55 0 0% 55 (0) 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 49 Project Life Financials 15,053 421 3% 15,053 (0) 0% Current Year Financials 1,524 0 0% 1,524 0 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 Street lighting and associated electrical infrastructure WDC is responsible for the maintenance of 18,000 street lighting columns and associated illuminated signs and bollards. This budget is required for this infrastructure. Planned End Date Forecast End Date Main Issues / Reason for Variance Budget will be used for any service work carried out by Scottish Power before or after column replacement works. Anticipated Outcome Intention is to complete works within budget. Gruggies Burn Flood Prevention Commission of Gruggies Flood Prevention Scheme. Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance This budget will be utilised for depot rationalisation works during the financial year. Mitigating Action None available at this time. Mitigating Action None available at this time. Anticipated Outcome Intention is to complete works within budget. Depot Improvement Works Improvement of WDC Roads Depot. Main Issues / Reason for Variance Budget to be used for a detailed design for Gruggies Burn. Mitigating Action None available at this time. Anticipated Outcome Project should be completed within budget. Page 110
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 50 Project Life Financials 2,325 1,007 43% 2,325 0 0% Current Year Financials 693 0 0% 693 (0) 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-26 31-Mar-26 51 Project Life Financials 2,325 0 0% 2,325 0 0% Current Year Financials 0 0 0% 0 0 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-26 31-Mar-26 52 Project Life Financials 4,300 3,802 88% 4,300 (0) 0% Current Year Financials 498 0 0% 498 (0) 0% Project Description Project Manager Sharron Worthington Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-22 Mitigating Action None required at this time. Anticipated Outcome To provide an improved A813. A813 Road Improvement Phase 2 A813 Road Improvement Phase 2. A813 Road Improvement Phase 1 A813 Road Improvement Phase 1. Planned End Date Forecast End Date Main Issues / Reason for Variance Plans have been developed for carriageway widening and footway and cycleway construction between Strathleven and Lions Gate. There are ongoing discussions with Aggreko and other land owners in regards to access and land acquisition with construction commencing during 2022/2023. Main Issues / Reason for Variance Works substantially complete. Additional works as a compensation event due to start on Wallace street in July 2022. Mitigating Action None required at this time. Anticipated Outcome Project should be completed within budget enhancing the A814 through Clydebank. Anticipated Outcome To provide an improved A813. Clydebank Charrette, A814 Clydebank Charrette, A814 Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance These works are not due to commence until Phase 1 has been completed. Mitigating Action None required at this time. Page 111
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 53 Project Life Financials 3,930 3,846 98% 3,846 (84) -2% Current Year Financials 84 0 0% 0 (84) -100% Project Description Project Manager Cameron Muir Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-May-21 54 Project Life Financials 1,039 650 63% 1,039 (0) 0% Current Year Financials 117 6 5% 117 (0) 0% Project Description Project Manager Cameron Muir Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 55 Project Life Financials 80 0 0% 80 0 0% Current Year Financials 40 0 0% 40 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Planned End Date Forecast End Date Main Issues / Reason for Variance Works to Renton footbridge are now complete and work will commence on the other bridges. Mitigating Action None available at this time. Mitigating Action None required. Anticipated Outcome To provide an improved Lomond Bridge. Protective overcoating to 4 over bridges River Leven To overcoat 4 bridges over River Leven. A811 Lomond Bridge Upgrade of Lomond Bridge. Planned End Date Actual End Date Main Issues / Reason for Variance Works to Lomond Bridge were completed May 2021. No further costs expected. Main Issues / Reason for Variance New Plant to be purchased Mitigating Action None required. Anticipated Outcome To purchase equipment. Anticipated Outcome To upgrade bridges within West Dunbartonshire. Roads Plant Purchase of Roads plant and equipment. Planned End Date Forecast End Date Page 112
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 56 Project Life Financials 350 0 0% 350 0 0% Current Year Financials 350 0 0% 350 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 57 Project Life Financials 300 0 0% 300 0 0% Current Year Financials 300 0 0% 300 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 58 Project Life Financials 1,000 0 0% 1,000 0 0% Current Year Financials 1,000 0 0% 1,000 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 Footway Resurfacing (RAMP) Footway resurfacing Planned End Date Forecast End Date Main Issues / Reason for Variance Projects and locations to be decided. Anticipated Outcome To upgrade traffic signals. Roads improvements Various road improvement projects Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Projects and locations to be decided. Mitigating Action None required. Mitigating Action None required. Anticipated Outcome Resurface footways. Traffic Signal Upgrades Upgrade Traffic Signals Main Issues / Reason for Variance Projects and locations to be decided. Mitigating Action None required. Anticipated Outcome Improvements to roads Page 113
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 59 Project Life Financials 100 0 0% 100 0 0% Current Year Financials 100 0 0% 100 0 0% Project Description Project Manager Raymond Walsh Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 60 Project Life Financials 1,000 0 0% 1,000 0 0% Current Year Financials 1,000 0 0% 1,000 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-25 31-Mar-25 61 Project Life Financials 30 0 0% 30 0 0% Current Year Financials 30 0 0% 30 0 0% Project Description Project Manager Derek Barr Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 62 Project Life Financials 400 0 0% 400 0 0% Current Year Financials 400 0 0% 400 0 0% Project Description Project Manager Hugh Campbell Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-22 31-Mar-23 Mitigating Action None required. Anticipated Outcome Renewal of street signage. Pavement improvements Various pavement improvement projects. Street sign renewal Renewal of street signs Planned End Date Forecast End Date Main Issues / Reason for Variance Projects and locations to be decided. Main Issues / Reason for Variance Expenditure on water safety equipment will be made as required throughout the year. Mitigating Action None required Anticipated Outcome Water safety equipment as required. Anticipated Outcome Improvement to pavements. Water Safety To develop Water Safety Policy & enhance water safety equipment in WDC Planned End Date Forecast End Date Planned End Date Forecast End Date Main Issues / Reason for Variance Projects and locations to be decided. Mitigating Action None required. Main Issues / Reason for Variance Delivery expected by September 2022 and full budget spend expected before the end of the financial year. Mitigating Action None available at this time. Anticipated Outcome Project delivered within budget. Purchase of gritters Purchase of gritters. Planned End Date Forecast End Date Page 114
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WEST DUNBARTONSHIRE COUNCIL APPENDIX 6 GENERAL SERVICES CAPITAL PROGRAMME ANALYSIS OF PROJECTS AT GREEN ALERT STATUS PERIOD END DATE PERIOD 3 Budget Forecast Spend £000 £000 % £000 £000 % 30 June 2022 Budget Details Project Life Financials Spend to Date Variance 63 Project Life Financials 1,980 0 0% 1,980 0 0% Current Year Financials 180 0 0% 45 (135) -75% Project Description Project Manager Kenny Lang Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-24 31-Mar-24 64 Project Life Financials 160 0 0% 160 0 0% Current Year Financials 80 0 0% 80 0 0% Project Description Project Manager Kenny Lang Chief Officer Gail MacFarlane Project Lifecycle 31-Mar-23 31-Mar-23 65 Project Life Financials 1,150 1,124 98% 1,150 (0) 0% Current Year Financials 26 0 0% 26 0 0% Project Description Project Manager Michelle Lynn/ Craig Jardine Chief Officer Angela Wilson Project Lifecycle 31-Mar-22 30-Apr-22 Waste Transfer Station The design, development and construction of a recycling and bulk waste transfer facility that will ensure all recycling material can be sorted and disposed off appropriately to ensure compliance with landfill ban in 2025. Planned End Date Forecast End Date Main Issues / Reason for Variance Consultant project nearing completion and spend will be made thereafter. Anticipated Outcome Project delivered within budget. Planned End Date Forecast End Date Main Issues / Reason for Variance Compactors have now been delivered. Mitigating Action None Required. Mitigating Action None Required. Anticipated Outcome Project delivered within budget. Replacement of compactors at Dalmoak civic amenity site The purchase of 2 compactors for the Council civic amenity site at Dalmoak. Mitigating Action None required. Anticipated Outcome To create new community facilities with additional space for early years provisions. Dalmonach CE Centre To create new community facilities with additional space for early years provisions. Planned End Date Forecast End Date Main Issues / Reason for Variance Project complete and final account to be agreed. Page 115